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Occupancy rate is the most fundamental hotel metric — what percentage of your available inventory did you actually sell? It answers the demand side of the performance equation. High occupancy alone does not indicate success; you must evaluate it alongside ADR to understand true RevPAR performance.

ADR measures the average rate guests actually paid for occupied rooms, excluding complimentary and house-use rooms. It reflects your pricing power and the quality of your revenue mix. Rising ADR can signal improved market positioning, a shift toward direct bookings, or successful upselling. Falling ADR often indicates over-discounting or an increasing share of low-rate OTA bookings.

RevPAR is the industry's primary performance benchmark because it combines both pricing and occupancy into one number. A hotel with a ₹10,000 ADR at 50% occupancy (RevPAR ₹5,000) underperforms one with ₹7,000 ADR at 80% occupancy (RevPAR ₹5,600). RevPAR growth comes from three levers: raise ADR, raise occupancy, or both. The right lever depends on where you sit in the demand cycle.

TRevPAR expands RevPAR to include every revenue stream: rooms, food & beverage, spa, minibar, laundry, activities, and any other operated department. For full-service resorts where non-room revenue often represents 30–50% of total revenue, TRevPAR is a more complete picture of how well each available room is monetised. If RevPAR grows while TRevPAR stagnates, your ancillary revenue departments may be underperforming or you may be attracting guests who do not use on-site facilities.

GOP is the absolute profit remaining after all operational expenses — departmental costs and undistributed overhead — before fixed charges (rent, management fees, interest, depreciation, and income tax). It is the most commonly tracked profit line in hotel P&Ls and the base for GOPPAR. A negative GOP means the property is cash-flow negative at the operating level, which is a critical warning signal.

GOPPAR is the metric that owners and investors care about most. Two hotels can have identical RevPAR but very different profitability if one has significantly higher operating costs. GOPPAR contextualises revenue with costs — it tells you how much profit each room in your inventory is generating, whether occupied or not. A growing RevPAR alongside a declining GOPPAR signals cost control problems that need immediate attention.

GOP % (Gross Operating Margin) shows what percentage of every revenue rupee/dollar is retained as operating profit. It is the most concise measure of operational efficiency. A 34% GOP margin means ₹34 of every ₹100 in revenue becomes profit before fixed charges. Compare this across months and years — a shrinking margin during growing revenue indicates rising costs are outpacing revenue growth.

CPOR measures how much it costs to service each occupied room. It encompasses all operating expenses — housekeeping labour, laundry, amenities, room supplies, front desk, utilities, and a share of overhead — divided by the number of rooms sold. A CPOR close to or exceeding your ADR indicates operational distress. Comparing CPOR against ADR gives you the operating cost recovery ratio: what percentage of rate revenue is consumed by costs.

Yield % measures how close you are to theoretically perfect revenue — what percentage of your maximum possible revenue (all rooms sold at full rack rate every night) you actually achieved. A 100% yield is impossible in practice; a yield of 55–70% is considered strong for full-service hotels. Low yield indicates excessive discounting, low occupancy, or both. Enter your rack rate in the optional inputs to unlock this metric.

NRevPAR deducts distribution costs (OTA commissions, GDS fees, booking platform charges) from room revenue before dividing by available rooms. It answers: after paying for the channel that brought the guest, how much room revenue do you actually keep per available room? Direct bookings have zero distribution cost, making NRevPAR higher than RevPAR for direct channels. Heavy OTA dependency compresses NRevPAR significantly. Enter your OTA/distribution costs in the optional inputs to unlock this metric.

These three indices (commonly called the STR indices) compare your property's performance against your competitive set. An index of 100 means you are performing exactly at market average — capturing your fair share. Above 100 means you are outperforming the market; below 100 means you are underperforming. RGI is the most important of the three — it is the RevPAR equivalent of the overall competitive scorecard.

MPI measures occupancy share. A high MPI with a low ARI means you are filling rooms by discounting. ARI measures rate premium. High ARI with low MPI means you are priced above the market but not filling rooms. RGI combines both — a high RGI with balanced MPI and ARI is the ideal outcome. Enter market comp-set data in the Competitive Benchmarking section above to unlock these metrics.