What has happened?
Check the stay dates, properties, availability and revenue definition. A prior-year actual is a different baseline from a market estimate.
Performance reporting
Know what changed.
Understand what’s next.
Short-term rental performance reporting should connect revenue, rates and occupancy to decisions. Start with clear definitions, a fair comparison and what the numbers mean for your portfolio.
Tell us where your portfolio stands today.
01 / Reading performance
The numbers need a narrative.
This simplified example explains the relationship between metrics. It is not a PBM product screenshot, client result or promised report format.
ONE PROPERTY / 30 AVAILABLE NIGHTSILLUSTRATIVE SAMPLE DATA
$200ADR
70%Paid occupancy
$140RevPAR
21PAID NIGHTS
$200ADR
$4,200REVENUE
$4,200 accommodation revenue ÷ 30 available nights = $140 RevPAR
Read the relationship,
then ask why.
Higher occupancy alone does not establish stronger performance. A lower rate can fill more nights while reducing revenue per available night.
Before comparing periods, check whether available nights, fee treatment and the property mix are consistent.
This illustration excludes fees, taxes and operating costs. Revenue is not profit.
02 / A common language
Make comparisons meaningful.
Metric definitions and exclusions should be agreed for your reports. These are general definitions, not a specification of your contracted reporting.
ADR
Accommodation revenue divided by paid nights. Check whether taxes, cleaning charges and other fees are excluded before comparing sources. Read ADR alongside occupancy.
Paid occupancy
Paid nights divided by available nights. The treatment of owner blocks and unavailable dates changes the denominator.
RevPAR
Accommodation revenue divided by available nights. It connects the effect of rate and occupancy.
Booking pace & lead time
Pace compares bookings on the books at equivalent points before arrival. Lead time measures how far in advance stays are booked. Neither is final realized revenue.
03 / Know what you are reading
Booked is not yet earned.
A future booking and a completed stay describe different stages of performance. A forecast adds assumptions about what may happen next.
What is booked ahead?
Check when the data was captured. Cancellations, date changes and new bookings can change future revenue and occupancy.
What is estimated?
Read the assumptions behind the estimate. Neither a forecast nor another property’s performance is a promise of what yours will earn.
Revenue is not profit. Management and platform fees, cleaning, maintenance, financing and other operating costs need their own cost information. Revenue metrics alone do not show the return to an owner.
04 / The next question
Use insight to focus the conversation.
Reporting is most useful when it identifies a question worth investigating, rather than attributing every movement to pricing.
Is it comparable?
Check property mix, availability, renovations and owner stays before interpreting a period-over-period change.
Where are the gaps?
Look at unbooked nights alongside booking windows and restrictions before deciding whether price is the issue.
How will we review it?
Agree report format, delivery frequency, data access and follow-up with PBM as part of your scope.
Explore the working process ↗Start with your portfolio
Let’s put your revenue
questions in perspective.
Tell us about your properties, your setup and your goals.