Blog · Board and management reporting · Hospitality
A hotel dashboard compares room revenue, occupancy, and property operating expenses on a consistent basis. Work through two US properties, reconcile portfolio totals, and isolate the effect of selling additional room nights.
A Power BI hotel dashboard should connect room sales to the property's operating result, using room nights and financial amounts from the same dates. Compare occupancy, realized room rate, and revenue per available room alongside defined property expenses so a fuller hotel is not automatically treated as a more profitable one.
Microsoft defines a Power BI dashboard as a single page of highlights, with related reports providing more detail. For a hotel operator, the summary should identify which property needs attention and show the numbers supporting that choice.
Covirage is not affiliated with Microsoft.
Start with an aggregate property export containing date, property, available room nights, sold room nights, and room revenue. Bring other revenue and operating expenses by property for the same period. Keep room taxes collected for others outside the revenue definition used here, and document the treatment of refunds, complimentary stays, and rooms removed from available inventory.
The room-night count is a measure of capacity over time. A room available on each date contributes an available room night on each date. Use the hotel's documented inventory policy consistently; silently removing unavailable rooms only when demand is weak makes comparisons unreliable.
For this review, property operating expenses include the site costs included in the supplied ledger export. The operating result below is total revenue less those listed expenses. It excludes corporate allocations, depreciation, interest, and income taxes, so it is not presented as net income or a standardized hotel profit measure.
Occupancy = Sold room nights / Available room nights
Average daily rate (ADR) = Room revenue / Sold room nights
Revenue per available room (RevPAR) = Room revenue / Available room nights
Property operating result = Room revenue + Other revenue − Included operating expenses
The controller owns the cost boundary and financial reconciliation. Property and revenue managers own the explanations for rate, occupancy, and inventory changes.
A US hospitality company reviews its North and South properties for September 2026. To make the arithmetic reproducible, each property has a constant realized room rate in this example. The room-night counts, rates, other revenue, and included operating expenses are the inputs.
| Property | Available room nights | Sold room nights | Realized room rate (USD) | Other revenue (USD) | Included operating expenses (USD) |
|---|---|---|---|---|---|
| North | 3,000 | 2,100 | 150.00 | 45,000 | 252,000 |
| South | 2,000 | 1,500 | 170.00 | 30,000 | 199,500 |
| Total | 5,000 | 3,600 | Not additive | 75,000 | 451,500 |
Room revenue is sold nights multiplied by realized rate. Other revenue is kept separate so restaurant, parking, or other receipts do not inflate the room-rate measures. The resulting calculations are:
| Property | Room revenue (USD) | Total revenue (USD) | Operating result (USD) | Occupancy | ADR (USD) | RevPAR (USD) | Operating result / revenue |
|---|---|---|---|---|---|---|---|
| North | 315,000 | 360,000 | 108,000 | 70.00% | 150.00 | 105.00 | 30.00% |
| South | 255,000 | 285,000 | 85,500 | 75.00% | 170.00 | 127.50 | 30.00% |
| Total | 570,000 | 645,000 | 193,500 | 72.00% | 158.33 | 114.00 | 30.00% |
North room revenue is 2,100 × 150 = $315,000. Total revenue is 315,000 + 45,000 = $360,000, and the operating result is 360,000 − 252,000 = $108,000. Occupancy is 2,100 / 3,000 = 70.00%, and RevPAR is 315,000 / 3,000 = $105.00.
South has stronger occupancy and room rate in this period, but North contributes more operating dollars. Both produce the same operating result as a share of total revenue under the stated expense boundary. The review needs both scale and ratios.
Amounts and percentages are displayed to two decimal places where needed. Calculations use the original unrounded inputs.
Room revenue ties as 315,000 + 255,000 = $570,000. Add $75,000 of other revenue to get $645,000 of total revenue. Subtract $451,500 of included expenses to get $193,500, matching 108,000 + 85,500 from the property rows.
Calculate portfolio ratios from the totals: occupancy is 3,600 / 5,000 = 72.00%; ADR is 570,000 / 3,600 = $158.33; and RevPAR is 570,000 / 5,000 = $114.00. In a spreadsheet with the input table in columns A through F, portfolio occupancy is:
=SUM(C2:C3)/SUM(B2:B3)
A separate identity proves the relationship between the room measures:
Occupancy × ADR = RevPAR
Using unrounded values, (3,600 / 5,000) × (570,000 / 3,600) = 570,000 / 5,000 = $114.00. Sold nights cancel. If the identity fails, check whether different dates, properties, or revenue definitions entered the measures.
Tie sold nights and room revenue to the property operating export. Tie total revenue and expenses to the same-period ledger. A ratio identity can pass even when both source totals are wrong, so retain both kinds of check.
Increase only North's sold room nights from 2,100 to 2,200. Keep available nights, realized room rates, other revenue, and operating expenses unchanged. This isolates the room-night effect; a full operating assessment would also examine the costs of serving the additional stays.
| Property | Revised sold nights | Revised room revenue (USD) | Revised total revenue (USD) | Revised operating result (USD) | Revised occupancy | Revised RevPAR (USD) |
|---|---|---|---|---|---|---|
| North | 2,200 | 330,000 | 375,000 | 123,000 | 73.33% | 110.00 |
| South | 1,500 | 255,000 | 285,000 | 85,500 | 75.00% | 127.50 |
| Total | 3,700 | 585,000 | 660,000 | 208,500 | 74.00% | 117.00 |
The proof is 100 additional room nights × $150 = $15,000 of additional room revenue. Other revenue and expenses do not move in this sensitivity, so the operating result also increases by $15,000: 193,500 + 15,000 = $208,500.
Portfolio occupancy rises to 3,700 / 5,000 = 74.00%. The portfolio ADR becomes 585,000 / 3,700 = $158.11 because the additional nights come from the lower-rate property. A lower portfolio ADR here accompanies higher room revenue and RevPAR; it does not indicate that either property's room rate fell.
Put revenue, operating result, and RevPAR in the summary, then retain the property comparison table. Microsoft describes Power BI tables as useful for exact values and multiple measures, which suits checking property contributions.
The broader Power BI dashboard examples cover other business layouts. The operations dashboard example addresses wider operating comparisons, while the Excel dashboard guide explains a spreadsheet presentation approach.
Bring an aggregate room-night export and property revenue and expense file, or a Google Sheet with the same fields. Covirage maps the columns; its tools compute and check occupancy, revenue, and operating results, while the external AI model explains the results with every figure traced to its rows. Create a free Covirage account, which takes about a minute, then set up your business and bring a sample of your own data.
See Covirage for hospitality for the supporting industry use case.
Show available and sold room nights, occupancy, room revenue, average daily rate, revenue per available room, other revenue, and defined operating expenses. Include property and period. Separate room performance from the operating result so a busy property is not automatically labeled more profitable.
Divide all sold room nights by all available room nights for the same properties and dates. Do not average the property percentages. A property with more available room nights should have more influence on the portfolio result.
Additional occupied nights bring revenue but can also bring labor, supplies, commissions, and other costs. Measure the resulting revenue and expenses together. An isolated occupancy sensitivity with costs held fixed demonstrates arithmetic rather than predicting the full operating outcome.