Space utilisation

Sold hours over saleable hours per function room per property, with revenue per available square metre beside it, cut by day of week. Saleable hours exclude turnaround and closures; twenty-four-hour availability makes every property look empty. Space-only bookings, events with no rooms block, are shown separately.

DefinitionSold hours over saleable hours per function room per property, with revenue per available square metre beside it, cut by day of week. Saleable hours exclude turnaround and closures; twenty-four-hour availability makes every property look empty. Space-only bookings, events with no rooms block, are shown separately.

Revenue per metre

The busy boardroom over the empty ballroom is the wrong thing to be proud of.

The weekly pattern

Fifty-two percent describes no day. Tuesday turns business away; Saturday is unsold.

How it is computed

Sold hours divided by saleable hours, per function room and property, by day of week, with revenue per available square metre.

Example

A property's largest room sold 310 of 1,100 saleable hours in the quarter: 28 percent. Mondays and Fridays sold 6 percent.

Where it goes wrong

Measured by events held. A room used for two hours counts the same as one sold all day.

Articles that use this term

Territory, capacity and quota planning · Hospitality

Meeting space utilisation per property: sold hours against available, and the days nobody sells

How a hotel group measures its meetings and events space from the function diary: sold hours over available hours per room per property, revenue per available square metre, the day-of-week and month pattern, the properties whose function space sells out on Tuesdays and sits empty on Fridays, the group bookings that took space without rooms, and the identity that function revenue in the diary equals function revenue in the ledger.

16 Sept 20262 min read Board and management reporting · Hospitality

Sales KPIs for hotel groups: ten measures that matter, each with its formula and the export it comes from

The ten sales KPIs a hotel group's commercial team should run on, each with its formula, the export it comes from and what it tells you: pace against the same date last year, corporate rate production against commitment, property penetration per corporate account, segment mix per property, group conversion and wash, meeting space utilisation, account coverage at cadence, channel cost per booking, displacement on group business, and corporate account concentration. Also the three measures most hotel sales teams miss, the figures to drop, the identities, and who owns what.

17 Sept 20264 min read