# Occupancy rate

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## Occupancy rate

The occupancy rate is a very important ratio, which gives you management information on the relationship between the number of occupied rooms and the total number of rooms. The hotel market has a structural overcapacity: the supply of hotel rooms exceeds the demand for the hotel(nights). So whatever you do, it is, (as in reality), very difficult to achieve an occupancy rate exceeding 80%. This means that in a year, from your 100 hotel rooms you had 80 rooms occupied. On taking over your occupancy rate is 50% (Operating_review).

Of course, the fixed costs will be the same at any occupancy rate, the height of the variable costs is related to the number of occupied rooms. Keep in mind that the number of occupied hotel nights is NOT the same as the number of guestnights or the number of bookings. There are all kinds of help available on the internet like Little Hotelier.

Please check the link to the 100 rooms you have available: their location and details on their facilities.

## Basic elements causing your occupancy rate

The algorithm decides on who is getting the customers: this algorithm comprises two major elements;

- most important: the average of the entrepreneurship mark and creativity mark. So the quality of your explanations and all activities as explained in your competition.
- the total of all your decisions in numbers, is there demand? There are a lot of competitors as well...
- the averages of the other teams. So if they spend more on marketing on an average, you didn't do enough and will loose some customers (occupancy rate).

The occupancy rate is the % of the available rooms occupied during a certain period between 12.00 and 12.00 the next day.

## Different target groups

There is also a difference between the two target groups: they each have their own occupancy rate at the beginning of the game, which you can find in your results. Check the next pages for detailed information:

## Weekends and the leisure target group

*Please take into account that in this game a year is calculated as 52 weeks * 7 days = 364 nights per year!*

The maximum number of hotel nights to be sold would be:

52 weeks x 100 rooms x 43% weekends x 7 days = 15,652 nights.

At the average room price (€ 90), that would generate maximum revenue from selling rooms of € 1,408,680.

The revenue from renting the rooms now during weekends is € 704.340 as stated in the Operating review. So € 704,340 ./. € 1,408,680 = 50% of the possibilities at the prices you start off with. Mostly leisure guests.

So, upon taking over the management, the hotel realizes 50% of the maximum revenues on renting weekend rooms of € 1,408,680 per year. So 50% of 15,652 nights is 7,826 night. So an occupancy rate of 50%.

To be more specific on this look at the file Revenue per room.

Trying to analyze the revenues of the rooms as shown in the operating review, might bring some differences to what you expect. This due to -cancellations, overbookings, group-reductions, no shows, friends & relatives. So a few % difference in these revenues is normal.

## Weekdays and the business target group

*Please take into account that in this game a year is calculated as 52 weeks * 7 days = 364 nights per year!*

So the maximum number of hotel nights to be sold would be:

52 weeks x 100 rooms x 57% weekdays x 7 days = 20,748 nights.

At the average room price (€ 120), that would generate a maximum revenue from selling rooms of € 2,489,760.

The revenue from renting the rooms now during weekdays is € 1,244,880 as stated in the Operating review. So € 1,244,880 ./. € 2,489,760 = 50% of the possible market at the prices you start off with. Mostly business guests.

So, upon taking over the management, the hotel realizes 50% of the maximum revenues on renting weekend rooms of € 2,489,760 per year. So 50% of 20,748 nights is 10,374 night. So an occupancy rate of 50%.

To be more specific on this look at the file Revenue per room.

Trying to analyze the revenues of the rooms as shown in the operating review, might bring some differences to what you expect. This due to -cancellations, overbookings, group-reductions, no shows, friends & relatives. So a few % difference in these revenues is normal.

## Indication

This gives an indication of the maximum growth. Of course, things change if you have a higher occupancy rate AND a higher sales price.

So making additional costs (apart from the fixed and variable costs you cannot "avoid"), this calculated maximum gives you an indication of what you could make on extra costs which still could be earned back. Or, even better, lead to more profit! Also, take into account that last year the net profit was € 486,307.

## Benchmarks

All over the year, an average of 50% doesn't seem to be too bad a position to start from. Of course, there is a strong relationship with the profit. Between 50 and 60% as an average all over the years seems to be realistic: check real benchmarks. Above 60% generally means you are doing a good job unless your prices are very low and your costs high. Some periods you can get up to 95%, but as an average all over the year occupancy-rates above 80% are nearly impossible in the industry. Higher prices without explaining to the customers (marketing costs) or proper investments, will make the occupancy rate go down. Lower prices attract cheap-buyers which might boost your occupancy rate. But int he end, per room you will not make less profit so your profit will drop. So it is all about the balance and following your concept.

## Type of customers

There is no specific information on the type of customers. The hotel has always been primarily aiming at the business guests and secondly at the leisure guests.

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