I’d put occupied nights and the number of turnovers beside those figures. Two months can have similar occupancy but very different amounts of cleaning, laundry and coordination if one is mostly two-night stays. In an owner report, that helps explain why a busier-looking month didn’t leave more money behind. It also gives the manager a specific operating pattern to investigate.
I’d put occupied nights and the number of turnovers beside those figures. Two months can have similar occupancy but very different amounts of cleaning, laundry and coordination if one is mostly two-night stays. In an owner report, that helps explain why a busier-looking month didn’t leave more money behind. It also gives the manager a specific operating pattern to investigate.
This is a good way to look at it. For an STR I'd go one step further than revenue minus costs and compare each property on net per occupied night and on how many hours it takes you. A unit that earns less but needs fewer cleanings, fewer repairs, and fewer guest messages can be the better business. I'd also pull out the one-time items, like a broken appliance, so a single bad month doesn't make a good property look weak. Look at it over at least a few months, since seasonality can flip the comparison. If both units sit in the same market, compare their occupancy and nightly rate against nearby listings to see whether the gap comes from pricing or from costs. Disclosure: I work with Guest Haus Company, a resource for owners on listing, pricing, and guest communications.