How do demand, occupancy, pricing, development, and operating assumptions shape the project?
Model profile
Boutique Hotel
A boutique hotel modelled from the booking outwards. Occupancy is earned, not assumed: channels produce room-night demand at their own rate and their own commission, and a guest cohort ledger moves returning guests out of the intermediated channels and into the direct book. Capacity displaces the cheapest business rather than overflowing, the accounts follow the lodging industry's own reporting standard, and the plan is tested against the cover and debt yield a hotel lender actually underwrites.
Decision scope
Questions this model helps you examine
What capital programme, ramp-up, working capital, and financing structure are required?
How do valuation, downside cases, and timing changes affect investor returns?
Model capabilities
What this model includes
The profile below is generated from the same catalogue and workspace definitions used by the application.
- Occupancy as an output of channel demand against inventory, with a three-year stabilisation ramp
- Five booking channels - direct, online travel agency, corporate negotiated, group and wholesale - each with its own rate and acquisition cost
- Guest cohort ledger converting returning guests from intermediated to direct, which hedges commission as well as adding revenue
- Yield displacement: a full house closes out its lowest-yielding channel, so capacity raises rate instead of capping revenue
- Room type inventory with per-type rate index and cost per occupied night
- Food and beverage, spa and events driven by house-guest capture plus external demand
- USALI profit and loss: departmental profit, undistributed expenses, gross operating profit and GOPPAR
- Management base and incentive fees, franchise fee, and a funded FF&E reserve to net operating income
- Debt service cover and debt yield on a trailing twelve months, with an explicit covenant holiday
- Occupancy, ADR, RevPAR, GOPPAR and total revenue per available room published every year
- Cap-rate exit on stabilised net operating income, loan to cost and loan to value
- Tornado, named scenarios, goal seek, stress thresholds and a correlated Monte Carlo
Build the case
Inputs and workspaces
- AssumptionsInventory, rate, demand ramp, departments and the cost structure
- Channels and guestsBooking channels with their commissions, and the cohort behaviour that moves guests direct
- FinancingCapital plan, the senior mortgage, covenants and the covenant holiday
- AnalyticsSensitivity, scenarios, goal seek, stress thresholds and the Monte Carlo
Review the result
Outputs and analysis
- Net present valueAt the discount rate
- Project IRRUnlevered, to the exit
- Equity IRRLevered, to the exit
- Stabilised occupancyFinal forecast year
- Stabilised ADRAverage daily rate
- Stabilised RevPARRevenue per available room
- Stabilised GOPPARGross operating profit per available room
- GOP marginGross operating profit over revenue
- 8 additional metrics in the workspace
- Financial statementsDetailed schedules
- Channels, operations, covenants & valuationDetailed schedules
Designed for review
Who this model is for
- Developers and sponsors
- Hospitality and property operators
- Financial advisers
- Investors and lenders
Governed evidence
The review trail stays with the result.
Each completed calculation preserves the model version, saved inputs, reporting-currency snapshot, immutable run, and result fingerprint used for its reports.
- Version-controlled calculation logic
- Saved assumptions and scenarios
- Immutable calculation runs
- Reporting context preserved in exports
Ready to explore the case?