How total revenue goes far beyond monitoring room bookings

Understanding total revenue goes far beyond monitoring room bookings. 

Hotels, resorts, and serviced apartments are increasingly recognising the importance of capturing every revenue opportunity across outlets, services, and guest interactions.

But how do you actually track, analyse, and optimise that revenue? 

This article outlines seven effective ways to gain a comprehensive understanding of your property’s total revenue performance, so you can understand where, how, and why revenue is generated. 

Whether you’re in commercial, F&B, or a general manager, these methods will help you make smarter decisions across departments and uncover hidden opportunities.

1. Customer‑centric view

Start by shifting your lens.

Instead of just measuring revenue per room, zoom out and analyze total revenue per guest. Consider:

• Guest segments (business, leisure, group, etc.)
• Distribution channels (direct, OTA, travel agents)
• Source markets (local vs. international)

Why this matters:

Different guest profiles have unique spending patterns. This helps you understand which customer cohorts bring the most total revenue and profit, not just high occupancy. You can then adjust your marketing, pricing, and experience strategies to focus on attracting and retaining these high-value segments.

For example, you may find that direct domestic bookings generate slightly less room revenue than OTAs, but significantly higher F&B and spa spend. Prioritising these guests in your campaigns could increase overall profit without needing to fill more rooms.

Two key metrics to track here are:

• TRevPOR (total revenue per occupied room), which measures all revenue (rooms, F&B, spa, etc.) divided by the number of occupied rooms
• TRevPEC (total revenue per engaged customer), which goes a step further by calculating revenue per individual guest, not just per room. This is particularly useful when multiple guests share a booking or when you want deeper insight into per-person spend.

2. Guest spending analysis

Not all guests spend equally across your hotel(s). 

Once they are on your property, analyse their behavioural patterns and spending habits across various outlets:

• Who is using the spa, room service, or minibar?
• Do premium room guests spend more on-site than standard room guests?
• What time of day or stay phase (arrival, mid-stay, pre-checkout) sees the highest spend?

Why this matters: 

By identifying spending patterns, you can identify top-spending demographics and target promotions, upsells, and experiences to the right audiences at the right time, leading to an increase in ancillary revenue without needing to increase occupancy.

It’s not about the pattern of the individual guest but about replicable and returning patterns across specific segments of your guests.

For example, if you identify that couples staying in premium rooms (the “segment”) frequently book spa treatments, you could create a “Romance Package” with spa access and wine to increase spa attendance and revenue.

3. Revenue per square meter

Each space in your property should be assessed based on the revenue it generates relative to its size. Ask:

• Is your rooftop bar outperforming your lobby lounge?
• Does your meeting space justify the square footage? 

Why it matters:

This metric reveals which areas are underperforming and helps support decisions on investment, renovation, or reallocation of space. Optimising high-yield spaces increases profit without additional operational burden.

For example, if your terrace dining area consistently generates 35% more revenue per square meter than the indoor space, consider extending terrace hours or upgrading it for year-round use with heating or canopies to increase profit with minimal cost.

One consideration here is the supporting role of lower-yielding surfaces in selling higher-yielding surfaces. For instance, a luxury spa that helps sell your highest room categories.

4. Spend per occupied room over time

Track the average total spend per occupied room (TRevPOR), not just the room rate. This includes:

• F&B orders
• Spa services
• Parking and other extras

Why it matters:

If this figure starts to drop, it may suggest declining interest in ancillary services or missed upsell opportunities, prompting you to reassess your in-room offers, menus, packages or retrain your teams.

For example, a consistent drop in TRevPOR could highlight that guests are skipping F&B options, leading you to introduce a welcome drink offer or bundled dining credit to reignite interest.

5. Consumption behaviour: internal vs. external, eat-in vs. eat-out

Analyse guest and visitor consumption by:

• Internal (staying) vs. external (walk-in) guests
• Dine-in vs. takeaway consumption

Why it matters: 

Understanding who your customers are and how they consume helps you tailor services, hours, menus, and marketing accordingly.

For example, a high percentage of guests ordering delivery from third-party apps could suggest gaps in your menu appeal or dining experience. Also, if locals love your bakery’s takeaway breakfast, consider adding online ordering or delivery to boost revenue beyond hotel guests.

6. Breakfast capture rate

This metric shows the percentage of in-house guests who consume breakfast onsite compared to total occupancy.

Why it matters:

A low capture rate may indicate poor timing, unattractive menus, or unappealing pricing, and insights are valuable for improvement.

For example, if only 40% of guests take a breakfast package, offer a “grab-and-go” bag for early check-outs to capture more value from guests with tight schedules.

7. Simple manager report dashboards

A high-level centralized dashboard showing revenue per outlet is enough to show a snapshot of your property’s performance across all departments. It helps you:

• Catch unexpected dips
• Spot positive
• Course-correct early

Why this matters:

Sometimes you don’t need complexity. Quick access to actionable insights helps leadership respond faster to issues and opportunities, driving better decisions and agility.

For example, if bar revenue drops 20% this month, a dashboard allows you to trace it to fewer evening guests, prompting a promotion to boost traffic.

Connecting the Dots: Why POS Analytics is Key

While many of the above datapoints can be derived from PMS data, further analysis of total revenue requires a look into the other hotel profit centres, such as robust POS (point of sale) analytics: the ability to not just record transactions, but to understand and act on what’s happening at your bars, restaurants, spa, and other outlets.

POS analytics gives you the visibility to:

• Break down revenue by outlet, time, and guest profile
• Identify consumption patterns and spending behaviour
• Power KPIs like TRevPOR, revenue per square meter, and guest segmentation insights

Without strong POS analytics, your total revenue analysis remains incomplete.

At Juyo Analytics, we’re bridging that gap with the release of Juyo F&B POS Analytics: a powerful new module that puts your F&B data side by side with your commercial performance, market trends, and financial KPIs, all in one place.

From Revenue Streams to Revenue Strategy

True hospitality success lies in understanding how every guest, every outlet, and every square meter contributes to the bottom line.

By moving beyond room revenue and embracing these 7 metrics, you can:

• Unlock hidden profit drivers
• Make data-informed decisions across departments
• Deliver better guest experiences that increase total spend