PowerPoint Presentation
DeMystifying Revenue Management
Vikas Bhatara, MD FCCP CHA
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Are you wondering who the Revenue Manager at a hotel is and what
impact he or she has on your negotiations? Do you want to better
understand how hotels evaluate group business or manage and control
inventory and pricing to maximize RevPAR? This session will help
remove some of the mystery of revenue management and give valuable
tips on how you can best position your business to attain desired
results.Learner Outcomes1. Understand how hotels are using revenue
management pricing strategies to increase revenues and drive
profit.2. Gain new insights into how a hotel analyzes and prices
group business.3. Learn how hotels use overbooking and post cut off
pricing strategies to maximize occupancy and rate.
Todays Agenda
What is Revenue
Management
How Rev. Mgmt is applied to meetings
Revenue Mgmt tools used by hotels
Best practices for RFPs & hotel negotiations
Whos going to win Sunday?
Revenue Management Definition
A combination of pricing strategies, stay pattern controls, and
information systems to sell the right rooms to the right customer
at the right time for the right price via the right distribution
channelin a way that maximizes revenue or yield.
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Right room floor, amenities, view, size
Right customer from a particular market segment, group you
desire
Right Price demand driven. Against competitive set.
Right time when do we want them to come/leave
Right distribution channel hotel chain website is lowest
cost.
6 Revenue Mgmt. Attributes
Fixed capacity
High fixed cost, low variable cost
Perishable inventory
Reservations are made in advance
Variance in demand season or day or length of stay
Some customers price sensitive, some not (marketable
segments)
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The Hotel Revenue Management Approach
Hotel revenue management is all about selling the right room to
the right customer at the right price at the right time. What we're
basically trying to do is sell the fixed capacity as profitably as
possible. So let's take a look at it.
What's the right room? Well, that room might have to do with
what floor it's on, what kind of view it is, how large it is.
The right customer: maybe this is a customer from a particular
market segment, maybe a customer from a business that we're after,
or maybe it's a customer from a particular group, or maybe it's an
individual customer.
The right price: this is going to depend on what the demand is
like in the city at that time. Sometimes we might have lower prices
available, sometimes maybe not.
And at the right time: when do we want them to come in?
Now, when you look at what's necessary for revenue management,
industries that use revenue management all have a lot of
characteristics in common.
First of all is they have relatively fixed capacity. Let's think
about a hotel. What's the capacity of a hotel? Well, it's the
number of rooms in the hotel. Let's say that you've sold all the
rooms in the hotel and someone walks into the front desk. Where are
you going to put them? You can't exactly ask them to share a room
with somebody.
Same thing happens on airlines. An airplane only has so many
seats, though they can change the size of the plane that they have
visiting a particular city. But once they have filled all those
seats up, that's it.
And then you combine this with some of the other things
associated with revenue management, such as the cost structure, so
we're basically looking at companies that have a very high fixed
cost and a very low variable cost.
Think about it. The high fixed cost associated with building a
new hotel or building a new roomvery, very expensive. But if we
have an empty room in the hotel, what does it cost to put someone
into that room? Well, maybe amenities, maybe utilities. It doesn't
really cost all that much. And so even if we offer it at a
discount, every penny that we make over that variable cost is going
to go toward offsetting the high fixed cost of the hotel room.
There are other things associated with revenue management as
well. One of them you've probably heard of a lot: perishable
inventory. If we don't sell that hotel room tonight, it's gone! The
same thing happens in the airline industry. If they don't sell the
seat on a flight, it's gone. Or the restaurant industry the same
way. Let's say that we have a table for four and we only have two
people sitting at that table. Those other two seats now are gone.
We can never get them back again.
Usually you'll see in revenue management that people make their
reservations in advance. This is very helpful because it allows you
to be able to build a better forecast, to be able to make those
decisions on whether you should say yes or whether you should say
no.
Another thing that is very important is time-variable demand.
And when I look at this I look at it in two ways. One of them is
how does demand vary by time of year or time of day or time of
season, and this really varies depending on what type of hotel you
are. At a business hotel you are probably busier during the week
than on the weekend, and there might be certain months when you are
busier than others. At a resort hotel you are probably busier
during the nicer weather. For instance in the Caribbean they are
much busier in the wintertime than they are in the summertime.
The other thing you have to look at though is the other
component of time, which is, how long are people staying? So for
example again, at a business hotel the average length of stay might
be one night or two nights, where at a resort hotel or a convention
hotel, people might be staying quite a bit longer. For example, at
some resort hotels, people might be staying for a couple of weeks.
We have to understand this length of stay because that's a
component of how customers use the capacity of our hotel. We'll be
spending a lot of time later in this course talking about how to
manage length of stay.
We've already talked a little bit about the cost structure.
Associated with this too is, how price-sensitive are customers? And
we start to look atsome customers are very, very price-sensitive,
and they'll do anything to get a cheaper room rate. Perhaps come in
at a different time, perhaps come in during off-season. We also
have some customers who are completely price-insensitive. They'll
do whatever they can to get a room on a particular night in a
particular location. They don't really much care what they pay for
it.
And we start talking about segmentable markets. What I
specifically mean by thissegmenting between customers who are
sensitive to price and those who are not.
If you can understand who those markets are and devise your
pricing strategy accordingly, you're going to be a whole lot better
off.
What we're trying to do is we're trying to maximize the revenue,
or profit, per available time-basedand time can be anything, it can
be the night, it can be an hour, it can even be a minuteinventory
unit, and inventory unit can be a room, it can be a seat on an
airplane, it can be a car, a lot of different things. But when it
all comes down to it, you try to maximize the revenue per available
time-based inventory unit. The definition of this varies depending
on what industry you're in. In the hotel industry, and you're
familiar with this, we talk about RevPAR: revenue per available
room- (the inventory unit) night (time).
Now when we look at revenue managementhotels or any
industrythere are two strategic levers that they have to play
around with. One of them is the durationhow long customers are
using the hotel or using the inventoryand the other one is
pricewhat are the different prices that we're charging for the use
of this space?
Managing price and managing length of staythose are the two
things that you have to be able to do to be able to develop a
revenue management system.
What other business could use revenue management?
Rev. Mgmt. Strategic Levers
Controlling duration - length of stay
Arrival Departure pattern
Open, closed, no arrivals, max/min length of stay,
allocations
Meeting space maximization
Managing wash reminders, deposits, attrition, cancel fees,
overbooking, early departure policy, blind cuts
Price
Channel/Distribution management
Competitive pricing
Demand based pricing
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Max length of stays usually applied to softer periods of
occupancy with a lower rate.
Min. length of stay usually applied to higher periods of
occupancy with a high rate.
BAR Best available rate for each night.
Rate Fences
Physical rate fence: rates determined by room location, view, or
amenities
Product-line rate fence: rates determined by product category
such as concierge, business class, standard or double
Restrictive rate fence: lower rate with non-refundable
deposit
Controlled-availability rate fence: rates determined by coupons,
by the guest or hotel's geographic location, or by distribution
channel
Buyer-characteristic rate fence: senior discount, frequent
customer, AAA, kids, or special rate for being part of a group
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Hotels will implement rate fences to help maximize revenue,
segment customers, and create price fairness.
RevPAR Calculation
Room Revenue / Rooms Available or
Average Rate X Occupancy
Example:
A 400-room hotel in the month of May is running 72% at an
average rate of $122.59.
400 rooms x 31 days = 12,400 room nights available. 72% are
occupied = 8,928
8,928 x $122.59 = $1,094,483.52
$1,094,483.52 / 12,400 = $88.27 RevPAR
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One other thing to keep in mind: if a hotel has other revenue
sources besides rooms. So, for example, perhaps your guests are
using the tennis courts or maybe they're using a spa, or maybe
they're using your F&B outlets. You could include that revenue
as well. And so you start looking at, rather than rooms revenue per
available night, you can be looking at total revenue per available
night. And this has a lot of applications especially in hotels that
have a variety of revenue sources.
Hot/Warm/Cold
Some hotels will assign a value to each day
Hot dates 90% or greater occupancy
Warm dates 70 89%
Cold dates less than 70%
RevPAR can generally be improved by increasing occupancy on cold
days and ADR on Hot days. Discounted rate categories are closed as
demand increases.
Demand Control Chart
Source Sherry Kimes, Cornell University
150 room hotel
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On cold days, all rates are available.
Booking Curve Forecast
Days before arrival
% of Peak
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Dave
Overbooking practices , early warning signals.
Booking curves are very, very useful for revenue management,
because they show the rate at which reservations come in. If you
are at a resort hotel, when do your reservations come in? Usually
months and months ahead of time, while, if you are at a business
hotel, they might come in two or three days ahead of time, and if
you're at an airport hotel, maybe they just come in the same day.
If we have information about when reservations are made, it makes
it a lot easier for us to make a decision about which people to say
yes to and which ones to say no to, and it also helps us with
forecasting.
When we look at booking curves, there are two terms that we look
at. One is ROH, which stands for reservations on hand, so,
basically, rooms on the books. The other one is DBA, or days before
arrival, so how far ahead of time the reservation has come in.
Booking pace may vary by the day of the week. Many hotels will
use averages and trends from 6 or more data sets to help them with
their forecasting.
Group Business Evaluators
Room Blocks
Peak night and pattern (booking parameters)
Prime, shoulder or distressed periods
Rooms to Space Ratio
# of rooms to amount of space needed
F&B contribution per room night i.e. $50/optimum
Concessions, rebates, commission
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Each ballroom and breakout room have a optimum peak night room
commitment.
Negatives 24 hour hold
Positives using meeting rooms for multiple events
What happens when you get a lead that is outside the booking
parameters?
Goal not to say no to client have client say no
Revenue Management Analysis
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Revenue Management Analysis - As the screen indicates the
relevant data is "bundled" and automatically sent to an evaluation
process. This takes a number of forms for our customers mostly
being directed to a Revenue Management System. The capabilities of
these solutions dictates the scope of the response provided back to
the user and can include alternate dates etc.
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In many hotels the power of the Revenue Manager is increasing.
They are like the air traffic controller for a hotel.
Revenue
Management
Operations
Sales
& Marketing
Business Review Meetings
Attendees
GM, Revenue Manager, DOS, Sales Team, Rooms Executive, Dir. of
Catering, Dir. of Convention Service
Frequency
Held Daily to evaluate group business opportunities
Criteria
Dates, Patterns, Future Business, Meeting Space, Rates, F&B
Revenue, Historical Data rates, booking cycle, RevPar results, city
events and occupancy, Competition Local and National
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Discuss how future rates are determined. Long term rate
philosophy. Expected demand growth, beat competition.
Sales people have to sell why their opportunity is the best
business for the hotel to pursue.
Decisions are often made as a team.
Explain how much wiggle room a sales person has before needing
to go to management for a lower rate.
Group Booking Scenario
400 room Hotel
65% group/35% transient business
10,000 sq ft ballroom
Groups usually book 200 rooms or more on peak night, book beyond
six months
Sun-Thurs 240-200 rooms avail to book
Group
Nationwide Insurance
125 rooms on peak night for 2 nights (Tue Thurs pattern)
250 ppl classroom
Continental breakfast and 2 breaks for 250ppl
Negotiation Tactic
"If I were a planner, I might ask the question, 'So how does my
meeting fit into the revenue management strategy for your property
on those dates? If the reaction is a 'deer-in-the-headlights' one,
the planner will know the salespeople are probably compensated on
the traditional model."
Carol Verret Consultant/Trainer
Other Revenue Meetings
Yield Meeting Once a week - Determine pricing & controls
strategy. Review transient booking cycle & competition for the
next 60 90 days
Yield Strategy Once a month looking one year out.
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Tools like RateVIEW and RevMax are used to get a forward-looking
snapshot of rates and availability from more than 130 major travel
websites, brand sites and the GDS. These reports help hotels
identify discrepancies, opportunities and week-to-week changes in
rates
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Most hotels are graded by their ability to have a greater %
increase in YOY RevPAR vs. their competitive set. Many hotels are
moving to a compensation system that more greatly awards their
sales people for closing business that pays rates higher than the
group targets.
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RevPAR Philosophy
Quite simple: Beat the competition in RevPar % Growth
Preferred way is rate, however occupancy is a very important
part of the equation.
Developers/Owners want the company that consistently yields the
highest dollar amount per available room
Micros Opera Rev. Mgmt Software
4 12% increase in RevPar with existing demand.
Re-forecast & re-optimize every hour.
Group optimizer
Used by hotels with over 100,000 total installed.
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On a daily basis, ORMS determines the minimum acceptable group
rate for each arrival day, based on a range of user-defined group
rates, taking into consideration the forecasted occupancy and
lead-time. In addition, our world-class system offers this unique
ability for users to quote more competitive rates to those Special
group market segments that are particularly different (rate
sensitive or not) compared to other segments. The ORMS GO module
enables hotel groups to analyze group requests for a single,
multiple or all properties to find the best fit for you, your
hotel, and your group. Using ORMS GO, each group booking under
consideration for a single or a combination of multiple properties
is analyzed against both actual and forecasted transient business
to determine the group's profitability. All revenue sources and
associated costs are considered in the analysis (e.g. function
space rental revenue, food and beverage revenue, complimentary room
charges, commissions, and net other revenues and costs) as well as
any loss of revenue due to transient displacement. As opposed to
turning the customer away, the system prompts the sales manager to
offer alternative properties, dates or rates, thereby helping you
to pick up valuable additional business where you most need it to
maximize profitability. The Strategic rate feature in ORMS is a
minimum rate over the breakeven rate that is based on a markup
percentage that you would like the sales managers to quote and
produce for any group. ORMS gives you the ability to configure this
minimum markup percentage for each Lose-It rate (sometimes known as
the group walk-away rate) by season, based on your market mix,
business dynamics, strategic vision, competitive positioning, or
any other philosophy or data. In this way, ORMS allows you to
determine whether or not the sales managers are meeting the
financial goals of the hotel.
Displacement Analysis
A method of comparing the entire group value
vs.
the value of other business (transient or another group) that
would be displaced
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This is much different than the old way of working with group
ceilings which provided a maximum number of group rooms that could
be accepted on a given night
Group vs. Transient
40 Group Rooms
40 Transient Rooms
Source: Defining Revenue Management: Top Line to Bottom Line
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Other Meeting room rental, Spa, Golf, Movies, Gift Shop,
Telecom/Internet, Casino
RFP Overload Case Study
Question - I work in convention sales in a hotel & many
meeting planners are trending towards online RFP's and response
forms. Most often, we receive these type of leads from a 3rd party
who conceals the identity of the end user, provides limited
information on the client & their true reasons for buying,
& never lists who we are competing against. These RFP's can be
distributed to over 50 hotels across the country & the
information we submit is presented to the client in the form of a
grid with dates, rates & meeting space availability. Has my
ability to sell been taken away? It seems almost impossible to
build a relationship under these circumstances. I know this is a
whine, but, it is very frustrating because responding to leads this
way cuts into the time I can really sell.
RFP Overload Response
Submit a proposal that shows youll rent out rooms for $1 a
night, plus extras. And they have to call you to find out what the
extras are. This will get you a direct response from the customer.
Third-party bidding will never build a sales relationship until
youre either lucky or unlucky enough to win the bid and meet the
customer. I would call the third party & tell them that its
impossible for you to submit a valid bid until you know the
expected outcome of the meeting. I would also include in the bid as
many customized features as you can that allows the customer to
choose what they want with respect to meals & other amenities
for their event. But in the end, youre correct. Its a no-win
situation, and you have to decide whether you want to play in that
environment or not.
Jeffrey Gitomer www.gitomer.com
Does your RFP get noticed?
Limit the playing field
Pick up the phone
Help them help you
Put all your cards on the table
Be flexible
Give them adequate time
Ask the hotel to sell you
Be empowered
Be timely
Be loyal
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Never hold tentative dates at more than 3 hotels.
First responder advantage
DMC getting outsold I liked you better, but procurement made us
go with the other company because their price was better.
Info Needed for a Quality Bid
Account name, meeting name, URL
Room block & meeting/expo space requirements
Preferred dates (flexibility)
Competition cities or hotels considered
At least two years of history
Desired properties to include (for CVB)
Concessions, communicated wants
Meeting purpose, critical decision factors
Individual names and roles in decision process
Decision date
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Fill in whatever blanks you can before sending out to the hotel
community.
Marriott Key Center Rates
GroupMonth/YrRateSchool of Dental Medicine Alumni
CWRUMay-07$13934th Annual Natural Areas ConferenceOct-07$99Urban
Libraries CouncilMay-07$139Midwest School Social Work Council
ConferenceOct-07$139Assoc. for Iron & Steel Training
SeminarOct-07$144Federation of Tax Administrators Investigation
ClassSep-07$119Pri-Med Mar-07$129Pace Ambassadors
ConferenceFeb-07$179Mechanical Construction Student Chapter
SummitOct-07$149
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Who has a good deal?
Target rates by day.
Quantify Concessions
Comp rooms, suites, discounted staff rooms, 1 per 50s
Upgrades, amenities, airport limos
F&B discounts, other
Put a value on each (x # of nights + tax) and divide by group
rate to get concession / comp ratio
Click to edit Master text styles
Second level
Third level
Fourth level
Fifth level
Negotiating Pitfalls
Negotiating with the wrong person
Not having an alternative, being able to walk away
Negotiating before there is an agreement in principle
Tossing out the 1st offer with little to no information
Giving concessions without getting something in return
Poor planning, poor qualifying
Getting emotional
Focusing only on price
Getting hung up on Terms & Conditions
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Be sure you are negotiating with a decision maker. If not
empowered, ask to negotiate with someone that is.
Controls in Revenue Management
The two strategic levers of hotel revenue management are Price
and Duration.
Your success as a revenue manager is contingent upon your
ability to work with these levers effectively.
To do this, you must be able to make the duration of your
guests' stays more predictable.
In this topic, find out how to manage duration and take some of
the mystery out of guest-stays.
Reducing Duration Uncertainty
Do Not Use in Slow Period
Make them Initial Departure Date
Not Much In Hotel Industry
Do Not Focus On Cost Much Focus on Profit
Focus On Customer Satisfaction
Controlling Price
Imagine going into a store one morning to buy a compact
disc.
The sign on the rack informs you that the compact disc you want
is priced at $12.75 till 11am, at $15.95 till 5pm, and after 5pm at
$18.50!
This would surprise and probably dismay youyou expect one
price.
But if this CD were a hotel night, a cell-phone minute, or an
airline reservation, you might not be surprised by similar
variations in price.
Rate Fences
Everyone Between Age 18-60 will pay more.
But Less than 18 and Over 60 Pay less in Movies.
Rate Fences in Hotels will Include
When a physically identical product can be sold to different
market segments for different prices through different channels
under different booking conditions
In order to increase revenue from a fixed level of capacity
Increased revenue = increased profits
What is Revenue Management in practice?
Not a new concept has been practiced for generations. Most
hoteliers do it to some degree. Better to be systemised, enables
skills to be shared, effective strategies to be repeated.
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A group of customers with a pattern of buying behaviour
Price sensitivity
Lead time of booking
Willingness to pre-pay
Need for flexibility, to cancel or modify without penalty
Length of stay
Different perception of value
What is a market segment?
Different market segments may book through the same channels or
different ones
Direct with the hotel
Through hotel website
Via a travel agent/GDS (business or high street)
Via a 3rd party website (Expedia, Booking.com, Lastminute,
etc)
Via a tour operator
Cost of sale varies by channel
Rate parity for all public rates
What different channels are there?
Growth of internet as a booking channel has blurred some of the
tradition distinctions between market segments and created more
transparency.
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Lead time
Prepayment
Limited or no flexibility no cancellation or modification
permitted
Length of stay requirements, minimum or maximum
Specific nights included
Package rates, to include other elements
Enable discounted rates to be fenced
What are the different booking conditions?
These are conditions we can use to allow us to charge different
prices to different groups of people under different
circumstances
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Analyse existing demand patterns
Predict future demand patterns
Match the right volume of rooms at each rate level so as to
maximise yield
Minimise peaks and troughs to avoid wasting inventory ie leaving
rooms empty which could have been sold
The core process of Revenue Management
Who is involved? Everyone! Revenue management goes hand in hand
with sales.
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Budget = revenue management on a large scale. Establishes ideal
business mix
Monthly forecast leads to adjustment of business mix according
to actual bookings received, and management of available demand.
Day to day adjustments usually focussed on the transient
segment.
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Forecast or Budget
Plan
Sell/Distribute
Review
Adjust
Know your business
Use historical data to identify demand patterns and trends
Seasonal
By day of week
Lead time
No-show/cancellation rates
Unsatisfied demand, turnaways
Analyse existing demand patterns
Booking pace
Pick up reports, daily weekly, monthly
By market segment
Statistical/historical data on market segments room nights,
ADR
Data relative to past business performance, factors which may
have contributed
Tools for data analysis
Keep records. Monthly management reports detailing results
against forecast and budget, factors which affected results local
events, new business openings, adverse weather. Note which will
repeat.
Handouts.
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Know your market
Economic conditions
Seasonal variations
Local sources of business, corporate offices, conference
centres, entertainment venues, tourist attractions
Local events
Predict future demand patterns
Know your competition
Identify your competitors
Benchmark your product
Establish rate hierarchy
Monitor their activities pricing, promotions, policies
Changes in supply
Predict future demand patterns
Competitors can vary by day of week and seasonally a high end
corporate property may offer deep discounts at weekends and holiday
periods.
Establish a rate structure to act as a framework. Dont go below
your floor rate. Dont be greedy, it doesnt pay in the longer
term.
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Plan your preferred market mix based on expected demand levels
by segment
How many rooms can you expect to sell to higher rated market
segments, and when?
How many rooms can you afford/do you need to sell to lower rated
segments?
What rate parameters/structure should you be working within?
When will unconstrained demand lead to peaks and troughs?
Plan
Budget > forecast > daily adjustment
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Monitor booking pace and occupancy growth - as bookings are
received, update forecast and decide where changes need to be
made
Monitor competition for pricing changes
Monitor local demand levels
Adjust strategy using all tools, not just pricing
Record all changes
Review and adjust
This is day to day revenue management. Handouts competitor
rates, selling strategy.
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Pricing
Discount allocation
Duration control
Capacity management
Supply control
May be applied differently when demand is stronger or weaker
Tools of Revenue Management
Its not just about price.
More aggressive when demand is strong = LOS restrictions, more
encouraging when demand is weaker LOS promotions.
Temper revenue management decision with sales considerations a
long standing relationship with a regular client has more value
than just the rate paid on one night.
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There is no right price for your product
It will have a different value for different customers at
different times
Your competitors activities may influence the customers
perception of your value
Know the difference between great value and cheap rooms
Price versus Value
Ensure discounts are fenced with booking conditions to avoid
dilution
Know when to stop selling discounted rates to avoid
displacement
Use multi night offers to attract business on hard to fill
shoulder nights
Discount allocation
To avoid customers trading down who would have been happy to pay
a higher price.
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Avoid peaks and troughs empty rooms equal lost revenue,
especially if avoidable
Use restrictions to avoid selling out on one night and having to
turn away through bookings
Offer discounts/added value for multi night stays which include
hard to sell dates
Duration control
Does not mean sell at any price. Weigh up 3 nights at a low rate
against 1 night at a high rate.
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Overbooking
Identify probability of late cancellations and no-shows
Manage overbooking, dont let it happen by accident!
Capacity management
When demand is strong, sell to room type
Ensure you get premium prices for superior rooms
When demand is soft, oversell lower room categories and
upgrade
Supply control
Time/resources available
What rate management controls are available in your PMS, and in
your 3rd party partners?
Which distribution channels do you use, and would you like to
use?
What degree of connectivity can you achieve between your PMS and
distribution channels?
Ideal is 2 way interface between PMS/hotel website/GDS/3rd party
partners/IDS
Factors to be considered
Manual processes can be time consuming
Difficult to keep up with changes in demand and availability
Revenue management software is available at a cost
Functionality in some 3rd party extranets can limit your
options.
3rd party sites need to be managed content kept up to date,
reputation management, social media
PMS provides a single point of control with instant distribution
to all channels
Reservations are downloaded immediately and availability is kept
up to date, enabling correct decision making
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-107142128354256708498
2006
2005
Tab 2 - DaySTAR Summary - My Hotel vs. Comp Set
Any Hotel 123 Any Street Any City, Any State 90210 (555)
555-5555
STR # 98765
Period ending: July 17, 2004
My
Property64.3%15.884.0%18.597.6%18.597.9%1.890.0%-4.383.9%-7.592.2%3.387.1%5.4
Comp
Set81.6%14.793.9%12.298.0%3.397.5%1.292.3%-0.284.6%-5.792.1%-1.191.4%3.0
Index78.81.089.55.699.614.6100.40.697.5-4.199.2-1.9100.24.595.32.3
My
Property$161.170.9$172.501.5$181.107.2$181.5410.7$171.019.0$156.482.6$163.309.6$170.326.6
Comp
Set$177.60-2.5$191.850.8$197.464.7$198.138.8$191.836.0$177.443.4$179.671.6$188.193.6
Index90.73.589.90.791.72.491.61.789.12.888.2-0.890.97.890.53.0
My
Property$103.6916.9$144.8520.2$176.7527.0$177.8012.7$153.974.3$131.31-5.0$150.5813.2$148.4212.3
Comp
Set$144.9711.8$180.0913.1$193.568.2$193.1910.1$177.155.8$150.17-2.5$165.400.5$172.076.7
Index71.54.680.46.391.317.492.02.486.9-1.487.4-2.691.012.786.35.3
ADR
RevPAR
Occupancy
July 11, 2004 - July 17, 2004
SundayMondayTuesdayWednesdayThursdayFridaySaturday Total
% Chg% Chg % Chg% Chg% Chg% Chg% Chg% Chg
Table of ContentsAny Hotel Weekly DaySTAR ReportFor the Week
of: July 11, 2004 - July 17, 2004Date Created: September 23,
2004TabTable of Contents1DaySTAR Summary2Occupancy Perspectives3ADR
Perspectives4RevPAR Perspectives5DaySTARsight6Response
Report7Help8SMITH TRAVEL RESEARCH735 East Main
StreetHendersonville, TN 37075tel. 615.824.8664fax
615.824.3848www.smithtravelresearch.com
&L&C&R
&L&C&R
www.smithtravelresearch.com
DaySTAR Summary
Occupancy Perspectives
ADR Perspectives
RevPAR Perspectives
DaySTARsight
Response Report
Help
SummaryTab 2 - DaySTAR Summary - My Hotel vs. Comp SetAny
Hotel 123 Any Street Any City, Any State 90210 (555) 555-5555STR #
98765Period ending: July 17, 2004July 11, 2004 - July 17,
2004SundayMondayTuesdayWednesdayThursdayFridaySaturdayTotal% Chg%
Chg% Chg% Chg% Chg% Chg% Chg% ChgOccupancyMy
Property64.3%15.884.0%18.597.6%18.597.9%1.890.0%-4.383.9%-7.592.2%3.387.1%5.4Comp
Set81.6%14.793.9%12.298.0%3.397.5%1.292.3%-0.284.6%-5.792.1%-1.191.4%3.0Index78.81.089.55.699.614.6100.40.697.5-4.199.2-1.9100.24.595.32.3ADRMy
Property$161.170.9$172.501.5$181.107.2$181.5410.7$171.019.0$156.482.6$163.309.6$170.326.6Comp
Set$177.60-2.5$191.850.8$197.464.7$198.138.8$191.836.0$177.443.4$179.671.6$188.193.6Index90.73.589.90.791.72.491.61.789.12.888.2-0.890.97.890.53.0RevPARMy
Property$103.6916.9$144.8520.2$176.7527.0$177.8012.7$153.974.3$131.31-5.0$150.5813.2$148.4212.3RevPARComp
Set$144.9711.8$180.0913.1$193.568.2$193.1910.1$177.155.8$150.17-2.5$165.400.5$172.076.7Index71.54.680.46.391.317.492.02.486.9-1.487.4-2.691.012.786.35.3Running
28 Days (by Day of
Week)SundayMondayTuesdayWednesdayThursdayFridaySaturdayTotal% Chg%
Chg% Chg% Chg% Chg% Chg% Chg% ChgOccupancyMy
Property79.1%23.682.9%16.888.9%17.289.0%6.186.2%9.686.0%0.591.9%2.986.3%10.5Comp
Set80.2%5.888.4%0.794.0%2.491.6%2.687.9%-0.484.6%-6.591.6%0.388.3%0.6Index98.516.893.816.094.514.497.23.498.110.0101.77.5100.32.697.79.8ADRMy
Property$166.6312.6$180.5810.7$191.0818.5$189.3116.2$172.1715.1$159.4512.2$163.2415.7$174.7415.1Comp
Set$184.345.9$197.7810.4$205.9116.0$191.449.7$192.5510.3$180.989.1$183.259.5$191.1410.3Index90.46.491.30.392.82.198.95.989.44.488.12.989.15.791.44.3RevPARMy
Property$131.7739.2$149.7529.2$169.8638.9$168.4823.3$148.4926.2$137.2012.8$150.0219.1$150.8027.1RevPARComp
Set$147.9312.0$174.8111.1$193.6318.8$175.3112.6$169.289.9$153.151.9$167.849.8$168.8511.0Index89.124.285.716.387.716.996.19.587.714.989.610.689.48.489.314.6SMITH
TRAVEL RESEARCH
&L&C&R
&L&C&R
Plus Summary% Chg% Chg% Chg% ChgOccupancyMy PropertyMy
PropertyMy PropertyMy PropertyComp setComp setComp setComp
setIndexIndexIndexIndexADRMy PropertyMy PropertyMy PropertyMy
PropertyComp setComp setComp setComp
setIndexIndexIndexIndexRevPARMy PropertyMy PropertyMy PropertyMy
PropertyComp setComp setComp setComp setIndexIndexIndexIndexRunning
28 Days% Chg% Chg% Chg% ChgOccupancyMy PropertyMy PropertyMy
PropertyMy PropertyComp setComp setComp setComp
setIndexIndexIndexIndexADRMy PropertyMy PropertyMy PropertyMy
PropertyComp setComp setComp setComp
setIndexIndexIndexIndexRevPARMy PropertyMy PropertyMy PropertyMy
PropertyComp setComp setComp setComp setIndexIndexIndexIndexSMITH
TRAVEL RESEARCH
&L&C&R
&L&C&R
OccTab 3 - Occupancy PerspectivesAny Hotel 123 Any Street Any
City, Any State 90210 (555) 555-5555STR # 98765 Tract Scale: Any
Tract Upscale ChainsOccupancy (%)Last
WeekSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaJunJulCurrentRunRun20212223242526272829301234567891011121314151617Week28MTDMy
Property82.796.393.694.195.495.897.095.297.392.177.368.170.583.974.054.272.286.791.594.094.564.384.097.697.990.083.992.287.186.382.3Comp
Set69.186.693.693.693.990.294.886.194.292.980.971.977.086.684.278.991.694.393.686.792.981.693.998.097.592.384.692.191.488.388.1Tract
Scale68.388.695.896.295.993.296.485.793.791.180.371.974.282.975.261.977.585.185.883.689.874.887.296.096.391.587.493.089.585.783.2Occupancy
- Percent change from same period last
yearJunJulCurrentRunRun20212223242526272829301234567891011121314151617Week28MTDMy
Property40.428.90.2-0.414.613.71.326.431.747.32.2-16.5-2.211.9-16.111.142.029.213.09.415.818.518.51.8-4.3-7.53.35.410.56.6Comp
Set-15.2-4.7-0.6-0.5-1.5-4.9-3.8-5.1-4.93.67.3-8.2-14.7-2.640.41.83.43.67.5-0.69.714.712.23.31.2-0.2-5.7-1.13.00.62.9Tract
Scale-4.91.12.32.54.33.70.04.711.723.531.99.7-7.11.928.3-13.0-3.84.15.3-0.7-0.06.04.83.90.1-1.3-1.30.61.63.61.7Occupancy
IndexJunJulCurrentRunRun20212223242526272829301234567891011121314151617Week28MTDComp
Set119.8111.1100.1100.5101.6106.2102.3110.6103.399.195.594.891.696.987.968.778.891.997.7108.4101.778.889.599.6100.497.599.2100.295.397.793.5Tract
Scale121.2108.797.897.899.5102.7100.6111.1103.8101.196.394.795.0101.298.487.693.2101.9106.7112.4105.386.096.3101.6101.798.496.099.197.4100.799.0Index
Percent Change from Last
YearJunJulCurrentRunRun20212223242526272829301234567891011121314151617Week28MTDComp
Set65.535.30.80.216.319.65.433.238.542.111.3-2.00.4-20.3-17.67.437.020.113.7-0.31.05.614.60.6-4.1-1.94.52.39.83.5Tract
Scale47.627.5-2.0-2.89.99.71.320.717.919.3-6.9-10.1-4.0-12.8-3.615.536.322.613.89.59.313.014.01.8-3.1-6.22.83.76.64.8RankJunJulCurrentRunRun20212223242526272829301234567891011121314151617Week28MTDYour
rank1 of 41 of 42 of 42 of 42 of 41 of 42 of 42 of 41 of 43 of 43
of 43 of 43 of 43 of 43 of 44 of 44 of 44 of 43 of 41 of 41 of 44
of 44 of 42 of 42 of 44 of 43 of 42 of 44 of 43 of 44 of 4Occ.
change1 of 41 of 41 of 43 of 41 of 41 of 41 of 41 of 41 of 41 of 41
of 43 of 43 of 43 of 44 of 42 of 41 of 41 of 42 of 43 of 43 of 41
of 41 of 42 of 44 of 43 of 42 of 41 of 41 of 42 of 4SMITH TRAVEL
RESEARCH1234567891011121-May8-May15-May22-May29-May5-Jun12-Jun19-Jun26-Jun3-Jul10-Jul17-JulMy
Property88.091.592.695.688.281.091.492.293.583.581.087.1Comp
Set89.989.087.993.884.284.791.088.988.884.288.991.4Tract
Scale89.689.790.094.282.580.991.988.690.682.879.889.5
&L&C&R
&L&C&R
Occ381083810838108381153811538115381223812238122381293812938129381363813638136381433814338143381503815038150381573815738157381643816438164381713817138171381783817838178381853818538185
My Property
Comp Set
Tract Scale
Weekly Occupancy (%) - Apr 25 to Jul 17
88.0202796631
89.8558117391
89.5866505318
91.5038024368
89.0343078672
89.7140309534
92.5586720092
87.9295770542
89.9515044538
95.6496851746
93.7680356778
94.1832640323
88.1838253332
84.242282916
82.5033892291
80.9796385641
84.7352854185
80.8933230441
91.3566113337
90.9758965315
91.9459559163
92.1579851173
88.9476778366
88.5539057456
93.5481233134
88.8154027043
90.6179101725
83.4900646005
84.2151675485
82.8396200314
81.0123476981
88.8859494415
79.8293830121
87.1453103279
91.4373897707
89.4577146546
Occ PlusOccupancy (%)Percent Change from same period last
yearTransientGroupContractTotalTransientGroupContractTotalMy
PropComp SetPlus DefaultMy PropComp SetPlus DefaultMy PropComp
SetPlus DefaultMy PropComp SetPlus DefaultMy PropComp SetPlus
DefaultMy PropComp SetPlus DefaultMy PropComp SetPlus DefaultMy
PropComp SetPlus
DefaultSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaLast
4 SundaysLast 4 MondaysLast 4 TuesdaysLast 4 WednesdaysLast 4
ThursdaysLast 4 FridaysLast 4 SaturdaysLast WeekRunning 28
DaysMTDSMITH TRAVEL RESEARCH
&L&C&R
&L&C&R
ADRTab 4 - ADR PerspectivesAny Hotel 123 Any Street Any City,
Any State 90210 (555) 555-5555STR # 98765 Tract Scale: Any Tract
Upscale ChainsADR ($)Last
WeekSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaJunJulCurrentRunRun20212223242526272829301234567891011121314151617Week28MTDMy
Property174.69201.80205.09210.20200.95174.58178.32177.80181.90211.47205.73151.39145.81144.19147.99153.00160.43160.77158.79156.91164.64161.17172.50181.10181.54171.01156.48163.30170.32174.74161.60Comp
Set192.27219.00233.62229.46223.52207.20208.61205.50211.51215.76154.33171.82164.22163.61162.72165.15176.66178.62178.13172.01179.24177.60191.85197.46198.13191.83177.44179.67188.19191.14178.68Tract
Scale215.94241.43251.37250.96245.02231.52233.46221.70230.66232.37206.74191.49185.05180.20179.26187.20205.09210.20201.62198.73204.18200.84214.18220.43222.44217.30201.62207.04212.46215.44202.66ADR
- Percent change from same period last
yearJunJulCurrentRunRun20212223242526272829301234567891011121314151617Week28MTDMy
Property13.416.319.223.328.822.729.230.219.645.611.310.47.41.6-2.16.07.79.711.514.90.91.57.210.79.02.69.66.615.17.6Comp
Set-2.810.222.421.218.015.521.124.327.029.4-2.113.68.37.911.83.09.18.23.37.36.7-2.50.84.78.86.03.41.63.610.35.8Tract
Scale7.113.117.717.819.020.523.724.222.827.915.416.814.09.95.90.39.810.86.912.612.97.86.19.910.811.29.412.39.713.79.8ADR
IndexJunJulCurrentRunRun20212223242526272829301234567891011121314151617Week28MTDComp
Set90.992.187.891.689.984.385.586.586.098.0133.388.188.888.190.992.690.890.089.191.291.990.789.991.791.689.188.290.990.591.490.4Tract
Scale80.983.681.683.882.075.476.480.278.991.099.579.178.880.082.681.778.276.578.879.080.680.280.582.281.678.777.678.980.281.179.7Index
Percent Change from Last
YearJunJulCurrentRunRun20212223242526272829301234567891011121314151617Week28MTDComp
Set16.85.6-2.61.79.26.36.74.7-5.812.5-2.02.0-0.4-9.1-4.9-2.8-0.56.13.97.73.50.72.41.72.8-0.87.83.04.31.7Tract
Scale6.02.91.34.78.31.94.44.9-2.613.8-4.8-3.2-2.3-4.0-2.4-3.5-2.82.5-0.91.8-6.4-4.4-2.4-0.1-1.9-6.2-2.4-2.81.2-2.1RankJunJulCurrentRunRun20212223242526272829301234567891011121314151617Week28MTDYour
rank4 of 44 of 44 of 43 of 43 of 44 of 43 of 43 of 43 of 42 of 41
of 44 of 43 of 43 of 43 of 43 of 43 of 43 of 43 of 43 of 43 of 44
of 44 of 44 of 44 of 44 of 44 of 43 of 44 of 43 of 44 of 4ADR
change2 of 42 of 43 of 42 of 41 of 42 of 41 of 41 of 44 of 41 of 43
of 42 of 43 of 44 of 43 of 43 of 42 of 41 of 42 of 41 of 43 of 43
of 43 of 43 of 43 of 43 of 42 of 43 of 42 of 42 of 4SMITH TRAVEL
RESEARCH1234567891011121-May8-May15-May22-May29-May5-Jun12-Jun19-Jun26-Jun3-Jul10-Jul17-JulMy
Property202.8211.0199.0197.1191.0173.8210.3184.8192.5175.7158.0170.3Comp
Set222.0225.7214.8225.4200.7189.7218.7216.1217.2185.4173.6188.2Tract
Scale244.0252.2238.1249.0221.9219.1245.3239.9239.5208.4198.8212.5
&L&C&R
&L&C&R
ADR381083810838108381153811538115381223812238122381293812938129381363813638136381433814338143381503815038150381573815738157381643816438164381713817138171381783817838178381853818538185
My Property
Comp Set
Tract Scale
Weekly ADR ($) - Apr 25 to Jul 17
202.7962653289
222.0287628203
243.9741423087
210.9922252011
225.7192011786
252.1533133202
198.9624525135
214.8299741431
238.0710073536
197.1402923827
225.4256271566
249.0451919547
191.012611276
200.664371475
221.8587844768
173.781985257
189.711194108
219.0592477343
210.3081811672
218.7175121163
245.2647622296
184.7732031943
216.102709848
239.8511440444
192.4722902098
217.1930498097
239.5085235658
175.7173359452
185.4068062827
208.3794017123
158.0010093873
173.5708852806
198.7774697027
170.3171624285
188.1884141833
212.4584377159
ADR PlusADR ($)Percent Change from same period last
yearTransientGroupContractTotalTransientGroupContractTotalMy
PropComp SetPlus DefaultMy PropComp SetPlus DefaultMy PropComp
SetPlus DefaultMy PropComp SetPlus DefaultMy PropComp SetPlus
DefaultMy PropComp SetPlus DefaultMy PropComp SetPlus DefaultMy
PropComp SetPlus
DefaultSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaLast
4 SundaysLast 4 MondaysLast 4 TuesdaysLast 4 WednesdaysLast 4
ThursdaysLast 4 FridaysLast 4 SaturdaysLast WeekRunning 28
DaysMTDSMITH TRAVEL RESEARCH
&L&C&R
&L&C&R
RevPARTab 5 - RevPAR PerspectivesAny Hotel 123 Any Street Any
City, Any State 90210 (555) 555-5555STR # 98765 Tract Scale: Any
Tract Upscale ChainsRevPAR ($)Last
WeekSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaJunJulCurrentRunRun20212223242526272829301234567891011121314151617Week28MTDMy
Property144.49194.29192.06197.80191.63167.19172.91169.36176.91194.76158.98103.12102.82121.00109.5382.94115.89139.33145.25147.48155.59103.69144.85176.75177.80153.97131.31150.58148.42150.80133.05Comp
Set132.77189.76218.58214.78209.81186.91197.70177.00199.15200.49124.86123.46126.38141.66136.98130.25161.90168.40166.69149.15166.59144.97180.09193.56193.19177.15150.17165.40172.07168.85157.41Tract
Scale147.41213.92240.81241.37234.88215.89224.99190.00216.05211.78165.98137.73137.36149.45134.88115.89158.95178.78172.89166.12183.26150.17186.76211.72214.16198.83176.21192.58190.06184.60168.57RevPAR
- Percent change from same period last
yearJunJulCurrentRunRun20212223242526272829301234567891011121314151617Week28MTDMy
Property59.249.919.522.947.639.630.964.657.4114.413.7-7.85.013.7-17.917.752.941.626.025.716.920.227.012.74.3-5.013.212.327.114.7Comp
Set-17.65.021.620.616.29.816.517.920.734.15.04.3-7.75.156.94.812.812.111.16.717.111.813.18.210.15.8-2.50.56.711.08.9Tract
Scale1.814.320.420.824.025.023.830.037.257.952.328.26.012.035.8-12.75.615.412.711.712.914.311.214.210.99.88.012.911.517.811.7RevPAR
IndexJunJulCurrentRunRun20212223242526272829301234567891011121314151617Week28MTDComp
Set108.8102.487.992.191.389.587.595.788.897.1127.383.581.485.480.063.771.682.787.198.993.471.580.491.392.086.987.491.086.389.384.5Tract
Scale98.090.879.881.981.677.476.989.181.992.095.874.974.981.081.271.672.977.984.088.884.969.077.683.583.077.474.578.278.181.778.9Index
Percent Change from Last
YearJunJulCurrentRunRun20212223242526272829301234567891011121314151617Week28MTDComp
Set93.242.8-1.81.927.027.112.439.630.459.99.0-0.1-0.0-27.5-21.64.436.327.518.17.44.66.317.42.4-1.4-2.612.75.314.65.3Tract
Scale56.431.2-0.81.719.011.75.826.614.735.8-11.3-13.0-6.2-16.3-6.011.432.525.712.811.42.38.111.21.7-5.0-12.00.30.77.92.6RankJunJulCurrentRunRun20212223242526272829301234567891011121314151617Week28MTDYour
rank1 of 42 of 44 of 43 of 43 of 43 of 43 of 42 of 43 of 42 of 42
of 43 of 43 of 43 of 43 of 44 of 44 of 44 of 44 of 42 of 42 of 44
of 44 of 44 of 43 of 44 of 43 of 43 of 44 of 43 of 44 of 4RevPAR
change1 of 41 of 43 of 41 of 41 of 41 of 41 of 41 of 41 of 41 of 42
of 43 of 42 of 43 of 44 of 42 of 41 of 41 of 42 of 42 of 42 of 42
of 41 of 43 of 43 of 42 of 41 of 43 of 41 of 41 of 4SMITH TRAVEL
RESEARCH1234567891011121-May8-May15-May22-May29-May5-Jun12-Jun19-Jun26-Jun3-Jul10-Jul17-JulMy
Property178.5193.1184.2188.6168.4140.7192.1170.3180.1146.7128.0148.4Comp
Set199.5201.0188.9211.4169.0160.8199.0192.2192.9156.1154.3172.1Tract
Scale218.6226.2214.1234.6183.0177.2225.5212.4217.0172.6158.7190.1
&L&C&R
&L&C&R
RevPAR381083810838108381153811538115381223812238122381293812938129381363813638136381433814338143381503815038150381573815738157381643816438164381713817138171381783817838178381853818538185
My Property
Comp Set
Tract Scale
Weekly RevPAR ($) - Apr 25 to Jul 17
178.5018398888
199.5057471264
218.5682622581
193.0659089051
200.9675284927
226.2169015622
184.1570038433
188.8990876498
214.1484527828
188.5640690163
211.3771824992
234.5588906985
168.442227492
169.0442475297
183.0410164958
140.7280235506
160.7523217983
177.2043049278
192.1304276719
198.9802175191
225.5110301577
170.2832611007
192.2183421517
212.3975560269
180.0542153896
192.9008818342
217.0376187402
146.706517295
156.1406525573
172.620704602
128.0003270913
154.2801293357
158.6828276307
148.42341974
172.0745737801
190.0604629715
RevPAR PlusRevPAR ($)Percent Change from same period last
yearTransientGroupContractTotalTransientGroupContractTotalMy
PropComp SetPlus DefaultMy PropComp SetPlus DefaultMy PropComp
SetPlus DefaultMy PropComp SetPlus DefaultMy PropComp SetPlus
DefaultMy PropComp SetPlus DefaultMy PropComp SetPlus DefaultMy
PropComp SetPlus
DefaultSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaLast
4 SundaysLast 4 MondaysLast 4 TuesdaysLast 4 WednesdaysLast 4
ThursdaysLast 4 FridaysLast 4 SaturdaysLast WeekRunning 28
DaysMTDSMITH TRAVEL RESEARCH
&L&C&R
&L&C&R
Other RevenueRevenue Per Room Sold ($)% of Total
RevenueRoomF&BOtherTotalRoomF&BOtherTotalMy PropComp
SetPlus DefaultMy PropComp SetPlus DefaultMy PropComp SetPlus
DefaultMy PropComp SetPlus DefaultMy PropComp SetPlus DefaultMy
PropComp SetPlus DefaultMy PropComp SetPlus DefaultMy PropComp
SetPlus
DefaultSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaLast
4 SundaysLast 4 MondaysLast 4 TuesdaysLast 4 WednesdaysLast 4
ThursdaysLast 4 FridaysLast 4 SaturdaysLast WeekRunning 28
DaysMTDSMITH TRAVEL RESEARCH
&L&C&R
&L&C&R
DaySTARsightOptional ReportTab 6 - DaySTARsightAny Hotel 123
Any Street Any City, Any State 90210 (555) 555-5555STR # 98765
Tract Scale: Any Tract Upscale ChainsLast WeekThis WeekOCC
(%)SuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaJunJunJunJunJulJulJulJulJulJulJulJulJulJulJulJulJulJulJulJulJulJulJulJulJulJulJulJulJulJulJulJulJulJulJulAugAugAugAugAugAugAug27282930123456789101112131415161718192021222324252627282930311234567PropertyTY959792776871847454728791949564849898908492PropertyLY75746306784866665656171838656718296949189828993959490956376888488939780949695959898CompsetTY869493817277878479929494879382949898928592CompsetLY919990757890896077899187878571849596939093758291898583886887928878808769798791879092Tract
ScaleTY869491807274837562788586849075879696918793Tract
ScaleLY828474616680815971818281849071839296938992748593949189927486928984859276879293919295ADR
($)RATEPropertyTY178182211206151146144148153160161159157165161173181182171156163PropertyLY1371521450136132134146156151149145141143160170169164157152149175178178181175158158137142150140129125132131142144147141132136CompsetTY205212216154172164164163165177179178172179178192197198192177180CompsetLY165167167158151152152146160162165172160168182190189182181172177183194200195195183181154173176171164154144153167172172188164170Tract
ScaleTY222231232207191185180179187205210202199204201214220222217202207Tract
ScaleLY179188182179164162164169187187190189177181186202201201196184184191204209208202193192177191193191184171172176191195196196185189REVPAR
($)PropertyTY16917719515910310312111083116139145147156104145177178154131151PropertyLY103112910911121159610198911031171248912013915814813813314415916517316514215086108131118113117128104133139140133129133CompsetTY177199200125123126142137130162168167149167145180194193177150165CompsetLY15016514911911813713587124144150150140142130159179175167154165136159183174165151159105151161151128122125105132149156163148156Tract
ScaleTY190216212166138137149135116159179173166183150187212214199176193Tract
ScaleLY14615713410910713013399133150155153149162131168185193181163171141173194194184173177130164177171155146158134167179183178170179SMITH
TRAVEL RESEARCHJun 27Jun 28Jun 29Jun 30Jul 1Jul 2Jul 3Jul 4Jul 5Jul
6Jul 7Jul 8Jul 9Jul 10Jul 11Jul 12Jul 13Jul 14Jul 15Jul 16Jul 17Jul
18Jul 19Jul 20Jul 21Jul 22Jul 23Jul 24Jul 25Jul 26Jul 27Jul 28Jul
29Jul 30Jul 31Aug 1Aug 2Aug 3Aug 4Aug 5Aug 6Aug 7
&L&C&R
&L&C&R
DaySTARsightJun 27Jun 27Jun 27Jun 27Jun 28Jun 28Jun 28Jun
28Jun 29Jun 29Jun 29Jun 29Jun 30Jun 30Jun 30Jun 30Jul 1Jul 1Jul
1Jul 1Jul 2Jul 2Jul 2Jul 2Jul 3Jul 3Jul 3Jul 3Jul 4Jul 4Jul 4Jul
4Jul 5Jul 5Jul 5Jul 5Jul 6Jul 6Jul 6Jul 6Jul 7Jul 7Jul 7Jul 7Jul
8Jul 8Jul 8Jul 8Jul 9Jul 9Jul 9Jul 9Jul 10Jul 10Jul 10Jul 10Jul
11Jul 11Jul 11Jul 11Jul 12Jul 12Jul 12Jul 12Jul 13Jul 13Jul 13Jul
13Jul 14Jul 14Jul 14Jul 14Jul 15Jul 15Jul 15Jul 15Jul 16Jul 16Jul
16Jul 16Jul 17Jul 17Jul 17Jul 17Jul 18Jul 18Jul 18Jul 18Jul 19Jul
19Jul 19Jul 19Jul 20Jul 20Jul 20Jul 20Jul 21Jul 21Jul 21Jul 21Jul
22Jul 22Jul 22Jul 22Jul 23Jul 23Jul 23Jul 23Jul 24Jul 24Jul 24Jul
24Jul 25Jul 25Jul 25Jul 25Jul 26Jul 26Jul 26Jul 26Jul 27Jul 27Jul
27Jul 27Jul 28Jul 28Jul 28Jul 28Jul 29Jul 29Jul 29Jul 29Jul 30Jul
30Jul 30Jul 30Jul 31Jul 31Jul 31Jul 31Aug 1Aug 1Aug 1Aug 1Aug 2Aug
2Aug 2Aug 2Aug 3Aug 3Aug 3Aug 3Aug 4Aug 4Aug 4Aug 4Aug 5Aug 5Aug
5Aug 5Aug 6Aug 6Aug 6Aug 6Aug 7Aug 7Aug 7Aug 7
Property TY
Property LY
Compset TY
Compset LY
RevPAR Comparisons($) - Jun 27 to Aug 07
169.355466514
102.8844393593
176.9985596708
150.0699353858
176.9055523755
112.3672768879
199.1469135802
164.9345679012
194.7618775043
90.8421052632
200.4895061728
149.4919753086
158.9811104751
0
124.8582304527
118.8981481481
103.1190612479
90.6790617849
123.45781893
118.3709876543
102.8236977676
111.5411899314
126.3759259259
136.9355967078
120.9988551803
115.1973684211
141.6576131687
134.8189300412
109.5323411563
96.323798627
136.9763374486
87.2775720165
82.9381797367
101.0125858124
130.2518518519
124.3072016461
115.8900973097
98.4359267735
161.9022633745
143.5438271605
139.3262736119
91.147597254
168.4
150.1911522634
145.2455638237
102.561784897
166.6905349794
150.033744856
147.4756725816
117.0411899314
149.149382716
139.812962963
155.5941614196
123.7591533181
166.5905349794
142.2561763588
103.6920435031
88.7042334096
144.9658436214
129.6814899278
144.8546078993
120.4977116705
180.0874485597
159.2518053972
176.7464224385
139.1910755149
193.5567901235
178.9549600912
177.7985117344
157.745423341
193.1944444444
175.4561003421
153.974241557
147.6132723112
177.1495884774
167.3914861269
131.3142530052
138.2471395881
150.1689300412
153.970163436
150.5838580424
133.0022883295
165.3989711934
164.6229570506
143.7528604119
136.4308247815
159.1653318078
158.7067654884
164.5852402746
182.7160775371
172.5051487414
174.0205245154
164.5938215103
165.3114785253
142.0205949657
151.4306347396
150.2757437071
159.0212846826
85.8094965675
105.0541619156
108.459382151
151.2670087419
131.4056064073
161.4338654504
117.7843249428
150.6514633219
112.8867276888
128.0629038388
116.7471395881
122.322690992
127.7185354691
124.8204104903
104.4136155606
105.3922462942
132.5234553776
131.9726339795
138.7528604119
148.748004561
139.754576659
155.9063093881
133.2356979405
163.2461041429
129.0749427918
147.9234131509
132.7986270023
156.3280121627
ResponseTab 7 - Response ReportAny Hotel 123 Any Street Any
City, Any State 90210 (555) 555-5555STR # 98765This Year2004 (This
Year)2003 (Last Year)Jun 20th- Father's
DaySunMonTueWedThuFriSatSunMonTueWedThuFriSatJul 4th- Independence
DayJun6789101112Jun891011121314Jun13141516171819Jun15161718192021Jun20212223242526Jun22232425262728Jun/Jul27282930123Jun/Jul293012345Jul45678910Jul6789101112Jul11121314151617Jul13141516171819Last
YearJun 15th- Father's DayJul 4th- Independence DaySTR IDNameCity,
StateJun 20Jun 21Jun 22Jun 23Jun 24Jun 25Jun 26Jun 27Jun 28Jun
29Jun 30Jul 01Jul 02Jul 03Jul 04Jul 05Jul 06Jul 07Jul 08Jul 09Jul
10Jul 11Jul 12Jul 13Jul 14Jul 15Jul 16Jul 1798765Any HotelAny City,
Any StateXXXXXXXXXXTXXXXXXXXXXXXXXXXX77777Hotel AAny City, Any
StateXXXXXXXXXXXXXXXXXXXXXXXXXXXX88888Hotel BAny City, Any
StateXXXXXXXXXXXXXXXXXXXXXXXXXXXX99999Hotel CAny City, Any
StateXXXXXXXXXXXXXXXXXXXXXXXXXXXXData received: X = Both years, T =
This year only, L = Last year only, blank = No dataSMITH TRAVEL
RESEARCH
&L&C&R
&L&C&R
HelpTab 8 - HelpDefinitionsADR (Average Daily Rate) - Room
revenue divided by rooms soldCompetitive (Comp) Set - A peer group
of competitive hotels selected by hotel management to benchmark the
subject propertys performance.Contract - Rooms sold/revenue from
bookings sold at rates stipulated by contracts including airline
crews and permanent guests.Food & Beverage Revenue (F&B) -
Revenue derived from food and beverage sales.Group - Rooms
sold/revenue from bookings sold simultaneously in blocks of ten
(10) or more.Index (Occupancy, ADR, RevPar) - Property performance
divided by competitive set performance multiplied by 100.Market
Scale - Hotels located in the subject propertys market and
classified in the subject propertys STR chain scale segment.MTD
(Month to Date) - If a month ends during the current week, the MTD
number would represent the month that ended.Occupancy - Rooms sold
divided by rooms availableOther Revenue - All hotel revenue other
than room and food and beverage revenue.Percent Change (% Chg) -
Amount of growth up, down or flat this period versus same period
last year (day, week, running 28 days, running month-to-date).
Calculated as ((TY-LY)/LY)*100.Percent Change Rank (Occupancy, ADR,
RevPar) - The percent change for the property is compared to the
percent change of each hotel in the comp set.Rank (Occupancy, ADR,
RevPar) - Property performance ranked versus hotels in the
competitive set (e.g. a 3 of 6 ADR ranking means the subject hotels
absolute ADR is third highest of the six competitors).RevPAR
(Revenue per Available Room) - Room revenue divided by rooms
availableRoom Revenue - Revenue derived from guestroom
rental.Segmented Data - Rooms sold and revenue data broken down by
Transient, Group, and Contract.Tract Scale - Hotels located in the
subject property's tract and classified in the subject property's
STR chain scale segment.Transient - Rooms sold/revenue from guests
with reservations at Rack, Corporate, Corporate Negotiated,
Package, Government or foreign traveler rates.FAQHow is my hotel
performing versus competition?The weekly DaySTAR report provides
timely occupancy, average room rate, revenue per available room
benchmarking of you hotels performance versus you own selected
competitorsand the STR defined market scale segment.Is my hotels
data included in the competitive numbers?Your hotels data is
excluded from competitive set performance and included in the
market scale numbers.How are percentage changes computed?Hotel and
competitive performance changes are measured against same period
prior year.Why do my percentage change numbers have such a large
range?The data for this year vs. the same period last year may vary
greatly. Consider if you sold 74 rooms this year vs. 4 last year,
the percent change would be 1750%; (74-4)/4)*100.What is an
index?An index is an easy way to compare your hotels performance
versus competition. An index of 100 or higher means your hotels
absolute performance is the same or better than competition.What
does the Rank information mean?Your hotels performance is ranked
against the other properties in your competitive set. If your
hotels RevPAR rank is 2 of 6, that means your hotels RevPAR was
second highest ofthe six hotels in your competitive set.What does
running 28 days mean?The most recent 28 days historical
performance. The running 28 day numbers are based on the most
current 28-day period, ending with the last day included in the
weekly report.What does run MTD mean?Running month-to-date. The MTD
numbers are based on a calendar month and include all days of the
same month, through the most recent calendar day included in the
report. If the mostrecent weeks reporting includes data in two
calendar months, the MTD numbers only include data from the
recently ended month.What if there are blanks in my competitive set
numbers?Your competitive set did not include sufficient data for
reporting. A minimum of three (3) hotels must report data in order
for STR to provide competitive set performance.What if there are
blanks in my competitive set percentage change?Your competitive set
did not include sufficient data for reporting prior year data.SMITH
TRAVEL RESEARCH
&L&C&R
&L&C&R
Response PlusThis
YearSunMonTueWedThuFriSatSunMonTueWedThuFriSatLast YearDaySTAR
DataSegmented DataF & B DataSTR IDNameCity, StateSMITH TRAVEL
RESEARCH
&L&C&R
&L&C&R
Tab 3 - Daily Data For Month
Period ending: April 21, 2007 Date Created: April 25, 2007
SuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSa
Apr
Run
123456789101112131415161718192021
MTD
My Property
87.386.789.392.091.391.388.776.084.075.377.384.088.081.376.084.075.377.384.088.081.383.7
Comp Set
72.978.789.491.994.592.778.750.843.941.150.258.961.165.575.878.26.27.814.539.640.458.7
Index
119.7110.199.9100.196.798.6112.7149.5191.5183.1154.1142.7144.0124.2100.3107.41214.9994.1577.6222.4201.5142.7
% Change
My Property
8.010.52.95.2-1.0-0.3-3.8-18.1-7.7-13.2-14.5-5.2-7.07.033.697.690.6101.892.279.278.711.0
Comp Set
87.983.286.649.326.49.6-8.2-21.8-37.3-30.5-3.54.4-1.826.0152.6183.2-88.7-86.4-71.8-0.35.63.5
Index
-42.5-39.7-44.9-29.5-21.6-9.04.74.847.124.8-11.4-9.2-5.3-15.1-47.1-30.21584.41382.7580.879.769.27.2
Apr
Run
123456789101112131415161718192021
MTD
My Property
345.65337.74326.16329.21307.72323.85317.98306.90236.13223.96229.53225.63248.07222.38306.90236.13223.96229.53225.63248.07222.38271.83
Comp Set
291.31271.47273.01265.59280.71275.32251.92222.34208.17190.25183.41164.33171.57163.93117.68114.42122.35132.30121.82116.09115.21212.79
Index
118.7124.4119.5124.0109.6117.6126.2138.0113.4117.7125.1137.3144.6135.6260.8206.4183.1173.5185.2213.7193.0127.7
% Change
My Property
17.542.930.937.516.625.211.79.3-3.3-10.9-10.7-19.5-9.1-24.611.61.21.4-1.45.322.114.7-0.3
Comp Set
37.436.137.737.954.547.633.211.88.30.43.1-2.23.65.7-20.1-28.4-26.9-19.5-22.4-6.0-6.316.7
Index
-14.55.0-5.0-0.3-24.5-15.2-16.2-2.2-10.7-11.2-13.4-17.7-12.2-28.739.741.438.622.535.629.922.5-14.5
Apr
Run
123456789101112131415161718192021
MTD
My Property
301.87292.71291.37302.87281.05295.79281.94233.25198.35168.71177.50189.53218.30180.87233.25198.35168.71177.50189.53218.30180.87227.65
Comp Set
212.49213.62244.08244.03265.20255.14198.24113.0591.2978.2992.0296.71104.84107.3889.1689.527.5910.2917.7245.9446.50124.91
Index
142.1137.0119.4124.1106.0115.9142.2206.3217.3215.5192.9196.0208.2168.4261.6221.62223.91724.61069.7475.2389.0182.3
% Change
My Property
26.957.934.644.715.524.87.4-10.5-10.8-22.7-23.6-23.7-15.4-19.449.099.993.399.0102.3118.9105.110.6
Comp Set
158.1149.4157.0105.995.361.822.3-12.6-32.1-30.2-0.52.11.733.3101.7102.7-91.7-89.0-78.1-6.3-1.120.8
Index
-50.8-36.7-47.6-29.7-40.8-22.9-12.22.531.410.8-23.2-25.3-16.8-39.5-26.1-1.42235.21716.4823.2133.6107.3-8.4
RevPAR
Occupancy (%)
ADR
Daily Indexes for the Month of April
92
592
1092
1592
2092
123456789
101112131415161718192021
Table of ContentsPreferred The Lodge @ Vail Weekly DaySTAR
ReportFor the Week of: April 15, 2007 - April 21, 2007STR #:
15897Date Created: April 25, 2007TabTable of Contents1DaySTAR
Summary2Daily Data For Month3Occupancy Perspectives4ADR
Perspectives5RevPAR Perspectives6Response Report7Help8Smith Travel
Research735 East Main StreetHendersonville, TN 37075 USATel: +1 615
824 8664Fax: +1 615 824 3848www.smithtravelresearch.com
&L&C&R
&L&C&R
DaySTAR Summary
Daily Data For Month
Occupancy Perspectives
ADR Perspectives
RevPAR Perspectives
Response Report
Help
SummaryTab 2 - DaySTAR Summary - My Hotel vs. Comp
SetPreferred The Lodge @ Vail 174 E Gore Creek Dr Vail, CO
81657-4543 (970) 476-5011STR # 15897 Chain ID: Mgt Co: RockResorts
International Owner: NonePeriod ending: April 21, 2007 Date
Created: April 25, 2007April 15, 2007 - April 21,
2007SundayMondayTuesdayWednesdayThursdayFridaySaturdayTotal% Chg%
Chg% Chg% Chg% Chg% Chg% Chg% ChgOccupancyMy
Property76.0%33.684.0%97.675.3%90.677.3%101.884.0%92.288.0%79.281.3%78.780.9%79.4Comp
Set75.8%152.678.2%183.26.2%-88.77.8%-86.414.5%-71.839.6%-0.340.4%5.637.5%-12.2Index100.3-47.1107.4-30.21214.91584.4994.11382.7577.6580.8222.479.7201.569.2215.7104.3ADRMy
Property$306.9011.6$236.131.2$223.961.4$229.53-1.4$225.635.3$248.0722.1$222.3814.7$241.436.7Comp
Set$117.68-20.1$114.42-28.4$122.35-26.9$132.30-19.5$121.82-22.4$116.09-6.0$115.21-6.3$116.86-22.5Index260.839.7206.441.4183.138.6173.522.5185.235.6213.729.9193.022.5206.637.7RevPARMy
Property$233.2549.0$198.3599.9$168.7193.3$177.5099.0$189.53102.3$218.30118.9$180.87105.1$195.2191.4RevPARComp
Set$89.16101.7$89.52102.7$7.59-91.7$10.29-89.0$17.72-78.1$45.94-6.3$46.50-1.1$43.81-32.0Index261.6-26.1221.6-1.42223.92235.21724.61716.41069.7823.2475.2133.6389.0107.3445.5181.4Running
28 Days (by Day of
Week)SundayMondayTuesdayWednesdayThursdayFridaySaturdayTotal% Chg%
Chg% Chg% Chg% Chg% Chg% Chg% ChgOccupancyMy
Property77.5%4.482.0%19.178.3%15.081.7%17.185.3%9.687.3%8.483.7%12.082.3%12.0Comp
Set68.8%32.071.2%32.953.8%-3.954.3%-7.863.9%-3.470.0%4.168.2%7.764.3%7.9Index112.6-20.9115.1-10.4145.519.7150.527.0133.513.4124.84.2122.74.0127.93.8ADRMy
Property$441.1523.9$401.7932.3$397.8727.6$397.7725.1$378.6410.3$379.9116.2$373.5710.0$395.1420.0Comp
Set$265.7611.4$255.036.9$300.0135.0$294.2636.0$287.4638.9$271.4435.1$263.3940.7$275.2028.3Index166.011.2157.523.7132.6-5.5135.2-8.0131.7-20.6140.0-14.0141.8-21.8143.6-6.5RevPARMy
Property$341.8929.3$329.4757.5$311.6646.7$324.8546.4$323.1120.9$331.7926.0$312.5523.2$325.0534.5RevPARComp
Set$182.9147.0$181.6442.0$161.5029.7$159.6525.4$183.7534.3$189.9640.6$179.6551.5$177.0138.5Index186.9-12.0181.410.9193.013.1203.516.8175.8-10.0174.7-10.4174.0-18.7183.6-2.9SMITH
TRAVEL RESEARCH
&L&C&R
&L&C&R
MonthTab 3 - Daily Data For MonthPeriod ending: April 21, 2007
Date Created: April 25,
2007SuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoOccupancy
(%)AprRun123456789101112131415161718192021222324252627282930MTDMy
Property87.386.789.392.091.391.388.776.084.075.377.384.088.081.376.084.075.377.384.088.081.383.7Comp
Set72.978.789.491.994.592.778.750.843.941.150.258.961.165.575.878.26.27.814.539.640.458.7Index119.7110.199.9100.196.798.6112.7149.5191.5183.1154.1142.7144.0124.2100.3107.41214.9994.1577.6222.4201.5142.7%
ChangeMy
Property8.010.52.95.2-1.0-0.3-3.8-18.1-7.7-13.2-14.5-5.2-7.07.033.697.690.6101.892.279.278.711.0Comp
Set87.983.286.649.326.49.6-8.2-21.8-37.3-30.5-3.54.4-1.826.0152.6183.2-88.7-86.4-71.8-0.35.63.5Index-42.5-39.7-44.9-29.5-21.6-9.04.74.847.124.8-11.4-9.2-5.3-15.1-47.1-30.21584.41382.7580.879.769.27.2ADRAprRun123456789101112131415161718192021222324252627282930MTDMy
Property345.65337.74326.16329.21307.72323.85317.98306.90236.13223.96229.53225.63248.07222.38306.90236.13223.96229.53225.63248.07222.38271.83Comp
Set291.31271.47273.01265.59280.71275.32251.92222.34208.17190.25183.41164.33171.57163.93117.68114.42122.35132.30121.82116.09115.21212.79Index118.7124.4119.5124.0109.6117.6126.2138.0113.4117.7125.1137.3144.6135.6260.8206.4183.1173.5185.2213.7193.0127.7%
ChangeMy
Property17.542.930.937.516.625.211.79.3-3.3-10.9-10.7-19.5-9.1-24.611.61.21.4-1.45.322.114.7-0.3Comp
Set37.436.137.737.954.547.633.211.88.30.43.1-2.23.65.7-20.1-28.4-26.9-19.5-22.4-6.0-6.316.7Index-14.55.0-5.0-0.3-24.5-15.2-16.2-2.2-10.7-11.2-13.4-17.7-12.2-28.739.741.438.622.535.629.922.5-14.5RevPARAprRun123456789101112131415161718192021222324252627282930MTDMy
Property301.87292.71291.37302.87281.05295.79281.94233.25198.35168.71177.50189.53218.30180.87233.25198.35168.71177.50189.53218.30180.87227.65Comp
Set212.49213.62244.08244.03265.20255.14198.24113.0591.2978.2992.0296.71104.84107.3889.1689.527.5910.2917.7245.9446.50124.91Index142.1137.0119.4124.1106.0115.9142.2206.3217.3215.5192.9196.0208.2168.4261.6221.62223.91724.61069.7475.2389.0182.3%
ChangeMy
Property26.957.934.644.715.524.87.4-10.5-10.8-22.7-23.6-23.7-15.4-19.449.099.993.399.0102.3118.9105.110.6Comp
Set158.1149.4157.0105.995.361.822.3-12.6-32.1-30.2-0.52.11.733.3101.7102.7-91.7-89.0-78.1-6.3-1.120.8Index-50.8-36.7-47.6-29.7-40.8-22.9-12.22.531.410.8-23.2-25.3-16.8-39.5-26.1-1.42235.21716.4823.2133.6107.3-8.4Exchange
Rate*SMITH TRAVEL RESEARCH
&L&C&R
&L&C&R
Month
Occupancy Index
ADR Index
RevPAR Index
100 %
Daily Indexes for the Month of April
OccTab 4 - Occupancy PerspectivesPreferred The Lodge @ Vail
174 E Gore Creek Dr Vail, CO 81657-4543 (970) 476-5011STR # 15897
Chain ID: Mgt Co: RockResorts International Owner: None Tract
Scale: Colorado Ski Area Upscale ChainsPeriod ending: April 21,
2007 Date Created: April 25, 2007Current
WeekSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaOcc
(%)MarAprCurrentRunRun25262728293031123456789101112131415161718192021Week28MTDMy
Property70.773.373.380.082.082.083.387.386.789.392.091.391.388.776.084.075.377.384.088.081.376.084.075.377.384.088.081.380.982.383.7Comp
Set75.884.178.667.287.886.688.372.978.789.491.994.592.778.750.843.941.150.258.961.165.575.878.26.27.814.539.640.437.564.358.7Tract
Scale77.880.572.972.086.689.188.373.178.578.180.482.884.471.854.745.944.448.048.955.154.144.645.326.025.824.348.553.338.362.055.6Occ
%
ChgMarAprCurrentRunRun25262728293031123456789101112131415161718192021Week28MTDMy
Property6.315.523.727.2-5.6-5.6-2.08.010.52.95.2-1.0-0.3-3.8-18.1-7.7-13.2-14.5-5.2-7.07.033.697.690.6101.892.279.278.779.412.011.0Comp
Set3.816.227.24.68.86.414.087.983.286.649.326.49.6-8.2-21.8-37.3-30.5-3.54.4-1.826.0152.6183.2-88.7-86.4-71.8-0.35.6-12.27.93.5Tract
Scale3.31.7-0.4-5.25.35.97.224.335.532.324.85.91.1-16.6-14.3-32.0-22.9-15.2-9.00.213.165.984.8-20.6-26.3-39.217.534.911.92.8-0.4IndexMarAprCurrentRunRun25262728293031123456789101112131415161718192021Week28MTDComp
Set93.387.293.3119.193.494.794.4119.7110.199.9100.196.798.6112.7149.5191.5183.1154.1142.7144.0124.2100.3107.41214.9994.1577.6222.4201.5215.7127.9142.7Tract
Scale90.891.1100.6111.194.792.094.3119.4110.4114.3114.5110.2108.2123.4139.0183.0169.8161.0171.7159.6150.4170.5185.4290.0300.0345.8181.3152.5211.3132.7150.5Index
%
ChgMarAprCurrentRunRun25262728293031123456789101112131415161718192021Week28MTDComp
Set2.5-0.5-2.721.7-13.2-11.3-14.0-42.5-39.7-44.9-29.5-21.6-9.04.74.847.124.8-11.4-9.2-5.3-15.1-47.1-30.21584.41382.7580.879.769.2104.33.87.2Tract
Scale2.913.624.234.3-10.3-10.8-8.6-13.1-18.5-22.2-15.7-6.5-1.415.3-4.435.712.60.84.2-7.1-5.4-19.56.9139.9173.9216.052.532.560.39.011.4RankMarAprCurrentRunRun25262728293031123456789101112131415161718192021Week28MTDYour
rank3 of 54 of 53 of 51 of 53 of 54 of 54 of 51 of 51 of 53 of 53
of 53 of 53 of 52 of 51 of 51 of 51 of 51 of 51 of 51 of 51 of 53
of 53 of 41 of 51 of 51 of 51 of 51 of 51 of 51 of 51 of 5Occ.
change3 of 53 of 53 of 53 of 54 of 54 of 54 of 54 of 54 of 55 of 55
of 54 of 54 of 53 of 53 of 51 of 53 of 54 of 54 of 54 of 55 of 53
of 53 of 41 of 52 of 52 of 52 of 52 of 52 of 52 of 52 of 5SMITH
TRAVEL
RESEARCH1.02.03.04.05.06.07.08.09.010.011.012.03-Feb10-Feb17-Feb24-Feb3-Mar10-Mar17-Mar24-Mar31-Mar7-Apr14-Apr21-AprMy
Property77.078.474.477.374.675.074.061.577.889.580.980.9Comp
Set75.785.277.492.786.682.688.681.881.285.553.137.5Tract
Scale81.285.079.988.085.283.387.276.881.078.550.238.3
&L&C&R
&L&C&R
Occ111111111111111111111111111111111111
My Property
Comp Set
Tract Scale
Weekly Occupancy (%) - Jan 28, 2007 to Apr 21, 2007
1
1
1
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1
1
1
1
1
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1
1
1
1
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ADRTab 5 - ADR PerspectivesPreferred The Lodge @ Vail 174 E
Gore Creek Dr Vail, CO 81657-4543 (970) 476-5011STR # 15897 Chain
ID: Mgt Co: RockResorts International Owner: None Tract Scale:
Colorado Ski Area Upscale ChainsPeriod ending: April 21, 2007 Date
Created: April 25, 2007Current
WeekSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaADRMarAprCurrentRunRun25262728293031123456789101112131415161718192021Week28MTDMy
Property847.93857.03842.54801.89771.12725.32727.85345.65337.74326.16329.21307.72323.85317.98306.90236.13223.96229.53225.63248.07222.38306.90236.13223.96229.53225.63248.07222.38241.43395.14271.83Comp
Set418.36394.89402.21434.98404.66408.77415.17291.31271.47273.01265.59280.71275.32251.92222.34208.17190.25183.41164.33171.57163.93117.68114.42122.35132.30121.82116.09115.21116.86275.20212.79Tract
Scale481.08506.12508.67497.07468.65478.23437.52321.23322.68315.01303.54302.79304.55288.61265.97221.48200.86201.77194.79190.76187.41167.24134.10145.63147.05162.05150.27144.17149.45320.25242.15Exchange
RateADR %
ChgMarAprCurrentRunRun25262728293031123456789101112131415161718192021Week28MTDMy
Property39.964.952.341.438.437.440.817.542.930.937.516.625.211.79.3-3.3-10.9-10.7-19.5-9.1-24.611.61.21.4-1.45.322.114.76.720.0-0.3Comp
Set31.120.028.440.843.049.074.137.436.137.737.954.547.633.211.88.30.43.1-2.23.65.7-20.1-28.4-26.9-19.5-22.4-6.0-6.3-22.528.316.7Tract
Scale35.143.661.550.242.940.456.544.257.151.437.537.537.033.521.720.43.0-1.3-9.9-13.1-9.2-15.5-17.90.7-1.816.415.211.31.232.117.4IndexMarAprCurrentRunRun25262728293031123456789101112131415161718192021Week28MTDComp
Set202.7217.0209.5184.3190.6177.4175.3118.7124.4119.5124.0109.6117.6126.2138.0113.4117.7125.1137.3144.6135.6260.8206.4183.1173.5185.2213.7193.0206.6143.6127.7Tract
Scale176.3169.3165.6161.3164.5151.7166.4107.6104.7103.5108.5101.6106.3110.2115.4106.6111.5113.8115.8130.0118.7183.5176.1153.8156.1139.2165.1154.3161.5123.4112.3Index
%
ChgMarAprCurrentRunRun25262728293031123456789101112131415161718192021Week28MTDComp
Set6.737.418.60.4-3.2-7.8-19.1-14.55.0-5.0-0.3-24.5-15.2-16.2-2.2-10.7-11.2-13.4-17.7-12.2-28.739.741.438.622.535.629.922.537.7-6.5-14.5Tract
Scale3.614.8-5.7-5.9-3.1-2.1-10.0-18.5-9.0-13.60.0-15.2-8.6-16.3-10.2-19.7-13.5-9.5-10.74.6-17.032.123.20.70.4-9.66.03.15.5-9.1-15.1RankMarAprCurrentRunRun25262728293031123456789101112131415161718192021Week28MTDYour
rank1 of 51 of 51 of 52 of 51 of 52 of 52 of 52 of 52 of 52 of 52
of 52 of 52 of 52 of 51 of 52 of 52 of 52 of 52 of 51 of 51 of 51
of 51 of 42 of 51 of 51 of 51 of 51 of 51 of 52 of 52 of 5ADR
change1 of 51 of 51 of 52 of 53 of 53 of 54 of 54 of 52 of 54 of 52
of 55 of 54 of 54 of 53 of 54 of 54 of 54 of 54 of 55 of 55 of 52
of 52 of 42 of 53 of 53 of 52 of 52 of 53 of 53 of 55 of 5SMITH
TRAVEL
RESEARCH1234567891011123-Feb10-Feb17-Feb24-Feb3-Mar10-Mar17-Mar24-Mar31-Mar7-Apr14-Apr21-AprMy
Property548.6583.9706.6909.6612.3679.1790.7748.2793.3326.7241.4241.4Comp
Set346.6385.7463.4523.4430.4446.6463.1423.2410.5272.7184.0116.9Tract
Scale362.9402.2481.4590.7452.8467.4504.1467.8481.1308.4209.3149.4
&L&C&R
&L&C&R
ADR111111111111111111111111111111111111
My Property
Comp Set
Tract Scale
Weekly ADR ($) - Jan 28, 2007 to Apr 21, 2007
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
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1
1
RevPARTab 6 - RevPAR PerspectivesPreferred The Lodge @ Vail
174 E Gore Creek Dr Vail, CO 81657-4543 (970) 476-5011STR # 15897
Chain ID: Mgt Co: RockResorts International Owner: None Tract
Scale: Colorado Ski Area Upscale ChainsPeriod ending: April 21,
2007 Date Created: April 25, 2007Current
WeekSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaSuMoTuWeThFrSaRevPARMarAprCurrentRunRun25262728293031123456789101112131415161718192021Week28MTDMy
Property599.21628.49617.86641.51632.32594.76606.54301.87292.71291.37302.87281.05295.79281.94233.25198.35168.71177.50189.53218.30180.87233.25198.35168.71177.50189.53218.30180.87195.21325.05227.65Comp
Set316.96332.11316.06292.28355.39353.93366.49212.49213.62244.08244.03265.20255.14198.24113.0591.2978.2992.0296.71104.84107.3889.1689.527.5910.2917.7245.9446.5043.81177.01124.91Tract
Scale374.23407.51370.72357.83405.69426.31386.54234.91253.25246.14243.95250.85257.14207.34145.45101.6889.1396.9395.32105.17101.3774.5460.7637.8337.9139.3772.9476.9157.18198.49134.71Exchange
RateRevPAR %
ChgMarAprCurrentRunRun25262728293031123456789101112131415161718192021Week28MTDMy
Property48.790.688.479.930.729.838.026.957.934.644.715.524.87.4-10.5-10.8-22.7-23.6-23.7-15.4-19.449.099.993.399.0102.3118.9105.191.434.510.6Comp
Set36.139.463.347.255.658.598.5158.1149.4157.0105.995.361.822.3-12.6-32.1-30.2-0.52.11.733.3101.7102.7-91.7-89.0-78.1-6.3-1.1-32.038.520.8Tract
Scale39.546.160.942.450.448.767.879.2113.0100.271.645.638.511.34.3-18.1-20.6-16.3-18.0-13.02.640.251.7-20.0-27.6-29.235.450.113.235.816.9IndexMarAprCurrentRunRun25262728293031123456789101112131415161718192021Week28MTDComp
Set189.0189.2195.5219.5177.9168.0165.5142.1137.0119.4124.1106.0115.9142.2206.3217.3215.5192.9196.0208.2168.4261.6221.62223.91724.61069.7475.2389.0445.5183.6182.3Tract
Scale160.1154.2166.7179.3155.9139.5156.9128.5115.6118.4124.2112.0115.0136.0160.4195.1189.3183.1198.8207.6178.4312.9326.4445.9468.2481.4299.3235.2341.4163.8169.0Index
%
ChgMarAprCurrentRunRun25262728293031123456789101112131415161718192021Week28MTDComp
Set9.336.715.422.2-16.0-18.2-30.5-50.8-36.7-47.6-29.7-40.8-22.9-12.22.531.410.8-23.2-25.3-16.8-39.5-26.1-1.42235.21716.4823.2133.6107.3181.4-2.9-8.4Tract
Scale6.630.417.126.4-13.1-12.7-17.7-29.2-25.9-32.8-15.7-20.7-9.9-3.5-14.18.9-2.6-8.7-7.0-2.8-21.56.331.7141.6175.1185.761.736.769.1-1.0-5.4RankMarAprCurrentRunRun25262728293031123456789101112131415161718192021Week28MTDYour
rank2 of 52 of 52 of 51 of 51 of 51 of 51 of 52 of 52 of 52 of 52
of 53 of 52 of 51 of 51 of 51 of 51 of 51 of 51 of 51 of 51 of 51
of 51 of 41 of 51 of 51 of 51 of 51 of 51 of 51 of 51 of 5RevPAR
change3 of 52 of 53 of 53 of 53 of 54 of 54 of 54 of 54 of 55 of 55
of 55 of 54 of 53 of 53 of 52 of 54 of 55 of 54 of 54 of 55 of 54
of 52 of 41 of 52 of 52 of 52 of 52 of 52 of 52 of 54 of 5SMITH
TRAVEL
RESEARCH1234567891011123-Feb10-Feb17-Feb24-Feb3-Mar10-Mar17-Mar24-Mar31-Mar7-Apr14-Apr21-AprMy
Property422.7457.7525.6703.4456.6509.7585.1460.3617.2292.5195.2195.2Comp
Set262.5328.7358.7485.0372.9368.8410.3346.0333.3233.397.743.8Tract
Scale294.6341.9384.8519.9385.9389.1439.3359.1389.8241.9105.057.2
&L&C&R
&L&C&R
RevPAR111111111111111111111111111111111111
My Property
Comp Set
Tract Scale
Weekly RevPAR ($) - Jan 28, 2007 to Apr 21, 2007
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
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ResponseTab 7 - Response ReportPreferred The Lodge @ Vail 174
E Gore Creek Dr Vail, CO 81657-4543 (970) 476-5011STR # 15897 Chain
ID: Mgt Co: RockResorts International Owner: NonePeriod ending:
April 21, 2007 Date Created: April 25, 2007This Year2007 (This
Year)2006 (Last Year)Mar 17th- St. Patrick's
DaySunMonTueWedThuFriSatSunMonTueWedThuFriSatApr 3rd- First Day of
PassoverMar11121314151617Mar12131415161718Apr 6th- Good
FridayMar18192021222324Mar19202122232425Apr 8th-
EasterMar25262728293031Mar/Apr2627282930311Apr1234567Apr2345678Apr891011121314Apr9101112131415Apr15161718192021Apr16171819202122Last
YearMar 17th- St. Patrick's DayApr 13th- First Day of PassoverApr
14th- Good FridayApr 16th- EasterMay 14th- Mother's DayDaySTAR
ResponseMay 29th- Memorial DaySTR IDNameCity,
StateZipPhoneRoomsOpen DateMar 25Mar 26Mar 27Mar 28Mar 29Mar 30Mar
31Apr 01Apr 02Apr 03Apr 04Apr 05Apr 06Apr 07Apr 08Apr 09Apr 10Apr
11Apr 12Apr 13Apr 14Apr 15Apr 16Apr 17Apr 18Apr 19Apr 20Apr
2115897Preferred The Lodge @ VailVail, CO81657-4543(970)
476-5011141Jun 1962XXXXXXXXXXXXXXXXXXXXXXXXXXXX6786Marriott Vail
Mountain & Spa ResortVail, CO81657-5070(970) 476-4444345Nov
1980XXXXXXXXXXXXXXXXXXXXXXXXXXXX10455Vail Cascade ResortVail,
CO81657-3859(970) 476-7111292Jun
1982XXXXXXXXXXXXXXXXXXXXXXXXXXXX13444Preferred The Pines
LodgeBeaver Creek, CO81620(970) 845-790060Jun
1989XXXXXXXXXXXXXXXXXXXXXXLXXXXX15898Sonnenalp Resort Of VailVail,
CO81657-5049(970) 476-5656127Jun 197927232Hyatt Beaver Creek Resort
& SpaAvon, CO81620(970) 949-1234190Dec
1989XXXXXXXXXXXXXXXXXXXXXXXXXXXX1155Data received: X = Both years,
T = This year only, L = Last year only, blank = No dataSMITH TRAVEL
RESEARCH
&L&C&R
&L&C&R
HelpTab 8 - HelpDefinitionsMidscale without F&B, Economy
and Independent.Upper Upscale, Upscale, Independent) and
Midscale/Economy (includes Midscale with F&B, Midscale without
F&B, Economy).Midscale (includes Midscale with F&B,
Midscale without F&B), Economy and Independent.FAQHow is my
hotel performing versus competition?The weekly DaySTAR report
provides timely occupancy, average room rate, revenue per available
room benchmarking of your hotels performance versus your own
selected competitors and an STR defined industry segment.Is my
hotels data included in the competitive numbers?Your hotels data is
excluded from competitive set performance and included in the
industry numbers.How are percentage changes computed?Hotel and
competitive performance changes are measured against same period
prior year.Why do my percentage change numbers have such a large
range?The data for this year vs. the same period last year may vary
greatly. Consider if you sold 74 rooms this year vs. 4 last year,
the percent change would be 1750%; (74-4)/4)*100.What is an
index?An index is an easy way to compare your hotels performance
versus competition. An index of 100 or higher means your hotels
absolute performance is the same or better than competition.What
does the Rank information mean?Your hotels performance is ranked
against the other properties in your competitive set. If your
hotels RevPAR rank is 2 of 6, that means your hotels RevPAR was
second highest of the six hotels in your competitive set.What does
running 28 days mean?The most recent 28 days historical
performance. The running 28 day numbers are based on the most
current 28-day period, ending with the last day included in the
weekly report.What does run MTD mean?Running month-to-date. The MTD
numbers are based on a calendar month and include all days of the
same month, through the most recent calendar day included in the
report. If the most recent weeks reportingincludes data in two
calendar months, the MTD numbers only include data from the
recently ended month.What if there are blanks in my competitive set
numbers?Your competitive set did not include sufficient data for
reporting. A minimum of three (3) hotels must report data in order
for STR to provide competitive set performance.What if there are
blanks in my competitive set percentage change?Your competitive set
did not include sufficient data for reporting prior year data.SMITH
TRAVEL RESEARCH
&L&C&R
&L&C&R
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
Other
A/V
F&B
Room Revenue
The Displacement Template
Hotel size500Rooms displaced65
ADR$135.00Contribution per room$100.00
Variable cost per room$35.00Displaced contri
