Start with the right baseline
Look at room revenue, occupancy, average daily rate (ADR) and revenue per available room (RevPAR) together. Occupancy alone can rise while rate quality falls. Compare like-for-like periods and record unusual events or inventory changes.
1–3. Demand, booking pace and rate logic
1. Where does demand actually come from? Separate weekends, weekdays, seasons, local events and booking origins. 2. How early do guests book? Your lead-time pattern determines when a price decision can still influence demand. 3. Do your rates have a clear structure? Build price floors, room-category differences and event logic instead of reacting to the last competitor you saw.
4–6. Channels, parity and offers
4. What is the net value of each OTA? Room nights are not the only answer—consider commission and promotion costs. 5. Are your rates and inventory aligned? Parity mistakes and incorrect availability can create lost bookings or operating problems. 6. Do offers solve a real demand gap? Long-stay, advance-purchase and low-season packages should have a purpose, target guest and measurable outcome.
7–8. Guest confidence and property content
7. Does your listing explain the stay? Verify your lead photographs, room descriptions, amenities and policies. 8. Are you learning from reviews? Reply promptly where appropriate, but also group recurring praise and criticism into operational themes.
9–10. Forecast and ownership rhythm
9. Can you make a useful 30- and 90-day forecast? It does not need to be perfect; it needs assumptions that can be reviewed. 10. Who owns the actions? A report without follow-through is only a document. Assign rate reviews, content corrections and promotions to a named owner and revisit the result.
Turn observations into a 90-day plan
Start with the highest-leverage, controllable gaps. First establish a reliable baseline; next correct inventory and content errors; then improve pricing and offer logic; finally compare actual outcomes against the baseline. A credible plan accounts for seasonality, not only the apparent percentage change.
Make the numbers useful.
A commercial audit is most valuable when each finding leads to an action, an owner and a review date.
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