(German: „Hotellerie - Kennzahlen Österreich 2010“)
Sources / References:
- “MANOVA”- Hotels Austria (= multivariate analysis of variance), similar to former “Hotel-Betriebsvergleich”, i.e. comparison of economic data of hotels; the participating hotels belong to category 3*, 4* and 5* (maximum 5* in Austria) and are mainly located in cities, since resort hotels rather often do not take part in platforms like MANOVA.
- “ÖHT: Österreichische Hotel- und Tourismusbank Ges.m.b.H.“ – Austrian Hotel and Tourism Bank Ltd. is a special bank for financing and promoting investments in tourism; data are based on balance sheets of enterprises (in various location) requesting a loan / other subsidy from ÖHT;
- WienTourismus: Vienna Tourist Board;
General Key Performance Indicators of Austrian Hotels:
KPIs Kennzahlen Februar 2010 4* and 5* hotels in cities > 60 rooms
| KPIs rooms division Kennzahlen Logis | Below average Schlechter Wert | Median Mittlerer Wert | Above average Guter Wert | Number of enterprises Anzahl Unternehmen |
|---|---|---|---|---|
| Occupancy of rooms Zimmerauslastung in % | 38,70% | 45,00% | 52,10% | 24 |
| Room rate Zimmerrate | 46,00 | 65,00 | 75,50 | 23 |
| REVPAR rev.per available room | 17,00 | 25,00 | 34,00 | 23 |
| Occupancy of beds Bettenauslastung in % | 27,30% | 32,20% | 40,20% | 23 |
| Rev. per bed Bettenrate | 42,00 | 53,00 | 60,00 | 23 |
| Umsatz pro verfügbarem Bett (REVPAB) rev.per available bed |
9,00 | 15,00 | 22,00 | 23 |
| Days of full occupancy in this month Vollbelegstage im Feber 2010 | 7 | 9 | 12 | 23 |
| F&B revenue per night Verpflegungserlöse pro Nächtigung | 17,00 | 43,00 | 84,00 | 23 |
| Total revenue per night Gesamterlöse pro Nächtigung | 72,00 | 108,00 | 154,00 | 23 |
| TREVPAR total revenue per available room | 30,00 | 59,00 | 79,00 | 23 |
DIFFERENT REFERENCE
Topical KPIs Vienna 2010 3*, 4* and 5* hotels
Aktuelle Kennzahlen Wien
| Occupancy of rooms Zimmerauslastung | 71% |
| Occupancy of beds Bettenauslastung | 57% |
| Total overnight stays Nächtigungen gesamt (all hotels) | 11.000.000,00 |
| Total revenue Gesamtumsatz | 409.000.000,00 |
| ARR average room rate | 91,42 |
| REVPAR rev.per available room | 66,70 |
Comparison of KPIs
Kennzahlenvergleich 2010
| Vienna Wien | Austria Österreich | Europe | |
| Occupancy per room Zimmerauslastung | 71% | 70% | 63,70% |
| ARR - average room rate | 91,42 | 88,64 | 99,20 |
| REVPAR rev.per available room | 66,70 | 62,04 | 63,17 |
KPIs: Profitability Rentabilität
Profitability of 4* and 5* city hotels 2009
| KPIs Kennzahlen Rentabilität | Below average Schlechter Wert | Median Mittlerer Wert |
Above av. Guter Wert |
Anzahl Untern. |
| Cash flow in € | 87.395,00 | 183.332,00 | 403.381,00 | 22 |
| Cash flow in % of rev.der Erlöse | 8,10% | 13,70% | 15,40% | 22 |
| Return on Investment ROI | 1,70% | 6,50% | 16,00% | 22 |
| Turnover divided by invested capital Kapitalumschlagshäufigkeit | 0,7 | 0,8 | 1,6 | 22 |
| Revenue per staff member Erlöse pro Mitarbeiter | 63.005,00 | 79.194,00 | 119.292,00 | 22 |
| Expenditure per staff member Personalaufwand pro Mitarbeiter | 30.616,00 | 26.608,00 | 23.968,00 | 22 |
Financing / Investment:
Financing of 4* and 5* city hotels
| KPIs Kennzahlen Finanzierung Investition | Below Schlechter Wert |
Median Mittlerer Wert | Above Guter Wert |
Anzahl Unt. |
| Quota of own capital funds Eigenkapitalquote | -49,00% | -4,30% | 23,20% | 24 |
| Debts per room Zimmerverschuldung | 78.974,00 | 50.743,00 | 21.649,00 | 23 |
| Dynamic endebtedness Dynamische Verschuldung | 204,50% | 114,50% | 82,10% | 22 |
| Fictitious duration of repayment of debts Fiktive Schuldentilgungsdauer | 22 | 12 | 6 | 23 |
| Ratio: Own funds : fixed assets Anlagendeckung | 77,00% | 89,00% | 100,00% | 24 |
KPIs Rooms Division
| KPIs Rooms Division 4* and 5* city hotels > 60 rooms | Below average Schlechter Wert | Median Mittlerer Wert |
Above av. Guter Wert | # enterprises Anzahl Untern. |
| Occupancy of beds, basis 365 days Auslastung Betten auf 365 Tage | 49,90% | 58,60% | 66,90% | 13 |
| Average bed rate Durchschnittlicher Bettenpreis | 49,00 | 61,00 | 79,00 | 13 |
| (REVPAB) Umsatz pro verfügbarem Bett | 27,00 | 38,00 | 52,00 | 13 |
| Umsatz pro verfügbarem Zimmer (REVPAR) | 53,00 | 69,00 | 87,00 | 13 |
| GOP Gross operating profit PAR pro verfügbarem Zimmer |
15,00 | 18,00 | 35,00 | 13 |
| Revenue Umsatz pro Zimmer/Jahr | 28.391,00 | 36.553,00 | 53.770,00 | 13 |
| GOP per room and year pro Zimmer/Jahr | 5.435,00 | 7.002,00 | 13.010,00 | 13 |
| Days p.a. of full occupancy Vollbelegstage | 182 | 213 | 244 | 13 |
| Staff per room Mitarbeiter pro Zimmer | 0,8 | 0,5 | 0,3 | 13 |
| Rooms revenue per staff member Logiserlöse pro Mitarbeiter | 32.778,00 | 58.259,00 | 95.118,00 | 13 |
| Energy expenditure per night Energiekosten pro Übernachtung | 6,60 | 4,60 | 2,80 | 13 |
Figures ÖHT Bank Werte ÖHT
4* and 5* hotels 2009
| Median | Top | |
| Guest beds Betten | 100 | 136 |
| F&B revenue per seat Verpflegserlös / Sitzplatz | 2.400,00 | 4.500,00 |
| Average revenue rooms division dudrchschnittlicher Pensionserlös | 61,00 | 83 |
| Accommodation revenue per room and year Beherbergungserlöse / Zimmer | 23.000,00 | 31.000 |
| RevPAR | 76,00 | 118,00 |
| Revenue per staff Umsatz / Beschäftigtem | 67.000,00 | 82.000 |
| Days p.a. of full occupancy Vollbelegstage | 182 | 217 |
| Occupancy of beds during opening period Bettenauslastung in % der Offenhaltungszeit | 64% | 79% |
| GOP per room / Zimmer | 7.600,00 | 12.000,00 |
Balance Sheets of Austrian Hotels
City Hotels 4* and 5* Stadthotels > 60 rooms Zimmer
| ASSETS Vermögen - Aktiva | below | median | above | # enterprises |
| premises Grundstücke / Gebäude | 533.394,00 | 2.197.925,00 | 5.649.896,00 | 13 |
| equipment, furniture Betriebsausstattung | 232.678,00 | 334.088,00 | 548.078,00 | 13 |
| other assets Sonstiges Anlagevermögen | 19.738,00 | 40.102,00 | 276.864,00 | 13 |
| fixed assets Anlagevermögen | 1.190.488,00 | 3.083.907,00 | 6.212.027,00 | 13 |
| stock Vorräte | 25.076,00 | 59.921,00 | 87.716,00 | 13 |
| claims Forderungen | 427.335,00 | 509.366,00 | 630.718,00 | 13 |
| liquid means / cash in hand, at bankLiquide Mittel | 29.656,00 | 108.213,00 | 329.820,00 | 13 |
| active accounting apportionment ARA | 9.367,00 | 24.088,00 | 32.052,00 | 13 |
| current assets Umlaufvermögen | 626.183,00 | 709.780,00 | 1.034.774,00 | 13 |
| TOTAL ASSETS Gesamtvermögen | 2.157.268,00 | 4.227.502,00 | 6.884.962,00 | 13 |
| CAPITAL Kapital - Passiva | below | median | above | # enterprises |
| own capital (issued share capital / shareholders equity) Eigenkapital (Grundkapital) | -732.880,00 | 29.448,00 | 198.792,00 | 13 |
| reserves (legally required) Rücklagen | 6.220,00 | 327.178,00 | 755.209,00 | 13 |
| other own capital (retained profit…)anderes Eigenkapital | 0,00 | 199.786,00 | 400.381,00 | 13 |
| own capital total Eigenkapital Summe | -498.218,00 | 418.251,00 | 1.022.828,00 | 13 |
| borrowed capital (long-term)Fremdkapital langfristig | 4.595.483,00 | 2.816.648,00 | 1.297.194,00 | 13 |
| Short term current liabilities Kurzfristiges Fremdkapital | 939.370,00 | 623.116,00 | 392.442,00 | 13 |
| passive accounting apportionment PRA | 92.384,25 | 39.114,50 | 0,00 | 13 |
| reserve funds Rückstellungen | 226.130,00 | 165.424,00 | 101.906,00 | 13 |
| borrowed capital total Fremdkapital | 6.255.286,00 | 391.292,00 | 2.065.093,00 | 13 |
| TOTAL CAPITAL Gesamtkapital | 2.157.268,00 | 4.227.502,00 | 6.884.962,00 | 13 |
KPIs of ÖHT bank Kennzahlen ÖHT 4* und 5 * Betriebe 2009
hotels all over Austria
| Median | TOP | |
| beds Betten | 100 | 136 |
| ASSETS AKTIVA | 3.567.000 | 6.480.000 |
| fixed assets Anlagevermögen | 92% | 88% |
| current assets Umlaufvermögen | 8% | 12% |
| ASSETS AKTIVA | 100% | 100% |
| own capital incl. reserves Eigenkapital (inkl. Rücklagen) | 7% | 26% |
| borrowed capital Fremdkapital | 93% | 74% |
| TOTAL CAPITAL PASSIVA | 100% | 100% |
Profit and Loss Accounts:
KPIs rooms division 4* and 5* city hotels Kennzahlen Logis Stadthotels > 60 rooms Zimmer
| PROFIT AND LOSS ACCOUNT GuV Konto | below | MEDIAN | above | # enterprises |
| rooms revenue Logiserlöse | 2.218.934,00 | 2.657.692,00 | 2.804.338,00 | 13 |
| F&B revenue Verpflegung | 459.761,00 | 631.609,00 | 1.069.886,00 | 13 |
| TOTAL REVENUE Erlöse gesamt | 2.943.985,00 | 3.635.414,00 | 4.722.537,00 | 13 |
| B&B input WES gesamt | 277.038,00 | 331.291,00 | 469.858,00 | 13 |
| wages Personalaufwand gesamt ohne UL | 1.803.935,00 | 1.310.027,00 | 1.034.781,00 | 13 |
| Kommunikation | 29.465,00 | 20.314,00 | 14.660,00 | 13 |
| services Dienstleistung | 264.516,00 | 165.764,00 | 86.059,00 | 13 |
| commissions Provisionen | 78.228,00 | 47.034,00 | 23.564,00 | 13 |
| taxes for enterprise Betriebssteuern | 99.658,00 | 63.122,00 | 53.903,00 | 13 |
| administrative expenditure Verwaltung | 108.974,00 | 89.349,00 | 61.039,00 | 13 |
| Marketing | 232.792,00 | 128.899,00 | 53.043,00 | 13 |
| maintenance Instandhaltung | 325.253,00 | 229.842,00 | 148.483,00 | 13 |
| Energie | 238.744,00 | 158.060,00 | 117.122,00 | 13 |
| all other expenditure Diverses | 169.024,00 | 125.756,00 | 85.884,00 | 13 |
| GOP | 576.686,00 | 715.820,00 | 1.125.060,00 | 13 |
| financial revenue - expenditure Finanzerträge - Finanzaufwände | -285.402,00 | -138.358,00 | -60.099,00 | 13 |
| PROVISIONAL PROFIT Prov. Erfolg | -133.522,00 | 110.242,00 | 240.093,00 | 13 |
| PROFIT AND LOSS IN % GuV in % | below | median | above | # enterprises |
| REVENUE rooms division Erlöse Logis | 62,10% | 73,80% | 77,80% | 13 |
| revenue F&B Verpflegungserlöse | 15,90% | 20,40% | 21,60% | 13 |
| expenditure | ||||
| F&B input total WES gesamt | 15,40% | 12,40% | 11,10% | 13 |
| wages total Personalaufwand gesamt | 42,70% | 38,30% | 35,20% | 13 |
| services Dienstleistungen | 5,30% | 3,70% | 2,70% | 13 |
| administrative expenditure Verwaltung | 3,10% | 1,90% | 1,60% | 13 |
| expenditure for marketing Marketingaufwand | 6,20% | 2,70% | 1,60% | 13 |
| maintenance Instandhaltungsaufwand | 8,90% | 5,00% | 3,70% | 13 |
| energy Energieaufwand | 5,80% | 5,40% | 4,50% | 13 |
| all other expenditure Diverses | 4,70% | 3,90% | 2,50% | 13 |
| GOP | 16,80% | 20,60% | 28,00% | 13 |
| insurance Versicherung | 0,30% | 0,20% | 0,10% | 13 |
| depreciation Abschreibungen | 12,10% | 9,30% | 6,00% | 13 |
| financial revenue - espenditure Ergebnis Finanzerträge-Finanzaufwände | -5,90% | -3,10% | -2,20% | 13 |
| EGT profit before tax | -4,00% | 5,30% | 6,70% | 13 |
figures ÖHT bank 2009 Werte ÖHT 4* und 5* Betriebe in €
| Median | Top | |
| beds Betten | 100 | 136 |
| revenue rooms division Beherbergungs-, Pensionserlös | 69% | 62% |
| F&B revenue Verpflegungserlös | 22% | 15% |
| TOTAL REVENUE Betriebseinnahmen | 1.711.000,00 | 2.900.000,00 |
| total revenue Betriebseinnahmen | 100% | 100% |
| F&B input Wareneinsatz | 15% | 13% |
| wages Personalaufwand | 34% | 31% |
| maintenance Instandhaltung, inkl. GWG | 5% | 4% |
| Energie | 5% | 4% |
| Marketing, Kommunikation | 5% | 4% |
| GOP | 22% | 27% |
| depreciation Abschreibungen | 12% | 8% |
| financial result Finanzergebnis | 7% | 4% |
| PROFIT BEVOR TAX EGT | 1% | 5% |
INVESTMENT COSTS
Source:“Tourism in Figures 2010”,
page 62 / 63, Austrian Federal Chamber of Commerce
Lump sums in EURO Wert 2010
construction costs „turnkey“ without furniture 500 – 600 € per cubic meter
with furniture 600 – 700 €.
Hotel investment cost per room: 3* 62.000 – 94.000 €, 4* 104 – 166 000, 5 * 166 – 200 000 €
Indoor swimming pool & Wellness 208.000-1.550.000
Per bed 4* (completely equipped) 52.000-68.000
Per bed and restaurant seat 4 *: 68.000-83.000
Construction cost per seat Restaurant 8.200-9.800
Restaurant furniture / equipment per square meter 650-800
Equipment kitchen neutral per meter 3.300-4.000
Equipment kitchen incl. heating / cooling per meter 5.700-6.800 6.000-7.100 6.000-7.100
In detail: (net without costs for premises) Wert 2010
Apartment furniture 3*, 2 persons 8.100
Guest room: furniture…3*, 2 persons 4.900, 4* 8.500
Staff rooms 2 persons 3.700
Sauna-cabin, steam or Finnish 8 persons 5.800 - 6.000
Hot Whirlpool 6 persons 34.700 - 36.100
Bar / counter: per meter, simple finishing 1.300, more elaborate 2.500
Investment per seat in restaurant: incl. bar, small furniture, cutlery, exquisite 2.500, average 1400 - 1900,
per seat in seminar rooms incl. seminar equipment 740 - 770
“Deckungsbeitrag” == gross profit.
From case study Brian Toolan:
rooms: 98 % >> 2 % direct cost
food, drinks 55 % approx. >> 45 % “input”
