Reports

The Reports page is the executive summary of your property's performance. It distills thousands of transactions, reservations, and operational events into a handful of key metrics that tell you how your hotel is doing — right now, this month, and compared to last year. Learning to read these metrics fluently is one of the most valuable skills in hotel management.

Navigate to Finance > Reports in the sidebar to access the Reports page. At the top you will find KPI cards showing headline metrics, followed by individual report cards, each with its own date picker for flexible analysis.

KPI cards

The Reports page displays four KPI cards at the top, giving you an at-a-glance summary of your property's performance: Revenue, Occupancy, ADR, and RevPAR.

Revenue

The Revenue KPI card shows total room revenue for the selected period. This is the top-line number that drives all other metrics and financial planning.

Occupancy rate

Occupancy rate is the percentage of available rooms that are occupied on a given night. It is the most fundamental measure of how full your property is.

Formula: Occupied Rooms / Available Rooms x 100

In Veridien, the Reports page shows occupancy as a daily figure, a monthly average, and a trend line. Available rooms exclude out-of-order rooms, giving you a realistic picture of utilization against actually sellable inventory.

An 80-room property with 3 rooms out of order has 77 available rooms. If 62 are occupied, the occupancy rate is 80.5%.

Occupancy alone does not tell you whether you are making money. A hotel at 100% occupancy that sold every room at a deep discount may generate less revenue than one at 75% occupancy with premium rates. That is where ADR comes in.

Average daily rate (ADR)

ADR is the average revenue earned per occupied room per night. It measures your pricing effectiveness.

Formula: Total Room Revenue / Number of Rooms Sold

The Reports page shows ADR as a daily figure and a monthly average. Room revenue includes the base room rate but excludes taxes, fees, and ancillary charges. This keeps ADR focused purely on accommodation pricing.

If your property earned $12,400 in room revenue last night from 62 occupied rooms, your ADR is $200.

Revenue per available room (RevPAR)

RevPAR combines occupancy and ADR into a single metric that measures how well you are monetizing your total inventory — not just the rooms you sold, but all the rooms you could have sold.

Formula: Total Room Revenue / Total Available Rooms (or equivalently, Occupancy Rate x ADR)

RevPAR is the metric that revenue managers watch most closely because it captures both the volume effect (occupancy) and the price effect (ADR). You can increase RevPAR by selling more rooms, by selling at higher rates, or ideally, both.

Using the previous example: $12,400 revenue / 77 available rooms = $161 RevPAR.

Report cards

Below the KPI cards, the Reports page contains individual report cards, each with its own date picker so you can analyze different time ranges independently:

• Occupancy & Revenue — Daily trend charts showing occupancy percentage and revenue side by side over the selected period.
• Tax Breakdown — A breakdown of taxes collected by type, useful for accounting and tax filing.
• Revenue by Source — Revenue segmented by booking source category (Direct, OTA, Corporate, etc.), showing which channels contribute most to your top line.
• Payments — A breakdown of payments by payment method (cash, credit card, bank transfer, etc.) for the selected period.
• Booking Sources — Reservation volume and room nights by individual booking source, helping you understand your distribution mix.

Globe card

The Reports page also includes a Globe card that visualizes guest nationalities across all time. This geographic view helps you understand where your guests are coming from and can inform marketing and language decisions.

Reading trends

Raw numbers for a single day or month tell you where you are; trends tell you where you are going. The Occupancy & Revenue report card's trend charts help you identify patterns across three dimensions:

Seasonal patterns

The Monthly Comparison view shows each metric across 12 months, revealing your property's seasonal curve. Most hotels see predictable high and low seasons. Understanding your pattern helps you:

• Set realistic targets for slow months.
• Prepare for high-demand periods with rate increases and staffing adjustments.
• Identify shoulder seasons where marketing investment might shift demand.

Year-over-year comparison

The Year-Over-Year toggle overlays the current period's data with the same period from the previous year. This is the most honest measure of growth because it controls for seasonality. If your February RevPAR is $95 this year vs. $88 last year, you know you are improving regardless of whether February is a strong month in absolute terms.

Year-over-year comparisons are most meaningful after 12+ months of data. The report cards will show a note if you do not have enough history for a meaningful comparison.

Day-of-week patterns

The Daily Heatmap shows occupancy and ADR by day of the week across the selected period. This reveals weekly patterns that inform tactical decisions:

• A city business hotel might see high occupancy Monday through Thursday and a sharp drop on weekends — an opportunity for weekend leisure promotions.
• A resort property might show the opposite: strong weekends and soft midweek — an opportunity for corporate retreat packages.

Using analytics for decision making

Data without action is trivia. Here is how different roles use the Reports page to make decisions:

Revenue management

The revenue manager uses occupancy forecasts and ADR trends to adjust pricing dynamically. If next week's occupancy forecast is below 60%, it may be time to release inventory at a lower rate tier or activate a promotional rate. If occupancy is trending above 90%, rates should be increased on remaining inventory to maximize revenue.

The Booking Sources report card shows where reservations are coming from, and the Revenue by Source card reveals which channels produce the most revenue. A revenue manager can use these together to identify channels that underperform relative to their commission costs and adjust distribution strategy accordingly.

Marketing decisions

The Revenue by Source and Booking Sources report cards inform marketing spend. If your direct channel produces a higher ADR and zero commission, investing in SEO, paid search, and your loyalty program likely has a stronger ROI than increasing OTA commission tiers.

Seasonal patterns inform campaign timing. If March is historically your weakest month, a February marketing push targeting March bookings addresses the problem before it materializes.

Operational planning

Occupancy data from the Occupancy & Revenue report card drives staffing decisions. The housekeeping supervisor uses occupancy trends to determine how many room attendants are needed this week. The front desk manager uses arrival and departure counts to set shift schedules.

Scenario: February performance review using Reports

Claudia, the general manager of the Lakewood Inn, opens the Reports page on March 1 to review February performance. She checks the KPI cards and the individual report cards to build a complete picture:

The good news: Accommodation performance improved across the board. Higher occupancy and higher rates drove an 8% increase in room revenue. The rate increase was not at the expense of occupancy, which also grew — a sign of healthy demand.

Digging into sources: Claudia opens the Revenue by Source report card and notices that OTA revenue grew faster than direct revenue. She cross-references with the Booking Sources card and sees that OTA room nights increased from 42% to 48% of the total, while direct bookings dropped from 38% to 32%.

She checks the Globe card and notices a shift in guest nationalities — a growing share of international leisure travelers who tend to discover the property through OTAs rather than the direct website.

Actions Claudia takes based on this data:

1. Short term: She asks the revenue manager to review the direct booking rate strategy and consider a "Book Direct" discount to recapture share from OTAs.

2. Medium term: She reviews the Payments report card and sees that credit card payments now account for 85% of transactions. She investigates whether the property's payment processing fees are competitive and considers negotiating better rates given the volume.

3. Long term: She asks the revenue manager to monitor the Booking Sources report card monthly to track whether the direct booking campaign shifts the distribution mix back toward direct channels. The Tax Breakdown card also helps her verify that tax collection is accurate as revenue grows.

One Reports page review, three concrete action plans — all driven by data that the system has been collecting automatically from the moment the property started operating.