Compare your hotel against up to three competitors side-by-side on ADR, occupancy, and RevPAR. Identify competitive gaps and opportunities.
Competitive set analysis is the cornerstone of hotel revenue management strategy. By comparing your hotel's key performance metrics — ADR, occupancy, and RevPAR — against individual competitors, you can identify precisely where you're winning and where you're losing. This level of detail goes beyond aggregate indices (ARI, MPI, RGI) to reveal competitor-specific dynamics.
For example, you might outperform Competitor A on rate but underperform on occupancy, while the reverse is true against Competitor B. Each competitive relationship suggests different strategic responses. This granular analysis helps revenue managers prioritize pricing, marketing, and distribution actions.
This calculator provides a side-by-side comparison of your hotel against up to three competitors on ADR, occupancy, and RevPAR, with index scores calculated for each metric against each competitor.
Restaurant owners, hotel managers, and event coordinators depend on accurate competitive set comparison calculator — side-by-side hotel metrics numbers to maintain profitability while delivering exceptional guest experiences. Return to this tool whenever menu prices, occupancy rates, or staffing levels shift to keep your operations on track.
Aggregate comp set averages can mask important competitive dynamics. This calculator lets you drill into individual competitor comparisons to identify specific threats and opportunities that get lost in averaged data. Use it to prepare for competitive strategy discussions. Instant results let you test multiple scenarios so you can align pricing, staffing, and inventory decisions with current demand and cost pressures.
RevPAR = ADR × (Occupancy ÷ 100) ADR Index vs Comp = (Hotel ADR ÷ Comp ADR) × 100 RevPAR Index vs Comp = (Hotel RevPAR ÷ Comp RevPAR) × 100
Result: Hotel RevPAR $144.40 vs Comp A RevPAR $144.00
Hotel: $190 × 76% = $144.40 RevPAR. Competitor A: $180 × 80% = $144.00 RevPAR. Despite a $10 rate premium, the hotel barely edges out Competitor A on RevPAR because occupancy runs 4 points lower.
While ARI, MPI, and RGI provide valuable aggregate benchmarks, they treat the comp set as a single entity. In reality, your competitive position varies by individual hotel. You might be the rate leader against most competitors but a rate follower against one premium property. Individual comparisons reveal these nuances.
STR remains the gold standard for competitive hotel data. Supplement STR reports with rate shopping tools (OTA Insight, Duetto, Lighthouse), review monitoring (ReviewPro, Revinate), and direct observation of competitor marketing and distribution tactics.
The goal of competitive analysis isn't just reporting — it's action. If Competitor A consistently outperforms you on weekday occupancy, investigate their corporate accounts and GDS strategy. If Competitor B commands a $20 rate premium, evaluate their guest experience, amenities, and online reputation for improvement opportunities.
STR (CoStar) provides confidential competitive reports. Hotel brands share market data with their properties. You can also estimate competitor occupancy from public sources like OTA availability and review volume.
Focus on 3-5 core competitors that truly compete for the same guests. This calculator supports up to three, which is usually sufficient for identifying the most important competitive dynamics.
Compare against your formal comp set for benchmarking. But also monitor aspirational competitors (properties you want to compete with) and emerging threats (new or recently renovated hotels).
Post-renovation, competitors often see ADR increases of 15-30%. Expect their ARI to rise and their MPI to potentially dip during construction before rebounding. Adjust your strategy to defend market share.
A one-point increase in review scores correlates with 5-9% ADR improvement. If a competitor's reviews are significantly better than yours, they can justify higher rates without losing occupancy.
Yes. RevPAR normalizes for hotel size since it's per available room. A 100-room boutique and a 500-room convention hotel can be meaningfully compared on RevPAR, though they may serve different segments.