Hotel finance blog

Budget Inspiration Month: start October strong with Statler Autumn is slowly gaining ground, and it’s not only nature that shows it. For hoteliers, this is also a time for calm and reflection. Figures for 2026 are being analysed and budgets for 2027 are being drafted. That’s why we’re declaring October Budget Inspiration Month. Statler is happy to help you put together a rock-solid budget. We share tips and point out potential opportunities or blind spots in your operations.

Grip on your figures = faster adjustments = better results The month is over, but that's not a strict 'finish line' in our hotel industry. Rooms are rented out continuously, the restaurant continues to operate, and business groups are scheduled. In the meantime, you want to know where you stand. Was that higher occupancy also profitable? Were you able to keep personnel costs under control? And did the margin on breakfast remain stable? You can check the figures throughout

There is no such thing as getting rich while you are sleeping. Not even in our hotel industry. I will be the first person to agree with that statement. But if you are alert enough, there is a world to be gained. The profit often lies in smart savings. Seemingly small steps that you can easily take. How to do that? Check the costs and clearly keep the multi-year target in mind. Let’s briefly go back to the StatlerBI Optimizer. With the purpose of: where would you like to g

The Dutch hotel industry is under financial pressure. Many hotels are still struggling with corona debts and from 2026 a VAT increase puts further pressure on sales. How do you keep a grip on your finances? Regularly check the 'financial temperature' of your hotel with the Statler BI Optimizer. This clear tool guides you through the most important KPIs via a wizard. This gives you quick insight and allows you to make targeted adjustments. Get a grip on your results and di

Every hotelier is full of plans and ideas. After all, you want to move forward! For some, that means creating additional facilities, such as a bar or wellness. The other prefers to invest in his staff. Whatever you do, the important thing is to maintain quality and keep guests happy. Besides the game of (good) business, there is another crucial key to success. A little meat on the bones, as you call it. Our advice: analyze the numbers and build up a buffer. But one that reall

Maarten was interviewed by our Hospitality IT friend and colleague, entrepreneur Sjors Brul from S-Bit Hospitality ICT Services. We discussed the challenges of hotel budgeting, forecasting and reporting in the USALI reporting standard, and the way Statler BI integrates data from all available platforms used in hotels to transform all this data into timely and relevant Management Information dashboards. Click below for the full interview. https://www.youtube.com/watch?v=Hwq8vS

Strong financial base It sounds so logical. If you build a house, you make sure you have a solid foundation. But what about your financial "foundation"? Are all the building blocks in the right place? I like to take you through that process. With a good foundation you can quickly get a clear picture of your turnover and costs. That means: more control, better results. In my earlier blog I focused on measuring and managing key figures. If you work according to the USALI hospit

Statler BI produces reports according to the Hospitality USALI standard. USALI is the uniform general ledger system in the hotel industry worldwide. Our inspiration, Ellsworth Statler, stood at the cradle of this (financial) milestone. Anyone not yet working to these standards is missing a great opportunity. Three reasons to choose USALI today: Insight from 'head to toe' USALI provides uniform accounting. Fixed ledgers, fourteen departmental schedules and clear business stati

The Duchenne Heroes took on another great challenge last September. These sports enthusiasts got on their mountain bikes for the annual, multi-day off-road ride. What have they encountered there? Tough trails with steep climbs, a serious test of strength and unprecedented togetherness. Because these tough guys are fighting together for a good cause. Statler BI sponsored the Just do it team. The sponsor money raised will go to the Duchenne Parent Project. This club of parents

Sometimes a company name rings a funny bell. What might you associate Statler with? Right! The Muppet Show. The legendary duo Statler and Waldorf love to give their unsourced opinions. Big mouth, small heart. Did you know their "roots" are in the hotel industry? They are named after iconic New York hotels: the Statler Hilton and the Waldorf-Astoria Hotels. You could read more about Ellsworth Statler in an earlier article. He built the largest American hotel empire this past c

“The guest is always right” A customer recently asked us, “Where does your company name actually come from?” This is a question that certainly deserves an answer. The fact that the name Statler still resounds in hotels every day is a nice tribute to the icon in the hotel business. Say Statler, and you say hospitality, innovation, and quality. Founders Stefan van Heerwaarden and Maarten Diepenmaat tell the story of this extraordinary American entrepreneur. How do you find a go

Get a grip! The end of the month is near. You grab your laptop, and you look at the numbers. Turns out that the purchase percentages on Food & Beverages are pretty high. Sounds familiar? Nothing is more annoying than determining – too late – that your costs are out of line. How do you solve that? The numbers tell the tale! Hindsight is never the best option. It is difficult to find the correct cause when the costs are too high. The administration does not come up with a clear

Work hard for small margins. That is the reality for most Food & Beverage departments. Compared to Room Division, you incur more staff costs to achieve the same revenue. And there are purchasing costs on top of that. One advantage: you can turn two knobs for a more positive result. If these buttons are set to “green”, a profit margin of 10% (for the entire hotel) is within reach. In this third blog I will focus on Food & Beverage: the most labour-intensive department within t