Statler BI Optimizer: get a grip on your result

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 discover the value of 7 essential KPIs.

KPI 1 - Solvency >30% 

Solvency shows the extent to which your hotel can meet its financial obligations now and in the future. A healthy solvency (above 30%) makes you resilient in times of crisis. It gives you room to invest when you want - and to seize opportunities that come your way.

You calculate solvency by dividing equity by total assets (x 100%). The higher your profit and shareholder contribution, the stronger your equity. Benefit: Your hotel becomes attractive to financiers.  

KPI 2 - Profit rate >10% 

Profit is essential for growth. A financially sound hotel aims for at least 10% profit to revenue. Of this, 40% (4% of revenue) is for (re)investment.

You calculate the profit percentage by subtracting all costs from the turnover, and dividing the result by that revenue. Want to improve the profit percentage? Reduce costs or increase sales.  

KPI 3 - EBITDA >20%  

EBITDA  (Earnings Before Interest, Taxes, Depreciation & & Amortization)

provides insight into your operating profit and financing capacity. Even with low profits, a healthy EBITDA can provide funding opportunities. Banks use this KPI to determine the room for interest and principal payments. Above 20% in this, more is possible; therefore, you can invest more. 

KPI 4 - Departmental Income Rooms > 70% 

According to the USALI standard - the international general ledger scheme for hotels - the Rooms Departmental Income should be around 70%.

You calculate this by subtracting staff costs and other costs (such as commissions, cleaning supplies and guest supplies) from room revenue and dividing it on room revenue.  Is the percentage lower than 70%? Make adjustments by increasing your

revenue or reducing costs. 

KPI 5 - Departmental Income F&B 30-35%  

The F&B department has a lower guideline because you also have to subtract purchasing from revenue. With purchasing and personnel costs, this department has two major variable cost items within the hotel; so, it is important to monitor well! You can keep a close eye on personnel costs and purchasing via the Daily. Do it on a daily or weekly basis so that you can make timely adjustments.  

KPI 6 - Overhead costs 18-20%

Salary and other costs within A&G, S&M, NRG and POM weigh on earnings. Ideally, overhead costs should be between 18-20% of revenue. Energy costs in particular have risen sharply in recent years. Making your hotel more sustainable will help reduce these costs and be less dependent on price changes.  

KPI 7 - Rental rate 15-20%  

Rent, to third parties or to your own real estate limited liability company, should not weigh too heavily on operations. A percentage between 15-20% of the revenue makes investment in the property possible and allows the hotel to operate profitably. 

Wondering how your hotel scores on these KPIs?  

The Statler BI Optimizer offers you a good overview. So, you can make informed decisions and work towards a financially healthy business. 

Do you have questions or want to spar with us? Get in touch!

info@statler.bi or +31 (0)20 700 66 30

Stefan van Heerwaarden - owner Statler BI

Strategic solutions based on data. That means looking beyond numbers. A sharp analysis leads to the practical management of your hotel. The result? Better profit margins, satisfied owners, motivated personnel, and happy guests.