ARKONIS

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Hotel Profit Leak Scorecard

Review five operating dimensions in about five minutes. Your answers stay in this browser: there is no signup, analytics, storage, cookie, or lead capture.

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How to answer

Score the process you can evidence today—not the process you intend to build.

Every statement uses the same transparent scale. Choose the description closest to current practice.

  1. 0 — Not in placeNo repeatable practice or reliable evidence.
  2. 1 — Person-dependentSometimes happens, but relies on individual effort or memory.
  3. 2 — Usually controlledA repeatable practice exists, with some gaps or exceptions.
  4. 3 — Documented and reviewedThe practice is explicit, evidenced, owned, and periodically checked.
01

Revenue decisions

Pricing, distribution, demand, and net-revenue choices.

1. We use one reconciled view of occupancy, rate, pickup, and room revenue for recurring pricing decisions.
2. Channel and promotion decisions consider commission, payment, discount, and other material acquisition costs—not only gross room revenue.
3. Material revenue variances have named thresholds, an accountable reviewer, and a recorded response.
02

Staffing and operations

Matching deployment with demand and service needs.

4. Rosters use an agreed demand view and are updated through a clear approval process when conditions change.
5. Rostered, clocked, approved, agency, and paid labour are reconciled often enough to influence decisions.
6. Managers review whether staffing changes affected service, overtime, productivity, or unresolved operating work.
03

Purchasing and cost control

Ordering, receiving, use, inventory, and supplier exceptions.

7. Material purchases follow explicit approval limits and can be traced from request through receipt and payment.
8. Price, quantity, waste, stock, and supplier variances are visible as separate causes rather than one unexplained cost movement.
9. Recurring purchasing or inventory exceptions have owners, due dates, evidence, and a closure review.
04

Reporting reliability

Definitions, lineage, reconciliation, and timeliness.

10. Leadership KPIs have written definitions covering source, formula, timing, currency, and material exclusions.
11. PMS, POS, channel, finance, payroll, and spreadsheet differences are reconciled through named, reproducible items.
12. Reports show refresh time, data status, unresolved exceptions, and a traceable route back to source evidence.
05

Decision ownership

Authority, thresholds, actions, and learning.

13. Each recurring margin decision has one accountable owner, a deadline, and clear authority or escalation boundaries.
14. Important metrics have action thresholds and a defined first response rather than relying on meeting-time improvisation.
15. The next review checks whether the previous action happened and what the team learned from the outcome.

Methodology

A conversation starter, not a claim of measured loss.

The scorecard uses 15 equally weighted statements across five operating dimensions. Each answer receives 0–3 points, so every dimension contributes 0–9 and the total is 0–45. Equal weighting keeps the arithmetic inspectable; it does not imply that every control has the same financial importance for every hotel.

The bands describe process maturity only: 0–15 indicates fragile or largely informal practices; 16–29 indicates a partly controlled foundation with material gaps; 30–39 indicates a more repeatable foundation with targeted gaps; and 40–45 indicates stronger self-reported control that should still be tested against evidence.

Results are self-reported and can be affected by interpretation, optimism, role, timing, property complexity, and incomplete evidence. The tool has not been calibrated as a financial, statistical, or industry benchmark. It cannot identify the value, cause, or existence of a profit leak.