The short answer
RevPAR (Revenue Per Available Room) measures room revenue across every room a hotel has, sold or not. It is calculated either as ADR × occupancy, or as total room revenue divided by total available rooms for the period. ADR reports only what the rooms actually sold went for, so a hotel can raise ADR and still lose RevPAR by selling fewer rooms — a 100-room hotel selling 60 rooms at ₹4,000 has an ADR of ₹4,000 and a RevPAR of ₹2,400.
If you only track one number in your hotel, track RevPAR. It's the clearest single measure of how well you're turning your rooms into revenue — and yet many owners still steer by occupancy or rate alone, which hides exactly the decisions that matter. This guide explains what RevPAR is, how it differs from ADR and occupancy, and how to use it to run a smarter business in 2026.
What is RevPAR?
RevPAR stands for Revenue Per Available Room. It tells you how much room revenue you generate for every room you have, whether or not it was sold. There are two ways to calculate it, and they give the same answer:
- RevPAR = ADR × Occupancy, or
- RevPAR = Total Room Revenue ÷ Total Available Rooms (for the period).
Example: a 100-room hotel sells 60 rooms at an average of ₹4,000.
- Occupancy = 60% · ADR = ₹4,000
- RevPAR = ₹4,000 × 0.60 = ₹2,400
- Or: (60 × ₹4,000) ÷ 100 rooms = ₹240,000 ÷ 100 = ₹2,400.
RevPAR captures both halves of the equation — how much you charge and how full you are — in one figure.
What is ADR?
ADR (Average Daily Rate) is the average price of the rooms you actually sold:
ADR = Room Revenue ÷ Rooms Sold
In the example above, ADR is ₹4,000. ADR tells you about your pricing power — but on its own it says nothing about how many rooms you sold. A hotel can have a high ADR and a half-empty building.
RevPAR vs ADR vs occupancy — why RevPAR wins
Each metric answers a different question:
- Occupancy: How full am I? (volume)
- ADR: How much am I charging? (price)
- RevPAR: How well am I converting my rooms into revenue? (the trade-off between the two)
Here's why RevPAR is the one to manage. Consider two strategies for that 100-room hotel:
- Strategy A — chase occupancy: sell 90 rooms at ₹2,500. Occupancy 90%, ADR ₹2,500, RevPAR ₹2,250.
- Strategy B — protect rate: sell 65 rooms at ₹3,800. Occupancy 65%, ADR ₹3,800, RevPAR ₹2,470.
Strategy A looks better (90% full!) but Strategy B earns more per available room — and with fewer rooms occupied, lower variable costs (housekeeping, amenities, utilities), so the profit gap is even wider. Occupancy alone would have led you to the worse decision. RevPAR keeps you honest.
What's a "good" RevPAR?
There's no universal benchmark — RevPAR varies hugely by city, segment and season. The meaningful comparison is against:
- Your own history — is RevPAR growing year over year for the same period?
- Your comp set — your RevPAR versus a basket of directly competing hotels, expressed as the RGI (Revenue Generation Index). An RGI of 100 means you're earning your fair share; above 100 means you're winning share.
Chasing an absolute RevPAR number is less useful than steadily improving your own trend and your index against competitors.
Beyond RevPAR: GOPPAR and TRevPAR
RevPAR is a revenue metric — it ignores cost and non-room income. Two further metrics complete the picture:
- TRevPAR (Total Revenue per Available Room): includes F&B, banquets, spa and ancillary — the full revenue a room-night generates. We cover this in Total Revenue Management.
- GOPPAR (Gross Operating Profit per Available Room): brings cost into view — arguably the truest measure of operating performance.
Start with RevPAR, then graduate to these as your discipline matures.
How to use RevPAR in 2026
Knowing the formula is easy; using it to make money is the discipline:
- Track it weekly, by date and segment, not just as a monthly average.
- Decide with it. When weighing a discount or a length-of-stay rule, ask "what does this do to RevPAR?" — not "does this fill rooms?"
- Forecast it. Use pace and pickup to project RevPAR forward and act early.
- Index it. Watch your RGI against the comp set to see if you're gaining or losing share.
Modern PMS and revenue tools calculate all of this automatically in 2026 — the constraint is no longer data, it's the habit of managing to RevPAR every week. (That habit is the heart of revenue management as a continuous discipline.)
See your own numbers
Want to see your current RevPAR and what a realistic improvement is worth per year? Plug your rooms, occupancy and ADR into our free revenue opportunity calculator — it does the maths instantly.
And if you'd like a senior partner to build a revenue discipline that grows your RevPAR week after week, explore our revenue and sales services or book a 30-minute strategy call with The Hotel Adviser. Manage the right number, and the profit follows.
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Frequently Asked Questions
Quick answers on what is revpar? revpar vs adr explained (with examples).
Two ways that give the same answer: ADR multiplied by occupancy, or total room revenue divided by total available rooms for the period. A 100-room hotel selling 60 rooms at ₹4,000 has a RevPAR of ₹2,400 either way.
ADR is room revenue divided by rooms sold — the average price of the rooms you actually sold, which tells you about pricing power but nothing about how many you sold. RevPAR spreads revenue across every room you have, sold or not, so it captures the trade-off between rate and volume.
Because each number answers a different question: occupancy asks how full you are, ADR asks how much you are charging, and RevPAR asks how well you are converting your rooms into revenue. Only RevPAR reflects the trade-off, so a hotel can raise ADR and still lose RevPAR.
There is no universal benchmark — it varies hugely by city, segment and season. The meaningful comparisons are against your own history for the same period year on year, and against a basket of directly competing hotels expressed as a RevPAR index.
RevPAR is a revenue metric that ignores cost and non-room income. TRevPAR adds F&B, banquets, spa and ancillary to capture the full revenue a room-night generates, and GOPPAR brings profit into the picture.
Written by
Rachit Goel
Founder & Principal Hospitality Consultant
Founder of The Hotel Adviser and a hospitality leader with 25+ years of hands-on experience across Marriott, Radisson, Ramada and Taj — spanning pre-opening, operations, revenue management and food & beverage.
