RevPAR, ADR, TRevPAR and GOPPAR Explained (With Indian Hotel Benchmarks)
A plain-language definition of every revenue metric that matters to an Indian hotel owner — how each is calculated, what it hides, and which one should actually drive decisions.
Short answer: ADR tells you what you charged, occupancy tells you how full you were, RevPAR multiplies the two, TRevPAR adds everything else a guest spends, and GOPPAR is the only one that reflects profit. Owners should be managed to GOPPAR; revenue teams should be steered day to day on RevPAR and pace.
ADR — Average Daily Rate
ADR = room revenue ÷ rooms sold. It measures pricing power only. A hotel can lift ADR simply by selling fewer, more expensive rooms — which is why ADR in isolation is a vanity metric.
Occupancy
Occupancy = rooms sold ÷ rooms available. Also incomplete on its own: occupancy is trivially bought with discounting, and discounting on OTAs is the most expensive occupancy you can buy once commission is netted off.
RevPAR — Revenue Per Available Room
RevPAR = ADR × occupancy, or room revenue ÷ rooms available. This is the standard comparison metric across hotels because it punishes both empty rooms and underpricing. If a 40-key hotel sells 24 rooms at ₹7,500, RevPAR is ₹4,500.
TRevPAR — Total Revenue Per Available Room
TRevPAR adds F&B, spa, experiences, transfers and other ancillary revenue to the numerator. It matters most for resorts, where a room night can carry as much non-room spend as room spend. A wedding block priced only on room rate routinely destroys TRevPAR.
GOPPAR — Gross Operating Profit Per Available Room
GOPPAR = gross operating profit ÷ rooms available. It is the only metric that accounts for the cost of the revenue you booked: OTA commission, payment fees, housekeeping cost per occupied room, and channel-specific promotions. Two hotels with identical RevPAR can have wildly different GOPPAR if one is 70% OTA-dependent and the other is 40% direct.
RGI — RevPAR Index
RGI compares your RevPAR to your competitive set. 100 means you are taking exactly your fair share. Below 100 means the comp set is outperforming you; above 110 means you are genuinely winning share. Most independent Indian hotels we assess start between 85 and 95 because rates are set by habit rather than by demand.
Which metric to use, and when
- Daily pricing decisions: pace and RevPAR versus same-time-last-year.
- Channel decisions: net-of-commission contribution, never gross.
- Resort and wedding decisions: TRevPAR and displacement.
- Board and owner reporting: GOPPAR, with RGI as the market-context line.
The most common mistake
Reporting gross OTA revenue as if it were profit. A ₹10,000 booking on a 20% commission channel, with a 15% promo applied and a payment fee, nets closer to ₹6,800. Two channels that look identical on a revenue report can differ by 20 percentage points on the P&L.
How Trinetra Revenue works with these metrics
Every property we manage gets a weekly pace review against RevPAR, a monthly GOPPAR-linked board deck, and a quarterly comp-set reset that recalculates RGI. We are RMS-agnostic — IDeaS, Duetto, Pace Revenue or bespoke sheets — because the discipline matters more than the tool.
Trinetra Revenue is a hospitality revenue management and OTA distribution studio based in Chandigarh, India, founded by Shiva Joshi. Reach us at trinetrarevenue@gmail.com.