Internal · Profit-first revenue management
Not how many nights we sold. How much healthy cash each night created.
Pricing, discounting and distribution decisions here are driven by contribution and cash coverage — never by occupancy alone. Every figure is an admin-configurable planning input, not a promise.
01 · Primary financial KPIs
Every property, measured the same way
Occupancy
50%
ADR
₱20,452
RevPAR
₱10,226
Total rev / occupied night
₱23,419
Ancillary / occupied night
₱2,968
Contribution / booking
₱29,865
Contribution margin
63.8%
Break-even occupancy
21%
Break-even ADR
₱7,032
Operating cash flow
₱305,800
Payable coverage
0.99x
Reserve coverage
0.00x
Distribution coverage
0.00x
Management revenue
₱174,240
02 / 03 · Pricing tiers and group pricing
Base, target and premium — initial testing values
Admin changes every rate without a code change. Base rates include 10 guests; guests 11–15 carry a configurable per-person charge and villa capacity is never exceeded.
| Day type | Base | Target | Premium | Guests 11–15 |
|---|---|---|---|---|
| Sunday–Thursday | ₱22,900 | ₱24,900 | ₱26,900+ | ₱900 / person / night |
| Friday | ₱27,900 | ₱29,900 | ₱31,900+ | ₱1,000 / person / night |
| Saturday | ₱32,900 | ₱34,900 | ₱36,900+ | ₱1,100 / person / night |
| Peak / holiday | ₱37,900 | ₱39,900 | ₱42,900+ | ₱1,250 / person / night |
15 guests included · hard capacity 20 guests.
04 · Total booking value
Score a booking on contribution, not rate
06 · Economic rate floor
The minimum economically acceptable price
Built from the full cost structure and expected occupancy. Overrides require a reason, a user and a timestamp.
Economic rate floor
₱10,900
₱668,000 monthly cost base ÷ 54 expected occupied nights, less ancillary contribution.
Break-even occupancy at ₱34,900 ADR: 15% · break-even ADR at 45%: ₱10,870
Override requires
- Reason
- Authorising user
- Timestamp
07 · Discount control
No discount without a reason code
- LAUNCH
- WEEKDAY DEMAND
- LONG STAY
- REPEAT GUEST
- DIRECT BOOKING
- RECOVERY
- PROMOTIONAL CAMPAIGN
- MANAGEMENT EXCEPTION
Every discount records:
- Original price
- Discount amount and %
- Final price
- Contribution before discount
- Contribution after discount
- Reason code
- Authorising user and timestamp
08 · Never discount first
Value add, then weekday promotion, then rate
First
Value add
Free bonfire, breakfast, late checkout, celebration credit or BBQ package — value the guest feels without moving the rate.
Second
Targeted weekday promotion
A controlled Sunday–Thursday offer with a reason code, never an open-ended public discount.
Third
Rate reduction
Only after the first two steps, never below the economic floor, and Saturday pricing is protected wherever possible.
09 / 10 / 19 · Demand pricing and recommendation
Current rate, economic floor, recommended rate, premium opportunity
Demand lifts are proposals. They publish only under a configured management authorization — never automatically.
Configured demand ladder
- Above 50% forward occupancy+5%
- Above 60% forward occupancy+8%
- Above 70% forward occupancy+12%
- Above 80% forward occupancy+15–20%
Last-villa premium: 10% — offered only when exactly one eligible unit actually remains on a high-demand date. Scarcity is never manufactured.
Current rate
₱20,900
Economic floor
₱10,900
Recommended rate
₱38,800
Premium opportunity
₱17,900
Reason
- Saturday — highest-demand night, price protected.
- Above 60% forward occupancy — proposed +8% demand lift (requires authorization).
- Booking pace ahead of the same point last period.
- 2 villas actually available for these dates.
2 villas remaining for these dates. Management chooses whether to accept the recommendation.
11 · Long-stay engine
Long stays are priced on contribution, not on a blanket discount
Reduced turnover and housekeeping, lower acquisition cost and guaranteed occupancy are weighed against utilities, linen, maintenance and the opportunity cost of the nights.
- Stay revenue
- ₱180,600
- Housekeeping (reduced)
- ₱12,320
- Turnovers
- ₱0
- Utilities / linen / maintenance
- ₱33,600
- Acquisition saving
- − ₱12,000
- Opportunity cost
- ₱119,070
14 Night Homecoming contribution
₱146,680
₱10,477 per night · net vs transient alternative ₱27,610
Beats the expected transient alternative on contribution.
12 · Ancillary target
Ancillary revenue against target
Actual
12.7%
Target
15%
Opportunity gap
₱33,800
13 · Upsell engine
MAKE YOUR STAY ROYAL
Family dinner service
₱9,500
45% margin
Photography session
₱8,500
50% margin
Birthday / celebration setup
₱5,500
60% margin
BBQ package
₱6,500
50% margin
A maximum of four relevant offers is shown — guests are never overloaded with irrelevant upsells.
14 · Payable coverage
Monthly required cash vs available operating cash
Payable coverage ratio
3.39x
STRONG · ₱1,050,000 available ÷ ₱310,000 required
15 · Cash reserve
Building toward six months of essential operating cost
30-day requirement
₱448,000
90-day requirement
₱1,344,000
Reserve target (6 mo)
₱2,688,000
Reserve coverage
5.4 months
Below objective — build progressively.
16 · Founder distribution safety
Nothing is distributed before obligations are met
- Total obligations
- ₱695,000
- Available before profit lock
- ₱355,000
- Retained earnings held
- ₱150,000
- Available distributable cash
- ₱205,000
- Distribution coverage
- 1.14x
- Post-distribution cash
- ₱175,000
Coverage supports the proposed distribution, subject to authorised approval.
Founder distributions remain subordinate to the legally approved distribution mechanism. Nothing is payable until an authorised approver signs the record.
- Operating cash
- Taxes due
- Payables
- Debt service
- Maintenance needs
- Reserve requirement
- Capital replacement
- Available distributable cash
- Distribution coverage
- Post-distribution cash
17 · Profit lock
Not every available peso is distributed
A configurable owner retained earnings target is withheld before any distribution is considered, funding:
- Expansion
- Emergency reserves
- Replacement
- Technology
- Marketing
- Property improvements
18 · Revenue management dashboard
Today, 7, 30 and 90 days
| Window | Occupancy | ADR | RevPAR | Avg booking value | Ancillary % | Contribution margin | Direct % | Pace |
|---|---|---|---|---|---|---|---|---|
| Today | 50% | ₱21,400 | ₱10,700 | ₱27,800 | 12.1% | 34.0% | 62% | +4% |
| Next 7 days | 54% | ₱22,100 | ₱11,934 | ₱29,400 | 12.7% | 36.0% | 65% | +9% |
| Next 30 days | 47% | ₱20,600 | ₱9,682 | ₱26,900 | 12.4% | 33.0% | 68% | -3% |
| Next 90 days | 38% | ₱20,100 | ₱7,638 | ₱25,600 | 11.8% | 31.0% | 70% | +6% |
20 · Monthly profit target
What the month has to produce
Revenue needed
₱784,187
Ancillary needed
₱117,628
Occupied nights needed
33 nights
at ₱20,452 ADR
ADR needed
₱11,109
at 50% occupancy
Status
ABOVE TARGET
Gap ₱667,813
21 · Four-villa target model
- Blended ADR₱20,000+
- Occupancy40–50%
- Ancillary share15%+
- Total revenue per occupied villa night₱23,000+
- Direct bookingProgressively increasing
Internal management objectives for planning only. These are not public promises, forecasts or guarantees.
22 · Management company
Transparent, configurable management fee
Property gross revenue
₱1,452,000
Management revenue
₱174,240
Management company expenses
₱92,000
Management contribution
₱82,240
12% is modelled for feasibility only. The fee is configurable and is not hard-coded as a contractual rate.
23 · Maharlika Profit Center
Cash available after obligations
Gross revenue
₱1,452,000
Operating cost
₱620,000
Operating cash
₱832,000
Debt / payables
₱310,000
Reserves
₱70,000
Management revenue
₱174,240
Approved distributions
₱180,000
Retained earnings
₱150,000
Cash available after obligations
₱122,000
The single most important number on this page.
24 · Red team warnings
What the current inputs are telling us
ANCILLARY BELOW TARGET
Ancillary at 12.7% vs 15% target.
RESERVE BELOW TARGET
5.4 months held vs 6-month objective.
SATURDAY UNDERPRICED
Saturday ADR ₱20,452 below the ₱34,900 target tier.
LONG-STAY RATE UNPROFITABLE
Long-stay contribution ₱10,477/night is below the ₱10,900 floor.
Final rule
Maharlika is not optimised for maximum occupancy.
- Profitable occupancy
- High guest value
- Strong cash coverage
- Healthy reserves
- Sustainable owner profit
“How much healthy cash did every occupied night create?”
Important disclosure