What Are ADR, RevPAR, and Occupancy? The 10 KPIs Every Hotel Investor Must Know

In a hotel's monthly management meeting, the following information is reported:

“We did 82% occupancy this month.”

Is that good?

Probably.

But we don't know yet.

Because that 82% occupancy:

was it achieved at an ADR of 3,000 TL

or:

at an ADR of 8,000 TL?

What share of the reservations came from high-commission channels?

What was occupancy in the same month last year?

What was the budget?

Did RevPAR increase?

What happened to Net ADR?

At what pace are next month's reservations coming in?

If we can't answer these questions:

82% occupancy on its own does not tell us the hotel's economic performance.

A hotel investor doesn't need to memorize every operational report.

But there are certain KPIs they need to know very well.

Because the right KPIs:

show not only how much the hotel sold, but how well it sold.

In this article, we will examine the 10 core KPIs a hotel investor needs to know.

1. What Is a KPI?

KPI stands for:

Key Performance Indicator

In hospitality, hundreds of different data points can be measured.

For example:

• rooms sold,
• empty rooms,
• room revenue,
• breakfast cost,
• payroll cost,
• OTA commission,
• cancellations,
• No-Shows,
• guest satisfaction,
• housekeeping time,
• technical faults

and so on.

But a KPI is:

a critical indicator that helps management make decisions.

So the goal is:

not to collect a lot of data, but to read the right data the right way.

2. The 10 KPIs a Hotel Investor Needs to Know

In this article we will use the following 10 indicators:

The first three KPIs:

Occupancy + ADR + RevPAR

are the hotel's core Revenue trio.

The others deepen this picture.

3. KPI 1 — What Is Occupancy?

Occupancy is:

the occupancy rate.

It shows how much of the hotel's sellable room capacity was sold.

Formula:

Occupancy = Sold Room Nights / Available Room Nights × 100

For example, in a 20-room hotel on a single night:

if 16 rooms were sold:

Occupancy = 16 / 20 × 100 = 80%

4. How Is Monthly Occupancy Calculated?

Let's consider a 20-room hotel.

In a 30-day month there are:

20 × 30 = 600 Available Room Nights

If during the month:

450 Room Nights

were sold:

Occupancy = 450 / 600 × 100 = 75%

In other words, the hotel converted 75% of its available room capacity into revenue-generating capacity.

5. Is 100% Occupancy Always a Success?

No.

This is one of the most important lessons of Revenue Management.

For example:

Hotel A

Occupancy: 100%

ADR: 4,000 TL

Hotel B

Occupancy: 85%

ADR: 6,000 TL

For a 20-room hotel on one night:

Hotel A

20 × 4,000 TL

= 80,000 TL Room Revenue

Hotel B

17 × 6,000 TL

= 102,000 TL Room Revenue

Hotel B:

generated more room revenue despite lower occupancy.

That is why:

high Occupancy alone is not success.

6. What Does Occupancy Tell the Investor?

Occupancy answers the question:

“How much of our room capacity did we sell?”

But it does not answer these questions:

• At what price did we sell?
• Through which channel did we sell?
• How much commission did we pay?
• How much revenue did we generate?
• Was our price right?
• Could we have sold at a higher price?

That is why Occupancy:

should not be read on its own.

7. KPI 2 — What Is ADR?

ADR stands for:

Average Daily Rate

Formula:

ADR = Room Revenue / Sold Room Nights

For example:

Room Revenue:

160,000 TL

Sold Rooms:

20

then:

ADR = 160,000 / 20 = 8,000 TL

That means the hotel sold its rooms at an average price of:

8,000 TL.

8. What Does ADR Tell the Investor?

ADR is the answer to the question:

“At what average price did we sell the rooms we sold?”

ADR is especially important for understanding the performance of:

• pricing,
• room type mix,
• Rate Plans,
• discounts,
• seasons,
• channels.

But ADR is not a success indicator on its own either.

9. High ADR Is Not Always Success

For example:

Hotel A

ADR: 10,000 TL

Occupancy: 30%

Hotel B

ADR: 7,000 TL

Occupancy: 80%

If we look only at ADR:

Hotel A looks more successful.

But if most of the rooms are empty, a high ADR may not reflect total revenue performance.

That is why, after asking:

“What is the ADR?”

the investor must always ask:

“What is the Occupancy?”

10. KPI 3 — What Is RevPAR?

RevPAR stands for:

Revenue per Available Room

It is one of the most important KPIs in Revenue Management.

RevPAR can be calculated in two ways.

Formula 1

RevPAR = Room Revenue / Available Room Nights

Formula 2

RevPAR = ADR × Occupancy

In the formula, Occupancy is used as a percentage.

11. How Is RevPAR Calculated?

For example:

ADR:

8,000 TL

Occupancy:

75%

then:

RevPAR = 8,000 × 0.75 = 6,000 TL

This means:

The hotel's total sellable room capacity generated an average of 6,000 TL in room revenue per room.

12. Why Is RevPAR So Important?

Because RevPAR:

combines price and occupancy in a single KPI.

Occupancy:

How much did we sell?

ADR:

At what price did we sell?

RevPAR:

How efficiently did we convert our total capacity into revenue?

For the investor, therefore, RevPAR is:

a very powerful performance indicator.

13. The Same RevPAR Can Come from Different Strategies

For example:

Scenario A

ADR: 10,000 TL

Occupancy: 60%

RevPAR:

6,000 TL

Scenario B

ADR: 7,500 TL

Occupancy: 80%

RevPAR:

6,000 TL

The two hotels have the same RevPAR.

But their strategies are different.

The first produced the same RevPAR with:

high price + low occupancy

and the second with:

lower price + high occupancy.

So RevPAR is powerful, but:

it does not tell the whole story on its own.

14. Occupancy + ADR + RevPAR Must Be Read Together

The hotel investor's core Revenue trio should be:

Occupancy + ADR + RevPAR

For example:

At first glance:

occupancy has dropped.

That may look bad.

But ADR has:

risen by 25%.

And RevPAR has also:

risen from 4,680 TL to 5,400 TL.

So the room capacity generated more revenue.

An investor who looks only at Occupancy may say:

“Occupancy dropped.”

An investor who reads all three KPIs together can say:

“We generated stronger revenue with lower occupancy.”

15. KPI 4 — What Is Net ADR?

ADR shows us the gross room selling price.

But that sale may have a cost.

For example:

Direct Booking

Room Rate:

8,000 TL

Cost of sale:

200 TL

Net Room Revenue:

7,800 TL

OTA

Room Rate:

8,500 TL

Commission and channel cost:

1,500 TL

Net Room Revenue:

7,000 TL

In terms of gross price, the OTA reservation looks higher.

But the revenue the hotel actually keeps is lower.

This is where:

Net ADR

comes in.

16. How Is Net ADR Calculated?

Basic form:

Net ADR = Net Room Revenue / Sold Room Nights

When calculating Net Room Revenue, the defined channel and sales costs are deducted.

For example:

Gross Room Revenue:

800,000 TL

Channel / Distribution Costs:

120,000 TL

Net Room Revenue:

680,000 TL

Sold Rooms:

100

then:

Net ADR = 680,000 / 100 = 6,800 TL

17. Why Does the Difference Between ADR and Net ADR Matter?

Two hotels can both have an ADR of:

8,000 TL.

But:

Hotel A

Strong Direct Booking.

Net ADR:

7,600 TL

Hotel B

High OTA dependence.

Net ADR:

6,600 TL

Gross performance looks the same.

But the economic quality is not the same.

That is why, besides:

“What is the ADR?”

the investor should also ask:

“What is the Net ADR?”

18. KPI 5 — What Is Net RevPAR?

RevPAR:

shows gross room revenue per unit of total sellable capacity.

Net RevPAR, on the other hand, tries to show:

the net room revenue the capacity generated after channel and defined distribution costs.

Formula:

Net RevPAR = Net Room Revenue / Available Room Nights

or, if the same definitions are used:

Net RevPAR = Net ADR × Occupancy

19. Why Is Net RevPAR So Valuable for the Investor?

Because two hotels can have the same:

• Occupancy,
• ADR,
• RevPAR.

But one may be:

paying high OTA commissions,

while the other:

works mainly through Direct Booking.

In that case the real economic result is different.

Net RevPAR helps you see:

how much revenue the room capacity generated after distribution costs.

20. KPI 6 — What Is TRevPAR?

TRevPAR stands for:

Total Revenue per Available Room

Formula:

TRevPAR = Total Hotel Revenue / Available Room Nights

Here, not only Room Revenue but also:

• F&B,
• minibar,
• spa,
• transfer,
• parking,
• events,
• other revenues

can be included.

21. What Is the Difference Between RevPAR and TRevPAR?

RevPAR

It is calculated only on:

Room Revenue.

TRevPAR

It looks at the hotel's:

Total Revenue

performance.

For example, in a resort or a hotel with a strong F&B operation:

TRevPAR can be especially meaningful.

Because the guest's economic value:

may not consist of the room rate alone.

22. Is TRevPAR Necessary for a Boutique Hotel?

Yes, especially if the hotel has additional revenue sources.

For example, for a 20-room boutique hotel with:

Room Revenue:

120,000 TL

Breakfast / F&B:

20,000 TL

Transfer:

5,000 TL

Minibar:

3,000 TL

Total Revenue:

148,000 TL

looking only at Room Revenue:

understates the hotel's total economic output.

However, there is an important distinction:

TRevPAR is a revenue KPI; it is not a profitability KPI.

High revenue:

does not mean high profit.

23. KPI 7 — What Is Pickup?

Pickup:

shows the net change in reservations for a specific stay date over a specific time interval.

Basic form:

Pickup = Current OTB – Previous OTB

For example:

On June 1:

10 rooms were booked for July 15.

On June 8:

15 rooms were booked.

Net Pickup:

+5 rooms

24. What Does Pickup Tell the Investor?

Occupancy shows:

where we are.

Pickup shows:

how fast we are moving.

For example, two dates are both:

50% full.

But:

Date A

Last 7 days Pickup:

+1

Date B

Last 7 days Pickup:

+6

Current Occupancy is the same.

But demand behavior is completely different.

That is why:

Pickup is very valuable for future pricing decisions.

25. KPI 8 — What Is Booking Pace?

Booking Pace:

shows at what speed and timing reservations form as the stay date approaches.

For example:

This is the hotel's booking curve.

Management can now learn:

“When do our reservations normally arrive for this type of date?”

26. How Is Booking Pace Used?

On the same date last year:

30 days out it was 40% full.

This year:

30 days out it is 65% full.

This can be an important signal.

Demand may be running:

ahead of last year.

In that case:

• BAR can be raised,
• low-priced Rate Plans can be closed,
• promotions can be removed,
• Minimum Stay can be considered.

In the opposite case, actions that support demand can be considered.

27. Pickup and Booking Pace Are Not the Same Thing

Pickup

Movement over a specific period:

+5 rooms in the last 7 days.

Booking Pace

The arrival pattern of reservations over time:

Reservations for this date are arriving 10 days earlier than last year.

In short:

Pickup = speed

Booking Pace = the pattern of that speed over time

can be a useful way to think about them.

28. KPI 9 — What Is Cancellation Rate?

Cancellation Rate:

shows what share of reservations is cancelled.

Basic form:

Cancellation Rate = Cancelled Reservations / Total Reservations × 100

For example:

100 reservations were made.

20 were cancelled.

Cancellation Rate = 20%

29. Why Is Cancellation Rate a Revenue KPI?

Because a high cancellation rate:

can make future demand look stronger than it really is.

For example, a hotel may see:

30 days out:

90% OTB Occupancy.

But if a significant share of these reservations carries a high cancellation probability:

the occupancy that actually materializes may be lower.

That is why:

an OTB reservation and a reservation expected to materialize are not the same thing.

Cancellation behavior must be taken into account when forecasting.

30. Read Cancellation Rate by Segment, Not Just in Total

For example:

This table is far more meaningful.

Because:

a channel that brings 100 reservations and a channel that brings 100 realized stays are not the same thing.

That is why channel performance:

should not be measured by Booking Count alone.

31. KPI 10 — What Is Forecast?

Forecast is:

the hotel's estimate of its future:

• Occupancy,
• ADR,
• RevPAR,
• Room Revenue

performance.

For example:

Today's OTB Occupancy might be:

60%.

But based on current:

• Pickup,
• Booking Pace,
• historical behavior,
• Cancellation,
• events,
• Remaining Inventory

data:

Forecast Occupancy might be:

88%.

32. OTB and Forecast Are Not the Same Thing

This is a very important distinction.

OTB — On The Books

The reservations currently in the system.

Forecast

The final result expected once the stay date arrives.

For example:

OTB:

55%

Forecast:

90%

If the investor looks only at OTB, they may say:

“Occupancy is low.”

If they see the Forecast, they can say:

“Demand hasn't completed yet; our normal booking curve takes us to 90%.”

33. Why Does the Investor Need Forecast?

In financial management, it is not enough to look only at:

“What happened last month?”

Management must also answer:

“What do we expect to happen over the next 30, 60, and 90 days?”

This affects decisions on:

• pricing,
• staff planning,
• purchasing,
• cash flow,
• marketing,
• channel management.

34. Let's See the 10 KPIs in One Table

This table is the core of the hotel investor's Revenue Management vocabulary.

35. Example: Monthly KPI Analysis of a 20-Room Hotel

Let's consider a 20-room boutique hotel.

Month:

30 days.

Available Room Nights

20 × 30

= 600

Sold Room Nights

450

Room Revenue

3,600,000 TL

Distribution Costs

450,000 TL

Other Hotel Revenue

600,000 TL

Now let's calculate the KPIs.

36. Occupancy Calculation

450 / 600 × 100

= 75%

37. ADR Calculation

3,600,000 / 450

= 8,000 TL

38. RevPAR Calculation

3,600,000 / 600

= 6,000 TL

Check:

8,000 × 75% = 6,000 TL

39. Net ADR Calculation

Net Room Revenue:

3,600,000 – 450,000

= 3,150,000 TL

Net ADR:

3,150,000 / 450

= 7,000 TL

40. Net RevPAR Calculation

3,150,000 / 600

= 5,250 TL

41. TRevPAR Calculation

Total Hotel Revenue:

3,600,000 + 600,000

= 4,200,000 TL

TRevPAR:

4,200,000 / 600

= 7,000 TL

The investor is no longer just saying:

“We were 75% full.”

They can see:

• Occupancy: 75%
• ADR: 8,000 TL
• RevPAR: 6,000 TL
• Net ADR: 7,000 TL
• Net RevPAR: 5,250 TL
• TRevPAR: 7,000 TL

This is a much stronger management picture.

42. Read KPIs in Comparison, Not in Isolation

A KPI's value:

increases when it is compared.

For example:

ADR:

8,000 TL.

Is that good?

We don't know.

Compare it with:

LY — Last Year

What was it last year?

Budget

What was the budget?

Forecast

What did we expect?

Previous Month

What was it last month?

Comp Set

How is the competitive set doing?

Same Period

How is the same season doing?

This is how a KPI turns:

from a number into management information.

43. What Should a Management Table Look Like?

For example:

This table gives the investor the overall picture in a few seconds.

44. A Dashboard Should Have Four Time Layers

A good Revenue Dashboard doesn't show only the past.

It answers four questions:

Past

What happened?

Present

What is happening right now?

Future

What do we expect to happen?

Action

What should we do?

That is why a dashboard can be built on the logic of:

Actual + OTB + Forecast + Action

45. How Should “Are We Doing Well This Month?” Be Answered?

Wrong answer:

“We're 85% full, we're doing well.”

A more professional answer:

“Occupancy is at 85%, 4 points above budget. ADR is 8% above budget. RevPAR is 14% above last year. However, because the OTA share has risen, the increase in Net ADR is only 4%. Because next month's Booking Pace is behind last year, we need to reassess our near-term price and channel strategy.”

That is the purpose of a KPI system.

Not to show numbers, but to drive decisions.

46. Can RevPAR Fall While Occupancy Rises?

Yes.

For example:

Last Year

Occupancy: 70%

ADR: 8,000 TL

RevPAR:

5,600 TL

This Year

Occupancy: 85%

ADR: 6,000 TL

RevPAR:

5,100 TL

Occupancy:

rose from 70% to 85%.

But RevPAR:

fell from 5,600 to 5,100 TL.

In this case:

we sold more rooms but sold our capacity at a lower economic value.

This example shows very well why Occupancy should not be read on its own.

47. Can RevPAR Fall While ADR Rises?

Yes.

Last Year

ADR: 7,000 TL

Occupancy: 80%

RevPAR:

5,600 TL

This Year

ADR: 8,000 TL

Occupancy: 60%

RevPAR:

4,800 TL

ADR has risen.

But RevPAR has fallen.

In other words:

the price increase could not compensate for the lost occupancy.

48. Can Profit Fall While RevPAR Rises?

Yes.

This is also a very important point for the investor.

RevPAR:

is a revenue KPI.

It is not a profitability KPI.

For example, while RevPAR rises:

• payroll cost,
• OTA commission,
• energy,
• breakfast cost,
• laundry,
• marketing

may have risen much faster.

That is why the next level of Revenue Management analysis is the chain:

Revenue → Net Revenue → Contribution → GOP → EBITDA

However, to read Revenue performance:

Occupancy + ADR + RevPAR

is the essential starting point.

49. KPI Definitions Must Be Standardized

This issue is overlooked in most small hotels.

For example, one report uses:

Available Rooms = 20.

Another report:

excludes one room with a technical fault and uses:

Available Rooms = 19.

In that case, RevPAR comparisons can be distorted.

Likewise:

• Complimentary Rooms,
• House Use,
• No-Show Revenue,
• Cancellation Revenue,
• Tax,
• Service Charge,
• Channel Cost

how are they treated?

This must be clear.

That is why the hotel needs to create a:

KPI Dictionary.

50. What Is a KPI Dictionary?

For each KPI, the following information is written down:

• KPI name
• definition
• formula
• data source
• inclusions
• exclusions
• reporting period
• responsible department

For example:

ADR

Definition: Average Room Revenue per room sold.

Formula:

Room Revenue / Sold Room Nights

Source:

PMS / Revenue Report

This way everyone:

calculates the same KPI in the same way.

51. How Many KPIs Should an Investor Dashboard Have?

You don't need to show hundreds of KPIs.

On the first screen, for example:

• Occupancy
• ADR
• RevPAR
• Net ADR
• Net RevPAR
• TRevPAR
• Pickup
• Booking Pace
• Cancellation
• Forecast

may be enough.

When detail is needed, you go to the sub-reports.

The basic principle should be:

Summary First — Detail on Demand

52. Separate Daily, Weekly, and Monthly KPIs

Not every KPI has to be managed at the same frequency.

Daily

• Occupancy
• OTB
• Pickup
• BAR
• ADR
• RevPAR
• Remaining Inventory

Weekly

• Booking Pace
• Forecast
• Cancellation
• Channel Mix
• Net ADR
• Net RevPAR

Monthly

• Occupancy
• ADR
• RevPAR
• Net ADR
• Net RevPAR
• TRevPAR
• Budget Variance
• LY Comparison
• Channel Performance

This way, reporting:

doesn't turn into a pile of data.

53. A KPI Report Must Produce Action

For example:

Data

August 15 Forecast Occupancy:

95%

Pickup:

high

ADR:

below target

Possible Action

Raise BAR.

Close the low-priced Rate Plan.

Consider Minimum Stay.

Another example:

Data

September 10 OTB:

35%

Booking Pace:

behind last year

Pickup:

weak

Possible Action

Check the price.

Check channel visibility.

Review any restrictions.

Consider a direct campaign.

In other words:

a KPI → Analysis → Decision → Action → Result

cycle must be established.

54. 10 Questions a Hotel Investor Should Ask

In a monthly or weekly meeting, the investor can ask the following questions:

1.

What is Occupancy?

2.

What is ADR?

3.

What is RevPAR?

4.

What is Net ADR?

5.

What is Net RevPAR?

6.

How are we doing against last year and budget?

7.

What is the Forecast for the next 30–60–90 days?

8.

Is Pickup accelerating or slowing down?

9.

Is Booking Pace ahead of or behind last year?

10.

Based on this data, what action are we taking today?

The last question is especially important.

Because the purpose of a report is:

not to describe what is, but to support the decision to be made.

55. Show KPIs with a Traffic Light System

To simplify the management Dashboard:

Green

At or above target.

Yellow

Should be monitored.

Red

Action is required.

can be used.

For example:

Here, while the first three KPIs look good:

the weakening of Pickup may signal a problem in the future.

That is why:

a good dashboard shows not only today but also the approaching problem.

56. The Greatest Strength of KPIs Is That They Talk to Each Other

On their own:

Occupancy,

ADR,

RevPAR,

Pickup,

Booking Pace,

Cancellation,

Forecast

are just metrics.

When read together, they tell the story of the hotel.

For example, if:

Occupancy high + ADR high + RevPAR high + Net ADR strong + Pickup strong + Booking Pace ahead of last year + Forecast high

then:

there is a very strong Revenue picture.

But if:

Occupancy high + ADR low + Net ADR weak + OTA share high

then:

the hotel is full, but the quality of its revenue may be questionable.

57. 12 Big Mistakes in a Hotel KPI System

1. Looking only at Occupancy

2. Looking only at ADR

3. Not tracking RevPAR

4. Not separating Gross ADR from Net ADR

5. Ignoring channel costs

6. Not tracking Pickup

7. Not tracking Booking Pace

8. Not forecasting

9. Not comparing KPIs with last year and budget

10. Each department calculating KPIs differently

11. Showing too many KPIs and losing the critical ones

12. Not producing action from the KPI report

The most dangerous is the last one.

Because:

a report that doesn't turn into a decision is merely a record of the past.

58. 10 Decision Gates for a Hotel KPI System

Decision Gate 1

Is our Available Room definition standardized?

Decision Gate 2

Is our Room Revenue definition standardized?

Decision Gate 3

Is Occupancy calculated correctly?

Decision Gate 4

Are ADR and RevPAR read together?

Decision Gate 5

Is Net ADR calculated?

Decision Gate 6

Is Net RevPAR tracked?

Decision Gate 7

Are Pickup and Booking Pace monitored?

Decision Gate 8

Is the Forecast updated regularly?

Decision Gate 9

Is there an Actual / Budget / LY / Forecast comparison?

Decision Gate 10

Is an action defined for every significant variance?

If most of these questions are answered:

“Yes.”

the hotel's Revenue Dashboard has begun to turn into a real management tool.

59. A 30-Second Revenue Reading for the Hotel Investor

When you open a management report, you can look at it in this order:

1. Occupancy

How much capacity did we sell?

2. ADR

At what average price did we sell?

3. RevPAR

How much revenue did we generate from our capacity?

4. Net ADR

What was left after sales costs?

5. Net RevPAR

How well did we spread net revenue across capacity?

6. TRevPAR

How much total revenue did the hotel generate?

7. Pickup

Is demand accelerating right now?

8. Booking Pace

Are we ahead based on past behavior?

9. Cancellation

How much of the visible demand could disappear?

10. Forecast

Where are we heading?

11. Action

What are we doing today?

Without the last step, the KPI system is not complete.

60. What Is the Real Purpose of a Hotel KPI System?

The purpose:

is not to prepare more reports.

The purpose is:

for management to be able to answer these four questions quickly:

What happened?

What is happening right now?

What do we expect to happen?

What should we do?

That is why a good Revenue Dashboard works on the logic of:

Past + Present + Future + Action

Conclusion: Occupancy Is a Result, Not the Whole of Performance

In hospitality, saying:

“We were 90% full this month.”

is not enough on its own.

The investor should see this chain:

Occupancy → ADR → RevPAR → Net ADR → Net RevPAR → TRevPAR → Pickup → Booking Pace → Cancellation → Forecast → Action

Because:

Occupancy shows how much of your capacity you sold,

ADR shows at what price you sold the rooms you sold,

RevPAR shows how efficiently you converted your capacity into room revenue,

Net ADR shows what is left per room after sales costs,

Net RevPAR shows your total capacity's power to generate net room revenue,

TRevPAR shows the hotel's total revenue-generating capacity,

Pickup shows the speed of demand,

Booking Pace shows the behavior of reservations over time,

Cancellation shows how much of the visible demand is lost,

Forecast shows where you are heading in the future.

At the end of all this, the real question the investor should ask:

“What are our numbers?”

is not.

The real question should be:

“What decision do these numbers tell us to make today?”

Because in a well-managed hotel, a KPI is:

not a report.

It is a decision system.

Hotel Investment Guide — Volume V

This article is based on the Reservations and Revenue Management system I cover in Hotel Investment Guide — Volume V: Operations.

In Volume V, hotel performance is treated within a holistic revenue management system together with:

• Occupancy,
• ADR,
• RevPAR,
• Net ADR,
• Net RevPAR,
• TRevPAR,
• Pickup,
• Booking Pace,
• Cancellation,
• OTB,
• Forecast,
• Channel Mix,
• Revenue Dashboard.