The Daily Operations Report (DOR) is the most important daily management document in hotel operations. It provides a complete snapshot of the previous day's financial and operational performance, enabling hotel managers, regional directors, and ownership groups to monitor results, identify trends, and take corrective action quickly. A well-structured DOR transforms raw data into actionable intelligence that drives better operational and revenue management decisions.
A hotel DOR is a standardized report generated each morning, typically by the night auditor or front office manager, that summarizes the previous day's key performance indicators. Core metrics include rooms sold, occupancy percentage, ADR, RevPAR, total room revenue, food and beverage revenue, and other departmental revenue. Many DORs also include month-to-date and year-to-date comparisons, budget variance, and same-day-last-year comparisons. The DOR follows the USALI (Uniform System of Accounts for the Lodging Industry) framework and provides the foundation for weekly, monthly, and annual financial reporting.
A comprehensive DOR typically includes occupancy rate, ADR, RevPAR, total room revenue, number of arrivals, departures, stayovers, and no-shows, cancellation count, out-of-order rooms, complimentary rooms, group versus transient mix, food and beverage covers and revenue, and other departmental revenue such as parking, spa, and retail. Advanced DORs may also include labor cost per occupied room, guest satisfaction scores, and comparison metrics against the competitive set. The level of detail varies by property, but the goal is always to give management a complete picture of the day's operations in a single document.
The night auditor or front office manager typically prepares the DOR during or after the night audit process, which reconciles all transactions from the previous business day. The night audit closes out the day's accounts, posts room and tax charges, and verifies revenue figures against the PMS. The completed DOR is distributed first thing in the morning to the general manager, department heads, and often to regional or corporate leadership and ownership groups. In modern hotel operations, many PMS platforms can generate the DOR automatically once the night audit is complete, reducing manual work and improving accuracy.
Hotels can improve their DOR process by automating data collection from the PMS, POS, and other operational systems to eliminate manual data entry errors. Standardizing the DOR format across a portfolio ensures consistent reporting and easier cross-property comparisons. Adding trend lines and variance analysis helps managers spot issues before they become problems. Distributing the DOR electronically through automated email or dashboards ensures timely access. Training front office and night audit teams on accurate data input at the source improves overall data quality. Integrating revenue management system data and STR comp set performance into the DOR gives managers a more complete competitive picture alongside their own property's results.
A: A hotel DOR typically includes occupancy rate, ADR, RevPAR, total room revenue, F&B revenue, number of arrivals, departures, stayovers, no-shows, cancellations, out-of-order rooms, group vs. transient mix, and month-to-date and year-to-date comparisons against budget and prior year.
A: The night auditor or front office manager typically prepares the DOR during or after the night audit, which reconciles all transactions and closes the business day. The report is distributed to the general manager, department heads, and ownership or corporate leadership each morning.
A: Hotels can improve their DOR process by automating data collection from PMS and POS systems, standardizing the report format across properties, adding variance analysis and trend comparisons, and distributing reports electronically for timely access. Training staff on accurate data entry and integrating competitive set data further enhances DOR quality and usefulness.
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