Cedar Point Lodge
Trailing 12 months
Property profile
| Room mix | 120 std · 48 ste · 16 villa |
Stakeholders
| Owner | D. Marrone (Marrone Cap.) |
Recent 6 months
Owner priorities & open issues
Where's the leverage?
Position summary
Scorecard vs peer set
| Metric | Property | Median | Top Q | Status | Leverage |
|---|---|---|---|---|---|
|
RevPAR Index
Revenue
|
102.4 | 100.0 | 108.5 | Par | — |
Mix analysis vs peer set
| Segment | Property | Peer |
|---|---|---|
| Leisure transient | 62% | 52% |
| Channel | Property | Peer |
|---|---|---|
| Direct (web/voice) | 38% | 44% |
Wednesday, May 7
Today's operations
| Arrivals | 28 |
Pickup & pace
| Last 24h pickup | +12 rms |
Today's notable arrivals & activity
| Type | Name / group | Notes | Time |
|---|---|---|---|
| VIP | R. Marrone (owner) | Quarterly site visit · suite 412 prepped | 3:00 PM |
Needs attention · auto-detected anomalies
May 1–7, 2026
Comp set position
| RevPAR Index (RGI) | 108.2 | ↑ 2.4 |
Guest satisfaction (GSS)
| Overall score | 88.4 | ↑ 0.6 |
Departmental labor (week to date)
| Department | Hours | Labor % | vs Plan | OT hrs |
|---|---|---|---|---|
| Front desk | 312 | 8.2% | flat | 4.5 |
| Total | 1,294 | 32.1% | +1.6 pts | 38.5 |
This week's actions
What's coming due?
All tracked items
| Item | Due | Days out | Status | Owner | Last completed |
|---|---|---|---|---|---|
|
Marriott BSA self-audit (Q2)
Brand standards
|
May 14 | 7 | Due soon | DOM + EXEC HK | Feb 12, 2026 |
Notes
April 2026
| Account | Actual | Budget | Var % | % Rev | Peer median |
|---|---|---|---|---|---|
| Rooms | |||||
| Rooms revenue | 412,800 | 395,000 | +4.5% | 78.1% | 76.0% |
| Rooms profit | 321,984 | 304,150 | +5.9% | 78.0% | 75.5% |
| Food & beverage | |||||
| F&B revenue | 98,400 | 105,000 | −6.3% | 18.6% | 19.5% |
| F&B profit | 15,840 | 21,000 | −24.6% | 16.1% | 24.0% |
| Other operated departments | 17,200 | 15,500 | +11.0% | 3.3% | 3.5% |
| Total departmental profit | 355,024 | 340,650 | +4.2% | 67.2% | 63.5% |
| Undistributed operating expenses | |||||
| Admin & general | 31,700 | 32,000 | flat | 6.0% | 6.5% |
| Gross operating profit (GOP) | 232,600 | 220,650 | +5.4% | 44.0% | 41.5% |
| Less: Management fee | 15,852 | 15,250 | +3.9% | 3.0% | 3.0% |
| EBITDA | 200,048 | 188,700 | +6.0% | 37.9% | 34.8% |
Executive summary
April delivered $528K total revenue (+3.5% vs budget, +6.2% vs LY), with GOP of $232.6K landing 5.4% above plan and EBITDA of $200K (+6.0%). Rooms outperformed on stronger spring shoulder season demand and a 4.2-point RevPAR Index gain in the comp set. F&B fell short by 6.3% on softer banquet bookings, partially offset by tighter food cost — root cause is the Q1 oven failure constraining banquet capacity. GSS climbed to 88.4 with cleanliness identified as the recurring theme to address. BSA self-audit completed at 94.2. Forward 90-day pace is +8% vs LY with summer peak holding firm.
Financial scorecard
Guest experience & brand standards
Forward outlook
| Period | OTB occ | Forecast occ | vs LY pace | Confidence |
|---|---|---|---|---|
| May 2026 | 68% | 81% | +5.2% | High |
GM commentary & asks
Strong April performance carried by leisure transient. GSS up to 88.4 with cleanliness identified as the recurring theme — adding two relief HK FTEs for summer to address. Recommend approving $24K kitchen capex for summer F&B recovery (Q1 oven failure has been a drag on banquets). BSA self-audit complete and submitted scoring 94.2. STR permit and fire safety inspection current; insurance renewal in process for July 1. No staffing concerns into peak — onboarding pipeline healthy.