Business financial model file
Short-Term Rental Financial Model
Separate furnishing and opening cash from the contribution of occupied nights, after cleaning turns and distribution costs.
Opening investment and working cash
The original single-unit lease case requires actual permission/right to operate before commitment; it is not a property-purchase plan or proof of a local permit. Furniture and selected improvements are investment, while the deposit and operating stock are working cash.
| Cash use | $ |
|---|---|
| CAPEX: Furniture and appliances | 22,000 |
| CAPEX: Selected property/safety improvements | 6,000 |
| CAPEX: Smart access and operating equipment | 2,000 |
| Pre-opening: Local setup and listing photography | 3,000 |
| Pre-opening: Initial deep clean and launch | 2,000 |
| Refundable deposit / tied-up cash | 5,200 |
| Opening stock / initial working inputs | 1,500 |
| Reserve: 2 selected fixed-cost months | 9,040 |
| Selected opening cash total | 50,740 |
CAPEX totals $30,000, pre-opening expense $5,000 and working cash $15,740. The deposit and opening stock tie up cash; they are not added again as monthly rent or consumed inputs. The reserve is a chosen fixed-cost buffer, not proof of full funding. Obtain actual installed/tax-inclusive quotes and dated opening payments.
Monthly fixed and variable OPEX
The$300 net nightly selling value excludes occupancy/sales taxes. Cleaning assumes$90 per three-night stay, allocated$30/night; no separate cleaning-fee revenue is added. A 10% distribution allocation and 3% payment assumption are additional costs to replace with actual platform terms.
| Commitment | $ per month |
|---|---|
| Property lease | 2,600 |
| Management base services | 600 |
| Base utilities | 450 |
| Insurance | 250 |
| Software | 120 |
| Maintenance | 250 |
| Admin | 100 |
| Marketing | 150 |
| Total selected fixed cash | 4,520 |
| Item | $ per unit |
|---|---|
| Net collected selling value | 300 |
| Cleaning allocation at$90 per three-night turn | 30 |
| Linen/amenity usage | 10 |
| Distribution commission allocation | 30 |
| Percentage-only fee allocation (3%) | 9 |
| Contribution before scheduled payroll/fixed OPEX | 221 |
The percentage fee is an aggregate allocation, with no fixed per-payment charge assumed. Unit contribution is not owner income: the full listed monthly roster and overhead still need coverage.
Capacity, break-even and a lower-sales case
Twenty-seven nights remain after blocked dates, but the selected turn calendar permits eight three-night stays, or 24 paid nights. Planned volume is 22. A stay crossing month-end or leaving an unusable gap cannot be counted as perfectly interchangeable nights.
For this fixed mix and commitment, whole-unit cash break-even is 21 paid occupied property-nights per month: ($4,520) ÷ $221, rounded up. The aggregate capacity is 24 units; it does not establish customer demand or a workable daily sequence.
| Paid units | Net sales $ | Selected result $ |
|---|---|---|
| 16 | 4,800 | -984 |
| 21 | 6,300 | 121 |
| 22 (planned) | 6,600 | 342 |
| 24 | 7,200 | 784 |
At 16 occupied nights the lease and management commitments remain. A shorter average stay increases cleaning per occupied night; the retained guide's booking-policy example is separate from this whole-unit opening case.
Practical KPI definitions
Track occupied nights/actually bookable nights, net ADR and contribution per available night after turn costs. Measure length of stay because cleaning follows turns; listing views and advance bookings are not completed/collected nights.
No real-estate purchase, financing, income tax, owner distributions or furniture replacement is included. Advance/refund and platform-settlement cash dates require a separate schedule.
Method context: SBA business planning. All case prices, wages, cost ratios, reserve and capacity inputs above are original planning assumptions.
What the model covers
The official FinModelsLab listing describes an editable five-year Excel model. Room inventory and calendar nights establish availability; occupancy and weekday/weekend ADR build room revenue, with monthly ancillary income added. It includes profit and loss summaries, monthly and annual cash projections, dashboard charts and forecast indicators.
Check turnover economics beside nightly revenue
Our original 24-night comparison leaves $600 from twelve two-night stays at $180 per night. Six four-night stays at $160 leave $768 after selected cleaning, channel, night and property costs, assuming the same nights remain sold.
Translate actual booking rules into one property calendar and recost turnovers. Test whether longer stays preserve sold nights before using their lower cleaning cost in the forecast. The Short-Term Rental planning guide develops the original worked case.
Planning guide