手法を比較

	Tourism Seasonality Index	RevPAR Performance Analysis
分野	Tourism Hospitality	Tourism
系統	Regression model	Regression model
提唱年	2001	2001
提唱者	Svend Lundtorp; Anastassios Tsitouras	Cathy A. Enz, Linda Canina & Kate Walsh (RevPAR benchmarking critique)
種類	Descriptive concentration index for seasonal demand	Descriptive performance-metric analysis and benchmarking of hotel revenue indicators
原典	Lundtorp, S. (2001). Measuring Tourism Seasonality. In T. Baum & S. Lundtorp (Eds.), Seasonality in Tourism (pp. 23-50). Oxford: Pergamon/Elsevier. ISBN: 9780080436746	Enz, C. A., Canina, L., & Walsh, K. (2001). Hotel-industry averages: An inaccurate tool for measuring performance. Cornell Hotel and Restaurant Administration Quarterly, 42(6), 22-32.
別名	Tourism Seasonality Measurement, Seasonality Gini Coefficient, Seasonal Concentration Index, Tourism Seasonality Ratio	Revenue per Available Room Analysis, Hotel KPI Analysis, RevPAR Index Analysis, Hotel Performance Benchmarking
関連	4	3
概要	Tourism seasonality measurement summarizes how unevenly tourism demand is distributed across the year. Destinations rarely receive visitors at a constant rate; arrivals, overnight stays, and revenue cluster in peak months and thin out in the off-season, straining capacity at the top and leaving resources idle at the bottom. Seasonality indices turn a monthly demand series into a single, comparable number measuring this temporal concentration. Simple ratios compare the peak month to the average or to the trough, while the Gini coefficient — long established in the study of inequality and adapted by Svend Lundtorp and others to tourism — captures concentration across all months at once via a Lorenz curve. Adjusted versions, such as Tsitouras's 'months equivalent' degree of seasonality, make the index easier to interpret and compare.	RevPAR performance analysis is the practice of measuring, decomposing, and benchmarking hotel performance using revenue per available room and its companion metrics. RevPAR distills a hotel's success into a single figure, rooms revenue divided by rooms available, that equals average daily rate multiplied by occupancy and so captures both the price a hotel commands and how full it is. The metric anchors revenue management, whose objective Kimes framed as maximizing yield from fixed capacity, and it is the standard yardstick for comparing hotels. Enz, Canina, and Walsh, however, showed that relying on single industry averages is misleading because hotel performance is dispersed and skewed, which is why rigorous RevPAR analysis decomposes the metric into its drivers and benchmarks it against a competitive set with indices rather than crude averages.