EPV│ABLE

FINANCIAL HEALTH CHECK · HOTEL PERFORMANCE

Financial Health Check: assess your hotel’s profitability.

EPV│ABLE assesses 12 to 24 months of supported exports: revenue, GOP, payroll and costs. Liquidity is included where the data is sufficient. Review the extracted figures before purchase.

Start Financial Health Check Understand the logic

MANAGEMENT RELEVANCE

Figures create value only when the next management decision becomes clear.

Management accounts show figures. The Financial Health Check shows which variances matter, which causes should be tested and which action deserves management attention first.

Professional framework: EPV │ Managing · Content updated

Editorial guidance, not a review of your hotel. EPV Verified requires a separate professional review and approval by EPV │ Managing. System recommends. Management decides.

CLEAR DATA BASIS

What you need to start.

No DATEV access and no integration project. Select your supported values export. The preview stays in your browser window until payment; secure upload follows afterwards.

Monthly overview
12–24 consecutive months, one company and property; amounts in EUR or EUR thousands. Explicitly confirm individual months or year-to-date figures from January.
Account mapping
Keep revenue, operating costs and GOP separate. A BWA result is not automatically GOP. Missing liquidity evidence remains visible.
Commercial scope
€790 net · one entity or property · up to three management priorities.
01

Prepared monthly data

CSV, XLSX values exports or suitable text-PDF tables: months can appear in rows or columns. Revenue and operating costs must be shown separately.

02

Economic focus

EPV│ABLE prioritises variances in revenue, GOP, payroll, costs and — where data is sufficient — liquidity.

03

Decision brief

Management and owners receive a clear view with up to three prioritised actions.

ILLUSTRATIVE EXAMPLE · NOT A CLIENT CASE

Revenue holds. Operating profit comes under pressure.

View the figures and reasoning

Synthetic example: 24 monthly periods for one property, summarised into two twelve-month periods A and B. Each month has €200,000 revenue and €90,000 other operating costs. Payroll is €70,000 per month in A and €78,000 in B. Uniform months simplify the calculation; this is not a seasonal hotel forecast.

Revenue · A → B
€2,400,000 → €2,400,000
Payroll · A → B
€840,000 → €936,000
Other operating costs · A and B
€1,080,000
Operating result · A → B
€480,000 → €384,000
Payroll / revenue × 100
35 % → 39 %
Operating result / revenue × 100
20 % → 16 %

Revenue less payroll less other operating costs gives the illustrative operating result. With revenue and other costs unchanged, the €96,000 increase in payroll explains the same reduction in that result; margin falls by 4 percentage points. That establishes the arithmetic contribution, not why payroll rose.

The operating result follows only the cost classification stated here; it is not automatically a BWA result or a standardised GOP. Check account mapping, service requirements, paid hours, pay changes and one-off effects. No industry target ratio, liquidity assessment, staffing recommendation or promised saving follows from these figures.

Observation
A monthly overview shows broadly stable revenue while payroll costs rise and GOP falls.
Evidence to examine
The Financial Health Check examines the available monthly trend. Seasonality, operating cost classification and missing values matter. A BWA accounting result is not simply relabelled as GOP.
Possible decision
One possible priority is to review staffing schedules and service requirements in the affected period. The financial signal identifies where to investigate; it does not, by itself, justify a staffing decision.

An illustrative example, not a client reference or savings promise. Without complete bank balances, receivables and payables, any liquidity assessment remains limited.

Want an optional review of your own management assessment, independent of the financial question? See the scope of the standalone Self-Audit.

CONTROLLED DECISION PATH

From export to prioritised management action.

  1. 01Select monthly export
  2. 02Check data
  3. 03Identify variance
  4. 04Test a possible cause
  5. 05Set priority
  6. 06Make the decision
  7. 07Track impact

CLEAR NEXT STEP

You receive exactly the clarity your data can support.

BEFORE YOU START

Clear requirements. No surprises.

01Does EPV│ABLE automatically understand every DATEV BWA file?

No. Supported layouts are identifiable monthly tables with separate operating totals. Unclear layouts are not silently interpreted; a CSV fallback remains available.

02What are PDF and XLSX files used for?

Supported XLSX values tables and readable text-PDF monthly overviews can directly supply the analysis. Each amount retains its original cell or PDF-line reference. Scans and Excel formulas are excluded.

03Is a DATEV connection required?

No. The Financial Health Check works without DATEV API access and without an integration project.

04What do I receive?

A clear assessment of material profit, cost and — where the data is complete — liquidity signals, with up to three prioritised management actions.

05What does the Financial Health Check explicitly not provide?

It is not bookkeeping, tax advice, a statutory audit, an audit opinion or a result guarantee. Causes are identified as hypotheses to be tested.

06Why is hotel profit falling despite stable revenue?

Stable revenue does not guarantee stable profit. Review payroll, cost of sales and other operating costs across comparable months, keeping seasonality and one-off effects visible. The Financial Health Check organises the available monthly data and prioritises financial issues. A variance is a signal to investigate, not proof of its cause.

07Why are at least twelve monthly periods required?

A single month cannot adequately separate seasonality, one-off effects and structural change. The Financial Health Check requires 12 to 24 consecutive monthly periods. Two years improve comparison; a shorter data set is not presented as a complete check.

08How do I assess my hotel’s payroll-to-revenue ratio?

Compare payroll costs and revenue across twelve to 24 consecutive monthly periods, using consistent classifications. Consider seasonality, changes in pay and one-off effects. A rising ratio calls for review; it is not an automatic basis for reducing staff. The Financial Health Check identifies issues. Management remains responsible for leadership and staffing decisions.

09When is financial analysis alone insufficient?

If pressure on profit interacts with organisation and accountability, or the cause remains unclear, discuss a broader management diagnostic. The Total Health Check can be commissioned directly. Neither a Financial Health Check nor EPV Verified is a prerequisite.

EPV│ABLE

See what matters now.

Experience how operating reality, evidence and figures become clear management decisions.

Start Financial Health Check

Several areas affected or a material owner decision ahead? Discuss the situation directly with EPV │ Managing. The Total Health Check requires no prior EPV│ABLE review.