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For Local Hotels' Bottom Lines, 'It's Always About The Rate'

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New York City and Long Island’s combined 70 million annual tourists ensure consistent and strong hospitality demand, but the competitive landscape makes the asset class volatile. The average occupancy for local hotels significantly exceeds the national average, with Manhattan’s average occupancy levels around 85% and Long Island’s around 73%. Thus, a modest price bump, even one imperceptible to guests, can triple profits. Conversely, having to lower rates, even incrementally, to match nearby hotels can make margins razor thin, easily halving or eliminating net income.

To demonstrate the sensitivity of earnings to rate fluctuations in a nine-year span, MCR Development CEO Tyler Morse cites the Sheraton New York Times Square Hotel. In periods of relative economic decline, management used rate cuts to maintain occupancy and counteract high fixed costs. Consequently, the Sheraton's 2003 EBITDA was one-sixth its 2000 EBITDA, due in part to the dot-com bubble fallout, while its 2009 EBITDA was one-fourth what it was in '07, due in part to the Great Recession.

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