TABLE 2
FROM:
An economic analysis of a timeshare ownership
Atupele Powanga and Luka Powanga
BACK TO ARTICLETable 2. Hotel operation
| Period ending | 2007 | 2008 | 2009 | 2010 | 2011 | 2012 | 2013 | 2014 | 2015 | 2016 |
|---|---|---|---|---|---|---|---|---|---|---|
| $m | $m | $m | $m | $m | $m | $m | $m | $m | $m | |
| Room revenues* | 21.00 | 22.05 | 23.15 | 24.31 | 25.53 | 26.80 | 28.14 | 29.55 | 31.03 | 32.58 |
| Benefits worth | 264.14 |
* Room revenues calculated as the number of rooms (200) 
room rate ($400) number of days in a week (7) Number of weeks sold (50, with two weeks reserved for maintenance purposes) occupancy rates (75 per cent — the number of rooms rented out of the available rooms). The room costs were escalated at an inflation rate of 5 per cent per annum. The Marriott Presentation of 8 March 2007 (Vacation Ownership, The Marriott Way) attributes 43 per cent of the total sales of the timeshare project to Marketing and Sales costs while the balance is split between Product costs (40 per cent) and Development margin (17 per cent)
