| Orlando corridor ADR | About $194 a night across the whole market — averaged over occupied nights, and it varies enormously by bedroom count |
|---|---|
| Occupancy | About 63% for actively managed listings; whole-market scrapes that include dormant listings read 10–20 points lower |
| RevPAR | About $122 — revenue per available night, which is the figure that actually compares two properties |
| The direction of travel | Supply up roughly +847 listings year on year, average rate flat, occupancy flat |
| Gross to net | Expect roughly half of gross revenue to survive operating costs before any mortgage payment |
| Biggest variable | Bedroom count. A 9-bedroom villa and a 3-bedroom townhome are not in the same business |
The three numbers, and why only one of them compares properties
ADR, average daily rate, is what you earn on the nights you are booked. It flatters a property that is rarely booked at a high price. Occupancy is the share of available nights that sell. It flatters a property that is cheap. Neither on its own tells you anything useful.
RevPAR — revenue per available night, which is simply ADR multiplied by occupancy — is the figure that lets you compare two properties honestly, because it cannot be gamed by pricing strategy. In the Orlando corridor it runs around $122 across the market.
Any time someone quotes you an impressive ADR without an occupancy figure, or an impressive occupancy without a rate, you are being shown half a number.
What the Orlando market actually does
Across the Kissimmee comp set — roughly 5,900 actively managed listings, measured over the trailing twelve months — average daily rate sits near $194, occupancy near 63%, and RevPAR near $122.
Two caveats matter more than the figures. First, that occupancy is for actively managed listings. Whole-market scrapes that include properties which sat dark for half the year read ten to twenty points lower, which is why you will see Orlando occupancy quoted anywhere between 40% and 70% depending on what the provider counted. Both numbers can be correct and describe different things.
Second, bedroom count changes everything. A large villa and a two-bedroom condo are not in the same business, do not compete for the same guest, and do not have the same cost structure. A blended market ADR is a starting point, not a projection for your property.
The year the market actually had
Over the last twelve months this market added roughly 847 listings, while average daily rate moved by about a dollar and occupancy held flat.
That is the most important sentence on this page. Supply is still arriving into a market whose rates have stopped climbing. It is not a collapse — rate and occupancy are holding — but it does mean that pro formas written two or three years ago, when rates were still rising, do not clear today.
The practical consequence: if a projection shows you a comfortable return on a 20%-down purchase at current interest rates, check which year its rate and occupancy assumptions came from. A great many of them quietly use 2022.
From gross revenue to what you keep
Take the gross figure and start subtracting. Cleaning and turnover, which scales with bookings rather than revenue. Management at 20–30% of revenue, or co-hosting for less. Platform fees. Dynamic-pricing software. Utilities including pool heat, which is a genuinely large line in a Florida winter. Internet, lawn and pest. HOA dues. CDD assessment where the community has one. Property tax reassessed at your purchase price. Insurance written for short-term-rental use. Lodging tax filing. And a real reserve for the roof, the AC and the furniture.
Roughly half of gross revenue surviving to net operating income is a reasonable planning assumption in this corridor, before any mortgage payment. Well-run properties in low-cost communities do better; amenity-heavy resort communities with high dues and a large CDD do worse.
This is why the honest metric is never revenue. It is cash flow after debt service, and the occupancy you need to reach zero.
What actually moves the number
Bedroom count, more than anything else in this market. The Disney-corridor guest is frequently a multi-family group, and the large-group segment sustains rates that smaller properties cannot reach.
Reviews and response time, which compound. A property with a hundred strong reviews out-earns an identical one with six, and the gap widens rather than closes.
Amenities that photograph and that guests specifically search for — a private pool is close to mandatory here rather than a differentiator, and a themed games room genuinely moves bookings in the family segment.
Pricing discipline. Static pricing leaves a great deal on the table in a market this seasonal; peak here is February through April, with July, September and October the trough.
And management quality, which is the one nobody can sell you. The spread between the best and worst operated homes in the same community, with the same floor plan, is larger than the spread between communities.
Market figures are from a PriceLabs market dashboard for the Kissimmee comp set, trailing twelve months, and are estimates of realised market performance rather than a forecast for any specific property. They change. Nothing here is investment advice.