A classic scene from a management meeting: the spa looks busy, revenue is growing, and yet the hotel loses money off season. Suspicion falls on the pool, “heating that thing must cost a fortune.” But the main meter measures the hotel as a whole, so everyone is just guessing.
With submetering, the spa gets its own bill: pool heating, saunas, ventilation with dehumidification. And it often turns out that the operation posing as the hotel's showpiece actually loses tens of thousands a month.
Only then does the management work begin: opening hours matched to footfall, saunas on reservation, dehumidification turned down at night. No closures, same service, different economics. And next season's pricing is built on numbers, not gut feeling.