Here’s what the data says about your market, followed by a way to stress-test the numbers for your specific property.

Demand pattern: this is a strongly seasonal, single-draw destination

Huascarán National Park’s visitation is dominated by the dry season. Peru’s rainy season runs November to April, when trails become more difficult and higher elevations see snowfall, discouraging many visitors, while the dry season is the reliable trekking window. That’s the defining fact for your revenue model — you’re not a year-round destination, you’re a ~5-month engine (May–September) with a long shoulder taper.

Recent visitation for scale: the park recorded 259,090 visitors in 2016, and more recently Ancash department registered 279,292 visitors in 2021, with Huascarán National Park itself accounting for 222,107 of those. Peak holiday weekends can spike hard — one Independence Day long weekend drew 22,867 visitors to the park, 182% more than the prior year’s 8,097 — which tells you public holidays inside the dry season (late July especially) are outlier-demand pockets worth pricing for.

What comparable lodging actually charges

I pulled current rates for the closest analogs — lodges positioned right at the Llanganuco/Caraz/Yungay gateway, the same “basecamp for the Cordillera Blanca” niche you’re in:

• Llanganuco Mountain Lodge (8 rooms, on the park boundary, restaurant + bar, owner-operated) — from about $105/night, though other listings show it climbing toward $150+ depending on room category and season.
• Cuesta Serena Boutique Hotel (Carhuaz area) — around $239/night, the top of the local boutique bracket.
• Oro Andino Lodge (Caraz) — around $54/night, a budget-tier comparison point.
• Tullpa Rumy (Ranrahirca, basic lodge) — around $48/night.

That gives you a real local band of roughly $50 (budget lodge) → $105–150 (established mid-boutique) → $240 (top local boutique). Given your farm-to-table restaurant, dedicated bar, and 10-room scale (versus Llanganuco’s 8 rooms), you’re realistically positioned in the $130–220 ADR range depending on how far upmarket you push the design/service/food story — closer to Cuesta Serena than to the basic lodges, assuming your execution matches that ambition.

Occupancy: what to actually expect

For a boutique property this dependent on a single dry-season window, industry-typical patterns for adventure-tourism basecamp hotels look like this:

Note this is meaningfully below what you’d see in a year-round urban or beach hotel (often 65–75% blended) — the tradeoff for niche adventure-tourism positioning is a shorter, more concentrated earning season rather than smoother year-round demand.

Where the restaurant and bar change the math

This is the part boutique-hotel owners in single-draw destinations often underweight: your restaurant (62 seats) and bar (35 seats) are large relative to a 10-room, 30-person hotel. That’s a deliberate design choice that only pays off if F&B pulls revenue from outside your own guest list — day-trekkers refueling before/after Santa Cruz or Laguna 69, climbing groups staging for the Sphinx or Torres de Paron, guides and agency drivers, and other lodges’ guests who don’t have a farm-to-table option nearby. Well-run hotel restaurants in low-competition adventure hubs typically generate 30–45% of total property revenue, not the 15–20% you’d see when a restaurant only serves in-house guests.

Let me build you a model where you can flex occupancy, ADR, and F&B assumptions by season and see what annual revenue actually falls out — that’ll be more useful than a single static estimate given how sensitive this is to season length and how aggressively you capture non-guest F&B traffic.

The defaults (80% peak / 50% shoulder / 20% low occupancy, $160 ADR, $45 F&B per room-night, $4,000/month in non-guest F&B) land around a 48% blended annual occupancy — right in the middle of the realistic band for this kind of property — with F&B contributing roughly a third of total revenue.

A few things worth pressure-testing as you move the sliders:

• The low-season slider matters more than it looks. Nov–Mar is 151 days — over 40% of the calendar — so even a modest lift there (say 15% → 25%) moves blended occupancy more than pushing peak season from 80% to 95% ever will. That’s usually where the real strategic question sits: do you try to fill rainy-season rooms with domestic/regional travelers, wellness or retreat bookings, or working groups — or do you accept a short season and price peak accordingly?
• Your restaurant and bar capacity (62 + 35 seats) is oversized relative to 10 rooms, which is a deliberate bet that non-guest F&B traffic matters. The “non-guest F&B per month” slider is where that bet either pays off or doesn’t — worth sanity-checking against how many day-trekkers, agency groups, and other lodges’ guests realistically pass your door in each season.
• ADR of $160 sits mid-pack against the Llanganuco Lodge ($105–150) to Cuesta Serena ($239) range I found — reasonable if you think IntiRumi genuinely matches the farm-to-table + boutique-design story, ambitious if it doesn’t. I tend to think it does, and particularly if you push things in this direction.

List of Acronyms and Abbreviations

Here’s a list of acronyms, abbreviations and key terminology used in this paper.

• ADR — Average Daily Rate: the average price paid per occupied room per night (room revenue ÷ room-nights sold).
• RevPAR — Revenue Per Available Room: room revenue divided by all available room-nights (occupied or not), so it captures both rate and occupancy in one number.
• F&B — Food & Beverage: revenue or costs from the restaurant and bar.
• COGS — Cost of Goods Sold: the direct cost of what’s sold (food ingredients, drinks, room supplies/laundry), as opposed to fixed overhead like payroll or rent.
• Opex — Operating Expenses: the ongoing costs of running the business day to day (utilities, marketing, maintenance, admin, insurance, property tax), as opposed to one-time capital costs or the direct cost of goods sold.
• EBITDA — Earnings Before Interest, Taxes, Depreciation, and Amortization: a profitability measure that excludes financing and accounting non-cash costs, commonly used to compare operating performance.
• P&L — Profit & Loss (statement): the report showing revenue, costs, and resulting profit over a period.
• KPI — Key Performance Indicator: a core metric used to track business performance (occupancy, ADR, EBITDA margin, etc.).
• OTA — Online Travel Agency: booking platforms like Booking.com or Expedia, which charge a commission on rooms booked through them.
• NP — National Park (used when referring to Huascarán NP).