The Four-Question Results Test.
Which period, and why that one?
Occupancy in Central Florida swings hard by season. Any single quarter can be chosen to flatter. Ask what the months either side looked like.
Net of what?
Gross booking value includes sales tax and the platform's commission, and neither is the owner's money. Ask whether tax, commission and cleaning fees are in or out.
Compared with whom?
A nine-bedroom home out-earns a county average per night on size alone. Ask whether the comparison is like for like, and measured the same way on both sides.
Where is the weakest home?
A portfolio average hides its worst performer. Ask to see every home, individually, including the one that is struggling.
Most results pages show one flattering quarter. We picked Q2 because it is the most recent complete quarter, and we added July and August because they are the complete months since, and they cut the other way.
Revenue first, from our partner company's own reservation records. These are net figures: sales and tourist taxes are removed, the booking platform's commission is removed, and the guest cleaning fee is included. Nights the owner used, or that were blocked for maintenance, are left out of the per-night average.
Then the market comparison. We cannot compare our net figures with a market figure, because no market dataset reports revenue net of tax. So for this table both sides come from one independent source, Key Data, measured the same way.
Across the summer, four of the six homes we designed booked a smaller share of their nights than their county market. The rate per booked night went up, sharply in some homes. That reflects a pricing position: the homes held a premium rate rather than discounting to fill the calendar, and they sold fewer nights as a result.
It is a trade-off, and it did not pay everywhere. The Solterra home, the newest in the group, fell to 22% occupancy and earned less per available night than the Polk County average. That is the weakest result on this page, and we have not left it out.
There is no before-and-after here. Every one of the six homes was designed and furnished by us before it ever took a booking. So nothing on this page isolates what the design itself contributed. The same partner company prices, lists and operates all eight homes, and pricing alone moves these numbers a great deal.
The two owner-furnished homes are the closest thing to a comparison, and they are a weak one. There are only two of them, and they differ from the designed homes in size and community as well as design. In Q2 they earned $157 and $176 per available night; the six designed homes earned between $127 and $450. Treat that as context, not proof.
Year-on-year history is thin. Only two of the designed homes, Desert Mountain Ct and Blue Paradise Way, have a Key Data figure for both periods a year earlier. For both, revenue per available night was up year on year in Q2 and down year on year in July and August. Marcello Blvd has a year-earlier figure for July and August only, and was up.
Homes. Every home Magic Interiors designed that is managed by our partner management company and was listed during these periods: six homes. Plus the two owner-furnished homes that company also manages, shown as the comparison. Owner-furnished homes are not named, to protect those owners' privacy.
Our books. The partner company's reservation records, per night, for confirmed stays. Net revenue is the payout minus taxes minus the platform's commission, with the cleaning fee included. The denominator removes owner stays and maintenance blocks only. Computed 24 September 2026.
Market. Key Data, Adjusted Paid Occupancy and Adjusted RevPAR for each county market, and the same two measures for each home. Retrieved 16 and 27 September 2026. The county is the one each home sits in: Osceola, Lake or Polk.
Rounding. Dollars to the nearest dollar, percentages to the nearest point.
These are historical results for specific homes over specific periods. They are not a prediction or a promise for any other home. Read our performance data disclaimers before relying on them.
Four questions to put to any designer's or manager's performance figures, ours included. A results page that cannot answer all four is marketing, not evidence.
How do Magic Interiors homes perform against the market?
In Q2 2026, all six homes we designed that are run by our partner management company had higher occupancy than their county market, measured by Key Data. In July and August 2026, four of the six fell below county occupancy while holding a higher nightly rate, and one, our newest home in Solterra, earned less per available night than its county market.
What is net RevPAR?
Revenue per available night: revenue divided by every night the home was open to guests, booked or not. Our figures are net, meaning sales and tourist taxes and the booking platform commission are removed. The guest cleaning fee is included. Nights the owner used or that were blocked for maintenance are not counted as available.
Does interior design increase vacation rental revenue?
Our figures cannot answer that on their own. Every home we designed was furnished by us before it ever listed, so there is no before-and-after, and the same company prices and operates all of them. What the figures do show is how our homes performed against their county markets in each period, including the periods that went against us.
Why do you show the months that went badly?
Because any single quarter can be chosen to flatter a portfolio, and an owner deciding who to hire deserves to see the months either side. We use the most recent complete quarter and every complete month since, whatever they show.
What is the Four-Question Results Test?
Four questions to put to any designer or manager performance figures. Which period, and why that one? Net of what: tax, commission, cleaning? Compared with whom, and measured the same way? And where is the weakest home? A results page that cannot answer all four is marketing rather than evidence.