Original: Li Sheng
After hotel has budgeted
Financial controls need to be strengthened
Until budget is controlled
The budget doesn't make sense
The realization of set goal can only develop along with it
Therefore
The financial management of a hotel must deal with income and expenses of hotel's operations
And other aspects of implementing effective controls to ensure that budget targets are met
Create a hotel financial control system
The hotel exercises financial control
First, we must create a sound financial control system
Establish financial control in organization
The division of labor, duties and other aspects is guaranteed
Hotel
The system must be installed between departments and within departments
Effective management system
Make each department
Employees of each position are related to each other
Mutual cooperation
Control each other
Mutual constraints
To prevent occurrence of various abnormal activities such as fraud
Income control
1. One-time payment method
Hotel
Typically, a one-time billing method is used
Guest
After you check into hotel, you can be inside hotel
Excluding individual points of consumption such as shopping malls
Signature credit consumption
Hotel
Auxiliary control methods and control systems should be installed
Each account in main guest account
You must attach original attachment signed by guest
The maximum debt amount should also be specified
After exceeding limit
You must ask guests to pay immediately
So that hotel does not remain passive due to too much debt for too long
2. Business Revenue Audit
To prevent fraud in business process
Occurrence of abnormal behavior such as corruption
The hotel should have an income audit system
Ensure recovery of operating income
Support interests of hotel
For this
The hotel should create a revenue post
To switch from cashier to night view
Go to Daily View Layered View, Layered Check
To ensure that business income is not lost
The purpose of nightly trial
Mainly to control guest signature in operating income
Usually at end of each working day
Day Trial is Night Trial
Continuation of work should be based on night review
For previous day's activities
The income situation will be carefully checked and reviewed
For example
Proof of public incomeabout nutrition
A la carte, which must be ordered by a waiter in a restaurant
Restaurant menu
Restaurant cashier
Three parties will check guest bill to prevent errors
3. Collection control
Hotel
Increase control over each checkout
For example, account management
The hotel should have a management system where someone is responsible for billing
Registering number of invoices issued
Registration of blank statements, numbered and numbered one after other
View statement stubs one by one and number by number
Collectors at each service point
After change
Both must complete an Income Statement and a payment form
Hotel
Revoke accordingly
Does invoice match submitted form
Is invoice sequential and related to previous day's invoice
4. Control of receivables
Accounts receivable
indicates that hotel is sold
Income from credit sales that have not yet been paid
Hotel tightens control over receivables
You can be sure
Recovery of operating profit to prevent bad debt losses
Hotel
Amount of accounts receivable
Usually depends on business
External environment and internal policy of company
Regarding external environment of hotel
Macroeconomic conditions will affect amount of receivables of organizations
If economy is bad
There are often more customers who refuse to pay their bills
This situation is beyond subjective control of hotel
However
On other side
The hotel may go through internal management
Due to changes in our own credit policy
To change or adjust amount of receivables
Influence and control of receivables
Hotel
Policy includes credit conditions, cash discounts
Credit standards and collection policies, etc.
Rigidity of credit policy
It directly determines size of company's sales on credit
And amount of accounts receivable
Although liberal credit policies may encourage sales
Increase income
But it also increases amount of receivables
And some credit management fees
A tight credit policy can reduce accounts receivable
Reduce credit management fees
But it also reduces income accordingly
Success or failure of hotel credit policy
The key is whether it's an increase or decrease
Income and increase or decrease
What is specific commission range?
Profit versus two
Does it increase or not and by how much
Additional profit. Dadditional income - additional costs
What about size, plus or minus
Hotels that are usually sold on credit
There is a dedicated credit management department
Depending on features of hotel
Such a department can be headed by a general director, chief accountant
Credit Manager, Account Manager
Catering manager and other staff
Let them study and decide
Hotel credit policy
After confirmation of credit policy
Personnel associated with loan work should be used
To fully understand and become familiar with it and strictly follow rules
For a perfect result of hotel accounts receivable control
Cost control
Controlling hotel expenses
Related to relevant rules and costs according to cost management
Budget requirements
Control entire process of value formation
To enable Enterprise Cost Management
From passive post-accounting to more active preventive management
Hotel
Cost control is mainly controlled by budget
Key consumption indicators
Three main control methods and control of standard costs
1. Budget control
A budget is a hotel
Limit target operating expenses
Budget control based on subitems
Step by step getting budget index data for cost control
How to do it
Based on events that actually happened in current period
Total cost and amount of one item
Compared to corresponding budget data
Business volume has not changedIn case
The cost should not exceed budget
here
For consideration
Real situation and budget forecast
Sometimes not quite consistent
Therefore
It is often necessary to complete several different volumes of business in advance
Calculation of budget data at level
Create a flexible budget
To keep cost realistic
Easy to compare balance and budget
Not just a certain amount of business
Budget level data
Sure
With a flexible budget
Only changes in business volume and variable costs
Fixed costs remain same
Therefore
Typically, variable costs depend on size of business
Scale change based on change,
To define range of sales volume value in flexible budget
2. Basic consumption index control
Key consumption indicators
Refers to indicators that have a decisive influence on value of a hotel
Main consumption index control
Strict control should be provided for these indicators
Only manage these indicators
To ensure cost estimates are met
For example
If indoor material consumption is out of control
It would be difficult to meet budget target
Monitoring of key consumption indicators
The key lies in quota or fixed rate of these indicators
Not only quota or rate itself must be positive and feasible
And once indicators are defined
It must be strictly observed
In addition
Metrics other than these main consumption metrics
That is, non-core indicators
This will also affect cost of hotel
Therefore
Controlling key consumption indicators
You should also pay attention to changes in non-core indicators at any time
After key figures are relatively stable
Or after increasing non-core indicators
Then it makes sense to control non-core consumption indicators
3. Standard Cost Control
Standard price refers to normal conditions
Business Element Standard Consumption
Includes operating expenses and operating expenses only
Excluding administrative expenses and financial expenses that are not related to department
Standard cost control
That is, based on standard cost of each business item
To control actual cost
Implement standard cost control
Cost standards can be divided into usage standards and price standards
To clarify responsibility for cost control work
Actual cost and standard due to use
Price difference
The reason should be looked for mainly in link of operation
Because of price
Difference between actual cost and standard cost
Basically, you should find reason in purchasing process
For example
During a certain period of time, a certain type of food
Raw material cost checked
It can be explored from two perspectives: price and usage
In terms of price
Standard price (guide price) to be checked
And actual price. Purchase Price
The difference between them
Then analyze reasons for differences
Make mistakes
If pre-evaluation is not enough, a temporary purchase
Lack of understanding of market conditions, etc.
This is an inevitable objective factor
For example, price increases, natural disasters, etc.
In terms of usage
The actual amount of this raw material should be used
Compared to amount that should be consumed according to standard
Use a specific time period first
All food products from this raw material are listed
According to raw material standards for each catering product
Use and sales of catering productfor this period of time
According to actual sales situation
Amount of raw materials to be consumed
Reuse countdown method
Calculate actual consumption of this raw material for period
This
Actual consumption for this period = opening stocks + input material in stocks at end of this period
The actual amount has finally been transferred
Compared to amount that should be consumed according to standard
After confirming difference, we will further analyze cause
This is not an acceptable standard
Or an error in operation or other reasons
Sure
If characteristics of purchased raw materials do not meet requirements
There may also be a difference in cost
The above are main methods of cost control.
It should be noted
Hotel
Cost control complements consumption stage control
You should also pay attention to strengthening purchase of materials
Manage inventory steps
That is, purchase price of materials
Acceptance, storage
Strictly manage a series of links, such as inventory
To make hotel's cost control more complete and perfect
Analysis of hotel volume, costs and profits
Hotel value for money analysis
This method is commonly used in cost control methods in hotels.
This is also main method that management should master
Quantity-cost-benefit analysis is also known as
Balance Analysis
Or "break-even point analysis
The goal is to determine critical point of profit and loss in operation of hotel
This is breakeven point
The so-called critical profit and loss point is operating income of hotel
Fully offset by operating expenses
The split point between profit and loss
Determining critical profit and loss point of a hotel can predict hotel
Future business situation
For example, how many people and revenues does hotel get
What level can we reach without profit or loss?
When hotel's income reaches a certain level
How much profit can I get
How much revenue does hotel need to reach its projected profit target
1. Basic concepts
Marginal cost
Usually refers to production of product
Direct costs or operating expenses. Expenses
Variable cost c. Consumption
Indent
Refers to company's operating income
Balance after taxes and marginal costs
Calculation formula
Marginal Profit = Operating Revenue - Marginal Cost
Profit margin = Profit margin ÷ Operating income × 100%
=1-variable cost rate
2. Basicformula
Breakout point
As a rule, it can be obtained by calculation
Calculation formula
Amount of Gain and Loss Critical Point
Balanced Sales Volume = Total Fixed Costs ÷ Profit Margin
Revolutionary Income
Guaranteed turnover = total fixed costs ÷ specific profit
Hotel management is not only about capital preservation
This is a profit from rest of income
Add target profit to numerator of break-even formula
Available as before
Target profit
Formula for calculating expected turnover or intake volume
Target Reception
Total fixed costs + target profit
÷
Profit per unit
Target turnover
Total fixed costs + target profit
÷
Fields Fields
Example:
Expected operating income of hotel is 6 million yuan
Fixed cost is 3 million yuan
Variable cost is RMB 1.5 million
Target profit of RMB 1.5 million
Excluding taxation, determine profit and loss at critical point of income and target turnover
Solution:
Marginal profit margin = 1-variable cost rate = 1 = 1.5 million yuan ÷ 6 million yuan = 0.75 = 75%
Balance Guaranteed Sales Revenue = RMB 3 million total fixed cost ÷ 0.75 marginal profit margin = RMB 4 million
Target sales income = (guaranteed sales income of 4 million yuan + target profit of 1.5 million yuan) ÷ marginal rate of return 0.75 ≈ 7,3333 million yuan
Quantity-Cost-Profit Analysis
Widely used in practice
Although
There are many future uncertainties in real work
It is not possible to exclude completely
But using this method can reduce uncertainty
Hotel management
Work with forethought and initiative
Make your controls smarter
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