What are the types of controls implemented by hotel management? What and what?

To strategize, lead the overall situation, and understand the various situations of hotel operating income and expenditures, only then can we do a good job and make good business decisions and control. Income is the foundation of the hotel, efficiency is the core of the hotel, and profit is the key to the hotel. soul. In today's fiercely competitive market environment, there is a general atmosphere of customer source competition, price competition, feature competition, talent competition, and marketing competition. Only benefit competition, the quality, quality, and level of benefits is the last word to test the performance of star hotel general managers, and it is also one of the important core indicators for evaluating hotel general managers.

In today's market economy era, success or failure is judged by effectiveness, and heroes are judged by success or failure. As the general manager of a star-rated hotel, only by firmly grasping the two indicators of revenue increase and profit generation can you grasp the lifeblood and soul of operation and management. As a general manager, you must firmly grasp and understand a lot of data on the hotel's entry and exit nodes every day. To strategize and lead the overall situation, understand the various situations of hotel operating income and expenses, so as to make good business decisions and control. This requires the hotel general manager to read six data from the hotel every day.

Sales revenue

The hotel’s daily revenue is a barometer of the results of hotel management, sales, and customer development. The level of daily sales revenue determines the daily revenue efficiency of the hotel and determines the accumulation of annual revenue. The hotel general manager must pay attention to the hotel's daily revenue data, especially room revenue, customer source structure, occupancy rate, average room price, number of diners, average meal prices, and daily gross profit margin. As well as the income of other lobby bars, teahouses, shopping malls, parking lots, conference rooms, venue rentals, etc.

Only by ensuring the completion of the hotel’s daily income can we ensure that the tasks throughout the year are in place. As a general manager, you must pay attention to and ensure the completion of daily sales revenue targets, and strive to achieve the revenue targets.

Cash flow

The daily room occupancy rate of the hotel, the average room price and dining rate, the average consumption level per guest, etc., determine the level of the hotel's cash flow. In the operation of star-rated hotels, cash flow from guest rooms and cash flow from catering account for between 68 and 78% of the total daily cash flow income of the entire hotel. Monthly cash flow accounts for more than 76% of the entire store's cash flow income. The general manager of the hotel must keep a close eye on the daily cash receipts and return them to the warehouse, so as to "store money in the warehouse and not panic". With real money in hand, you are not afraid of financial crises, various operating difficulties, or changes in the external operating environment.

The daily cash flow is also a touchstone for measuring the operating status of a hotel. Having good and stable daily cash receipts is a firm foundation for the hotel to maintain normal operations, expand development, and pay external payments. The collection and expenditure of cash flow is also a business and financial art that the general manager of a star-rated hotel must master.

Cost Expenditure

As the general manager of a star-rated hotel, while focusing on increasing revenue and generating income. We must have strict cost awareness and the awareness that "saving a penny is 100% profit". It is necessary to clearly know the daily operating costs of the hotel, including daily personnel expenses, water, electricity and energy consumption expenses, fixed asset depreciation expenses, daily normal operating expenses, management expenses, marketing expenses and other cost expenses. In order to do a good job in cost and expenditure management, cost and expense control, and reduce operating costs. Ask for benefits and profits from management, and strive for greater profit margins.

As a general manager, you must be able to control hotel costs and expenditures and understand the daily changes in hotel costs and expenditures. You must be aware of the financial data, and at the same time let department managers and employees understand how much expenses are required for normal hotel operations on a daily basis, and how much is needed to ensure normal operations, so as to establish cost control and savings for all employees. consciousness.

Accounts receivable

The key to hotel management is to improve efficiency and increase revenue. As a hotel general manager, in addition to increasing daily income and controlling cash flow income and expenses. You should also have a good understanding of daily, monthly, and quarterly operating payment collection issues and collection issues of accounts receivable.

Supervise and inspect the Finance Department, Marketing Department, Catering Department and other departments in a timely manner, and ensure timely settlement of debts incurred by guests from conferences, team customers, government departments, enterprises and institutions, etc. in hotel rooms, catering, conferences, and entertainment consumption. Collection work. At the same time, timely collection of monthly rent, water and electricity fees, and property management fees for hotel rental properties, office rooms, venue rentals, etc. Don't let this part of the debt stay outside the hotel for a long time, occupying the hotel's working capital and unable to come back. Don’t let it become bad debts, dead debts, or irrecoverable debts.

To speed up the hotel's capital turnover, it is necessary to do a good job in the return of debts receivable and pay attention to the recovery of accounts receivable. This is a management task that the general manager of a star-rated hotel must pay attention to and supervise every day.

Accounts payable

Based on the hotel's daily revenue generation, daily cash flow, and daily accounts receivable work. The general manager of a star-rated hotel should also strictly handle daily accounts payable. "Income" and "expense" are the business forms that hotels face every day. If "receipt" is greater than "expense", there will be benefits and profits. If "expenditure" is greater than "revenue", there may be losses, financial constraints, operating difficulties, and reduced cash flow.

The hotel general manager must pay attention to the severity, severity, slowness and urgency when signing and approving the payment of various reimbursements every day. Pay attention to the control of purchasing expenses, daily catering purchasing costs, and other costs. Don't create a cash and financial crunch while maintaining normal hotel operations. Not to mention the embarrassing situation of not being able to pay wages, not being able to pay water and electricity bills, and not being able to pay taxes.

Profit of the day

Hotel management pays attention to maximizing the market, maximizing customer sources, maximizing revenue, and more importantly, maximizing profit. The core indicator for evaluating the performance of star hotel general managers is also based on the completion of the profit indicator at the end of the year. Therefore, in the process of operating and generating revenue, the hotel general manager must firmly grasp the completion of daily revenue and profit targets.

Profit target - only if it is completed every day, completed every month, and reached every quarter can the annual profit target be achieved. In today's era, investment is about return and investment is about output. Hotel general managers must keep an eye on profit targets and revenue targets every day and not relax. Tasks, income, and profits must be completed on the same day and month. You cannot default, otherwise it will be very difficult to complete the tasks throughout the year. In the operation and management work, the general manager of a star-rated hotel must firmly grasp this lifeline and seek efficiency and profit from management services, marketing, and cost control.

In short, the core purpose of star hotel business operations is to increase revenue and maximize profits and market. The general manager of a star-rated hotel must complete and control the above six data indicators on a daily basis in daily operation and management work. Use performance and efficiency to prove your management, leadership, and business capabilities and reflect your life value.