How does the owner's chief financial officer perform hotel management duties?

As a mode of hotel entrustment management, the responsibilities, rights and interests of the owners and hotel management companies are clearly defined in each clause of the hotel entrustment management contract. However, as the entrusted management hotel, we should not only implement the policies and systems of the management company, but also take into account the financial policies and systems of the owners, which are like our magnets, attracting and repelling each other. When their policies and systems conflict, when their statements and accounting subjects are different, or when their views are inconsistent, we need to patiently solve and coordinate all kinds of problems encountered.

As the entrusted management of hotel finance, in order to realize effective communication and increase mutual trust, at least the following aspects should be paid attention to:

1. Resolve financial conflicts and increase mutual trust.

When the owner signs the entrustment management agreement with the hotel management company, he will gradually assign personnel to join the hotel preparation and operation process. Due to the differences in corporate culture and management thinking of different industries, managers and owners all take their own financial management and control mode as the dominant basis for judgment, and both sides habitually take their own corporate thinking as the center to deal with problems, so some conflicts and contradictions will occur in these processes. Since this kind of incident is inevitable, how to resolve it requires us to get to know each other step by step, understand each other, adapt to each other, accommodate each other and compromise with each other after time.

Owners and management have both the same interests and their own interests. Owners have invested a lot of money, eager to get a return on investment, while management is more interested in brand output and management fees. There are conceptual differences between the two sides in the identification of certain indicators, the confirmation of income and the owner's own consumption. This requires us to fully consider the refinement of entrusted management contracts and statements, and at the same time invite authoritative professional hotel consulting institutions to examine and approve various indicators for third parties. Without violating the principle, the management company and the owner can make appropriate concessions and find the intersection of their interests. When the internal disputes and negotiations mature, the internal disputes will be reduced, which will help the hotel management company to concentrate on external operations and improve hotel quality, improve operating income and achieve a win-win situation for the management company and the owners.

Hotel financial management is the soul of hotel internal control. In order to unify the financial management and operation of the hotel, the management generally agreed to appoint the chief financial officer to be responsible for the financial work of the hotel in the entrustment management agreement, and some owners showed distrust. Financial power is controlled by management. In order to gain the full trust of the owners, this requires our management to follow the principles of consistency, unity and standardization in export financial management. Especially in the preparation period, the pre-opening budget can be effective, orderly and mature in purchasing inventory, personnel organization structure, cost control and control of various operating materials. The first impression of meeting for the first time is good, and the gap will narrow. This can increase mutual trust, enhance understanding, reduce financial conflicts, unify the focus of both parties, and manage well, instead of bargaining between management and owners. For the owners, what they consider more is how to ensure their right to know to the greatest extent, so as to effectively prevent and correct irrational and unprofessional behaviors that may occur in management. As our management, in view of some operating conditions, we can regularly submit monthly financial reports, monthly human resources reports and monthly market reports according to the contract, so that owners can share the information of our hotel. As long as the information is communicated in time, the focus of the contradiction between the two sides will fade, but if either side sticks to certain principles regardless of reality, it is likely to damage the effective cooperation between the two sides.

2. Straighten out financial subjects and improve financial efficiency.

Many entrusted hotels do not let the independent accounting of the owner's finance play a role in the actual operation, but are mixed with hotel management accounting. This will make it difficult for both parties to distinguish their respective accounting, supervision and control responsibilities, and as a result, the confirmation of GOP of hotel operating results will conflict. For some owner's expenses with true and effective contents and correct financial accounting, the owner will request to adjust them to non-owner expenses, such as some entertaining banquets, travel expenses, long-term deferred expenses of materials, employee accommodation fees, etc. There are many contradictory problems here. Therefore, the mixed management of hotel management accounting and owner accounting obviously does more harm than good.

As the financial managers stationed at the site, they need to control the watershed between the owner's financial operation and the hotel operation. In the division of management authority, it is necessary to reflect the atmosphere of division of labor and cooperation, and manage their respective fund operations, accounting objects, expense categories and assessment systems. After moving in, it is necessary to divide the accounting subjects well, and distinguish the owner account set and the operating account set in accounting. Owner's account book is responsible for accounting fixed assets and owner's expenses; The business account set is responsible for accounting the daily operating results after opening. The two complement each other to form a clearer financial subject and improve financial efficiency.

3. Learn to empathize and establish effective communication channels.

Empathy, the world is not absolute, everything has two sides. As a commissioned hotel and service industry, we should learn to put ourselves in others' shoes. If I am the boss, if I am a guest, if I am an employee, what do we need? Do guests need good service and cheap products? Do owners need a good return on investment? Do employees need good salary and career development? When we learn to put ourselves in others' shoes, maybe all the problems are no longer problems.

When we encounter different opinions from our host, we might as well try to put ourselves in each other's shoes. When we encounter problems, we should consider them from the owner's point of view and put ourselves in the owner's shoes. Only in this way can we better understand the meaning of the host and find that the entrusted management of the original hotel is not so daunting. The work is actually beautiful and the mood is so happy every day.

Holding owners' communication meetings regularly is an effective communication channel to increase mutual understanding. At the owners' meeting, both parties can compete for hotel data according to their own needs and market conditions, put forward their own opinions and suggestions, raise and solve problems through meetings, and at the same time nip some unnecessary troubles in the bud.

4. The on-site management team should be an effective lubricant for managing the company and the owner.

The hotel management team in the store is familiar with the scene and knows the scene. It is the first-hand information acquirer of the hotel scene. When there is a conflict between the owner and the management, or there is a dispute over a certain principle, it is forbidden to report any problem to the management company headquarters. The site management team should learn to properly handle the differences of opinion with the owner. When discovering major problems, we should be reasonable and restrained, and demonstrate with data cases as evidence. When dealing with general problems, we should learn to respect the owners and consider their personal interests, so that the owners can feel the professionalism and dedication of the management team. In addition, the on-site management team should also have the ability to deal with the on-site crisis, be good at resolving the financial management contradiction between hotel managers and owners, strengthen their own quality, strengthen the cultivation of their abilities, and let the owners fully trust us.

5. Realize transparent office.

The content of entrusted management contract should be the guiding ideology, and everything should be the principle of dealing with problems. For some details not mentioned in the management contract, the subsequent supplementary process should be based on this and continue to deepen and refine.

Establish transparent financial management for owners, invite owners to participate in procurement inquiry and inventory, reduce barriers, avoid evasion and realize transparent office.

Kaiyuan culture is not only an ideology, but also a kind of financial department, all kinds of financial management, all kinds of data, all kinds of analysis and financial achievements. Good financial management can win the trust of the owners and promote the farewell dinner of the hotel in Kaiyuan corporate culture.

As entrusted hotels, the owners and management have the same goal, and the cooperation and harmonious development between the owners and management is an important factor to ensure the hotel's development. Only by establishing a cooperative management model that takes into account the interests of all parties can we really play the role of management, so that all parties can form a joint force and achieve a win-win situation.