June 22-23 | Building a New Model of Hotel Profitability--Advanced Seminar on the Application of Operational Refinement Accounting

Since 2020, the overall impact and impact of the “COVID-19” epidemic that has ravaged the world on the hotel industry has not disappeared. Major brand hotel chains and mid-end boutique hotels have conquered cities and looted land through various capital operation methods such as financing and crowdfunding. OTA “unicorns” have successively encroached on the hotel industry, with offline mergers and acquisitions, layout, and continuous division of the market and diversion channels. In addition, in recent years, due to social security taxation and other reasons, various costs such as hotel labor have continued to rise. The hotel industry is most directly affected and affected by the market and market conditions.

In the current market environment, building a new profit model for hotels is not only a top priority for the industry, but also a “must-have” and “required course” for business operations in the new normal and competitive environment of the market. Taking digitization as the presentation and profit design as the premise of operation, pre-planning the main operating indicators such as revenue, variable expenses, fixed expenses, profit, etc., to achieve the goal of “recycling and continuous improvement of hotel performance” and realize corporate profits Maximized development is the only way for future hotel operations. To this end, the Enterprise Management Center is scheduled to hold the “Building a New Model of Hotel Profitability - Advanced Seminar on the Application of Operational Refinement Accounting” on June 22-23, 2022 . This training is guided by the business design of the front-line departments in the hotel operation process, with accurate accounting as a means, through open source, throttling, quality improvement, efficiency enhancement, innovation, leadership and other means, with explanations, exchanges, and drills, and finally implemented. , with the ultimate goal of helping hotels achieve revenue enhancement.

Training Features

The hotel’s latest business model guidance, in the current downturn of the entire industry, explores new ways to increase profits; practical exercises, apply what you have learned; example sharing and expert guidance; in-depth analysis, analogy; in-class practice and individual guidance.

Course Introduction

“Management Refinement Accounting” is an operation and management tool that hotel management cadres must learn and master, which is different from the current professional skills of “financial accounting” in hotels. It is to ensure that front-line staff, persons in charge, and commanders can gain insight into the pros and cons of various business activities and changes in profits at any time, so that managers can refer to the “examination list”, “physical examination book”, “barometer”, “Battle map”; it is to train non-financial professionals to calculate the daily sales, cost and profit realization of each business, and to calculate from the early stage of each business activity “whether it is a loss or a profit” “, “how much to lose, how much to earn”; it is also a “monitor” for cost control in the business process, and a “navigator” for cyclical improvement and step-by-step improvement. It is an on-site accounting activity that allows front-line staff to calculate profits quickly and even before operating activities, which is completely different from the “financial accounting” of traditional hotels. “Management Refinement Accounting” is one of the three major systems of “Amoeba Management” founded by Kyocera Corporation, Mr. Kazuo Inamori, a master of Japanese business management.

Course benefits

1. Establish a refined accounting system for hotel operations that everyone can master;

2. Through quantitative data, define the operating responsibilities of each department;

3. Find the problems existing in the operation of the department through data analysis, and formulate corresponding solutions;

4. Form an indicator responsibility system of “everyone carries a heavy burden, and everyone has a heavy burden on their shoulders”;

5. Through the operation of the refined accounting system, the PDCA cycle improvement of business objectives is formed, so that employees can work automatically and spontaneously;

6. How to quantify resources, reduce idleness and increase profits;

7. Create a new model for hotel business plan formulation, how to carry out “hotel profit design”;

8. Which one should be advocated more, “reducing staff and increasing efficiency” or “reducing cost and increasing efficiency”? What “capital” is reduced and what “effectiveness” is increased;

9. Construction of 12 systems for hotel operation;

10. What are the tips for cost control? ;

11. Why do hotels give up performance appraisal and change to performance incentives?

12. The secret of operating breakeven points and hotel profits.

Need to bring information

1. The hotel’s “Financial Accounting Income Statement” for the first half of 2021, the third-level account statement

2. 2021 annual business plan

3. 2021 annual performance appraisal form

4. Table of accounts for all hotel expenses

5. Laptop (at least one per hotel)

6. Calculator (at least one per restaurant)

For more targeted counseling, please bring the above relevant information with you. The materials of each participating hotel are mastered by themselves, and they do not need to be handed in for classroom practice, so as to keep them confidential.

syllabus

1. Ways to increase profits

1. The application of accurate accounting in hotels

2. Refined accounting of hotel operations

3. Accounting principles of hotel financial accounting

4. The application of front-line accounting in front-line departments of hotels

5. The difference between business accounting and financial accounting

2. The concept and application of marginal profit

1. What are the impacts of refined business accounting?

2. How to divide variable costs and fixed costs

3. Data architecture for refined business accounting

4. How to calculate the service of all hotel staff

5. How to interpret the labor productivity of man-month under the self-management system

6. Unit time accounting of self-operated entities

7. How to complete the order-based sales under the self-operated body

8. What is the difference between inventory sales and order sales? How to maximize sales?

3. Design of hotel operating profit

1. Analysis of hotel competitiveness

2. Make use of refined business accounting to detonate profits

3. In-class practice guidance for refined business accounting

4. Customized business accounting table for each hotel

Participants (team learning, more results with less effort)

1. Hotel investor, chairman, director, owner representative, hotel general manager, deputy general manager, resident manager, general manager assistant, marketing director, sales director/manager, revenue director/manager, front office manager, housekeeping Director/Manager, Catering Director/Manager, Executive Chef, Recreation Manager, Human Resources Director/Manager, Financial Director/Manager, Security Manager, Quality Inspection Manager, Training Manager, Duty Manager, Customer Service Manager, Engineering Director/ Managers and other related management personnel of various departments of the hotel.

2. In order to achieve the best learning effect and facilitate the effective introduction of experience results into the hotel, it is recommended that the general manager lead the heads of relevant departments to participate in the study collectively.