With the rapid development of social economy, the service economy has also made some progress and development. In the development of an enterprise, it is very important to have correct management regulations and methods. For hotels, management methods are also crucial. The following is the content of my graduation thesis on hotel management, which I collected for you. Welcome to read it for reference! Hotel management graduation thesis 1

Analysis of new ideas of modern hotel cost management

Abstract With the rapid development of the hotel industry and the increasing competition, how to carry out cost management in modern hotels has become a difficult problem that puzzles the development of the hotel industry. From a new perspective, this paper points out that the hotel industry should change the concept of cost, take the promotion of cost function value as the guidance, make cost decisions by means of cost-volume-profit analysis, strive to improve cost awareness and conduct comprehensive cost management.

Keywords modern hotel; Cost management; Cost consciousness

In the modern market economy, what kind of cost management concept should the hotel industry establish to dominate the cost management of enterprises is a problem with both theoretical and practical significance.

first, change the hotel industry's concept of cost management, and take the promotion of cost function value as the leading idea

The so-called cost function value refers to the ratio of the function or benefit obtained by cost expenditure to its cost. The greater the ratio, the greater the cost function value, and the more reasonable and necessary the cost expenditure. This is the popularization and application of value engineering analysis in cost management. The traditional cost management of hotel industry is based on whether the enterprise is diligent and thrifty, which starts with reducing costs and even trying to avoid some expenses, emphasizing saving and saving. The main points of traditional cost management can be simply summarized as reducing expenses to reduce costs. This is a narrow concept of cost understanding. At present, there are several misunderstandings in the cost management of hotel industry:

First, it harms the legitimate interests of customers. Some hotels, especially small-scale and low-grade hotels, have chosen the practice of giving up the basics. They cancel service items at will or even reduce the standard ration of room supplies, shoddy raw materials or reduce the ration of ingredients in food processing. These short-term behaviors will eventually make hotel enterprises lose credibility and lose the market.

the second is to reduce the quality of room supplies. In order to reduce the cost quickly, some hotels, especially those with insufficient liquidity, tend to like room supplies and tableware? Have an idea? . When purchasing, instead of using scientific market research to buy high-quality and low-priced goods, we try to buy low-grade goods at low prices to reduce costs. For example, some low-value consumables such as stationery and service guides are out of date, but they are not updated in time, which affects the image of the hotel.

Third, we don't pay attention to the daily maintenance of equipment, which leads to the abnormal operation of facilities and equipment, which leads to customer dissatisfaction and even early scrapping, which ultimately affects the service quality of the hotel. The fourth is to deliberately reduce normal operating expenses. There are generally as many as 25 operating expenses of large hotels, including salary, depreciation, major repair expenses, utilities, material consumption and other large items, as well as publicity and promotion, education and training, labor protection and other expenses. On the premise of not wasting, the above expenses are necessary to maintain the normal operation of the hotel, so they cannot be cut at will. Many hotel operators have taken this unwise behavior because of the pursuit of short-term benefits and other reasons.

therefore, the modern hotel industry should establish the concept of cost function ―― a new idea of looking at input from output and cost from benefit, and realize the transformation from the traditional concept of saving and saving to the modern concept of benefit. Especially today, with the gradual improvement of China's market economy system, enterprise management should be guided by market demand, and strive to make enterprises obtain as many profits as possible by providing products and services with as high quality and perfect functions as possible to the market. In order to meet this basic requirement, hotel cost management should be directly related to the overall economic benefits of enterprises, and the cost management and its cost control should be viewed from the perspective of cost effectiveness.

All cost management activities of an enterprise should take the concept of cost-benefit as the dominant idea, and look at the necessity and rationality of input from the comparative analysis of input and output, that is, strive to pay at the most reasonable cost, create as much use value as possible, and obtain more economic benefits for the enterprise. When determining whether the cost is reasonable, it is necessary to compare and analyze the functions it provides or the economic benefits it creates, that is, to maximize the ratio of functions or benefits to costs. As long as the high-cost investment of enterprises can create higher economic benefits, it is desirable. Explanation of principle of value engineering analysis. Reasonable cost? With? Simply reduce expenses? There are differences in concept. ? Reasonable cost? It is not simply to save or reduce the cost, it is to use the concept of maximizing the function/cost ratio to guide the hotel cost management, and to create high-quality and high-functional products and services with the most reasonable cost input.

second, broaden the ways of cost management, and adopt the new idea of cost-volume-profit analysis as a means

The so-called cost-volume-profit analysis is an analysis of the relationship among enterprise cost, sales volume and operating profit. It can be used to analyze some problems in the hotel industry, for example, what is the expected profit of the hotel under any given room occupancy rate? How much room sales must be increased in the next year to make up for fixed expenses or other necessary expenses and achieve the expected profit? What is the room occupancy rate to achieve the scheduled profit? If the room price changes, the variable cost rises or the fixed cost increases, what impact will it have on profits, and so on. Cost-volume-profit analysis provides a new analysis idea for hotel cost management. That is, in theory, the hotel's operating profit (economic benefit) is a function of its cost. When predicting the benefit, the hotel should consider how to ensure the necessary cost expenditure and make the cost most reasonable to reach the best point, that is, pay at the most reasonable cost to meet the expected benefit. The following is an example of how to set the house price to illustrate this problem.

suppose a hotel has 311 rooms, the annual fixed cost is 31 million yuan, and the expected annual target operating profit (before income tax) is 8 million yuan. suppose the variable cost of each room sold is 51 yuan/room/day. Assuming that the occupancy rate is about 71% after comprehensive market research, that is, 81 thousand rooms are sold a year, how should this hotel set the price?

according to the cost-volume-profit equation:

TR=Q(p-v)-F has:

p=V+(TR+F)/Q

where: TP-(target) operating profit (before income tax); Q-sales volume; F-fixed cost; P-unit sales price; V-unit variable cost.

after substituting into the equation, it is calculated that the price of this hotel should be set at 525 yuan to achieve the operating profit target. It can be seen that the room price is influenced by the hotel's fixed cost, unit variable cost, target operating profit and sales volume. The four variables in the equation influence each other.

in the above example, the cost, that is, unit variable cost, fixed cost and expected target operating profit, is determined first, and then the sales price of the guest room can be determined. Therefore, hotels should not simply consider market factors, competitors and their own external conditions when formulating room sales price, occupancy rate and catering pricing policies, but should first consider them comprehensively from the perspective of cost to ensure the best income, which reflects the new concept of cost management reflected in the analysis of cost, volume and profit.

When analyzing the hotel cost, we must deeply understand its characteristics. Only by knowing its characteristics can we truly study and control it. Usually, the cost of hotels has fixed costs, which are divided into committed fixed cost and discretionary costs. The so-called committed fixed cost refers to the cost related to the ability to provide goods and services and binding on the ability to operate. For hotels, committed fixed cost is the cost related to the ability to provide rooms, such as depreciation of fixed assets, lighting, heating, property tax and the salary and welfare of managers. Committed fixed cost has two characteristics: first, its expenditure depends on the scale and quality of the enterprise's operating ability; Second, it is the basis for realizing the long-term goals of enterprises. Discretionary fixed cost is the cost that enterprises need to determine in a certain period of operation, and it is the cost that is affected by managers' short-term decisions, such as advertising expenses and staff training fees. Discretionary fixed cost has two characteristics: first, its expenditure is influenced by management decisions; Second, compared with committed fixed cost, its budget period is shorter, usually one year. For hotels, committed fixed cost can't take measures to reduce the total amount, but can only focus on rational use of room resources, improve service quality and relatively reduce its unit share cost; For discretionary fixed costs, this part of expenditure can be reduced as much as possible without affecting the hotel's operating ability and service quality.

in addition, there are ladder costs, such as the salary of the guest room or catering supervisor, which is a typical ladder cost. If the number of room attendants that a room supervisor can supervise is assumed to be no more than 1.5, the hotel must add another supervisor to supervise the added more waiters. There are also mixed costs, such as the basic management fee, incentive management fee and franchise fee when a hotel is entrusted to a management company, and the incentive management fee and franchise fee are often collected in a ladder or a specific way, with a fixed part and a part that will increase the ratio if certain benefits are achieved.

these costs of hotels should be targeted to analyze their characteristics. Only by in-depth analysis and understanding of its characteristics can it be effectively controlled to achieve the best benefits.

From the above analysis, we can also find that cost control is multifaceted. For example, the formulation of price policy should consider cost, which means that coordination and communication between departments are needed. This requires enterprises to communicate the ideas and ideas of cost management with relevant departments to help them analyze how to control costs reasonably and make cost-effectiveness reach the best state. Such as constantly changing the cuisine and taking advantage of the hotel industry? Menu project? The management method makes the increase of food price as inflexible as possible, and the guests are very willing to pay, etc., so that they can find ways and tap their potential along this line of thinking.

Third, establish the concept of total cost management, a new idea with the concept of improving cost awareness

The total cost management of hotels embodies the? Sanquan? That is, all staff, comprehensive and whole process, from every link of product design, production, management, organization and process, every department and employee can participate in cost management. Hotel cost management should be expanded from the simple operating cost content in the past to the generalized cost project content of the hotel, covering all the hotel costs and expenses, so as to make the hotel cost management content more comprehensive. The implementation of total cost management for hotels is mainly reflected in the following aspects:

First, in order to make hotel products have strong competitiveness in the market, cost management is not limited to saving, saving and simply reducing, but also extends its vision to the market demand of products, the development trend analysis of management methods and product design; Extend backward to the customer's feeling and satisfaction. According to the requirements of the whole cost management, it will involve the cost categories such as information source cost, technology cost and sales cost. All these cost contents should be managed by strict and meticulous scientific means to enhance the competitiveness of products in the market and make hotels invincible in the fierce market competition. For hotels under construction, value engineering analysis should be carried out in the design stage. A luxurious hotel may not be suitable for hotel management or excellent management, because its design function may not be the most suitable for hotel management.

second, with the development of market economy, intangible products are becoming more and more commercialized. Accordingly, the connotation of cost management should also be extended from material product cost to intangible product cost, and combined with hotel industry such as human resource cost, service cost, environmental cost and so on. The reserve of outstanding talents, the cultivation of backbone and the training of employees should be regarded as the important aspects of evaluating the general manager's performance in hotel enterprises.

Third, the research and analysis of management decision-making cost is also very important, which can avoid the huge losses caused by decision-making mistakes and provide a basis for ensuring enterprises to make the best decisions and obtain the best economic benefits. For example, the feasibility study, design fees, inspection fees, etc. are needed for hotel renovation. If the cost is simply considered and the selected professional institutions are not familiar with the hotel industry, then the scheme may not be the best scheme, which actually causes waste and unnecessary losses. On the contrary, the hotel chose a professional organization. Although the cost of feasibility study and design seems to be higher, the benefits after the transformation will bring expected or even unexpected effects to the hotel, so the money is well spent.

fourthly, the hotel should take the awareness of cost control as a part of corporate culture, eliminate the erroneous idea that the cost can no longer be reduced, conduct training and education for all employees, and require managers at all levels and all employees to fully realize that the potential of hotel cost reduction is endless, and everyone should pay enough attention to cost management and control.

the fifth is to form employees' awareness of democracy and self-management within the hotel. The cost of an enterprise is driven by subjective factors. Because people have the greatest initiative, human subjective motivation should also be an important factor driving the cost of enterprises. For example, employees' awareness of cost management, comprehensive quality, collective consciousness, sense of ownership of enterprises, work attitude and sense of responsibility, interpersonal relationships among employees and between employees and leaders are all subjective factors that affect the cost of enterprises, so they can also be regarded as the driving factors of costs. In the daily cost management of hotels, we actively use the research results of psychology, sociology, social psychology and organizational behavior, and strive to introduce an internal restraint and incentive mechanism into the employee behavior norms. According to the hierarchy theory of human basic needs put forward by Western psychologist Sloan, human needs can be divided into five levels from low to high, namely, physiological needs, security needs, social needs, respect needs and self-realization needs. The introduction of internal restraint and incentive mechanism is to pay attention to the highest-level needs of people, that is, the needs of self-development and self-realization. This mechanism emphasizes the self-motivation of human nature and does not need any external factors. It is not only the lowest cost management method, but also the most effective management method to reduce the cost by changing the traditional mechanism of punishment or simple reward commonly used by enterprises and realizing independent management.

IV. Conclusion

In short, in the cost management of the hotel industry under the modern market economy environment, we should look at the input compared with the output, study the relationship between the increase and decrease of the cost and the increase and decrease of the benefit, and select the cost decision-making scheme that is most conducive to improving the benefit with the guidance of improving the functional value of the cost. The hotel industry should decompose the cost form, promote the use of cost-volume-profit analysis method to make business decisions and adopt the best cost control strategy; At the same time, hotels should strive to improve the cost awareness of employees and implement systematic total cost management to improve the operating efficiency of the hotel industry.

reference

[1] Li Laier. Modern management accounting [M]. Beijing: Economy