Your figures can do more.
Moreover, who cannot measure, cannot control.
“Controlling” does not mean control, but monitoring. If entrepreneurs and managers cannot control and always need to rely on the good old gut feeling in their decisions, then the company is moving like a ship without a helmsman in a storm.
In addition, any slowdown becomes a problem like a wrong course setting.
The problem of lack of transparency in a hotel does not only arise through improperly used software. The result is already there, where all the relevant figures are, namely in sales, costs and the resulting key figures in your accounting. In most cases from the perspective of the Treasury, the booking is correct, but the transparent representation of operational success can be often optimized. At the deadline and as a forecast, it needs further tools than ordinary accounting.
The consequences of economically meaningful reporting, at least monthly, are far reaching:
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