Why don’t I get a detailed banquet revenue forecast monthly? I first diagnosed conference services director disease at Hotel Vancouver in British Columbia, Canada where I held the position of Hotel Manager in the early 2000s. I call it conference services director disease because this position seems to develop this disease more often than other leadership roles in hospitality.
To get your non-financial managers to play ball with their numbers in your hotel you need a system that they can follow, a sort of road map they can use to stay on track every month. Teach them this and you will have an engaged team that buys into playing their financial part.
That’s right, your eyes and my fingers have not failed, I wrote the word on purpose “relationshift” and I got this word from my coach, Steve Chandler. He wrote a book with Michael Bassoff called relationshift and it's about fundraising and fundamentally changing the relationship between fundraisers and donors.
Do your hotel financial statements give you the information you need to effectively run your business? Are you able to see if your profits are where they should be in an enhanced top line statement? Do your statements measure flow thru? Do you record your rooms business by proper segments and track the rooms occupied, rate and revenue in each segment?
The business of managing the hotel finances is not terribly technical or complicated. What makes it challenging is that it’s usually a very large job involving many people. In a 500-room hotel, you can easily have 20+ forecast contributors. The communication system in the hotel is the key to both smooth management and predictive financial results. This is the how to.
I had a wonderful discussion with a hotel sales manager last week about a new hotel reservation platform that does not include any stops at an on-line travel agent, OTA. The sales manager explained to me that her mid-sized hotel did a couple of million dollars in corporate IT sales and that represented just over 12,000 room nights.