MANAGERIAL ACCOUNTING OF FINANCIAL RESULTS AS A TOOL FOR INCREASING THE EFFICIENCY OF HOTEL BUSINESS ENTERPRISES

Abstract

The article examines the theoretical and methodological principles of managerial accounting of financial results of hotel business enterprises and substantiates its role as a tool for increasing the efficiency of activities. The relevance of the topic is due to the fact that in the conditions of the dynamic development of the hospitality sector, the effectiveness of the hotel enterprise is determined not only by the amount of income received, but also by the ability of man-agement personnel to timely assess the profitability of individual areas of activity, control costs, identify reserves for the growth of financial results and make informed managerial decisions. It is noted that traditional financial ac-counting ensures the formation of generalized information about the profit or loss of the enterprise, but it does not always make it possible to determine the reasons for their formation and evaluate the effectiveness of individual structural subdivisions, types of services, implementation channels and responsibility centers. The article focuses on the specifics of the hotel business, which directly affects the organization of managerial accounting of financial results. Such features include seasonal fluctuations in demand, the dependence of income on the level of occupancy of the room fund, the combination of basic, additional and related services, the multi-channel implementation of hotel ser-vices, a significant share of indirect costs, as well as the complexity of their substantiated distribution among individ-ual accounting objects. It is substantiated that under such conditions, the financial result should be considered not only as a final indicator of activity, but as a management category characterizing the efficiency of resource use, the organization of business processes, the quality of cost management and the effectiveness of individual areas of the enterprise's activity. The article reveals the importance of managerial accounting for the formation of an information base for planning, control, analysis and regulation of the hotel enterprise. It was determined that an effective mana-gerial accounting system should ensure the grouping of income by types of services and implementation channels as well as expenses – by economic content, places of origin, costing objects and responsibility centers. It is emphasized that the detailing of income and expenses allows to determine the real contribution of accommodation services, res-taurant service, conference service, SPA services, transfer, parking, laundry and other additional services to the for-mation of the overall financial result. An approach to calculating the financial result of a hotel business enterprise in the management accounting system is proposed. It provides for the consistent consideration of revenue by type of service or by centre of responsibility, direct costs, apportioned indirect costs and general economic expenditure. It is emphasized that such a calculation has not only a final, but also an analytical value, as it allows to determine profit-able and cost-intensive areas of activity, evaluate the effectiveness of individual divisions and identify reserves for increasing profitability. The significance of the margin approach, which makes it possible to assess the contribution of individual services to the coverage of fixed costs and the formation of profits, which is especially important for hotel enterprises with a high share of fixed costs, is considered separately. It has been proven that the use of manage-rial accounting of financial results contributes to increasing the validity of management decisions regarding pricing, budgeting, cost optimization, the formation of a range of hotel services and control over the efficiency of units. It was concluded that managerial accounting of financial results is an important prerequisite for ensuring stable develop-ment, increasing the profitability and competitiveness of hotel business enterprises. Its implementation makes it possi-ble not only to record the final financial result, but also to actively influence the process of its formation through the systematic management of income, expenses, responsibility centers and key performance indicators.