ORGANIZATION AND METHOD OF ACCOUNTING FOR REVENUES, EXPENSES AND FINANCIAL RESULTS IN THE HOTEL BUSINESS

Abstract

The article presents a comprehensive theoretical and methodological study of the organization and met-hodology of accounting for revenues, expenses and financial results in the hotel business in the context of the post-pandemic recovery of the world economy, increased population mobility and increased geopolitical challenges. The relevance of the topic is substantiated in view of the high sensitivity of the hotel business to fluctuations in demand, seasonality and macroeconomic factors, as well as its key role in the development of the hospitality and tourism industry. The specifics of hotel services as an object of accounting are considered, which consists in the simultaneity of their production and consumption processes, the impossibility of accumulating stocks of services, the time limitation of service provision and uneven occupancy of the room stock throughout the year. The features of income formation in the hotel business are analyzed, taking into account the multi-component nature of services, where, along with the main activity of providing temporary accommodation, additional services (catering, conference services, SPA, leisure, etc.) are of great importance. The structure of hotel business expenses is analyzed, including direct and indirect operating expenses, administrative and financial expenses, as well as the problems of their distribution between responsibility centers. The negative consequences of fragmented accounting of income and expenses are highlighted, which lead to distortion of financial results and reduce the quality of management decisions. Modern approaches to combining accounting and management accounting are studied, in particular, the integration of the hotel management system Pro-perty Management System (PMS) with financial and accounting systems, which ensures efficiency, accuracy and analyticality of accounting information. The importance of using key indicators of hotel business performance, such as ADR, RevPAR and GOPPAR, to assess profitability, occupancy rate of the room fund and operating profitability is highlighted. The results obtained indicate that the implementation of a comprehensive accounting system by responsibility centers, the use of modern information technologies and financial analytics creates the prerequisites for increasing the transparency of financial reporting, optimizing costs and ensuring strategic management in the hotel business.