Stenden Hots Part C

SCM HOTEL MODULE ASSIGNMENT PDO PART C SCM HOTEL MODULE ASSIGNMENT PDO PART C new(prenominal) run Expenses at the society which makes a senior proud perturbation and a bad staff satibout . e in the HOTS game. division 2011-2012 faculty 3 Team 8 early(a) operational Expenses at the participation which makes a high turnover and a bad staff satibout . e in the HOTS game. Year 2011-2012 Module 3 Class 2PDOd Team 8 Inhalt 1 Performance dashboard course of instruction 2 & group Aere 33 lend turnover4 opine 1 kernel tax income. 4 paradigm 2 salary income5 Figure 3 f atomic number 18 inha eccentric sold6 Figure 4 Room tenancy %7 Figure 5 The fair room rate (ARR)8Figure 6 Revenue per available room (RevPAR)9 Figure 7 Public sentiency10 Figure 8 Staff turnover ( twelvemonthbook %)11 bench mark Internal category 2 &type A 3 using sport analysis12 gross sales13 Cost of sales13 payroll and Related13 Gross internet less wages13 different bespeak cost13 Total furbish up costs14 Income before taxes IT14 3. 3 benchmark Internal form 2&3 using DuPont analysis15 3. 4 Benchmark Best in competitive set17 3. 5 Benchmark with the industry19 Conclusion21 Performance dashboard class 2 & 3 In the chapter performance dashboard of stratum 2 & 3 an analysis of important protrudes in relation to the business SMC testament be given.The figures entail e truly month from every social class this means 4 days argon shown, year 0 until year 3. A congeries of 9 figures is used and will be individually explained. Total turnover Figure 1 Total revenue. The fit revenue of hotel SCM drive out be free-base in figure 1 which is shown above. The prevail two years the hotel do a locoweed to a greater extent than than revenue than previous years, this butt joint be explained by the coronation of the entrepreneurs. In the last two year to a greater extent revenue gage be made because of the investment in year zero and oneness. Due to investment t he facilities and comfort of hotel SCM expanded which numbers in high revenue.Figure 2 Net income The inter win income over the 4 years that SCM exists ar shown in figure 2. There is a lot fluctuation within one year especially when looking at January and December year one. In year one and a little less in year two the accedes shows that the figures atomic number 18 low and even negative. Year 2 and 3 are a bit more constant but with a remarkable negative figure in phratry year 2. These negative figures is due to the investments that are made. Implementation of serve, refurbishment and investing in food marketing makes the fare direct costs high which warps the net income negatively.After year one the average net income increased enormously. There were no big investments any longer and therefore no high cost which would influence the net income in a negative way. Figure 3 Total rooms sold In figure 3 an overview of the total rooms sold is shown. The hotel opened in year zero and from that morsel on the line is innovative which means on average a growth in total rooms sold can be reasond. In year 1 on average 2797 rooms were sold on monthly basis, in year 2 this number was 4196. The last year the total rooms sols increased again to 4699 rooms average sold on monthly basis.On average hotel hitherto improved itself every year with number of rooms sold because the total increased every year. Figure 4 Room occupancy % In figure 4 the room occupancy in regions is shown for the 4 years that hotel SCM exists. In year zero the occupancy percentage was the lowest and the highest for year three because of the progressive line which was also shown in total rooms sold. On yearly basis a unchanging line is shown with in April a high percentage and a decrease in occupancy percentage at the end of the year, this is relate to the high and low duration so is totally understandable.The low occupancy percentage in year zero can be explained due to the fact tha t the rooms werent done so couldnt be sold. Figure 5 The average room rate (ARR) The average room rate of hotel SCM is related to figure 5. The average room rate is pretty stable and is make full to the line of 100. Year one is on average near 10 $ dollars get off and year 2 shows relatively unstable line . The average room rate for year zero was 100. 10,for year one this is the lowest with a rate of 95. 38, year two shows an average room rate of 98. 32 and for the last year which is year three it is the highest with 103. 5. Figure 6 Revenue per available room (RevPAR) Figure 6 gives an inside in the revenue per available room (RevPAR) of hotel SCM. The figure shows the influence of the high and low season again January and December are low season and show a set about RevPAR, where July, August and September which are high season show the highest RevPAR. When comparing January year 3 40. 74 to August year 3 93. 92 this is a difference of 53. 18 in RevPAR all due to the influence of the high and low season. The RevPAR increased every year of existents of hotel SCM. Figure 7 Public awarenessPublic arwareness which can be found in figure 7 was approximatelything that was very important for hotel SCM thats why a lot investments were made in marketing. It shows how aware the worldly concern is of the existents of hotel SCM. In Year zero the hotel started with a very high universal awareness, in Year 3 the public awareness was the highest which is very positive because after 4 years people are still aware of the hotel. The high public awareness can be explained by the high investment in marketing, but is shows that its contributing and has a positive effect. The average public awareness for year zero 37. 65, for year 1 28. 65, for year 2 38. 07 and for the last year which is year 3 it was 48. 08. Figure 8 Staff turnover (annual %) Figure 8 shows the staff turnover in annual % over the 4 years. The figure shows that only year 1 is relatively stable year 1 and 3 are very unstable and fluctuated every month. In year zero the staff turnover was the lowest with an average of 27. 53%, in year 1 it increased to the percentage of 43. 44%, in year 2 it increased again while the average was 64. 13% and in year 3 this was the highest with an average of 70. 34%. Benchmark Internal year 2 & 3 using variance analysisIn this chapter the differences between the work out and the unquestionable results from year 2 and 3 will be given. A table with the estimated cipher which were made in HOTS assignment part B will be shown and explanation for the substantial results will be given. The budget in assignment B was based on the results of year 1. Year 1 Budget y2 Budget y3 Sales Rooms 3. 834. 606,00 6. 820. 937,50 9. 695. 312,50 viands 1. 943. 338,00 2. 332. 005,60 2. 681. 806,44 Beverage 887. 156,00 505. 689,20 581. 542,58 Other 328. 258,00 393. 909,60 452. 996,04 6. 993. 358,00 10. 052. 541,90 13. 411. 57,56 Cost of Sales Room 18. 321,0 0 32. 589,11 82. 397,41 solid food & Bev 1. 182. 670,00 1. 185. 678,72 1. 366. 999,36 Other 62. 957,00 75. 548,40 104. 256,79 1. 263. 948,00 1. 293. 816,23 1. 553. 653,57 Payroll & Related Front status 203. 371,00 166. 799,36 208. 499,20 class keeping 289. 856,00 166. 799,36 208. 499,20 Food & Bev 423. 309,00 416. 998,40 500. 398,08 Other 52. 594,00 109. 527,60 153. 338,64 969. 130,00 860. 124,72 1. 070. 735,12 Gross value less Wages Room 3. 323. 058,00 6. 54. 749,67 9. 195. 916,69 Food & Bev 1. 224. 515,00 1. 235. 017,68 1. 395. 951,58 Other 212. 707,00 208. 833,60 195. 400,61 4. 760. 280,00 7. 898. 600,95 10. 787. 268,87 central adm. Payroll 320. 224,00 250. 000,00 240. 000,00 Total Other Direct Costs 2. 347. 026,00 1. 200. 000,00 1. 150. 000,00 Income before FC 2. 093. 030,00 6. 448. 600,95 9. 397. 268,87 Total Fixed Costs 1. 180. 850,00 750. 000,00 850. 000,00 Income before IT 912. 180,00 5. 698. 600,95 8. 547. 268,87 Table 1 estim ated budget year 2 +3 SalesFor sales in year one the total fall 6. 993. 358,00 the hotel expected an amount of 10. 052. 541,90 based on the findings in table 1 out of assignment b. The actual sales income for year 2 is 12. 504. 685,00 so the actual result is part than expected. In year 3 the entrepreneurs expected an amount of 13. 411. 657,56 which was actually 14. 227. 255,00 again the result is fall apart than expected. These result can be explained because of the ARR that increased where in year 1 the figure ARR was around 90 in the 3 year it is around the 105/110. Cost of sales In year 2 hotel SCM expected a total of 1. 293. 16,2 in cost of sales but results in 2. 428. 178,00 which is or so 2 times that high. For year the 2 estimated amount was1. 553. 653,57 this was actually 2. 631. 055,00. The big difference in the estimated budget and the actual figures can be explained due to the high marketing costs which were made as mentioned in chapter 1 figure 7. High costs in marke ting resulted in a high public awareness which was advantageously for the company.Payroll and Related 1. 362. 446,00 is the actual total amount for year 2 for payroll and related while the estimated amount was 860. 124,72, for year 3 the expectations were an amount of 1. 70. 735,12 which was finally 1. 556. 499,00. These amounts are a lot higher due to the homeworks and employee costs which are made, hotel SCM had a high occupancy so all employees were needed and training was necessary to remain customer satisfaction and quality. Of course the training and salaries influence employee satisfaction and the entrepreneurs believe that skilful employees do their job better. Gross profit less wages In year 2 a decrease in gross profit less wages is estimated to the amount of 7. 898. 600,95 and resulted in 8. 797. 635,00 which is a bit higher, for year 3 10. 787. 68,87 was expected where 10. 134. 228,00 which is a bit discredit. The budget is very close to the estimated budget in year 2 the gross profit is 70,4% and in year 3 even 71,2% on the income statement. Other direct costs 3. 692. 438,00 instead of 1. 200. 000,00 for other direct costs in year 2, 4. 687. 714,00 instead of 1. 150. 000,00. These figures are tremendously higher than were estimated, this is due to investment in facilities. The strategy of hotel SCM was non to spend that much on refurbishment but to remain quality the hotel had to do it to be able to compete with the other hotels.Therefore no hotel shop was built because otherwise the other direct costs would be even higher. Total fixed costs In year 1 the Total fixed costs percentage was 16. 9% which meant 1. 180. 850,00$, for year 2 and estimation of 750. 000,00 was made and resulted in 1. 159. 593,00 (9,3%). In year 3 estimated budget was 850. 000,00 which was finally 1. 053. 443,00 (7,4%). The estimated budget was actually very low when looking at the percentage. The percentage for the fixed costs has decreased which is healthy and are rel atively low, which is positive for hotel SCM. Income before taxes IT The income before IT year 2 was 3. 509. 143,00 which is lower than the expected amount of 5. 698. 600,95. 3. 913. 793,00 was the income before taxes in year 3 which is a lot lower than the estimated amount of 8. 547. 268,87. The income before taxes are a lot lower than expected which is unfortunate. 3. 3 Benchmark Internal year 2&3 using DuPont analysis In the following Text is explained which progress the Hotel SCM did based on the DuPont analysis. As one can see in the DuPont analysis year 2 related to year 3 the net profit and total revenue increased.That is positive but looking at the ratios analogous net profit margin, asset turnover, return on asset, financial leverage multiplier and return on truth it can be considered that SMC performed in year 2 better even the net profit is lower. The Profit margin is an indicator for profitability in a company. It shows how much money is made out of the total revenu e in percentage. In some(prenominal) years it was made around 20% which Is very good but in year 3 it was a bit lower. The reason was more costs which take down the net profit. In both years is the asset turnover around 0. 9.That is all right because when the profit margin is high then in the near cases the asset turnover is low. That doesn? t mean that SCM performed bad, is only when a unspoken rule in finance, because of that you have to take more than one ration in consideration to decide which company is healthy or not. Return on assets is in year 3 17,03% and in year 2 18,07%. It can be conclude that the ROA decreased just 1%. It is interest for new investors. A high ROA means that the company generates a lot of money out of a lower investment. So actually it can be assumed that investing more money can generate more profit.Furthermore the financial leverage multiplier is very important. In both years it is 1,21, that is for investors a good indicator to judge on the health iness of an company. A high leverage means that a Company covers the investments with foreign money. A low number means that the company uses the gained money to reinvest. The reason because SMC has a low leverage is because it was no need to invest a higher amount of money like to build more rooms so SMC had not taken a higher impart or need to sale mire share which is not possible in the HOTS game.Moreover the last and one of the most important ratios is Return on equity. A high ROE is necessary for a company to collect more shareholders which invest in the company. It decreased in year 3 but it is still more than 20 %. SMC performed in both years very good just in year 3 it was worse. 3. 4 Benchmark Best in competitive set SMC had an end ranking of the 3rd place. We are going to compare ourselves to Lilihotel which won the game. Operations SMC had the highest RevPar so it is not necessary to compare it. The gross operate Profit was 34,91 % and lilihotel had 43,79%.That means l ilihotel gained more money with less costs. Moreover lilihotel had a higher rooms market share. The reason is that lilihotel built more rooms so it could be sold more as closely and it was sold 7 more in average compared to SMC. Owner SMC had 29,35% ROCE and lilihotel 40. 85%. That ratio shows how much the companies gained fend for out of the investment. The Hotel SMC did not invest so much in year 2 and 3 so the performing was worse. It was no Hotel shop and no more rooms were built even that SMC had no loan anymore. Looked at the balance sheet of the company SCM, there were more the 3 million $ on the ccount. On one hap it is positive to have saved money but so much is hurt to safe because the money could be invested to generated more. Guest SMC is better than lilihotel so it should not be compared. But SMC was not as good as Team 7 which reached 100% lymph gland satisfaction. It can be explained because the companys image index was 109,81 compared to SMC which just had 74,76 . The reason can be the missing Hotel shop. Staff Of both Hotels is the Staff satisfaction the comparable with 70%. SMC got the lower ranking because the staff turnover was lower than at lilihotel.The winner in that part was Team 7. They had the lowest staff turnover. That mean the company had a better planning in staff hiring in busy times. Overall it can be concluded that in every part were little differences, so it cannot be told that SMC performed so much less than lilihotel. 3. 5 Benchmark with the industry Hotel SMC Year 3 Hosta 2011>250 rooms Differences Revenue Rooms 50,7% 58% -7,3% Food 30,67% 24% 6,67% Beverage 12,33% 8% 4,33% Other income 6,3% 10% -3,7% Total Revenues 100% 100% Cost of Sales Food 12,1% 7% 5,1% Beverage 5,0% 2% 3,0% Other Departments 0,7% 1% -0,3% Total Cost of Sales 17,8% 10% 7,8% Payroll & Related Rooms 5,3% 10% -4,7% Food & Beverage 5,0% 14% -9,0% Central disposal 2,7% 4% -1,3% Other departments 0,7% 3% -2,3% Total Payroll & Relat ed 13,7 31% -17,3% Other Operating Expenses Rooms 6,9% 5% 1,9% Food & Beverage 1,3% 2% -0,7% Other departments 0,6% 2% -1,4% Total Other Operating Expenses 8,8% 9% -0,2% Undistributed Operating Expenses Administration & General 2,6% 3% -0,4% marketing 13,5% 3% 10,5% Energy Cost 0,3% 3% -2,7% Property Operating 1,9% 2% -0,1% Total Undistributed Expenses 18,3% 11% 7,3% Total Expenses 58,6% 61,2% -2,6% Income Before Fixed Charges 34,9% 38,8% -3,9% In the following the company SMC is compared to the Hosta report 2011 which is a report round the industrial averages in the hospitality industry. In that case we are just focusing on hotels with more than 250 rooms. Revenue In Food & Beverage the Hotel SMC performed better than the industrial average.In Food 6,67% better and in Beverage 4,33% better. Moreover the company is worse in rooms and in the account other income that can be because it was not implemented a Hotel shop. As well SMC did not build more rooms. It can be co ncluded that SMC need more time to run the business properly to reach the industrial average in Rooms to gain more revenue. Cost of Sales In total SMC had 7,8% more cost of sales than the average. That shows that a lot of improvement is necessary. The right balance between marketing, suppliers, extra services and the total revenue.Sometimes should SMC lower the standard to gain more net profit because the cost a lower than as well. Payroll & Related Take the Hosta report in consideration than it shows that the hotel SCM is 17,3% lower in Payrolls as the average. First it looks positive because that means less costs on the other hand when the employees now that there are underpaid related to the average then the will not work anymore at the company which makes a high turnover and a bad staff satisfaction. Other Operating Expenses The company SCM had 1,9% more expenses the in the hosta report. Moreover the total is 0,2% lower than the average.It can be conclude that the expenses a relative high because the hosta report is for hotels with more than 250 rooms. SMC has exactly 250 rooms which means that the expenses are to high. In the next year It should be figured out how to lower it. Undistributed Operating Expenses SMC is outgo too much on marketing, 10,5% more than the average. But overall the total expenses are 2. 6 lower the industrial average which means that SMC do a good performance in that part. But on the long term the Hotel has to increase the income because it is 3,9% lower than in the hosta report mentioned. ConclusionFinancial Based on the findings showed in chapter 3. 3 the conclusion is drawn that the hotel is very healthy. The ROA decreased 1% which basically means when there will be more investment, the profit will increase and the financial leverage multiplier staid the same with 1,21. Operations What we have seen before, the operations on building new facilities was not that important in year 2 & 3. The hotel did not build extra rooms o r hotel show, but did, again, a lot of refurbishments. Technology and maintenance Like said before, there were some refurbishments done in rooms, front office and restaurant.This was done because of the lower guest ranking. HRM The costs of staff training was very high. This caused mayor other costs and the company did not really create a very constant amount of staff turnover. Marketing SCM hotel spent a lot of money on marketing, far more than its competitors. This resulted in very high costs, but also in a very high, constant public awareness. succeeding(prenominal) year Next year the hotel should try to sell more rooms. This cannot be done with spending more money on advertising, but in positive experiences and mouth to mouth.In addition the staff need to be well trained, although it would be recommended not to higher the staff training costs. This needs to be done with improved planning skills and a better schedule In addition, because of the opportunities in the Return on Ass ets, it would be wise to make some investments during year 4. There is no loan to take care of, so it could be a very big one which requires a lot of money. Moreover there should be a good guest and staff survey, what they think about the company and what needs some attention, so the hotel can provide better service to the needs of its employees and the guests. Appendixa