美國留學Essay作業(yè)-酒店行業(yè)財務表現
11-28, 2015
你會如何描述操作嗎（例如入住率，價格，房間單價等）和財務表現（例如稅前利潤-利息和稅收和直接管理費用）你需要銷售額和營銷支出整合以體現企業(yè)的財務指標。
在2005年，預計收益來自入住率7.4%的提升，隱性降低了行業(yè)平均數量，然而這個統計量大于市場增長率。這是意味著比競爭對手更高的成本，他們的競爭對手比阿斯特小屋更有能力吸引客戶。此外,公司在美國酒店行業(yè)整體利潤出現上市的第三個連續(xù)凈虧損。公司的目標應該是賺更多錢維持運作并壯大業(yè)務。持續(xù)五年的酒店業(yè)務零收入的情況代表阿斯特小屋的成本控制是失敗的。在一些特定的情況下,他們實際上可能會遭受面臨破產的危險。
How would you characterize the operational (e.g. occupancy rates, prices, costs per room, etc) and financial performance (e.g. EBITDA – Earnings before interest and taxes and direct admin expenses)of Astor lodges & Suites, Inc. You need to be able to link sales and marketing expenditure to corporate financial metrics.
The projected yearly earnings from occupancy increased of 7.4% in 2005, slimy lower the average amount of industry, however this statistic is greater than segment growth rate. This is meaning that higher costing than their competitors, their competitors have more strengthens than Astor Lodges & Suites to attract more consumers. Moreover, the corporation listed the third continuous net loss while U.S. hotel industry as a whole profit. The purpose of business ought to be earning more money in order to maintain their routine business operational cost and expand the business. The situation of zero revenue continues five year from the hotel business represented the cost controlled of Astor Lodges & Suites was failure while they have meet some specific situations, they may suffer from actually facing the danger of bankruptcy.
Also the non-performing assets means this enterprise is lack of ability to operate their business for making money which is possible caused by internal issues or their strategy occurred some mistakes. Hence, at that time the executive should instantly change their original marketing strategy, eliminating the horrible cost and inspired employees to pursue one goal that is make profits.
From the year of 2003, Astor Lodges & Suites closed twelve for under-achieving lodge properties and began three suite properties. Until the end of 2005, two under-performing lodge properties were closed by corporation as well opened one suite property. When considering the reasons about Astor Lodges & Suites closed twelve under-achieving lodge properties, it was possible for the corporation’s senior level recognize the serious problem and eventually made changing their operating policy. Sometimes, it was smart for abnegating less useful business or irreversible losses to find a new marketing.
Figure 1: Data Among Astor Lodges, Mid-scale and Economy Hotel in 2005
The lodging statistics shown that the company’s occupancy about to be $67.1% with $57.52 of average daily rate and $38.6 of revenue per room $38.6. Properties denoted development in accommodation and earnings each room in 2004. For the reason of “free-night” occupying promotion activities in the period of summer, the average daily rate was inferior in 2005. It was obviously seen from above table, the revenue per available room for Astor Lodges & Suites was much less than Mid-scale hotels, one reason was resulted by their marketing position was stuck the middle of mid-scale hotels and economy hotels, however the average daily rate of Astor Lodges & Suites and economy hotels was $57.52 and $50 respectively, there was less differentiation in the prices. These phenomena were due to the reason of room occupancy, the occupancy rate of Astor Lodges & Suites even greater than the formal mid-scale hotels, and far more higher than the economy hotels. It can be illustrated that the media advertising of Astor Lodges & Suites was successful so that many guests were willing to live here and the branding acceptance was increasing at that time. Moreover, the discount activity was greatly prompt people’s motivations for trying to live here due to the marketing strategy. The positive aspects of this activity included increasing the occupancy rate, attracting more leisure or family guests and bolster a lot of loyalty consumers. Whereas, the negative factors which was possible to impact on the revenue and reduce the profit for Astor Lodge & Suites Hotel.
The lodging expenditure to be $211 million for 2005 that contains diversified costs such as direct labor expenses, utilities expenditure, and supplies cost. The direct cost per room expect $28.75 in 2005 because there are more requirements of workforce and utility costs. However, other expenses projected at $62.5 million which contains capital taxation, repairing, recasting, insurance, entity allocations. The improvement of loyalty program, website, reservation system also consumed.#p#分頁標題#e#
The expense of corporate has raised $5.9 million to $44.9 million over the year of 2004. Because the employee compensation need to be upgraded, also the consumption among health insurance, IT expenditure, and the marketing costs are increased during the year of 2004 to 2005. The company, otherwise, started two domestic purchase plot at the beginning of 2005. For an organization, it is important for the senior management level focus on the labor storage and employees training. A higher skills the employees have in an organization will bring more benefit than the less competitive workers in many aspects. For example, a well-trained or high skills employees can face many kinds of challenges while some emergency situation happened. It is a little bit difficult for finding numerous distinction among all workers during the routine work, whereas, some positions need outstanding personalities and characteristics are not able to be burdened by anyone. From other side, Astor Lodge & Suites slightly increased the expensive on staffs was not able to stimulate the motivation of employee. However, the training program was becoming more abundant than previous so that the workers through those training project can enhance their individual’s skills and knowledge.
Figure 2: U.S. Hotel Operating Statistics by Hotel Segment: Historical Data & Projection
(Roger & Robert, 2013)
在2005年，預計收益來自入住率7.4%的提升，隱性降低了行業(yè)平均數量，然而這個統計量大于市場增長率。這是意味著比競爭對手更高的成本，他們的競爭對手比阿斯特小屋更有能力吸引客戶。此外,公司在美國酒店行業(yè)整體利潤出現上市的第三個連續(xù)凈虧損。公司的目標應該是賺更多錢維持運作并壯大業(yè)務。持續(xù)五年的酒店業(yè)務零收入的情況代表阿斯特小屋的成本控制是失敗的。在一些特定的情況下,他們實際上可能會遭受面臨破產的危險。
How would you characterize the operational (e.g. occupancy rates, prices, costs per room, etc) and financial performance (e.g. EBITDA – Earnings before interest and taxes and direct admin expenses)of Astor lodges & Suites, Inc. You need to be able to link sales and marketing expenditure to corporate financial metrics.
The projected yearly earnings from occupancy increased of 7.4% in 2005, slimy lower the average amount of industry, however this statistic is greater than segment growth rate. This is meaning that higher costing than their competitors, their competitors have more strengthens than Astor Lodges & Suites to attract more consumers. Moreover, the corporation listed the third continuous net loss while U.S. hotel industry as a whole profit. The purpose of business ought to be earning more money in order to maintain their routine business operational cost and expand the business. The situation of zero revenue continues five year from the hotel business represented the cost controlled of Astor Lodges & Suites was failure while they have meet some specific situations, they may suffer from actually facing the danger of bankruptcy.
Also the non-performing assets means this enterprise is lack of ability to operate their business for making money which is possible caused by internal issues or their strategy occurred some mistakes. Hence, at that time the executive should instantly change their original marketing strategy, eliminating the horrible cost and inspired employees to pursue one goal that is make profits.
From the year of 2003, Astor Lodges & Suites closed twelve for under-achieving lodge properties and began three suite properties. Until the end of 2005, two under-performing lodge properties were closed by corporation as well opened one suite property. When considering the reasons about Astor Lodges & Suites closed twelve under-achieving lodge properties, it was possible for the corporation’s senior level recognize the serious problem and eventually made changing their operating policy. Sometimes, it was smart for abnegating less useful business or irreversible losses to find a new marketing.
Figure 1: Data Among Astor Lodges, Mid-scale and Economy Hotel in 2005
| Data | Occupancy | Average Daily Rate | Revenue per available Room |
| Astor lodges & Suites | 67.1% | $57.52 | $38.60 |
| Mid-scale Hotel | 65.4% | $73 | $48 |
| Economy Hotel | 55.3% | $50 | $27 |
The lodging statistics shown that the company’s occupancy about to be $67.1% with $57.52 of average daily rate and $38.6 of revenue per room $38.6. Properties denoted development in accommodation and earnings each room in 2004. For the reason of “free-night” occupying promotion activities in the period of summer, the average daily rate was inferior in 2005. It was obviously seen from above table, the revenue per available room for Astor Lodges & Suites was much less than Mid-scale hotels, one reason was resulted by their marketing position was stuck the middle of mid-scale hotels and economy hotels, however the average daily rate of Astor Lodges & Suites and economy hotels was $57.52 and $50 respectively, there was less differentiation in the prices. These phenomena were due to the reason of room occupancy, the occupancy rate of Astor Lodges & Suites even greater than the formal mid-scale hotels, and far more higher than the economy hotels. It can be illustrated that the media advertising of Astor Lodges & Suites was successful so that many guests were willing to live here and the branding acceptance was increasing at that time. Moreover, the discount activity was greatly prompt people’s motivations for trying to live here due to the marketing strategy. The positive aspects of this activity included increasing the occupancy rate, attracting more leisure or family guests and bolster a lot of loyalty consumers. Whereas, the negative factors which was possible to impact on the revenue and reduce the profit for Astor Lodge & Suites Hotel.
The lodging expenditure to be $211 million for 2005 that contains diversified costs such as direct labor expenses, utilities expenditure, and supplies cost. The direct cost per room expect $28.75 in 2005 because there are more requirements of workforce and utility costs. However, other expenses projected at $62.5 million which contains capital taxation, repairing, recasting, insurance, entity allocations. The improvement of loyalty program, website, reservation system also consumed.#p#分頁標題#e#
The expense of corporate has raised $5.9 million to $44.9 million over the year of 2004. Because the employee compensation need to be upgraded, also the consumption among health insurance, IT expenditure, and the marketing costs are increased during the year of 2004 to 2005. The company, otherwise, started two domestic purchase plot at the beginning of 2005. For an organization, it is important for the senior management level focus on the labor storage and employees training. A higher skills the employees have in an organization will bring more benefit than the less competitive workers in many aspects. For example, a well-trained or high skills employees can face many kinds of challenges while some emergency situation happened. It is a little bit difficult for finding numerous distinction among all workers during the routine work, whereas, some positions need outstanding personalities and characteristics are not able to be burdened by anyone. From other side, Astor Lodge & Suites slightly increased the expensive on staffs was not able to stimulate the motivation of employee. However, the training program was becoming more abundant than previous so that the workers through those training project can enhance their individual’s skills and knowledge.
Figure 2: U.S. Hotel Operating Statistics by Hotel Segment: Historical Data & Projection
| Media | Fiscal 2005 ($) | Fiscal 2004 ($) | Fiscal 2003 ($) |
| Magazine | 3.236.240 | 2.780.000 | 1.659.800 |
| Newspaper | 4.096.965 | 3.975.000 | 3.020.000 |
| Outdoor | 519.7 | 558.5 | 651.75 |
| Spot television | 2.340.266 | 1.875.500 | 1.488.420 |
| Cable Networks | 1.048.589 | 975.5 | 689.367 |
| Radio | 257.74 | 425.5 | 540.663 |
| Internet | 1.000.500 | 750 | 0 |
| Total | $12.500.000 | $11.360.000 | $8.050.000 |
| Expense Category | Fiscal2005 | Fiscal2004 | Fiscal2003 |
|
Sales Preventatives (salary,bonus,fringe benefits) |
$ 3.841.400 | $ 3.634.255 | $ 3.251.375 |
| Sales and Marketing | $500.20 | $479.96 | $354.45 |
|
Administration (salary,bonus,fringe benefits) |
|||
| Sales Materials | $15.21 | $10.00 | $15.65 |
| Travel | $315.25 | $285.65 | $265.55 |
| Sales and Marketing Research | $60.00 | $0.00 | $50 |
| Total | $ 4.732.100 | $ 4.409.865 | $ 4.117.025 |
(Roger & Robert, 2013)
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