Define the problem
Clarify the management question before jumping to a metric or explanation.
eHMS Hotel Decision Guides
Start with the problem in front of you.
Decision Guides sit between a free article and a full-length book. Each one takes a defined hotel-management problem through the evidence, method, worked example and next action.
01
Reporting & performance
02The Monthly Hotel P&L Review
A Practical Method to Find the Material Variance, First Driver and Next Management Action
Work through this problem →Budgeting & forecasting
0313-Week Cash Flow for Hotels
Know When Cash Gets Tight — and What Management Must Do Before It Happens
Work through this problem →Food And Beverage
04My Food Cost Is Too High — Where Is the Loss?
A Practical Hotel Food Cost Investigation Guide
Work through this problem →Food And Beverage
Your Best-Seller May Be Your Worst Menu Decision
A Practical Guide to Better Menu Profitability with the eHMS TRAIL Method
Work through this problem →How a Decision Guide works
Shorter than a book. More actionable than an article.
The format makes the working logic visible before you decide whether to use the complete guide.
Read the evidence
Use the financial or operating evidence that actually diagnoses the issue.
Apply the method
Follow a focused workflow, calculation or worked example.
Take the next action
Finish with a practical decision, follow-up or companion working file.
Current Decision Guides
5 focused guides for specific hotel decisions.
Guide cover art, pricing, access status and companion records come from the current catalogue. Future published guides enter automatically.
Reporting & performance
The Monthly Hotel P&L Review
A Practical Method to Find the Material Variance, First Driver and Next Management Action
A focused hotel management guide for identifying the material P&L movements that matter, tracing the first supported driver, assigning the right management response, and checking the result again next month.
- Find the three to five movements that deserve management time
- Separate cause from consequence
6 connected resourcesCompanionTemplateWorkbook
Restaurant Financial Performance Review
From Customers and Revenue to Contribution, Cost and Next-Month Action
A practical restaurant performance-review guide for owners, operators, managers, chefs and finance professionals. Follow the customer through demand, revenue, retained economics, food and beverage cost, labour and operating costs to identify what moved, why it moved and what management should change next month.
- Analyse revenue by meal period, covers, orders and average spend
- Understand customer source, channels, promotions and acquisition economics
2 connected resourcesWorkbook
Budgeting & forecasting
13-Week Cash Flow for Hotels
Know When Cash Gets Tight — and What Management Must Do Before It Happens
Build a 13-week weekly cash forecast for a hotel, identify the first liquidity-floor breach and funding gap, and turn cash pressure into controlled management actions before the decision window closes.
- Reconcile opening usable cash and define a hotel-specific liquidity floor
- Translate rooms demand, collection behaviour, receivables and other operating activity into weekly cash receipts
2 connected resourcesWorkbook
Food And Beverage
My Food Cost Is Too High — Where Is the Loss?
A Practical Hotel Food Cost Investigation Guide
Investigate a high hotel Food Cost result before reacting. Validate the reported number, reconcile actual consumption against what the actual sales should have consumed, separate menu economics from operating or control gaps, follow the product through the operation, and close the review with one evidence-backed action and verification test.
- Validate the Food Cost result before asking Operations to act
- Calculate actual consumption and compare it with expected usage from actual sales and approved recipes or yields
1 connected resourcesWorkbook
Your Best-Seller May Be Your Worst Menu Decision
A Practical Guide to Better Menu Profitability with the eHMS TRAIL Method
Go beyond the four-box menu-engineering label. Use the classical popularity and contribution matrix as a SCREEN, follow priority items through TRAIL — Trend & Target, Retained Economics, Activity & Capacity, Interactions and Line-up Role — then TEST a controlled intervention before treating a menu decision as proven.
- Use classic popularity and contribution as a SCREEN rather than an automatic action rule
- Judge whether the current menu classification is representative and aligned with the item’s intended role
1 connected resourcesWorkbook
Choose another depth
Use the shortest resource that still solves the problem.
Free Knowledge
I need to understand the idea.
Start with an article or explainer when you are still defining the issue.
Browse Knowledge →Decision Guides
BooksI need one practical answer.
Use a focused guide when one management question needs a method and next action.
You are hereI need deeper capability.
Use a full book when the issue connects to a wider reporting, budgeting or leadership system.
Explore Books →ToolsI already know the method.
Move directly into a calculator, assessment or working application when you are ready to apply it.
Open Tools →One defined problem
Find the guide that gets you from evidence to action.
Start with the public preview. Access and companion choices remain explicit on each individual guide page.