Hotel Budgeting and Forecasting in Practice
Part V introduction Fixed Charges and the Integrated Financial PlanTake Gross Operating Profit below the line the operating team controls directly, and connect capital, below-GOP charges, cash, and the balance sheet into one integrated plan.
Complete edition
Continue with the complete web book Buying Hotel Budgeting and Forecasting in Practice opens Chapters 4–29 and the purchaser digital companions registered to those chapters.
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Reading sequence
Chapters in this Part 22 Capital Expenditure Budget, Asset Renewal, and FF&E Reserve Turning asset condition, mandatory work and strategic investment into a funded, phased and accountable project portfolio 23 Below-GOP Charges, Schedule 11, EBITDA, D&A, Interest, and Book Profit Protect the operating result before adding the owner burden and keep USALI and statutory reporting maps separate. 24 Cash Flow, Working Capital, Tax, Major Payments, and Funding Plan Turning book profit into daily collections, monthly liquidity, and an approximate cash requirement for the hotel 25 Budgeted Balance Sheet and Integrated Three-Statement Plan Connecting the approved P&L, capital plan and cash flow into a complete monthly financial position Previous ← Part IV close-outNext Chapter 22 →