USING THE SYSTEM OF DIRECT COSTING IN THE ANALYSIS OF THE PROFITABILITY OF THE ENTERPRISES OF THE HOTEL AND RESTAURANT BUSINESS

Abstract

The article examines the problem of information and analytical management support in order to increase the profitability of the hotel and restaurant business through the use of such a tool of management accounting as a system of simple and complex «direct costing». The structure of services provided by hotel and restaurant enterprises is analyzed. For the purposes of profitability analysis, the classification of services into such groups as hotel services, restaurant services and complementary services is proposed. An approach to the analysis of profitability of enterprises of hotel and restaurant business in terms of such objects as individual areas of activity (hotel management, restaurant business, provision of complementary services) is proposed. In terms of areas of activity, a comparative analysis of different approaches to the formation of financial results of the hotel and restaurant business was conducted. It was revealed that for the purposes of management, the application of the approach based on the indicator of the total cost and determining with its help the indicator of gross profit for certain areas of activity of the enterprises of the hotel and restaurant business is characterized by significant disadvantages associated primarily with the fictitious distribution of indirect (joint) fixed costs. It was revealed that for the purposes of operational management, it is more efficient to use the indicator of variable costs and the indicator of profit margin formed on its basis in the analysis of profitability. In addition, for the enterprises of the hotel and restaurant business, an alternative tool for information and analytical support of management in the form of complicated direct costing is proposed, which is based on the systematic distribution of costs for the constant and variable components and differentiated approach to the hierarchical decomposition of the fixed cost unit. Compared to the traditional approach, which is based on the use of the total cost and gross profit indicator, the proposed alternative approaches allow management to make more balanced and effective decisions, both operative (system of simple direct costing ) and strategic (system of complex direct costing).