Comprehensive Budget Management Of Three-star Hotel In Chengdu- A Case Study Of FH Hotel

With the development of society, companies are increasingly aware that well-managed approach is to protect the healthy development of enterprises. Comprehensive budget management as a good management practice with its unique characteristics is favored by managers. Although many domestic enterprises have begun to use comprehensive budget management, but the effect is uneven. Many companies caught in the bottleneck of management. In holiday season, the crowded Chinese attractions shows the development of the tourism industry is in full swing, but also led to the development of tourism, such as hotels and other peripheral industries. Three-star hotel as the largest number of star hotels, is facing the opportunity to take off. But the system is not perfect so that the three-star hotels put themselves on the spot during the comprehensive budget management. In this paper, by the combination of the standard research method and case study method, I put forward some ideas.In chapter 1, research background, contents, methods and the research status of comprehensive budget management at home and abroad are introduced. In chapter 2, it describes the concept, characteristics, mode and round-robin fashion of the comprehensive budget management, and the three-star hotels’ characteristics of the comprehensive budget management are also described. In chapter 3, the status of the comprehensive budget management of three-star hotels in Chengdu are investigated and analyzed in the form of anonymous questionnaires. After the visit to more than forty three-star hotels in Chengdu issued to recover more than one hundred questionnaires from matching the comprehensive budget and strategy, the preparation of a comprehensive budget execution and control, and evaluation aspects were analyzed and found the analysis of the preparation is not enough, budgetary slack, the financial sector does not effectively supervise and junior staff less prepared to participate. In chapter 4, it describes the FH hotel’s problems of the comprehensive budget management, through the analysis of the current situation. Its problems compared with the three-star hotel in Chengdu widespread problem, in addition to the budget almost no slack, the other three were found, but there are ambitious budget, complex comprehensive budgeting process and irrational evaluation system. In chapter 5, it is the focus of this article. It advances some suggestions to the FH hotel about the comprehensive budget management:focus on strategic, comprehensive consideration of internal and external environment; improve the comprehensive budgeting process, so that simplify the process, so time saving; cost of zero-based budgeting; improve the approval process, so that in case there is data to support strict examination and approval; establishment of early warning mechanisms, real-time monitoring of the cost; improve the appraisal system, the introduction of the Balanced Scorecard mechanism. Finally, the full text summary of the contents of the foregoing summarized and explained shortcomings, related research after prospected.