P 7-23: Chicago Omni Hotel The Chicago Omni Hotel is a 750-room luxury hotel off
ID: 2385743 • Letter: P
Question
P 7-23: Chicago Omni HotelThe Chicago Omni Hotel is a 750-room luxury hotel offering guests the finest facilities in downtown Chicago. The hotel is organized in four departments: lodging, dining, catering, and retail stores. Each of these departments is treated as a profit center. Lodging is the largest profit center and is responsible for room rental, maids, reservations, main lobby, and bell captains. Dining operates the coffee shop, room service, and three restaurants out of a single kitchen. Catering services is separate from the dining operations. It offers banquet services to large parties, weddings, and business meetings through its own kitchen and staff separate from the dining department kitchen. However, dining and catering coordinate purchasing and staff scheduling. Retail is responsible for leasing space off the lobby to independent store owners (gift shop, car rental agencies, airline ticket counters, jewelry, flowers, toys, liquor, etc.). There are currently 14 independent stores operating in the hotel. Profit center managers are paid a salary and a bonus. The annual bonus depends on a number of factors, including their unites profits, customer satisfaction, and employee retention.
The following table presents budgeted operating data for the first year:
Lodging Dining Catering Retail Stores Total
Revenues ($ millions) $39.20 $9.80 $5.80 $1.90 $56.70
Separable operating expenses $31.10 $6.20 $3.50 $0.30 $41.10
Square footage (1,000s) 625 50 125 80 880
Number of employees 1,000 140 35 4 1,179
Besides the separable expenses traced directly to each profit center, the hotel incurs the following additional expenses:
Occupancy costs (interest, taxes, insurance) $5.6 million
Marketing costs $1.4 million
Administration (accounting, human resource, security, maintenance, and senior management $1.1 million
Total $8.1 million
Profit center performance is part of each profit center managers annual bonus. Also, to evaluate how each department of the hotel is performing, senior management desires a statement calculating a performance measure.
a. Design a performance report for the Chicago Omni Hotel. Provide a statement calculating the performance of each unit using your performance report format. This statement should calculate for each unit a bottom-line profit/loss, which will be used as part of the performance evaluation and reward systems.
b. Discuss the rationale underlying the design of the performance report you chose.
c. Using your report, discuss the relative performance of each profit center. Which ones are the best and which are the worst.
Explanation / Answer
(a) Particulars Logding Dining Catering Retail Total Revenues 39.2 9.8 5.8 1.9 56.7 Separable operating expenses 31.1 6.2 3.5 0.3 41.1 Occupancy costs on the basis of square footage 3.98 0.32 0.80 0.51 5.6 Administration costs on the basis of no of employees 0.93 0.13 0.03 0.00 1.1 Marketing costs on the basis of revenues 0.97 0.24 0.14 0.05 1.4 Profit 2.22 2.91 1.33 1.04 7.5 (b) Occupancy costs has been allocated on the basis of square footage used, as occupancy costs consists of interest, taxes, insurance, which as per normal parlance is being paid as per the floor area Administration costs has been allocated on the basis of no of employees, as admin costs consists of accounting, human resource, security, maintenance, and senior management, which are essentially people. marketing costs has been allocated on the basis of revenues, as the more the amount of marketing, the more will be the sales. (c) Loging is the best it provides highest revenue of $2.22m and retail is the worst, as it provides lowest revenue of $1.04m Happy to help
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