we discussed the use of budgets for planning. We now consider how budgets are used by management to control operations. In the Feature Story on the Tribeca Grand Hotel, we see that management uses the budget to adapt to the business environment. This chapter focuses on two aspects of management control: (1) budgetary control and (2) responsibility accounting.
Pumpkin Madeleines and a Movie
Perhaps no place in the world has a wider variety of distinctive, high‐end accommodations than New York City. It’s tough to set yourself apart in the Big Apple, but unique is what the Tribeca Grand Hotel is all about.
When you walk through the doors of this triangular‐shaped building, nestled in one of Manhattan’s most affluent neighborhoods, you immediately encounter a striking eight‐story atrium. Although the hotel was completely renovated, it still maintains its funky mid‐century charm. Just consider the always hip Church Bar. Besides serving up cocktails until 2 A.M., Church’s also provides food. These are not the run‐of‐the‐mill, chain hotel, borderline edibles. Church’s chef is famous for tantalizing delectables such as duck rillettes, sea salt baked branzino, housemade pappardelle, and pumpkin madeleines.
Another thing that really sets the Tribeca Grand apart is its private screening room. As a guest, you can enjoy plush leather seating, state‐of‐the‐art projection, and digital surround sound, all while viewing a cult classic from the hotel’s film series. In fact, on Sundays, free screenings are available to guests and non‐guests alike on a first‐come‐first‐served basis.
To attract and satisfy a discerning clientele, the Tribeca Grand’s management incurs higher and more unpredictable costs than those of your standard hotel. As fun as it might be to run a high‐end hotel, management can’t be cavalier about spending money. To maintain profitability, management closely monitors costs and revenues to make sure that they track with budgeted amounts. Further, because of unexpected fluctuations (think Hurricane Sandy or a bitterly cold stretch of winter weather), management must sometimes revise forecasts and budgets and adapt quickly. To evaluate performance when things happen that are beyond management’s control, the budget needs to be flexible.