Strategic management accounting: a UK hotel sector case study

Abstract

Explores the use which is made of strategic management accounting in the hotel sector through case studies at six major UK hotel groups. Uses the definition of strategic management accounting – “the provision and analysis of management accounting data relating to business strategy: particularly the relative levels and trends in real costs and prices, volumes, market share, cash flow and the demands on a firm′s total resources”. The results demonstrate that the accounting function in hotel groups is becoming increasingly involved in strategic management accounting, both in planning and in ad hoc exercises on the market conditions and competitor analysis. The widespread adoption of strategic management accounting is consistent with the open and relatively homogeneous nature of the industry and the high degree of competitiveness among the hotel groups in the market.

Citation

Collier, P. and Gregory, A. (1995), "Strategic management accounting: a UK hotel sector case study", International Journal of Contemporary Hospitality Management, Vol. 7 No. 1, pp. 16-21. https://doi.org/10.1108/09596119510078171