Operating budget practices in the US club industry: A comparative study, 1986–2006

Abstract

A key financial yardstick to measure operating performance is a statement of forecasted revenues and expenses, captured in the operating budget of a hospitality business. Club Managers prepare operating budgets as part of their forecasting and planning exercise. The preparation process and practices of operations budgeting in the US club industry was virtually unknown in the mid-1980s. Starting with the initial research in 1986, this paper attempts to compare changes in practice of preparing operating budgets in the US club industry over the last 30 years.Journal of Retail and Leisure Property (2007) 6, 231–238. doi:10.1057/palgrave.rlp.5100060 [ABSTRACT FROM AUTHOR] Copyright of Journal of Retail & Leisure Property is the property of Palgrave Macmillan Ltd. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.) TS - RIS