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Building a Market-Segment Accounting Model to Improve Profits

AT THE LAS VEGAS HILTON, we developed what was for Hilton a radically different analytical approach to hotel accounting, a method we now call the marketsegment accounting model. We undertook that project because we could not answer some of the most fundamental questions about the business using traditional accounting methods, a shortcoming that had profound implications for major business decisions. We were hobbled by the traditional methods in the lodging and hospitality industry in our efforts to account fully for our revenues, costs, and profits. The essence of the traditional approach is to view each operating department of the hotel as a profit center and to accumulate data under each center. Thus, the casino is one department, rooms another, food and beverage another, and so on. Myriad problems arise from this traditional approach for a property like the Las Vegas Hilton,