Cash Budgets, Controls, and Management in Clubs

References

• Bohannon, J., & Edwards, D. (1993). Cash budgeting. Journal of Property Management, 58(3), 52–53.
   Google Scholar
• Born, B. (1988a). Accounting scene: Cash budget. The National Public Accountant, 33(1), 8.
   Google Scholar
• Born, B. (1988b). Accounting scene: Cash. The National Public Accountant, 33(9), 12.
   Google Scholar
• Caraux, L. P., & Geller, A. N. (1977). Cash management: A total system approach for the hotel industry. Cornell Hotel and Restaurant Administration Quarterly, 19(3), 46–55. doi:10.1177/001088047701800309
   Google Scholar
• Cox, P. (2014). Master budget project: Analysis of cash budget report. Strategic Finance, 95(9), 52–53.
   Google Scholar
• Daniel, B. W., Ellis, Y., & Gupta, R. D. (2013). Accounting educators and practitioners’ perspectives on fraud and forensic topics in the accounting curriculum. Journal of Legal, Ethical and Regulatory Issues, 16(2), 93–106.
   Google Scholar
• DeFranco, A., & Schmidgall, R. (2009). The club industry: The challenging years of 2003–2008. The Journal of Hospitality Financial Management, 17(2), 1–18. doi:10.1080/10913211.2009.10653874
   Google Scholar
• DeFranco, A., & Schmidgall, R. (2013). 2012 top financial performers in the club industry. The Journal of Hospitality Financial Management, 21(2), 130–145. doi:10.1080/10913211.2013.861236
   Google Scholar
• DeFranco, A. L., & Schmidgall, R. S. (1997). Cash flow practices and procedures in the club industry. The Bottom Line, 11(8), 16–20.
   Google Scholar
• Denton, G. A. (1998). Managing capital expenditures using value engineering. Cornell Hotel and Restaurant Administration Quarterly, 39(2), 30–37.
   Google Scholar
• Epstein, L. (2012). The business owner’s guide to reading and understanding financial statements: How to budget, forecast, and monitor cash flow for better decision making. Hoboken, NJ: Wiley.
   Google Scholar
• Geller, N., Ilvento, C. L., & Schmidgall, R. S. (1990). Update your accounting with cash flow statements. Lodging, 15(10), 54–56.
   Google Scholar
• Guilding, C., & Lamminmaki, D. (2007). Benchmarking hotel capital budgeting practices to practices applied to non-hotel companies. Journal of Hospitality & Tourism Research, 31(4), 486–503. doi:10.1177/1096348007302351
   Google Scholar
• Hesford, J., & Potter, G. (2010). Accounting research in the Cornell quarterly: A review with suggestions for future research. Cornell Quarterly, 51(4), 502–512. doi:10.1177/1938965510375030
   Google Scholar
• Jones, T. A. (2008). Changes in hotel industry budgetary practice. International Journal of Contemporary Hospitality Management, 20(4), 428–444. doi:10.1108/09596110810873534
   Google Scholar
• Kim, S., Cha, J., Cichy, R., Kim, M., & Tkach, J. (2012). Effects of the size of the board of directors and board involvement in strategy on a private club’s financial performance. International Journal of Contemporary Hospitality Management, 24(1), 7–25. doi:10.1108/09596111211197773
   Web of Science ®Google Scholar
• Kosturakis, J. G., & Eyster, J. J. (1979). Operational budgeting in small hotel companies. Cornell Hotel and Restaurant Administration Quarterly, 19(4), 80–84. doi:10.1177/001088047901900415
   Google Scholar
• Mandelbaum, R. (2013). Budgeting is a local affair. Hotel Management, 228(10), 17.
   Google Scholar
• Oak, S., & Schmidgall, R. S. (2009). Have budgetary controls in the US club industry changed from the mid-1980s to the twenty-first century? International Journal of Contemporary Hospitality Management, 21(4), 411–421. doi:10.1108/09596110910955677
   Web of Science ®Google Scholar
• Schmidgall, R. (1998). Financial planning series part IV: Cash planning at clubs—the cash budget. Club Management, 77(3), 22–31.
   Google Scholar
• Schmidgall, R. S. (1988). How useful are financial ratios? The Bottomline, 3(3), 24–27.
   Google Scholar
• Schmidgall, R., & DeFranco, A. (2004). Ratios analysis: Financial benchmarks for the club industry. The Journal of Hospitality Financial Management, 12(1), 1–14. doi:10.1080/10913211.2004.10653782
   Google Scholar
• Schmidgall, R., & DeFranco, A. (2011a). 2009 financial performance in the club industry: Winners and losers. The Journal of Hospitality Financial Management, 19(1), 105–122. doi:10.1080/10913211.2011.10653903
   Google Scholar
• Schmidgall, R., & DeFranco, A. (2011b). 2010 financial performance in the club industry. The Journal of Hospitality Financial Management, 19(2), 81–96. doi:10.1080/10913211.2011.10653915
   Google Scholar
• Schmidgall, R., & DeFranco, A. (2016a). 2014 Club financial performance. The Journal of Hospitality Financial Management, 24(1), 74–86. doi:10.1080/10913211.2016.1166030
   Google Scholar
• Schmidgall, R. S. (1986). Budgeting practices at clubs. Club Management, 65(4), 48–50, 52.
   Google Scholar
• Schmidgall, R. S. (2016). Hospitality industry managerial accounting (8th ed.). Lansing, MI: Educational Institute of the American Hotel & Lodging Association.
   Google Scholar
• Schmidgall, R. S., & Damitio, J. W. (2001). Accounting for club operations. Lansing, MI: Educational Institute of the American Hotel & Lodging Association.
   Google Scholar
• Schmidgall, R. S., Damitio, J. W., & Singh, A. J. (1997). What is a capital expenditure? Cornell Hotel and Restaurant Administration Quarterly, 38(4), 28–33. doi:10.1177/001088049703800431
   Google Scholar
• Schmidgall, R. S., & DeFranco, A. (1997). Cash is becoming king! Club Management, 76(3), 40–42.
   Google Scholar
• Schmidgall, R. S., & DeFranco, A. (2016b). How to best use financial ratios in benchmarking and decision making in clubs: Review of the decade 2003–2012. International Journal of Hospitality Tourism & Administration, 17(2), 179–197. doi:10.1080/15256480.2015.1130670
   Web of Science ®Google Scholar
• Steed, E., & Gu, Z. (2009). Hotel management company forecasting and budgeting practices: A survey-based analysis. International Journal of Contemporary Hospitality Management, 21(6), 676–697. doi:10.1108/09596110910975954
   Web of Science ®Google Scholar
• Stephenson, T., & Porter, J. (2010). Part 4 of 6: Excel-based budgeting for cash flows: Cash is king. Strategic Finance, 91(11), 34–41.
   Google Scholar
• Turner, M., & Guilding, C. (2012). Factors affecting biasing of capital budgeting cash flow forecasts: Evidence from the hotel industry. Accounting and Business Research, 45(5), 519–545. doi:10.1080/00014788.2012.670405
   Google Scholar
• Turner, M., & Guilding, C. (2013). Capital budgeting implications arising from locus of hotel owner/operator power. International Journal of Hospitality Management, 35, 261–274. doi:10.1016/j.ijhm.2013.06.011
   Web of Science ®Google Scholar
• Wells, J. T. (2007). What is your fraud IQ? Journal of Accountancy, 203(5), 64–65. Retrieved from www.cmaa.org www.acfe.com
   Google Scholar
• Wilson, F. C. (1984). Managing costs and improving cash flow. Homewood, IL: Dow Jones-Irwin.
   Google Scholar