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Develop Hotel Management Strategy Map To Visualize Goals

What is a strategy map? Is it just a nice presentation demonstrating company goals? Well, some top managers and business owners think so. In fact, this is not true as an effective strategy map shows both goals and ways to achieve these goals. Besides, some strategy maps are very difficult to understand since they contain complex terms and formulas from strategic management theory. An effective strategy map must be easy to understand even for a person without even elementary knowledge of strategic planning. Such a person should see goals and how these goals will be reached. All the rest is unnecessary. An effective strategy map and shows cause and effect ties between goals and measures. For example, if a strategy map contains just one goal of making much money and no ways to implement it this will be a useless document. At the same time, if such a strategy map demonstrates how this goal will be implemented and what needs to be done in several stages, this strategy map can be considered effective. In
this article well talk about hotel management strategy maps.

First and foremost a hotel should develop comprehensive and realistic strategy. It means that strategic goals have to be ambitious and achievable at the same time. On top of that, making a lot of money can be hardly called a strategic goal. A strategy is about future vision, and hotel industry is not an exception here. Thus, a good example of strategic goal would be gaining particular percentage of market share, improve and loyalty of existing customers and attraction of new ones, improving hotel business image and recognition throughout the world and of course increasing profits. Of an effective hotel management strategy map will show what needs to be done to achieve these goals. Balanced Scorecard is perhaps the best tool to design strategy maps that demonstrate cause and effect ties.

All financial goals can be implemented if some improvements are performed in other spheres. As known, Balanced Scorecard consists of four categories which are interrelated: financial, customer, internal business processes, learning and growth. A hotel strategy map will show cause and effect ties between all categories and key performance indicators that each category contains. For instance, in order to increase revenue (financial), it is necessary to attract new customers (customer) which is possible on lee through introduction of new services and improvement of internal procedures (internal business processes) while this is only achievable through improvement of personnel professional level (learning and growth). This simple example demonstrates cause and effect ties between Balanced Scorecard categories and key performance indicators. For example such key performance indicator as customer loyalty directly affects revenue growth since loyal and satisfied customers are more likely to stay and the same ho
tel again. Thus, the hotel strategy works in the long term which contributes to competitive advantage in the market. It needs saying that Balanced Scorecard will perfectly work and the hotel will improve its performance only if improvements in the four categories are achieved. This means that the hotel should be ready for changes.

A Guide On Managing Hotels Kpi

KPI management is as important as implementation process of Balanced Scorecard. Sure thing, the choice of the right key performance indicators and development of the right strategy is vital for BSC success. At the same time maintenance of Balanced Scorecard and management of key performance indicators is a critical success factor for efficient use of Balanced Scorecard. By the way, improper management of key performance indicators is one of the most common mistakes in implementation and maintenance of Balanced Scorecard. Just having a set of key performance indicators is not enough. It is necessary to adequately measure them, exchange obtained information between different managerial levels, as well as use evaluation results in decision making and strategy revision. This also concerns hotel Balanced Scorecard. Hotel industry is known as being extremely competitive. Indeed, there is no lack of options when looking for the hotel to spend the night there or the entire vacations. Hotels are eager to use
Balanced Scorecard since this system can certainly help transform strategic plans into real actions. This is only possible if all rules and norms of Balanced Scorecard maintenance and KPIs management are observed.

As known, Balanced Scorecard consists of four categories: financial, customer, internal business processes, learning and growth. What makes Balanced Scorecard unique? Unlike similar performance evaluation systems of Balanced Scorecard evaluates nonfinancial indicators as well. In terms of a hotel industry these indicators refer to customer satisfaction, improvement of hotel personnel professional level, optimization of internal processes, for example laundry, dining services, housekeeping and cleaning, reception services etc.

No less imagine such a situation hotel top managers have developed a strategy and selected a set of key performance indicators that fall into the above mentioned four categories. Now is the time to start using Balanced Scorecard and evaluate the selected KPIs. It needs mentioning that key performance indicators should be measurable and understood. As time passes by the first results are obtained. This is perhaps the most important stage since top managers have to find out whether are not they have made the right choice and assigned the right weights for indicators. For instance, such a key performance indicator as room occupancy may not matter much as visitors tend to stay for more than three days in a hotel and maintenance of vacant rooms requires little expenses. This is just a hypothetical example.

Having obtained the first results, top management needs to analyze them. KPI evaluation results show progress or regress of a hotel on its way to implement strategic goals. Thus, hotel managers and owners locate problematic areas and make decisions as to necessary improvements. For instance, if your kitchen performance prevents hotel from optimize an overall performance, relevant decisions need to be made (e.g. hiring new chef, changing food supplier etc.). Balanced Scorecard will work only in case the information it provides is actually used to initiate changes. Balanced Scorecard will not change the situation by itself but rather offer important and valuable information for top managers and business owners.

How To Measure Hotel Loyalty Programs Performance

Very often hotel owners or managers start loyalty programs with the aim of attracting new customers and retaining existing ones. These programs offer discounts, free and additional services for customers. For example, if a guest books a suite for three nights he gets free dinners. This is just a simple example, and the best customer loyalty programs can offer great services. However, the time comes to evaluate efficiency of loyalty programs. Many hotel owners and top managers make a mistake of evaluation program results after the end of the program. Its something goes wrong from the very beginning the hotel managers will learn about that only in the end when it will be too late to do anything. Of course, ongoing financial results can tell much but not everything about efficiency of a particular loyalty program. This is where performance evaluation tools come into play. Being armed with knowledge on current performance of a hotel and efficiency of loyalty program, top managers can introduce amendment
s and changes to the program to achieve even better results. It is very difficult to make 100% correct forecasts. Markets change all the time and customers change their preferences. Thus, loyalty programs have to follow these changes.

An increasing number of hotel owners and hotel managers use Balanced Scorecard. This revolutionary performance evaluation and strategic management tool proved its efficiency in hotel business which is characterized by intense competition. Balanced Scorecard does not only evaluate financial indicators (results) but also nonfinancial measures that can tell much about what is going to happen in the near future. Balanced Scorecard consists of four categories: financial, customer, internal business processes, learning and growth. Each category contains key performance indicators which provide top managers with correct and timely information on performance on the loyalty program and its outcomes for business.

Imagine that hotel management has launched customer loyalty program by offering discounts for regular customers and free gifts and services for new ones. As some time passes by, Balanced Scorecard begins to display the first results which are not only financial results. For example, the number of hotel customers may increase and customer satisfaction improves. This means that in the long term the hotel will see and increasing revenue because customers who have participated in loyalty program will most likely come back again. If Balanced Scorecard shows warning signs the loyalty program needs to be changed. For instance it may turn out that providing new customers with free dinners is not profitable at all. Thus, the hotel managers have to look for another way to attract customers.

Loyalty programs have one goal to increase revenue by improving loyalty of existing customers and attracting new customers. At the same time loyalty programs have to be profitable in financial terms. Balanced Scorecard will help optimize costs and improve efficiency of loyalty programs.

Introduction of Balanced Scorecard to the hotel should be supported by the majority of personnel who should participate in discussion of key performance indicators and everyday use of BSC.