Data Analysis For Hospitality Management
Data Analysis for Hospitality Management
Assignment 1: Balance Scorecard of Hilton Hotels and Resorts (Front Office)
Total Word Count – 2135 words (excluding figures and matrix)
Table of Contents
1. Introduction 4 2. Strategic Map (Group Work) 4 3. Financial Perspective (Fanny Dewi) 5 4. Customer Perspective (Karn Kapur) 9 5. Internal Business Perspective (Kyounghee Joo) 10 6. Innovation Perspectives (Avisek Biswas) 12 7. Balanced Scorecard (Summary) (Group Work) 14 8. Conclusion 15 9. References 16 10. Appendices 20
1. Introduction
Measurement of performance has always been a very important part in the success of an organisation. Balance scorecard is a tool that helps in measuring performance not only quantitative but also qualitative, which is shown in the financial, customer, innovation and internal perspectives (Tyagi & Gupta 2008). Balanced scorecard is a systematic evaluation tool of any organisation.
Balanced scorecard was designed as a strategic tool and used mainly by the executives of an organisation, and might not relate to the employees at operational levels (Kaplan & Norton 2001). Balanced scorecard does not provide guidelines for implementation at process level but it does help identify the measures to be taken to improve the working of an organisation (Nair & Hoboken 2004). Hence balanced scorecard proves to be a very essential tool for the success of an organisation.
Balanced Scorecard
Financial
Customer
Innovation
Internal
Balanced Scorecard
Financial
Customer
Innovation
Internal
Balance Scorecard (Kaplan and Norton 1996)
2. Strategic Map
Main purpose of a Balanced score card as discussed above is to measure performance from four different perspective. The group will measure performance on these four fronts and using those measurements will in turn help maximise the revenue for the hotel.
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Balanced
Assignment 1: Balance Scorecard of Hilton Hotels and Resorts (Front Office)
Total Word Count – 2135 words (excluding figures and matrix)
Table of Contents
1. Introduction 4 2. Strategic Map (Group Work) 4 3. Financial Perspective (Fanny Dewi) 5 4. Customer Perspective (Karn Kapur) 9 5. Internal Business Perspective (Kyounghee Joo) 10 6. Innovation Perspectives (Avisek Biswas) 12 7. Balanced Scorecard (Summary) (Group Work) 14 8. Conclusion 15 9. References 16 10. Appendices 20
1. Introduction
Measurement of performance has always been a very important part in the success of an organisation. Balance scorecard is a tool that helps in measuring performance not only quantitative but also qualitative, which is shown in the financial, customer, innovation and internal perspectives (Tyagi & Gupta 2008). Balanced scorecard is a systematic evaluation tool of any organisation.
Balanced scorecard was designed as a strategic tool and used mainly by the executives of an organisation, and might not relate to the employees at operational levels (Kaplan & Norton 2001). Balanced scorecard does not provide guidelines for implementation at process level but it does help identify the measures to be taken to improve the working of an organisation (Nair & Hoboken 2004). Hence balanced scorecard proves to be a very essential tool for the success of an organisation.
Balanced Scorecard
Financial
Customer
Innovation
Internal
Balanced Scorecard
Financial
Customer
Innovation
Internal
Balance Scorecard (Kaplan and Norton 1996)
2. Strategic Map
Main purpose of a Balanced score card as discussed above is to measure performance from four different perspective. The group will measure performance on these four fronts and using those measurements will in turn help maximise the revenue for the hotel.
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Balanced
References: Blokdijk G (2008), Balanced Scorecard 100 Success Secrets, Emereo Publishing, Queensland. Denton, G and White B (2000), ‘Implementing a balanced-scorecard approach to managing hotel operations’, Cornell hotel and restaurant administration quarterly, vol. 41, no. 1, pp.94-107. Harris, P and Mongiello, M (2001), ‘Key performance indicators in European hotel properties: general manager’s choices and company profiles’, International Journal of Contemporary Hospitality Management, vol. 13, no. 3, pp. 120-128. Kandampully, J, Mok, C & Sparks, B (eds), 2001, Service Quality Management in Hospitality, Tourism and Leisure, 1st edn, The Haworth Hospitality Press, USA. Kim, PS, 2009, ‘Quality as a reflection of innovation? Quality management in the Korean government’, International Review of Administrative Sciences, vol. 75, no. 3, pg. 419. Niven, PR (2005), Balanced scorecard diagnostics, John Wiley and Sons, New Jersey. Phillips P & Louvieris P (2005), ‘Performance Measurement Systems in Tourism, Hospitality, and Leisure Small Medium-Sized Enterprises: A Balanced Scorecard Perspective’, Journal of Travel Research, vol. 44, no. 2, pp. 201-211. Woods, et al. 2007, Professional Front Office Management, Pearson Prentice Hall, New Jersey.