Contemporary Performance Measurement Systems Based on Disney's Contemporary Resort

1816 WordsMay 28, 20128 Pages
Contemporary Performance Measurement Systems Based on Disney's Contemporary Resort Disney's Contemporary Resort is an ultra-modern Disney Deluxe Resort, made up of a towering A-frame high-rise building—the iconic Contemporary Tower—and complemented by one garden wing annex. This lakeside Resort is the only hotel in Walt Disney World Resort to have the Walt Disney World Monorail System pass through the main concourse. When Disney's Contemporary Resort in Lake Buena Vista, Fla., set out to revamp its business performance reporting process in 2006, a high-performance dashboard is exactly what financial managers had in mind. "We wanted an automated system that would give resort managers the information they needed at their fingertips when…show more content…
"I call our approach to system design a rapid prototyping model," he explains. Instead of taking the time to design a full-blown system, Hall developed and distributed a prototype that allowed managers to make changes and recommendations that made sense for their particular business. "One thing we realized, for example, is that nonfinancial people like graphs and charts," he says. "Based on the users' suggestions, we designed these into the system." Hall believes the rapid prototyping approach not only kept expense and development time to a minimum, but also maximized the usefulness of the system because the design was based on extensive management input. In place for just 18 months, Disney's performance reporting system, which is called "On Course," has now grown to include a plethora of financial and nonfinancial measures including daily labor costs, occupancy rates, the amount of an average guest check, guest rebate tracking and the occupancy rate of other hotels on Disney's property. Today, thanks to the colorful graphic interface designed at the request of managers, the system is as "distinct as Mickey Mouse's ears," explains Vision Award judge David Axson, vice president of The Hackett Group in Hudson, Ohio. 3. Strategic orientation Performance measures may be selected to directly measure areas that provide competitive advantage and that increase customer and

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