Maverick Lodging Case Essay

When making his decision, McGregor should consider seriously the negative consequences that his business will experience if he refuses Alward’s offer to fill the motel for the two weekend nights in October, at half the room rate. If McGregor refuses, during that weekend his motel will be at his usual capacity of less than quarter full. With the church group there, paying half the rate, it will be as if the motel were half-full! In addition, if he refuses, McGregor’s reputation in the community will suffer, and he will also lose all future business from Alward’s group and other church groups, at regular price. Consequently, Justin McGregor should accept Alward’s offer but under the following two

The use of a balanced scorecard when gauging the performance of executives at Paradigm Toys is useful because it measures several key areas that measure past and real time performance that directly affects the company. A balance scorecard can contain both financial and nonfinancial measures as well as both quantitative and qualitative performance measures. Additionally because a balance scorecard can be tailored to the business’s specific targets it can measure the substance of performance better that basic financial indicators that are usually considered the basis of performance ratings. It is important to use more than just financial indicators, because other factors, those qualitative in nature, measure how an employee does their job and gives a larger picture of how well an employee performs. For example, in the case of sales concerning installation of home improvement products one might be measured by repeat buyers or customer satisfaction of how well the salesman followed up with their sale and installation. This kind of non-financial factor can be used to measure the company’s goal of repeat buyer and customer satisfaction which can translate into future sales and growth. Financial indicators are used in similar ways, but are more quantitative in nature. The main reason to use financial indicators is because they can provide a clear picture

Lambert Hotel is in second rounds of negotiations with AAA HotelCo of a possible merger between the two companies. Lambert is a strong brand with a luxurious and upscale tres comfortable Michelin rating, and AAA is rated at mid-scale category of equivalent ranking. Culturally, there is a difference in the approach to business mergers. Time wise, Lambert is eager to close the merger with AAA or consider the alternative value that is a safe bet.

Due to high effectiveness and centeredness on customer, use of Balanced Scorecards is spread widely today. Many companies use Balanced Scorecards approach in conduct of their market analysis and assess their performance effectiveness as-far-as the customer satisfactions and relationship with the company is concerned ADDIN EN.CITE Andra Gumbus2006323(Andra Gumbus, 2006)32332317Andra Gumbus, Robert N LussierEntrepreneurs Use a Balanced Scorecard to Translate Strategy into Performance MeasuresJournal of Small Business Management MilwaukeeJournal of Small Business Management Milwaukee407-426Vol. 44, Iss. 3; pg. 407, 19 pgs32006( HYPERLINK l "_ENREF_1" o "Andra Gumbus, 2006 #323" Andra Gumbus, 2006). Use of a Balanced Scorecards has been touted to assist in improving the customer-company relationship with consistency thus, playing an important role in marketing strategy. This is reflected at Hyde Park Electronics Manufacturer. Upon implementation of a balanced scorecard, the company did manage to raise highest profit in less than 3 years. The customer perspective observed targeted customer satisfaction to allow repeat customer. Convenience offered to customer allowed the company to do their marketing and advertising with lots of ease.

A balanced scorecard is a method company’s use to measure their performance. It includes objectives, strategies, and tactics. This paper will contain two strategic objectives for each of the four balanced scorecard areas (shareholder value or financial perspective, customer value perspective, process or internal perspective, and learning and growth perspective) for H & R Block. It will also have two strategies for every objective, one tactic for each strategy, and two methods to monitor and control the overall strategic plan for H&R Block.

“The balanced scorecard should translate a business unit’s mission and strategy into tangible objectives and measures. The measures represent a balance between external measures for shareholders and customers and internal measures of critical business processes, innovation and learning and growth. The measures are balance between outcome measures, the results of past efforts, and the measures that drive future performance. And the scorecard is balanced between objective, easily quantified outcome measures and subjective, somewhat judgmental, performance…”

This management tool can help Peyton Approved understand past strategies as well as determine areas that may need improving. The balanced scorecard looks at four different performance factors to running a successful business but for nonfinancial performance measure the following will be looked at. These factors include customer perspective and learning and growth perspective. Each factor contains key performance indicators, which need to be analyzes to make sure Peyton Approved is reaching its goals operationally. Customer perspective includes customer satisfaction ratings, percentage of market share, increase in customers, and repeat customers. Learning and growth perspective includes hours of employee training, employee satisfaction, percentage of employees having online access information about customers, and employee turnover

In order to engage the employees the Portman must be dedicated to a performance management system. This cannot be the “system of the month” that simply creates hype for a time and then fades away, as they experienced with the 5-Star system. The hotel must set goals, monitor and evaluate these goals, provide feedback and create a reward and recognition program. (Krasner, 244). With the introduction of the 5-Star Program, the Portman relied on the PV’s to participate in the problem solving for the hotel. The Portman should again rely on the employees with the establishment of a performance management system by using a Management by Objectives system. This type of system would incorporate participation from the employees for decision making, goal setting and objective feedback (Kreitner, 246). This program should begin with the strategic plan of the hotel and then set goals for employees that will align with the hotels organizational objective. These goals should be set using the SMART method (Kreitner, 248). Once the goals are set, management must get commitment from the staff that they believe these goals are attainable and that they believe in why they are pursuing these goals. If the Portman uses staff to set these goals, commitment will be easier to

* The balanced scorecard was implemented at the hotel level, & was used as a management control/ performance measurement system for each hotel’s general manager (typically 25-35 years old w/a college degree but little management experience)

Maverick Lodging is a hotel management company that manages the day-to-day operations of third party franchisees of the Marriott Corporation. The company has recently implemented a balanced scorecard in an effort to align company strategy, structure, performance measurements, and incentives. The organization strategy involves growth in revenue and customer base with the use of differentiation. Issues with the current scorecard and its measures have been identified. Alternative solutions have been researched. A recommended course of action is presented that will allow Maverick Lodging to achieve its strategic goals and objectives.

A Balanced Scorecard can be defined as a “performance management tool which began as a concept for measuring whether the smaller-scale operational activities of a company are aligned with its larger-scale objectives in terms of vision and strategy” (Wikipedia 2009, ¶ 1). Scents & Things will need to develop a balanced scorecard that will assist in meeting and help define the company’s values, mission, vision, and SWOT analysis. The balance scorecard is made up of four perspectives; financial, customer, learning and growing, and internal process. This paper will define each of the four perspectives objectives, performance measures, targets, and initiatives. The paper will also show how the perspectives relate

When an organization implements any management control tool, the cost/benefit balance is vital. The decision to deploy a scorecard system requires the same analysis. The costs of implementing a new tool are relatively easy to appraise, but often, there's a lack of reliable information about the benefits. This article explores the extent to which organizations have realized significant benefits from using a scorecard system. (We use the term "scorecard system" to include both the scorecard as a control tool and the process, or technique, of integrating the scorecard system into the overall performance-achievement cycle of the firm.)

Department of Accounting, Graduate School of Business, Stanford University, Stanford, CA 94305, USA Received 2 March 2002; received in revised form 14 January 2003; accepted 27 January 2003

The scorecard turns strategies and goals into tactics and demonstrates any actions to drive success. This allows all of the employees throughout McDonald’s hierarchal structure to head towards the same direction. Through the scorecard, you can paint a vivid picture of how all departments must be synchronized to achieve a goal of increased sales. Without this coordinated view, each department is free to set its own measures of success and there is no golden thread to ensure the organisation’s goals are met. My Sector which consists of tills and making sure the customer is served in a fast, efficient, and friendly way sets KPI standards and gives out promotional products in order to give consumers a chance to come back and get a discount on their next purchase. Without the coordination from all departments individual sections of the organisation would have their own actions of success to attain for and there would be no “Golden thread” to make sure strategies and goals within McDonald’s are met. The multi level view of the scorecard enables all layers of the organisation to understand how they can impact results, that is, what is within each tiers specific control to influence. As a team member , I assure that where there a need, I help other departments when I can such as the grill, making sure that they have all the utensils in place on grill side and chicken side, Managers, and delivery team.

An environment in which change may be the only constant is a challenge to every organisation and manager alike (Hayes, 2007). The need and pressure for change being consistent, it is crucial