employee
Krasnoyarsk, Krasnoyarsk, Russian Federation
doctoral candidate
Krasnoyarsk, Krasnoyarsk, Russian Federation
UDK 33 Экономика. Экономические науки
GRNTI 06.81 Экономика и организация предприятия. Управление предприятием
OKSO 38.04.02 Менеджмент
BBK 6543 Экономика общественного питания. Экономика гостиничного хозяйства. Экономика туризма
TBK 7823 Менеджмент в туризме и сфере обслуживания
BISAC BUS070120 Industries / Food Industry
Currently, business entities of the hospitality industry, being in the conditions of post-pandemic market compression, strive to ensure their survival by transforming their own business models. The process of any strategic transformation should be accompanied by a measurement of its effectiveness. Traditional performance indicators in the hospitality industry are financial aspects, such as net income, return on investment, and return on assets. However, the focus on finance seriously limits the ability to recognize intangible factors. So, Professors Robert Kaplan and David Norton developed a strategic management tool called the Balanced Scorecard (BSC). BSC enables business entities to visualize mission, vision, and strategy into a comprehensive set of performance indicators and provide a framework for strategic measurement and management. This is made possible by the fact that BSC complements traditional financial indicators with other three key business perspectives that are useful for evaluating performance: customers, internal business processes, training, and growth. However, three decades after the research of Norton and Kaplan, their model needs to be improved taking into account the current realities, both the economy in general and the hospitality industry in particular. The strategic map of balanced indicators proposed in this paper is formed in two dimensions. The first of them presents four thematic areas (supplemented by the classic BSC perspectives) that form the basis of the map: the financial perspective in terms of the cost component; the customer perspective in terms of online reputation; the perspective of business processes from the point of view of innovation; the perspective of training and growth from the point of view of employees. In the second dimension, each of these perspectives is concretized through the interests of four different stakeholders: managers, business partners, guests, and academic experts in the hospitality industry. As a result, the structure of the strategic map of performance indicators in the hospitality industry covers a two-dimensional panorama – one in the thematic dimension, the other from the point of view of various stakeholders.
balanced scorecard, key performance indicators, perspective «finance», perspective «customers», perspective «business processes», perspective «training and growth», hospitality industry, strategic management
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