| Motel BSCs for the management team of a typical | | | | Customer perspectives are closely related to staff |
| motel will be focused on four important areas - | | | | and efficiency. The latter of the two is assumed to |
| financial, customer, staff, and efficiency. The finance | | | | be aligned with the former since motels are supposed |
| balanced for motels, like other businesses, will include | | | | to anticipate customer requirements. Thus, having |
| financial outlays for all activities, for the construction | | | | staff that is unhappy or not qualified for the tasks |
| of facilities, and procurement all materials and services | | | | assigned to them will always result to poor services |
| intended to encourage the patronage of the public. | | | | and disgruntled customers. A balanced scorecard for |
| The specific details of these outlays are contained in | | | | staff should include at least three areas: recruitment, |
| the motel's projected budgets. Budgets can be | | | | which ensures that only the qualified are taken in; |
| annual, semi-annual, or even monthly. In addition, a | | | | staff training, which ensures additional and upgrading |
| part of the finance scorecard is the sales expected | | | | of skills, and monitoring, which ensures that good |
| to be generated from all the expenses. By mere | | | | performance is recognized and rewarded. Evaluating |
| comparison of actual disbursements against budget | | | | employee performance should be based on |
| and actual sales against projected sales, the motel | | | | pre-determined criteria contained in job descriptions, |
| can tell whether allocation of financial resources is | | | | including a system of objective rating. Without this |
| efficient or not. | | | | system, staff evaluation will be arbitrary and can |
| The viability of a motel depends greatly on how | | | | result to a lot of turnover. In fact, many companies |
| customers view the quality of services being offered. | | | | that are aware of their staff being their main asset |
| Occupancy rates are the most effective measures in | | | | consider staff or employee turnover as the most |
| determining whether services are good or not, | | | | important measure of HRD efficiency. |
| although this is not always true since the location of | | | | The efficiency balanced scorecard refers to |
| the motel can also play a significant role in enticing | | | | maximization of resources. This means the |
| patronage. If the motel management team practices | | | | implementation of strategies that will return maximum |
| detailed planning, then it means that at the start of | | | | profits at least cost. So, when sales fall short of |
| the year, the occupancy rates are already | | | | projections, the questions that come to mind are: |
| determined. Wide variances between projected | | | | have the sales people been remiss in their assigned |
| occupancy rates and actual occupancy rates are | | | | functions? Are the strategies effective? Are the |
| indications that customers may not be pleased with | | | | sales people capable? In developing a valuable |
| services. This is assuming that the projections were | | | | balanced scorecard for efficiency, in this case sales |
| realistic. In any case, it will be best for hotel | | | | efficiency as evidenced by occupancy rates, these |
| management to take the extra effort to get | | | | things must be considered. The motel BSC is not |
| feedback from their very own customers. The | | | | much different from other businesses, as all |
| feedback should also include some recommendations | | | | businesses are focused on getting patronage by |
| on how services can be improved. | | | | providing the best services. |