| There are as many motels as there are hotels in the | | | | fundamentally the activities and strategies from a |
| world. Although businesses and consumers see the | | | | conventional functional model to something that |
| motel sector as a cheaper alternative to the hotel | | | | emphasizes outcomes and key business processes, |
| industry, the portmanteau business sectors play a | | | | at the same time giving every motel staff a line of |
| huge role in the hospitality industry. In as much as | | | | sight on how they can contribute to the process. |
| hotels worldwide with huge room numbers require | | | | Instead of starting all over again, the motel balanced |
| complex and expensive operational tools, motels also | | | | scorecard will help the company achieve back |
| need customer-centric strategies to improve | | | | balance. |
| profitability and brand loyalty. Every strategy of a | | | | Scorecards are easy to use for smooth sailing |
| motel must make positive and beneficial changes in | | | | operations. However, for an organization that is |
| almost every aspect of the organization, including | | | | maintaining and grappling for a good balance to avoid |
| significant process improvement efforts. This is | | | | failure, it takes more than just formulating scientific |
| where the motel scorecard comes into great play. | | | | performance indicators. In special cases like this, the |
| Apart from the desire of improving motel operations, | | | | balanced scorecard team must look at the strategic |
| where did all this need for the scorecard start? Well, | | | | map and objectives. The key is to come up with |
| it all starts the very moment a motel opens to the | | | | proof of concept; proof that the formulated solutions |
| public. Managing and maintaining a good portfolio is | | | | are for realistic needs. It is a waste of time to come |
| not that easy. As years pass, motel managers may | | | | up with a truckload of indicators, which are not at all |
| and will face the worst of financial performance that | | | | significant. Therefore, as a guide in the measurement |
| could result to ending some of the motel activities, | | | | process, here are five key factors that the motel |
| cutting expenses, laying off employees, and | | | | manager should look into. |
| sacrificing minute operations. When a motel faces this | | | | First, the scorecard system should support the |
| kind of situation, the most readily acceptable thing to | | | | six-sigma approach. Second, the scorecard should |
| do is to redirect and focus the activities on enhancing | | | | allow broad deployment. Third, the system should |
| branding and customer experience. This strategic | | | | pass software certification and evaluation and proved |
| re-direction of focus requires more than just mind | | | | itself for scalability. Fourth, the system should be |
| brilliance, but an adjustment in every aspect of the | | | | open and allow integration with existing tools and |
| organization. This re-direction requires the assistance | | | | technologies. Fifth, the system should be upgradeable |
| of scorecard. | | | | and should allow the client to leverage their existing |
| Going back to the roots and re-aligning the strategies | | | | investment on skills and technologies. |
| to the company goals should be measurable. The | | | | It is clear then that the true power of a motel |
| way to do this indeed is by using motel balanced | | | | scorecard is not just to measure but also to harness |
| scorecard. It is not the best but it is the only way to | | | | and make full use of the potential of every |
| know if the re-alignment is successful. During this | | | | employee, investment, technology, and strategy in a |
| crisis, the scorecard serves as a tool to re-focus | | | | company. |