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KPI management is as important as implementation process of Balanced Scorecard. Sure thing, the choice of the right key performance indicators and development of the right strategy is vital for BSC success. At the same time maintenance of Balanced Scorecard and management of key performance indicators is a critical success factor for efficient use of Balanced Scorecard. By the way, improper management of key performance indicators is one of the most common mistakes in implementation and maintenance of Balanced Scorecard. Just having a set of key performance indicators is not enough. It is necessary to adequately measure them, exchange obtained information between different managerial levels, as well as use evaluation results in decision making and strategy revision. This also concerns hotel Balanced Scorecard. Hotel industry is known as being extremely competitive. Indeed, there is no lack of options when looking for the hotel to spend the night there or the entire vacations. Hotels are eager to use
Balanced Scorecard since this system can certainly help transform strategic plans into real actions. This is only possible if all rules and norms of Balanced Scorecard maintenance and KPIs management are observed.
As known, Balanced Scorecard consists of four categories: financial, customer, internal business processes, learning and growth. What makes Balanced Scorecard unique? Unlike similar performance evaluation systems of Balanced Scorecard evaluates nonfinancial indicators as well. In terms of a hotel industry these indicators refer to customer satisfaction, improvement of hotel personnel professional level, optimization of internal processes, for example laundry, dining services, housekeeping and cleaning, reception services etc.
No less imagine such a situation hotel top managers have developed a strategy and selected a set of key performance indicators that fall into the above mentioned four categories. Now is the time to start using Balanced Scorecard and evaluate the selected KPIs. It needs mentioning that key performance indicators should be measurable and understood. As time passes by the first results are obtained. This is perhaps the most important stage since top managers have to find out whether are not they have made the right choice and assigned the right weights for indicators. For instance, such a key performance indicator as room occupancy may not matter much as visitors tend to stay for more than three days in a hotel and maintenance of vacant rooms requires little expenses. This is just a hypothetical example.
Having obtained the first results, top management needs to analyze them. KPI evaluation results show progress or regress of a hotel on its way to implement strategic goals. Thus, hotel managers and owners locate problematic areas and make decisions as to necessary improvements. For instance, if your kitchen performance prevents hotel from optimize an overall performance, relevant decisions need to be made (e.g. hiring new chef, changing food supplier etc.). Balanced Scorecard will work only in case the information it provides is actually used to initiate changes. Balanced Scorecard will not change the situation by itself but rather offer important and valuable information for top managers and business owners.
Leasing company solutions can be the true ‘ success story ‘ of any business that requires assets and technology. But does the business owner/financial manager really understand how to maximize benefits achieved from this method of asset financing? Let’s dig in.
Over the years the lease finance industry has gravitated to financing every type of asset – they call that from ‘ micro ticket ‘ to ‘ large ticket ‘ which can be an office photo copy machine for 2k or a corporate aircraft for 20M$.
The borrower, aka ‘ the lessee ‘ that knows the differences of applying for and getting approved for different asset categories. Owners/managers can also waste a lot of shoe tread in dealing with the wrong firm when it comes to your company’s credit quality, geographical location, etc.
When it comes to the small ticket market (people disagree on the exact maximum deal size within this market segment) a large part of the financial approval is often based on the personal credit history and guarantees of owners. If your company doesnt have a truly very strong profile (strong = growing sales, growing profits, growing cash flow, acceptable debt levels) it can almost be guaranteed that personal guarantees will be requested.
The one thing we want to mention about guarantees is that owners/managers who can present their company financials properly can often have some ‘wiggle room ‘ in the personal guarantee conundrum. That might mean a ‘ partial guarantee ‘ or a ‘ declining balance’ guarantee. In some cases it might make sense to negotiate the type of ‘ covenants ‘ that are often related to bank loans – i.e. debt to equity / working capital ratios.
Old school credit granting is not quite dead yet also, so traditional criteria such as years in business, usefulness of the asset being financing relative to revenue / profit generation, and commercial credit references also can play a large part in the overall approval process. If there is one good thing happening in financing approvals is that timelines these days are close to instantaneous in the small / mid market – typically same day or 48 hrs max.
We’ve always maintained that clients focus far too much on rate, if only for the reason that that finance lease companies are in a highly competitive environment – ultimately your firm’s credit quality will always drive the lowest rate in a competitive environment. Owners/managers would be cautioned to spend more time on areas such as terms of the lease, renewals, buyout options, and down payments or security deposits that might on occasion be required.
While we’re talking in the main about ‘ lease financing ‘ remember also that term loans for equipment might ultimately make as much sense for your financing needs – Also assets already owned can be refinancing under creative sale leaseback or bridge loan scenarios.
Larger transactions for any leasing company will receive a lot more credit diligence when it comes to financial statement analysis, cash flow reviews, and consideration for nuances in the particular industry your firm might be in. Unfortunately some industries temporarily find themselves ‘ out of favor ‘.
We can’t over emphasize the need for time spent on documents – that might be a ‘ Master lease ‘ scenario, or the rights and obligations you have under and operating lease. The ability to ‘ add on’ to any current lease transaction is typically always available.
Amortization terms for finance lease companies tend to range from 2-7 years, in truth the majority of transactions are on a 3-5 year term which makes sense for a large category of different asset types.
What then are the most touted, and real… benefits of equipment finance they include :
Ability to access other credit facilities other than current borrowings
Rates
Ability to finance 100% of any asset acquisition
If you’re looking to maximize on the benefits of a leasing company solution seek out and speak to a trusted, credible and experienced Canadian business financing advisor who can assist you with your asset finance needs.
Stan Prokop
If your eyes has set on a wonderful car but the size of your pocket holds down to buy one. In this view, personal vehicle finance UK is the best way out to avail the vehicle of your choice.
It provides information about costs and obligations that you and the leasing company may negotiate. At the end of this booklet, there are questions you might ask yourself or the company about leasing, as well as two checklists to help you compare the costs of leasing versus buying and the costs of different leasing contracts. Due to formatting problems, we cannot provide the checklists on-line.
Your sign reflects the loan decision. Read it carefully the fine prints before you imprint your signature and be sure to obtain a copy of all contract papers you signed. Many of the financing terms discussed in booklet are negotiable. Understand what the terms are and how they relate to your needs. Later, the personal finance helps you negotiate on a vehicle finance that is right for you.
After selecting the vehicle you want, you have to decide whether you want to buy it with cash, buy it with credit, lease, or finance it. You wish to take advantage of financing against those of buying a vehicle. Many factors are considered. You compare the initial costs and the continuing costs of the vehicle. The costs that can be imposed at the end of the transaction and for an early termination of the contract, the value you place on equity and ownership, and tax considerations.
You can apply for finance as per your convenience. There is a great availability of various borrowing options. You can access them online and offline, though processing online is preferred. Innumerable sites of different lenders are going in for providing you such financing service. Need is only of select a lender that may provide you vehicle finance on suitable rate.
Very often hotel owners or managers start loyalty programs with the aim of attracting new customers and retaining existing ones. These programs offer discounts, free and additional services for customers. For example, if a guest books a suite for three nights he gets free dinners. This is just a simple example, and the best customer loyalty programs can offer great services. However, the time comes to evaluate efficiency of loyalty programs. Many hotel owners and top managers make a mistake of evaluation program results after the end of the program. Its something goes wrong from the very beginning the hotel managers will learn about that only in the end when it will be too late to do anything. Of course, ongoing financial results can tell much but not everything about efficiency of a particular loyalty program. This is where performance evaluation tools come into play. Being armed with knowledge on current performance of a hotel and efficiency of loyalty program, top managers can introduce amendment
s and changes to the program to achieve even better results. It is very difficult to make 100% correct forecasts. Markets change all the time and customers change their preferences. Thus, loyalty programs have to follow these changes.
An increasing number of hotel owners and hotel managers use Balanced Scorecard. This revolutionary performance evaluation and strategic management tool proved its efficiency in hotel business which is characterized by intense competition. Balanced Scorecard does not only evaluate financial indicators (results) but also nonfinancial measures that can tell much about what is going to happen in the near future. Balanced Scorecard consists of four categories: financial, customer, internal business processes, learning and growth. Each category contains key performance indicators which provide top managers with correct and timely information on performance on the loyalty program and its outcomes for business.
Imagine that hotel management has launched customer loyalty program by offering discounts for regular customers and free gifts and services for new ones. As some time passes by, Balanced Scorecard begins to display the first results which are not only financial results. For example, the number of hotel customers may increase and customer satisfaction improves. This means that in the long term the hotel will see and increasing revenue because customers who have participated in loyalty program will most likely come back again. If Balanced Scorecard shows warning signs the loyalty program needs to be changed. For instance it may turn out that providing new customers with free dinners is not profitable at all. Thus, the hotel managers have to look for another way to attract customers.
Loyalty programs have one goal to increase revenue by improving loyalty of existing customers and attracting new customers. At the same time loyalty programs have to be profitable in financial terms. Balanced Scorecard will help optimize costs and improve efficiency of loyalty programs.
Introduction of Balanced Scorecard to the hotel should be supported by the majority of personnel who should participate in discussion of key performance indicators and everyday use of BSC.