Implementing a balanced-scorecard approach to managing hotel operations: The case of white lodging services

Cornell Hotel and Restaurant Administration Quarterly

Volumn 41, Issue 1, 2000, Pages 94-107

  Denton, Gregory A ^a   White, Bruce ^b  

^a CNL Hospitality   (United States)

^b White Lodging Services   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0034134715     PISSN: 00108804     EISSN: None     Source Type: Journal    
DOI: 10.1016/S0010-8804(00)88889-8     Document Type: Article

References (12)

1. 1 For example, see: Peter F. Drucker, The Practice of Management (London: William Heinemann, 1955), p. 62; Michael E. Porter, "Capital Disadvantage: America's Failing Capital Investment System," Harvard Business Review, September-October 1992, p. 71; and James J. Eyster, "The Revolution in Domestic Management Contracts," Cornell Hotel and Restaurant Administration Quarterly, Vol. 34, No. 1 (February 1993), pp. 16-26.
2. 1 For example, see: Peter F. Drucker, The Practice of Management (London: William Heinemann, 1955), p. 62; Michael E. Porter, "Capital Disadvantage: America's Failing Capital Investment System," Harvard Business Review, September-October 1992, p. 71; and James J. Eyster, "The Revolution in Domestic Management Contracts," Cornell Hotel and Restaurant Administration Quarterly, Vol. 34, No. 1 (February 1993), pp. 16-26.
3. 1 For example, see: Peter F. Drucker, The Practice of Management (London: William Heinemann, 1955), p. 62; Michael E. Porter, "Capital Disadvantage: America's Failing Capital Investment System," Harvard Business Review, September-October 1992, p. 71; and James J. Eyster, "The Revolution in Domestic Management Contracts," Cornell Hotel and Restaurant Administration Quarterly, Vol. 34, No. 1 (February 1993), pp. 16-26.
4. 2 See: Deborah S. Feldman, "Asset Management: Here to Stay," Cornell Hotel and Restaurant Administration Quarterly, Vol. 36, No. 5 (October 1995), pp. 36-51.
5. 3 See: Peter F. Drucker, On the Profession of Management (New York: Free Press, 1998), p. 173.
6. 4 Robert S. Kaplan and David P. Norton, The Balanced Scorecard (Boston: Harvard Business School Press, 1996). Also see: Dieter Huckestein and Robert Duboff, "Hilton Hotels: A Comprehensive Approach to Delivering Value for All Stakeholders," Cornell Hotel and Restaurant Administration Quarterly, Vol 40, No. 4 (August 1999), pp. 28-38.
7. 4 Robert S. Kaplan and David P. Norton, The Balanced Scorecard (Boston: Harvard Business School Press, 1996). Also see: Dieter Huckestein and Robert Duboff, "Hilton Hotels: A Comprehensive Approach to Delivering Value for All Stakeholders," Cornell Hotel and Restaurant Administration Quarterly, Vol 40, No. 4 (August 1999), pp. 28-38.
8. 5 Kaplan and Norton, p. 2.
9. 6 In this context, sales refers to management revenues or royalties.
10. 7 The participants in these meetings were the president and CEO; the executive vice presidents of development, finance, and operations; and the vice presidents of accounting, asset management, construction, engineering, human resources, marketing, and operations.
11. 8 By comparison, Hilton Hotels applied a three-color scheme. See: Huckestein and Duboff, p. 32.
12. 9 Kaplan and Norton, p. 126.