Performance Measurement Systems in Tourism, Hospitality and Leisure Small Medium-Sized Enterprises: A Balanced Scorecard Perspective

In response to the United Kingdom’s government’s desire

to improve the performance of tourism, hospitality,

and leisure small medium-sized enterprises, this article

analyzes the performance measurement processes within 10

best practice organizations. Related to contemporary approaches

to improving business performance in the management

literature, performance measurement approaches are

analyzed using the balanced scorecard framework. An exploratory

case study approach using the balanced scorecard

as the theoretical framework was taken to explore and elicit

critical success factors in performance measurement. Results

revealed that four key concepts drove measurement and

performance evaluation systems across the sample. These

were the exercising of budgetary control with a view to increasing

total revenue, the undertaking of customer relationship

management as a means of improving quality of service

and customer retention, the necessity for strategic management

in managing internal business processes, and collaboration

(both inter and intra) to drive innovation and

learning. The article also proposes a balanced scorecard

template for hotels