Measuring hotel and resort performances during and post-COVID-19: A balanced scorecard approach

Abstract

The post-COVID-19 era of hotel/resort management requires a new attitude to assessing and benchmarking business performance. To survive and compete in the “new normal” environment, hotel/resort businesses need to build on their strategic agility and sensitivity, humanistic and sustainable leadership and resource fluidity. In this view, performance measurement is aligned with the evolving strategic goals, which collectively support people and places—customers, employees, communities and the environment. This case study explores the systems and practices implemented in hotels and resorts to measure business performances during the COVID-19 pandemic in Australia. We highlight how hotel/resort managers can apply agile leadership and more humanistic approaches in promoting a new way of thinking to innovate around the balanced scorecard (BSC) framework. In this vein, the case also provides an opportunity to think strategically about the implications of static versus dynamic performance measurement systems.