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.