Plan estratégico para hoteles de tres estrellas, basado en el Balanced Scorecard: caso Hotel Azul de la Plaza

Abstract

Purpose: To apply a Balanced Scorecard methodology to a medium-sized lodging establishment to help improve the following areas: financial, customers, operations and continuous improvement. Objective: To design a strategic plan based on the Balanced Scorecard for the Azul de la Plaza hotel. Methodology: A comprehensive assessment of the hotel is carried out, identifying its strengths and areas for improvement, formulating strategic goals and building a strategic map using the Balanced Scorecard. Also, after a global evaluation of the factors involved in the Balanced Scorecard, the indicators applicable to the hotel were reduced to: increase in profitability and investment, improvement in customer satisfaction, reduction in personnel action times, personnel training and management, and indicators of compliance with objectives. Results: The hotel's advantages and challenges were identified, the creation of strategic goals to optimize its performance and the concise visual representation of these goals and tactics in the strategic map. Management indicators were proposed to monitor performance and concrete recommendations were presented to improve service quality and profitability. Conclusion: This study highlights the relevance of the Balanced Scorecard in the strategic management of three-star hotels, showing it to be a versatile tool for aligning objectives, measuring performance and improving crucial areas such as finance and personnel management. The adaptation to the Hotel Azul de la Plaza demonstrates its real applicability, and its hierarchical structure underlines the need for alignment at all levels. Keywords: 3-star hotels, balanced scorecard, strategic plan