Measurement of the Strategic Performance of Hospitality in the Kingdom of Saudi Arabia: a balanced scorecard Approach (BSC)

Abstract

In this paper, we planned to realize the marketing managers’ perceptions through their perception of Strategic Performance Dimension of view and the Balanced scorecard (BSC) technique for the Measurement of the Strategic Performance.The respondents in this study were a group of Marketing managers working in the Hospitality Sector (Experiences in number of years) of Madina, Saudi Arabia Hospitality. It has been observed trough literature and a limited Marketing Managers’ survey that only financial perspective measures are used with objectives. Balanced Score Card (BSC) enables to measure objectives across four perspectives: (1) the financial perspective, (2) the customer perspective, (3) the internal business process perspective, and (4) the learning and growth perspective. Hypothesis is formulated about the relationship between perception of managers about the Dimension of view and the Balanced Score Card (BSC) and the years of Experience. We also designed a questionnaire that was distributed to a population of 130 Marketing managers in the field of Hospitality. The year of study was 2011, with Marketing managers’ survey instruments that measure Balanced Score Card Dimension. The result of the study shows that there are significant differences between the three types of Hospitality Marketing managers’ (Experience in number of years:1-3years, 3-6years, more than 6years). After discussing the findings, some policy implications are suggested for the Hospitality, as well to practitioners seeking an understanding of a practical managerial tool. Limitations of the study are highlighted and further research discussions are suggested