Contemporary Performance Measurement Systems Based on Disney's Contemporary Resort

1829 Words Jun 9th, 2012 8 Pages
Contemporary Performance Measurement Systems Based on Disney's Contemporary Resort

Disney's Contemporary Resort is an ultra-modern Disney Deluxe Resort, made up of a towering A-frame high-rise building—the iconic Contemporary Tower—and complemented by one garden wing annex. This lakeside Resort is the only hotel in Walt Disney World Resort to have the Walt Disney World Monorail System pass through the main concourse.
When Disney's Contemporary Resort in Lake Buena Vista, Fla., set out to revamp its business performance reporting process in 2006, a high-performance dashboard is exactly what financial managers had in mind. "We wanted an automated system that would give resort managers the information they needed at their fingertips when
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While all managers wanted profit and loss information on a weekly basis — so they could make business decisions for the upcoming week based on the prior week's performance — there were many other requests for nonfinancial data. Restaurant managers, for example, needed to know projected hotel occupancy rates so they could determine the appropriate staffing levels. Merchandise managers needed to know their biggest sellers so they could adequately stock the stores. And all managers wanted to know when VIPs had checked into the hotel and when guests had complained of an inconvenience. After meeting with the managers, it became clear that a whole new set of measures was needed — and they were needed with a much quicker turnaround.
In seeking ways to distribute this information, Hall and his team decided to use the hotel's existing computer network. Using Microsoft's Excel and Visual Basic software packages, Hall's team created and installed the shell of a new online performance system that used drop-down menus to allow managers to find the data they needed when they needed it.

2. Non-financial measures
Non-financial measures have been used for many decades, particularly at the operational levels of an organization.
"Once we knew what information was needed, we came up with reports that made sense to us," Hall says. "We put these on the system, and then solicited feedback from managers." Using the managers' suggestions, Hall's team then made changes to the

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