Dimension of tourism enterprises based on customer performance Management System

1、 dimension of tourism enterprises based on customer performance management system summary: globalization is the current market competition, a significant trend, globalization has completely changed the original competition in the enterprise boundaries, in the face of increasingly fierce competition

2、in tourism market structure, chinas tourist enterprises urgently need to introduce change management to guide its execution management system to enhance management capabilities and enterprise competitiveness and, ultimately, to ensure the effective implementation of its strategy. this paper will use

3、 the flow chart the strategic dimension of decomposition analysis of tourism enterprises from the customer, “in achieving its strategic guidance,” the objectives and targets, and on this basis, chinas tourism enterprises to build customer-based dimension “in achieving its strategic guidance,” the pe

4、rformance management system. keywords: tourism enterprise performance management critical success factors key performance indicators dimension is a fundamental concern of corporate strategy, performance management is the collective and individual efforts to connect with enterprise strategic goals an

5、d, through planning, organizing, directing, coordination and control of the means to achieve its objectives process. “to achieve a strategic guidance” of the performance management system is to use a new performance management tool - balanced scorecard, will implement the business strategy of interr

6、elated and mutually supportive planning system performance, and the balanced scorecard into feedback and evaluation of performance incentives in the guidance to go in order to promote the business of every employee to realize consciously planned performance plan to ensure that corporate “strategic g

7、uidance.” balanced scorecard focused mainly on financial, customer, internal operations and learning and growth of four interlinked and mutually supportive relationship between the dimensions of its inner logic, in which to learn and grow long-term development organizations the ability to solve prob

8、lems is to improve the internal operations capacity base; internal operations of the standardized and scientific to provide customers with greater value; customers with the value determined by the size of the enterprise customer satisfaction; and customer satisfaction and market performance is also

9、good business for good financial performance of the foundation; financial performance of the enterprise implementation of the strategy objectives. nearly 10 years of practical application shows that the four dimensions of financial accounting for 60% of the absolute proportion of the enterprise stra

10、tegic goal and the fundamental, but customer satisfaction is driving an important factor in enterprise financial performance, accounting for about 20% of the proportion of the four dimensions of obviously, to improve customer acquisition, customer retention, customer loyalty, customer satisfaction,

11、customer chuang and other companies should be the focus of concern. customer dimension is from corporate stakeholders - customers point of view to achieve business strategy guidance to determine the goals and targets. analysis of tourism enterprises based on the customer dimension of the strategic s

12、etting of tourism enterprises, the customer that “tourists”, the customer dimension that is, tourists look upon the business activities of tourism enterprises, so that tourism businesses to offer tourists what is the value of services to form a clear understanding. analysis of tourism enterprises ba

13、sed on the customer dimension of strategic goal setting and success depends on a key driver of implementation of the strategy elements, namely, the size of a stable stream of visitors. (a) the positioning of target tourists a stable flow of the first large-scale tourist visitor the exact location de

14、pends on the target. because different types of tourist travel motivations and value proposition with a difference, for travel products or services have different preferences, such as tourism and high-end market customers tend to focus on the tourist attraction features, content, innovation, focus o

15、n tourism in the process of psychological experience, environment, recreation, recreation services and facilities, recreational activities, guide services and recreational attractions; while low-end tourist market, customers are more concerned about the tourist attractions and tourism services price

16、s. clearly, the goal will determine the correct positioning of tourists travel business strategy of “precision-guided.” (b) the customer core results of the measurement customer core results is the enterprise of customers, market to obtain the final results of the tourism enterprises, in general, in

17、cluding tourist satisfaction, market share, the old visitor retention, rate of increase of new visitors and tourists to profitability and other indicators, including tourist satisfaction degrees is a key tourist flow, decided the old visitor retention, rate of increase of new visitors and tourists t

18、o profitability, while the old and the new visitor retention rate of increase of visitors has decided to market share. tourism enterprises can measure the above indicators to determine the dimensions of the analysis of customer-based tourism enterprises strategic objectives of key performance indica

19、tors (kpi / key performance indicator). (c) determine the customer value proposition customer value proposition in general depends on the characteristics of products and services, customer relations, image and goodwill. of tourism enterprises, the general characteristics of products and services inc

20、luding tourism products and services, quality, price, performance, features and content, and many other elements; customer relationships require tourism enterprises in the food, housing, transportation, travel, entertainment, shopping, etc. in strict compliance with travel contracts, become aware of

21、 tourists in tourism during the course of run-length arrangement, tourist attractions, tourist facilities, tour content, tourism and shopping, tourism and catering, accommodation and so on feel, improve the tourist service; and in addition depends on the image and reputation enterprises in tourism c

22、haracteristic products and services outside of, but also and enterprises in brand and image of the building. obviously, the correct knowledge and understanding of tourist value proposition is to achieve a stable large-scale tourist flow assurance. analysis based on the customer dimension tourism ent

23、erprise performance management system (a) flow chart the strategic decomposition method fishbone diagram is by the japanese management guru ishikawa made, it also known as ishikawa diagram. decomposition method is a flow chart the strategic enterprise performance management solutions in the design p

24、rocess, tools and enterprise application flow chart of a method of decomposition of the strategic objectives for the strategic objectives for the critical success factors (ksf), and then determine the company-level key performance indicators (kpi), decomposition by the company-level kpi to the depar

25、tmental level kpi, each position of the kpi, so that kpi to form a causal network of relationships, to jointly support the strategic objectives. in the fishbone diagram, the head expressed as a “key strategic objective,” big fish bone expressed as the “main critical success factors”, a small fish bo

26、ne expressed as a “sub-critical success factors”, sub-critical success factors are the main critical success factor in the further decomposition of . the critical success factor is the success of enterprises play a key role in the strategic elements of a qualitative description is required to meet b

27、usiness strategies focus on the means is to formulate the basis of key performance indicators. reposted elsewhere in the paper for free download (b) flow chart strategy for tourism enterprises under the decomposition method “strategic guidance” target according to flow chart decomposition method, fr

28、om the customer dimension, build tourism enterprise performance management system, first of all, we must clearly the strategic objectives of positioning tourism enterprises, namely, “the head”; on this basis, identify areas that can ensure its strategic goal of the master the key drivers, namely, th

29、e “big fish bone”, and further decomposition of a sub-critical success factors, namely, “a small fish bone”; finally, the extract reflect the individual / organization contribute to the evaluation of key performance indicators for the basis and that the tourism business key performance indicators (k

30、pi ). the specific circumstances such as shown in table 1. table 1 shows the contents of tourist enterprises “strategic guidance” and the final outcome, namely, “the head” can be defined as achieving a stable large-scale tourist flow, which contributes to the outcome of the main key drivers, namely,

31、 the “big fish bone”, mainly including tourist satisfaction, market share, access to power and tourism enterprises profitable customer brand and reputation, which further decomposition of the sub-critical success factors, namely, “a small fish bone”, is specifically expressed on the measure of touri

32、st satisfaction, from the tourists “expect” and “perceptions” are two areas depends on six factors, you can contact, reliability, responsiveness, assurance nature of empathy and understanding of the price and value; market share depends on the number of competitors in the tourism market, tourism eco

33、nomic strength of enterprises, marketing history and reality of the marketing effort; ability to obtain profitable customers depends largely on the number of new and old customers, potential customers and transformation, as well as the number of the amount of customer loyalty and earning profits; to

34、urism enterprises depends on the brand and reputation are the key to in corporate brand building and image of the shape. on this basis, around the companys strategic goals and key drivers to achieve its objectives (ksf), extracted with operability and scalability of the key performance indicators (k

35、pi), such as tourism landscape to attract degrees, infrastructure, improve the degree, the actual market and the relative share of market capacity and value, the old customer retention, new customer growth rate, the conversion rate of potential customers, travel companies brand awareness and reputat

36、ion, tourism and corporate image of the composite index, so that enterprises of all departments and staff to understand business requirements and you should be doing, and ultimately the integration of the organizational structure of enterprises, improve business efficiency. (c) the tourism business

37、key performance indicators (kpi) of the extract key performance indicators (kpi) is a management “plan - the implementation - evaluation” in “evaluation,” an integral part of it is reflected in the individual / organization contribute to the evaluation of key performance indicators for the basis and

38、 their indicators to ultimately depend on the companys strategic objectives. companys strategic goal is long-term guidance, and general, while the positions of the key performance indicators are set up for the job and focus on the assessment years job performance, rich in content and be measurable.

39、when the key performance indicators form the companys strategic objectives of an effective support system components or when it will measure the position in order to achieve the strategic objectives of the relevant part of the company as its primary responsibility; if key performance indicators and targets from the companys strategy, then it measured positions with the company direction will also produce differences in the realization of strategic goals. therefore, the key performance indicators is a real drivers strategic goal of the specific factors of the excavatio