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Conceptualização de um Balanced Scorecard para Minor Hotels
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O Balanced Scorecard (BSC) é uma ferramenta de gestão estratégica que permite alinhar o desempenho de uma organização com os seus objetivos, utilizando quatro perspetivas: financeira, clientes, processos internos e aprendizagem/crescimento. Este estudo propõe a conceptualização de um BSC para a Minor Hotels, um grupo multinacional no setor hoteleiro, com o objetivo de melhorar a execução e avaliação contínua da sua estratégia de crescimento e sustentabilidade. O estudo adota uma metodologia qualitativa detalhada, centrando-se na análise de dados públicos das principais marcas geridas pelo grupo Minor Hotels, nomeadamente Anantara, Avani, Tivoli e NH Hotels. Esta abordagem permite uma compreensão profunda das estratégias operacionais e de gestão que sustentam o desempenho destas entidades. O estudo de caso envolve uma análise detalhada dos relatórios anuais e outros documentos publicamente acessíveis.A presente dissertação demonstrou que a implementação de um BSC adaptado à Minor Hotels permite alinhar de forma integrada a sustentabilidade, a inovação e o desempenho financeiro. A estrutura de cinco perspetivas — Financeira, Clientes, Processos Internos, Aprendizagem e Crescimento, e Sustentabilidade e Inovação — revelou-se eficaz na tradução dos objetivos estratégicos em indicadores de desempenho mensuráveis, promovendo uma gestão mais holística e orientada para a criação de valor sustentável. Os resultados evidenciam uma organização comprometida com a rentabilidade responsável, a eficiência operacional e a excelência na experiência do cliente, reforçando a sua posição como referência no setor do turismo sustentável. De forma global, a análise demonstrou que é possível equilibrar a obtenção de resultados financeiros sólidos com práticas de gestão inovadoras e responsáveis. A Minor Hotels apresenta-se, assim, como um caso exemplar de integração estratégica de objetivos económicos, sociais e ambientais, apoiada por investimentos em formação, digitalização, eficiência energética e responsabilidade ambiental. O modelo proposto constitui não apenas uma ferramenta de monitorização e gestão interna, mas também uma base sólida para o reforço da reputação, da competitividade e da capacidade de adaptação a um mercado em rápida evolução.
The Balanced Scorecard (BSC) is a strategic management tool that aligns an organisation's performance with its objectives, using four perspectives: financial, customer, internal processes and learning/growth. This study proposes the conceptualisation of a BSC for Minor Hotels, a multinational group in the hotel sector, with the aim of improving the execution and continuous evaluation of its growth and sustainability strategy. The research is based on analysing public data from Minor Hotels' main brands, such as Anantara, Avani, Tivoli and NH Hotels, and identifying performance indicators (KPIs) for each perspective. The research adopts a detailed qualitative methodology, focusing on the analysis of public data from the main brands managed by the Minor Hotels group, namely Anantara, Avani, Tivoli and NH Hotels. This approach allows an in-depth understanding of the operational and management strategies that underpin the performance of these entities. The case study involves a detailed investigation of annual reports and other publicly accessible documents. This dissertation has shown that the implementation of a BSC adapted to Minor Hotels makes it possible to align sustainability, innovation and financial performance in an integrated manner. The structure of five perspectives - Financial, Customers, Internal Processes, Learning and Growth, and Sustainability and Innovation - proved to be effective in translating strategic objectives into measurable performance indicators, promoting a more holistic management geared towards creating sustainable value. The results show an organization committed to responsible profitability, operational efficiency and excellence in customer experience, reinforcing its position as a benchmark in the sustainable tourism sector. Overall, the analysis showed that it is possible to balance solid financial results with innovative and responsible management practices. Minor Hotels thus present itself as an exemplary case of the strategic integration of economic, social and environmental objectives, supported by investments in training, digitalization, energy efficiency and environmental responsibility. The proposed model is not only a tool for monitoring and internal management, but also a solid basis for strengthening reputation, competitiveness and the ability to adapt to a rapidly evolving market.
The Balanced Scorecard (BSC) is a strategic management tool that aligns an organisation's performance with its objectives, using four perspectives: financial, customer, internal processes and learning/growth. This study proposes the conceptualisation of a BSC for Minor Hotels, a multinational group in the hotel sector, with the aim of improving the execution and continuous evaluation of its growth and sustainability strategy. The research is based on analysing public data from Minor Hotels' main brands, such as Anantara, Avani, Tivoli and NH Hotels, and identifying performance indicators (KPIs) for each perspective. The research adopts a detailed qualitative methodology, focusing on the analysis of public data from the main brands managed by the Minor Hotels group, namely Anantara, Avani, Tivoli and NH Hotels. This approach allows an in-depth understanding of the operational and management strategies that underpin the performance of these entities. The case study involves a detailed investigation of annual reports and other publicly accessible documents. This dissertation has shown that the implementation of a BSC adapted to Minor Hotels makes it possible to align sustainability, innovation and financial performance in an integrated manner. The structure of five perspectives - Financial, Customers, Internal Processes, Learning and Growth, and Sustainability and Innovation - proved to be effective in translating strategic objectives into measurable performance indicators, promoting a more holistic management geared towards creating sustainable value. The results show an organization committed to responsible profitability, operational efficiency and excellence in customer experience, reinforcing its position as a benchmark in the sustainable tourism sector. Overall, the analysis showed that it is possible to balance solid financial results with innovative and responsible management practices. Minor Hotels thus present itself as an exemplary case of the strategic integration of economic, social and environmental objectives, supported by investments in training, digitalization, energy efficiency and environmental responsibility. The proposed model is not only a tool for monitoring and internal management, but also a solid basis for strengthening reputation, competitiveness and the ability to adapt to a rapidly evolving market.
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Balanced Scorecard Minor Hotels Estratégia Desempenho Gestão Hoteleira Sustentabilidade e Inovação Strategy Performance Hotel Management Sustainability and Innovation