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By K.W. Wöber

Bargains methodological framework for answering key benchmarking questionsonly tremendous paintings masking this topicworld-wide insurance and usageBenchmarking is a buzzword of the decade that describes a style for evaluating diversified businesses, via measuring numerous info, functionality and ambitions. This ebook specializes in the methodological elements of the perfect number of benchmarking companions.

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Because of what needs to be achieved, the optimal selection of comparison partners requires a systematic study of a company’s performance, thus a model of the underlying production process. Productivity is usually defined as the ratio of inputs and outputs. Input refers to the resources used in making a product or providing a service, while output is the product or service itself. e. costs and revenues, but not necessarily, as will be discussed later. Several models have been introduced to measure performance in the hotel industry (Jones, 1988; Phillips, 1999; Southern, 1999).

In Austria, the Austrian Professional Hotel and Restaurant Associations, situated within the Federal Chamber of Commerce, have realized that Austrian SMEs cannot cope with this information deficit on their own. Therefore they decided to fund a research project which allows the industry to exchange data on business operations on a global basis in order to benchmark individual performances. The features of the system, which was developed on the World Wide Web, will be discussed in Chapter 5. It is frequently argued that technology is a major force in providing competitive advantages especially in the areas of productivity, management decision-making, and education and training (Durocher and Niman, 1993; Go and Pine, 1995; Kluge, 1996; Kirk and Pine, 1998).

In other words, two firms may have exactly the same resource allocation, yet one firm produces less output than the other. , 1999). The majority of X-efficiency losses, according to Leibenstein (1966), arise from inadequate motivation by firm management. He also suggests that motivation levels are linked to the structure and competitiveness of the market in which a firm operates. If managers and/or workers could be encouraged or persuaded to work more effectively, firms would improve performance without changing their resource allocation.

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