Lost Peak ski resort was for many years a small, family-owned resort serving day skiers from nearby towns. Lost Peak was recently acquired by Western Resorts, a major ski resort operator. The new owners have plans to upgrade the resort into a destination resort for vacationers. As part of this plan, the new owners would like to make major improvements in the Powder 8 Lodge, the resorts on-the-hill cafeteria. The menu at the lodge is very limitedhamburgers, hot dogs, chili, tuna fish sandwiches, pizzas, french fries, and packaged snacks. With little competition, the previous owners of the resort had felt no urgency to upgrade the food service at the lodge. If skiers want lunch on the mountain, the only alternatives are the Powder 8 Lodge or a brown bag lunch brought from home. As part of the deal when acquiring Lost Peak, Western Resorts agreed to retain all of the current employees of the resort. The manager of the lodge, while hardworking and enthusiastic, has very little experience in the restaurant business. The manager is responsible for selecting the menu, finding and training employees, and overseeing daily operations. The kitchen staff prepare food and wash dishes. The dining room staff take orders, serve as cashiers, and clean the dining room area. Shortly after taking over Lost Peak, management of Western Resorts held a day-long meeting with all of the employees of the Powder 8 Lodge to discuss the future of the ski resort and the new manage-ments plans for the lodge. At the end of this meeting, management and lodge employees created a bal-anced scorecard for the lodge that would help guide operations for the coming ski season. Almost everyone who participated in the meeting seemed to be enthusiastic about the scorecard and manage-ments plans for the lodge. The following performance measures were included on the balanced scorecard for the Powder 8 Lodge:

a. Weekly Powder 8 Lodge sales

b. Weekly Powder 8 Lodge profit

c. Number of menu items

d. Dining area cleanliness as rated by a representative from Western Resorts management

e. Customer satisfaction with menu choices as measured by customer surveys

f. Customer satisfaction with service as measured by customer surveys

g. Average time to take an order

h. Average time to prepare an order

i. Percentage of kitchen staff completing a basic cooking course at the local community college

j. Percentage of dining room staff completing a basic hospitality course at the local community college

Western Resorts will pay for the costs of staff attending courses at the local community college.

Required: 1. Using the above performance measures, construct a balanced scorecard for the Powder 8 Lodge. Use Exhibit 115 as a guide. Use arrows to show causal links and indicate with a + or whether the performance measure should increase or decrease.

Vision: Continue building on our unique positionthe only short-haul, low-fare, high- frequency, point-to-point carrier in Canada. EXHIBIT 11-5 A Possible Strategy Map for a Regional Airline and the Balanced Scorecard Simplified Strategy Map Performance Measures Targets Initiatives Financial Increase Profitability Market value Seat revenue Plane lease cost 25% per year 20% per year 5% per year Optimize routes Standardize planes Lower Costs Increase Revenue Customer More Customers On-time Flights On-time arrival rating Customer ranking Number of customers On-ground time On-time departure First in industry 98% Satisfaction % change Quality management Customer loyalty program Lowest Prices Internal