THE USE OF ANALYTIC HIERARCHY PROCESS IN THE BALANCED SCORECARD: An Approach in a Hotel Firm

Abstract

There are some problems during the determining process of the size of the scorecards and their rates. These rates are determined with the own words of the top manager or the manager who is responsible for the scorecard determination process in many applications or all of the rates of the size and strategies are regarded as identical with each other. But the size of the scorecards and the importance of every strategy determined with the scorecards couldn’t be identical for the company. The aim of this study introducing the application usage of the method of analytic hierarchy process during the determining process of the strategies and the rate of the scorecards’ size in the balanced scorecard method. In this context, a balanced scorecard of a hotel firm is formed and later the size of the scorecards and strategical rates are determined by means of using the analytic hierarchy process.

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