| TABLE OF CONTENTS | 第2-4页 |
| TABLE OF FIGURES | 第4-6页 |
| 摘要 | 第6-7页 |
| ABSTRACT | 第7页 |
| 1. THE HOTEL INDUSTRY | 第8-17页 |
| 1.2 Intent of the study | 第15-17页 |
| 2. PERFORMANCE MEASUREMENT | 第17-28页 |
| 2.1 What is a performance measure | 第17-19页 |
| 2.2 Why do performance measurement? | 第19-21页 |
| 2.3 Literature review | 第21-22页 |
| 2.4 Financial and non-financial performance measures | 第22-24页 |
| 2.5 Performance measurement in the hospitality industry | 第24-26页 |
| 2.6 The final purpose of performance measurement:the creation of value | 第26-28页 |
| 3. FINANCIAL PERFORMANCE MEASUREMENT | 第28-46页 |
| 3.1 Accounting | 第28-36页 |
| 3.2 Lodging industry accounting | 第36-37页 |
| 3.3 Ratio Analysis | 第37-46页 |
| 4. QUALITATIVE ASPECT OF PERFORMANCE MEASUREMENT:EMPLOYEES AND CUSTOMERS EFFECT ON PROFIT | 第46-75页 |
| 4.1 Statistical evidence of the importance of employees and customers to the creation ofprofit | 第47-56页 |
| 4.2 Employees' satisfaction and performance measurement | 第56-66页 |
| 4.3 Investigating the performance through customers:customers satisfaction and perceivedquality | 第66-75页 |
| 4.3.1 Guest Comment Cards-Gilbert and Hornell(1998),Su(2004) | 第69-71页 |
| 4.3.2 The SERVQUAL model (Parasuraman,1985) | 第71-75页 |
| 5. CUSTOMER-CENTRIC MANAGEMENT OF REVENUE FORMAXIMIZING THE HOTEL PERFORMANCE | 第75-103页 |
| 5.1 Price management | 第76-94页 |
| 5.2 Forecasting demand | 第94-98页 |
| 5.3 Inventory management | 第98-101页 |
| 5.4 Managing distribution channel | 第101-103页 |
| 6. BEYOND THE THEORY.INTERVIEWS WITH THE GENERAL MANAGERSOF THE BULGARI HOTEL,MILAN,AND THE HOTEL UNIVERSO,ROME | 第103-116页 |
| 6.1 The Bulgari Hotel | 第103-112页 |
| 6.2 The Hotel Universo | 第112-114页 |
| 6.3 Considerations | 第114-116页 |
| 7. SUSTAINABILITY OF THE RELATIONSHIP CUSTOMER SATISFACTION-PROFIT DURING A PERIOD OF ECONOMIC UNCERTAINTY | 第116-134页 |
| 7.1 The Luxury segment | 第119-126页 |
| 7.2 The Upper midscale sector | 第126-134页 |
| 8. CONCLUSIONS | 第134-137页 |
| 9. BIBLIOGRAPHY | 第137-139页 |
