Effect of Balanced Scorecard Perspectives Towards Hotel and Restaurant SME Performance and Growth Eswatini
Keywords:
Balanced Scorecard (BSC), SMEs, Eswatini, Performance Measurement, Strategic Implementation.Abstract
This study examined how the four perspectives of the Balanced Scorecard (BSC) influence the performance and growth of hotel and restaurant Small and Medium-sized Enterprises (SMEs) in Eswatini, a sector where BSC adoption remains low. Using a sequential mixed-methods approach, the researcher first gathered quantitative data via a questionnaire survey (analyzed using SPSS) and then followed up with qualitative interviews to probe deeper into the findings. The results established a strong positive correlation between the BSC and SME success. Quantitatively, respondents ranked the customer perspective as the primary driver of performance and growth (68.8%), followed by the financial (65%), internal business (62%), and learning and growth (56%) perspectives. Qualitative data reinforced these findings, highlighting the interdependence of all four areas while revealing critical challenges like skill shortages and limited sectoral research. Managerially, the study demonstrates that adopting the BSC gives owners a valuable, comprehensive view of both financial and non-financial metrics. The authors recommend that Eswatini’s hospitality SMEs fully integrate the BSC into their strategic planning.
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