scholarly journals Reformulation of Business Strategy PT XYZ

2018 ◽  
Vol 6 (2) ◽  
pp. 118-126
Author(s):  
Saparuddin Mukhtar ◽  
Mohammad Rizan ◽  
Resti Annisa ◽  
Rifelly Dewi Astuti ◽  
Basri Bado
Keyword(s):  
Performance Appraisal ◽  
Balanced Scorecard ◽  
Business Strategy ◽  
Swot Analysis ◽  
Performance Indicator ◽  
Extreme Sports ◽  
Company Strategy ◽  
Cooperative Relationships ◽  
Suggested Strategy ◽  
Related Diversification

Currently, PT. XYZ  requires the restructuring of its business strategy to restore and restore PT XYZ 's finances as well as to build a viable and profitable housing. In the reformulation of the business strategy of PT XYZ, the researcher will use SWOT analysis as the basis of the analysis, and Grand Strategy matrix to analyze company position in the industry. The results indicate that the position of PT XYZ  is in the quadrant 1 is Strength—Opportunity which means the position of a perfect company strategy and competes vigorously. The alternative strategy formed refers to the related Diversification strategy and Horizontal Integration, the suggested strategy is (1) to build a Highland geopark tourism park; (2) redeveloping the extreme sports arena; (3) establish cooperative relationships with government or private companies concerned; (4) to provide land or field intended for residents of housing around PT XYZ area, also a form of CSR; (5) evaluate and improve HR performance by conducting performance appraisal through key performance indicator and balanced scorecard.  

scholarly journals THE PARADIGM OF STRATEGIC MANAGEMENT OF MULTINATIONAL CORPORATIONS ON THE BASIS OF THE BALANCED SCORECARD

2015 ◽  
Vol 1 (7) ◽  
pp. 43
Author(s):  
Olena Burunova ◽  
Sergii Gushko ◽  
Volodymyr Kulishov
Keyword(s):  
Strategic Management ◽  
Multinational Corporations ◽  
Balanced Scorecard ◽  
Business Strategy ◽  
Business Processes ◽  
Swot Analysis ◽  
Scenario Planning ◽  
Information Support ◽  
Support Mechanism ◽  
The Balanced Scorecard

The paper investigates the process of strategic management and missions of a multinational corporation on the basis of the model of the balanced scorecard (BSC) formation. Due to the trends in modern management, the development of a company’s strategy, and the estimation of its efficiency are carried out with increasing frequency by means of scorecards. Thus, the aim of the research is to explore the paradigm of strategic management of multinational corporations within the framework of implementation of the model of an enterprise scorecard in an ERP system. The topicality of the research is determined by the necessity to implement the worked out in detail monitoring of company’s activity in a strategic focus, which will allow increasing the operationability and efficiency of administrative decisions and controlling the most essential financial and non-financial performance indices. In the course of work, the authors were guided by the principles of systemic and dialectical approaches to explore the problem. Thereat methods of logic and factor analysis, swot analysis, scenario planning, approaches to grouping, comparison, generalization, interconnection of the theoretical and practical aspects of the work of multinational corporations were used. They serve to deepen the theoretical and methodological aspects referred to the formation of the accounting and analytical information and implementation of the balanced scorecard model in the process of institutionalization of informative economy. It is well-proven that optimization of a business strategy of companies contributes to realization of the information support mechanism of the accounting and analytical systems under the condition of ERP introduction- systems for the improvement of methods of accounting, control and analysis. It gives an opportunity to efficiently manage the resources of corporations, to regulate their production load, to control quality and push their products forward to foreign markets. It has been found out that, taking into account these tendencies, it is possible to construct a pay card of the system of indices according to the levels of acceptance of administrative decisions on the basis of all main business processes of a corporation.

Building a Weighted Performance Indicator Concept Utilized The Respondent’s Opinion Approach

2021 ◽  
Author(s):  
Terttiaavini ◽  
Yusuf Hartono ◽  
Ermatita Ermatita ◽  
Dian Palupi Rini
Keyword(s):  
Performance Appraisal ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Performance Indicator ◽  
Minimum Weight ◽  
Performance Appraisals ◽  
Method Performance ◽  
The Balanced Scorecard ◽  
Rule Method

Abstract This study discusses building the concept of weighting performance indicators based on respondents' opinions. The opinion of respondents has the power to provide an assessment. So far, the performance appraisal is determined based on the Balanced Scorecard method, AHP, Topics, and others where the dimensions of this method are limited. In companies, performance appraisals are carried out by the HR Department. The specified indicator is sometimes too high, therefore it is considered achieved. The most flexible approach in which the determination of indicators is determined by the respondent who will implement the rule. Weighted performance indicators are constructed by developing an association rule method and ranking method. Performance appraisal structures in the form of multi values ​​and multidimensional can be built using this concept. Items that meet the support value and minimum weight are determined based on the higher frequency. This concept is a new proposal from a mining method developed to produce a performance appraisal model that can be applied to various needs.

scholarly journals Business Strategy Improvement for PT. XYZ to Achieve Competitive Advantage in Construction Industry

2020 ◽  
Vol 5 (4) ◽  
Author(s):  
Takara Tantarto ◽  
Harimukti Wandebori
Keyword(s):  
Competitive Advantage ◽  
Business Strategy ◽  
Swot Analysis ◽  
Secondary Data ◽  
Literature Study ◽  
Company Strategy ◽  
Competitor Analysis ◽  
New Strategy ◽  
Strategy Map ◽  
Construction Services

XYZ has been engaged in the construction services business for 48 years in Indonesia and this company pioneered its work as executor of building construction. At present, PT. XYZ is experiencing challenges due to the decrease in project targets per year set by the company so that it has an impact on revenue decline. Since the business problems occurred, the company has not developed a new strategy to increase the company's target. This study aims to determine and improve company strategy based on the problems that occur and is expected to have an impact on increasing project targets. The methodology used in this study uses qualitative data obtained from interviews with the company’s employees. Secondary data analysis was performed using the company's Annual Report and literature study. The conceptual framework used begins with an analysis of the external environment using PESTEL analysis, Porter's 5 Forces, and competitor analysis. All analysis results are summarized in the SWOT analysis. The proposed strategy based on the results of the study with the TOWS Matrix, Authors provides an overview of the Strategy Map to achieve a competitive advantage.

scholarly journals Analisis Strategi Bisnis untuk Mencapai Keunggulan Kompetitif di UMKM Nukida Jati Bojonegoro

2021 ◽  
Vol 7 (2) ◽  
pp. 117-126
Author(s):  
Ika Munawaroh ◽  
Elva Nuraina ◽  
Elly Astuti
Keyword(s):  
Business Strategy ◽  
Swot Analysis ◽  
Raw Materials ◽  
Secondary Data ◽  
Product Diversification ◽  
Business Strategies ◽  
Internal Factors ◽  
Calculation Results ◽  
Related Diversification ◽  
Market Opportunities

This study aims to identify business strategies implemented by MSMEs Nukida Jati to have a competitive advantage. The research method uses descriptive qualitative. Sources of data used are primary and secondary data sources. The technique of collecting data is the interview, observation, and documentation. Data analysis techniques used data reduction, presenting information data, and drawing conclusions. The calculation results of the IFE (internal factors) and EFE (external factors) matrices show that Nukida Jati MSMEs are in quadrant one. Combining these matrices in the SWOT analysis shows that the company's position allows it to maximize the opportunities and strengths. An alternative business strategy that can be applied to Nukida Jati MSMEs in this position is related diversification. This business strategy allows the company to produce various kinds of handicrafts with different specifications according to consumer demand with the same raw materials. Further product diversification can create wider market opportunities, especially if added with adequate digital marketing support

scholarly journals Penilaian Kinerja Berbasis Balanced Scorecards (BSC) untuk Melakukan Rancang Ulang Strategi Bersaing

2021 ◽  
Vol 9 (1) ◽  
pp. 41
Author(s):  
Asdiana Dua Sumban ◽  
Diana Zuhroh ◽  
Parawiyati Parawiyati
Keyword(s):  
Balanced Scorecard ◽  
Business Strategy ◽  
Qualitative Method ◽  
Swot Analysis ◽  
Efficiency Index ◽  
The Balanced Scorecard ◽  
Satisfaction Index ◽  
Normal Period ◽  
Strategic Location ◽  
Balanced Scorecards

The objectives of this study are to evaluate the performance of the Kusuma Agrowisata Hotel during the Covid-19 pandemic and to design the business strategy for the Hotel in new normal period. This research applies the quantitative and qualitative method. The data were obtained using questionnaires and interview and analyzed by applying descriptive statistics, using the Balanced Scorecard and SWOT analysis. The result shows that the hotel was less successful in improving revenue and efficiency. However the customers were satisfied and the hotel was able to achieve the company's strategy efficiency index and the staff satisfaction index. The SWOT analysis found out that there was S-O Strategy which could be done by keeping the room prices competitive, providing children’s playground, keeping the good image, having a strategic location, maintaining the friendliness, maintaining the surrounding natural environment, keeping the guest demand fulfilled, reopening various tourist sites and setting strategies to eliminate customers boredom.

scholarly journals Development of a balanced scorecard as a strategic performance measurement system for clinical radiology as a cost center

2021 ◽  
Vol 12 (1) ◽  
Author(s):  
Ulf Teichgräber ◽  
Rainer Sibbel ◽  
Andreas Heinrich ◽  
Felix Güttler
Keyword(s):  
Balanced Scorecard ◽  
Swot Analysis ◽  
Clinical Teaching ◽  
Performance Indicator ◽  
Value Added ◽  
Core Values ◽  
Indicator System ◽  
Performance Measurement System ◽  
Radiology Department ◽  
Cost Center

Abstract Objectives To develop a goal-oriented indicator system based on the balanced scorecard (BSC) concept, which takes into account the perspectives of the referring physician and patient and emphasizes the focus on the internal processes of the radiology department. Methods Development of a BSC occurred in six steps: (Step 1) strengths/weaknesses and opportunities/risks (SWOT-) analysis of the radiology department, (Step 2) setting-specific objectives (model, core values, key objective) followed by the development of 4 perspectives, (Step 3) and definition of strategic issues oriented to the value-added chain of the processes of the radiology department. (Step 4) Creation of a “Strategy Map” with regard to the perspective and their cause–effect relationships. (Step 5) Development of an automated key performance indicator (KPI) cockpit for the monitoring, reporting, and management scorecard. Results A total of 10 success factors were identified using SWOT analysis. The core values include high quality in clinical, teaching, and research areas. The radiological value-added chain is composed of three processing steps. 1. registration, 2. examination, and 3. reading/X-ray demonstration. Three action programs were derived: 1. increase competency (e.g., specialist standard), 2. improve referring physician/patient satisfaction, 3. increase productivity. Daily process monitoring was added to the management cockpit as a monitoring scorecard. The scorecard comprises 18 KPIs and is automatically updated every month. The annual management scorecard comprises 10 KPIs. Conclusions The BSC makes it possible to implement a strategy for radiology that is strongly oriented toward the requirements of the referring physicians and the demands of patients.

scholarly journals Applied of Balanced Scorecard (BSC) Approach with Determination and Weighting of Key Performance Indicator (KPI) for Employee Performance Measurement

Tibuana ◽  
2021 ◽  
Vol 4 (02) ◽  
pp. 131-139
Author(s):  
Muhammad Nushron Ali Mukhtar ◽  
Agung Setiawan ◽  
Djoko Adi Walujo
Keyword(s):  
Performance Appraisal ◽  
Balanced Scorecard ◽  
Performance Indicator ◽  
Employee Performance ◽  
Production Capacity ◽  
Balanced Score Card ◽  
Average Value ◽  
Score Card ◽  
The Balanced Score Card ◽  
The Many

The many types of production of goods in a company spearhead the progress of this company in industrial competition in Indonesia, the variety of types of products and large production capacity makes this company need a large number of employees to balance the variety and production capacity. This large number of employees creates its own problems, one of the problems is employee performance appraisal, employee performance appraisal in this company is only centered on the highest supervisor's consideration in one section. From that problem, the researcher wants to solve the problem using the Balanced Score Card (BSC) method by using the determination and weighting of Key Performance Indicators (KPI). The final result of the research conducted at PT Alam Jaya Primanusa in May 2018 the results of the following employee achievement grades and categories: Average material value: 76.65 Fair category, Operator's average value: 85.51 Good category, Average value - Selector section average: 89.79 Good category, Packer section average value: 94.98 Good category, Values ​​in each of these sections become the basis for calculations for all injection division production, so conclusions are drawn for the final value and achievement category of all injection division production the value of 83.37 in the Fair category.

scholarly journals Pengukuran Kinerja Efektif Departemen Pengembangan Sistem Informasi dengan Metode Balanced Scorecard pada PT. Xyz

2013 ◽  
Vol 4 (1) ◽  
pp. 253
Author(s):  
Eli Suryani ◽  
Muhammad Fadli
Keyword(s):  
Information Technology ◽  
Information System ◽  
Balanced Scorecard ◽  
Business Strategy ◽  
Performance Indicator ◽  
System Development ◽  
Group Discussion ◽  
Strategy Execution ◽  
Information System Development ◽  
Strategy Map

Department of Information System Development at PT XYZ becomes a trigger in the movement of the Information Technology Development of the company.  However it is not merely the fastest, the biggest or the most completed project that determine the success, but the most important is to align with the business strategy due to achieve the company’s goal and objective. Recognizing the performance does not only need a measurement system but also right measurements. The purpose of the study is to design an effective Key Performance Indicator in Departement of Information System Development that is aligned with current indicators to measure the success of company’s strategy execution. The choosen indicators are cascaded from company’s strategy map and information technology strategy map. The design uses balanced scorecard method according to data and information collected from executive interview, focus group discussion and workshop with the key persons in IT organization. Balanced scorecard method provides the integration of financial and non-fianncial factor for measurements. It allows different level formulation with same performance indicator flexibly. Recently, Department of Information System Development can monitor and develop its performance directionally. 

Pola Penggunanan Balanced Scorcard Pada Indikator Kinerja Utama Universitas Islam Negeri Syarif Hidayatullah Jakarta

2020 ◽  
Vol 7 (11) ◽  
Author(s):  
Fitriadi Fitriadi ◽  
Mahendro Sumardjo ◽  
Jubaedah Jubaedah
Keyword(s):  
Balanced Scorecard ◽  
Performance Indicator ◽  
Key Performance Indicator

Fenomena yang diteliti pada UIN Syarif Hidayatullah Jakarta adalah sulitnya melihat capaian kinerja dan pengukuran kinerja. Oleh karena itu, UIN Syarif Hidayatullah Jakarta kesulitan mengambil keputusan dalam manajemen kinerja, sebelum menggunakan IKU, UIN Syarif Hidayatullah Jakarta menggunakan manajemen anggaran dalam penilaian dan pengukuran kinerja. Penelitian ini menggunakan metode kualitatif studi lapangan dengan pendekatan fenomenologi. Yang diteliti adalah pengalaman pola penggunaan Balanced Scorecard (BSC) IKU atau Key Performance Indicator (KPI)  UIN Syarif Hidayatullah Jakarta tahun 2018. Setelah adanya IKU di UIN Syarif Hidayatullah Jakarta dengan menggunakan Balanced Scorecard (BSC). penilaian kinerja dan ukuran kinerja ini bisa sebagai acuan capaiaan kinerja untuk Perangkingan Perguruan Tinggi di tingkat nasional maupun internasional, Laporan Akuntabilitas Kinerja Instansi Pemerintahan (LAKIP), Rencana Strategis (Renstra) dan Rencana Induk Pengembangan Kampus (RIBKA) atau Milestones dengan melihat indikator, target dan ukuran pada lapran tersebut.

Internal and External Factors Affecting the Sales of Hype Drinks in Online Platform

2021 ◽  
Vol 8 (1) ◽  
pp. 89
Author(s):  
Fauzan Febrian ◽  
Nazmi Fathnur Ahmad
Keyword(s):  
Mixed Method ◽  
Business Strategy ◽  
Swot Analysis ◽  
Adaptation Strategy ◽  
External Factors ◽  
Factors Affecting ◽  
Online Platform ◽  
Online Sales ◽  
Online Platforms ◽  
Internal And External Factors

The Covid-19 Pandemic has hurt the beverage outlets' sales. This study investigates the strength of the internal and external factors that influenced sales in the online platforms of hype drinks. Thus, the study focused on the adaptation strategy to improve the sales in the online platform of hype drinks under environmentally-health pressures. The approach was mixed-method by obtaining the data through questionnaires, interviews, and observation. The participant in this study was consumer, employee, and owner.  Data analysis is conducted under the SWOT analysis that has four steps in presenting the data. The finding concluded that internal and external factors positively impacted the business strategy to increase online sales of beverage outlets by riding the wave of hype among customers.

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