scholarly journals Implementation Of The Balanced Scorecard As A Performance Measure STKIP PGRI Tulungagung

2017 ◽  
Author(s):  
Tutut Suryaningsih
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Performance Measure ◽  
Performance Measurement System ◽  
Measurement Tool ◽  
Prospective Students ◽  
The Balanced Scorecard ◽  
A Company ◽  
A Performance

Competition between universities in the age of globalization is increasingly tight. Univer sities vying to improve its quality so that the confidence of customers, in this case prospective students is increasing. Therefore we need a performance measurement system that can be used by management to evaluate the performance and the performance of the existing business processes in college. The results of this evaluation will be very important to plan and determine the steps and strategies to achieve the strategic vision, mission, and goals of the institution. One method that can be used as a performance measure is balanced scorecard method. In the balanced scorecard, performance is not only seen from the financial aspect, but also other aspects beyond the financial aspects of the support and influence on the financial aspects, namely the customer, internal business processes, and learning and growth. Therefore, the purpose of this study is to implement the Balanced Scorecard method for measuring the performance STKIP PGRI Tulungagung.The end result of this implementation is a company scorecard is a scorecard (performance measurement tool) consisting of strategy, performance measures, targets to be achieved, which are grouped into each section in STKIP PGRI Tulungagung viewed from four perspectives on the balanced scorecard

What signifies success in e‐CRM?

2009 ◽  
Vol 27 (2) ◽  
pp. 246-267 ◽  
Author(s):  
Hande Kımıloğlu ◽  
Hülya Zaralı
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Customer Value ◽  
Business Processes ◽  
Management Tool ◽  
Measurement Tool ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Support Costs ◽  
A Performance

PurposeThis paper seeks to use the balanced scorecard approach to create a performance measurement tool for e‐CRM implementations, distinguishing the criteria which signify higher levels of success in e‐CRM for internet businesses.Design/methodology/approachA performance measurement tool assessing the success of e‐CRM implementations under the customer, internal business, innovation and learning, and financial perspectives of the balanced scorecard is constructed. A total of 72 internet businesses in Turkey were surveyed about how much their CRM implementations contributed to the improvement in various measures under these four perspectives. These businesses are categorised as those with high versus moderate levels of perceived e‐CRM success. T‐tests are conducted to find out which success criteria distinguish these two groups more significantly.FindingsCompanies with higher levels of perceived e‐CRM success claimed significantly higher levels of improvements in customer satisfaction, transaction amounts and frequency, brand image, effective database management and customer targeting, efficient business processes, technology utilisation, excellence and innovation in services, improved sales, profitability and decreased service support costs.Research limitations/implicationsThe sample size is relatively small due to the difficulty of collecting data from internet businesses on a strategic issue such as e‐CRM. Perceived e‐CRM success is assessed based on the answers of a single respondent from each business.Practical implicationsWith successful e‐CRM programs, internet businesses can experience significant levels of improvements under all the four perspectives of the balanced scorecard, including tangible measures such as financial outcomes and the less tangible indicators such as customer value, innovation, excellence, and efficiency in business processes.Originality/valueA general strategic management tool is applied to a specific process in internet businesses. Performance in e‐CRM is assessed extensively.

Measuring and Managing E-Business Initiatives through the Balanced Scorecard

2011 ◽  
pp. 152-168 ◽  
Author(s):  
Wim Van Grembergen ◽  
Isabelle Amelinckx
Keyword(s):  
Information Technology ◽  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Measurement System ◽  
Financial Measures ◽  
The Balanced Scorecard ◽  
Business Perspective ◽  
Customer Perspective ◽  
A Performance

The Balanced Scorecard (BSC) initially developed by Kaplan and Norton is a performance measurement system that supplements traditional financial measures with the criteria that measure performance from three additional perspectives: customer perspective, internal business perspective, and innovation and learning perspective. In recent years, the Balanced Scorecard has been applied to information technology in order to ensure that IT is fairly evaluated. The proposed methodology can also be applied to e-business initiatives. In this chapter, it is illustrated how the BSC can be used to measure and manage e-business initiatives. A generic e-business Balanced Scorecard is proposed and its development and implementation is discussed.

scholarly journals Usulan Rancangan Key Performance Indicators Menggunakan Pendekatan Perspektif Balanced Scorecard Pada PT. Pelayaran Hub Maritim Indonesia

2016 ◽  
Vol 7 (2) ◽  
Author(s):  
Gayuh Mukti Rahmatullah ◽  
Amak Mohamad Yaqoub
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Primary Data ◽  
Performance Measurement System ◽  
Research Approach ◽  
The Balanced Scorecard ◽  
A Performance

Indonesia is the largest archipelago in the world which of course, has many ports as a place reliance ship. Ports in Indonesia is always crowded by various ship activities. Such vessels require fossil fuels as the material preparation to continue the journey. This has become a business opportunity for PT. Pelayaran Hub Maritim Indonesia as a company engaged in fuel distribution. The operational activities of PT. Pelayaran Hub Maritim Indonesia has made performance measurement yet of the financial aspects only. Therefore, this study aims to design a performance measurement system for companies based on four perspectives of the balanced scorecard is a financial perspective, a marketing perspective, internal business process perspective and learning and growth perspective. This study uses a qualitative method research approach to the type of research in the form of action research case study, the data used is primary data. Data from this study obtained by interviewing the informant is determined based on the balanced scorecard perspectives. Results of this research is a performance measurement system and the weighting of each of the key performance indicators with paired comparison method to get the level of importance of each strategic objective.

scholarly journals ERP Performance Measurement AT PT Hero Supermarket using the IT Balanced Scorecard Method

2019 ◽  
Vol 8 (4) ◽  
pp. 8375-8379
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Work Efficiency ◽  
The Balanced Scorecard ◽  
Erp System ◽  
A Company

The company realizes that IT plays an important role in advancing business processes in the company, one of the breakthroughs made by this division is to use ERP in the company for work efficiency and reduce company costs, but with time the company is unable to achieve sales targets, while we know that ERP (SAP) is not cheap, with this problem we conduct research assisted by the Balanced Scorecard IT method, we can measure ERP performance that is already running. With four perspectives we measure ERP performance in a company. We disseminate data to 186 respondents to see whether ERP performance is good, then we get results from these four perspectives that support the performance of the ERP system. The results of this study are given to management to see whether the ERP performance that has been used is good or not, after that we can determine what should be done by the management

scholarly journals Methodological design of a performance measurement system for the colombian shipyard supply chain

2012 ◽  
Vol 5 (10) ◽  
pp. 71
Author(s):  
Juan M Cogollo Flórez ◽  
Martín D Arango Serna ◽  
Jorge I Gómez Bejarano ◽  
Sandra M Puello Ruiz
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Measurement System ◽  
Fuzzy Sets Theory ◽  
Chain Management ◽  
The Balanced Scorecard ◽  
Sets Theory ◽  
A Performance

The design of a performance measurement system for the Colombian shipyard supply chain is shown in this paper, using a model that integrates the principles of the Balanced Scorecard with the fuzzy sets theory to treat uncertainty associated with selected logistics indicators, enabling better supply chain management.

Measuring up: do you have a scorecard?

2002 ◽  
Vol 2 (4) ◽  
pp. 181-187
Author(s):  
K. Johnson
Keyword(s):  
Best Practices ◽  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Performance Measurement System ◽  
Business Practices ◽  
Actual Performance ◽  
Measurement Systems ◽  
Performance Measurement Systems ◽  
A Performance

Performance measurement can be an effective tool in driving organization improvement to enable your utility to become more competitive, or improve customer satisfaction. WERF Project #99-WWF-7, Developing and Implementing a Performance Measurement System, is developing performance measurement systems by investigating a number of “best practices” in other industries and implementing selected practices at various water/wastewater utilities nationwide to determine how these practices can be adapted and applied. This joint WERF/AWWARF research project has been underway since mid-1999 to provide methods and tools that enable the utility to develop and implement a performance measurement system based on a demonstrated, proven approach. The Volume I Report summarizes the secondary research and project approach. Well designed, properly implemented performance measurement systems can enable utilities to achieve new levels of performance in terms of efficiency, quality, and effectiveness. Interest in performance measurement is increasing in all competitive businesses and industries today, and has been advanced through concepts such as the Balanced Scorecard. Utilities can employ these same concepts and learn “best practices” from other industries' experiences. While a performance measurement system alone does not improve performance or make a utility competitive, when combined with an appropriate business strategy and performance improvement initiatives, it can drive a cycle of change. A successful performance measurement system combines a holistic approach around improved business practices and effective human/organizational strategies in addition to actual performance information for operational decision-making.

The Benefits of an E-Business Performance Measurement System

2011 ◽  
pp. 158-169
Author(s):  
David Barnes ◽  
Matthew Hinton
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Balanced Scorecard ◽  
Business Performance ◽  
Best Practice ◽  
Performance Metrics ◽  
Performance Measurement System ◽  
The Balanced Scorecard ◽  
Business Operations ◽  
Performance Measurement Systems

This chapter investigates how organizations have been adapting their performance measurement practices in response to their adoption of e-business in their business operations. It aims to identify the features and benefits of an effective e-business performance measurement system. Twelve organizations known to have had some success in developing performance measurement systems suitable for the online environment were studied. The researchers found that these organizations adopted an incremental rather than a radical approach to changing their performance measurement system for e-business, thereby avoiding the costs and disruption associated with the introduction of more complex performance metrics. Secondly, they eschewed the use of best practice recipes (such as the balanced scorecard). The study concludes that although these results may be at odds with the prescriptive generic performance measurement literature, they may be appropriate for the current state of development of e-business.

scholarly journals Performance measurement for supply chains in the Industry 4.0 era: a balanced scorecard approach

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guilherme Francisco Frederico ◽  
Jose Arturo Garza-Reyes ◽  
Anil Kumar ◽  
Vikas Kumar
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Supply Chains ◽  
Balanced Scorecard ◽  
Industry 4.0 ◽  
Theoretical Perspective ◽  
Performance Measurement System ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Performance Measurement Systems

PurposeThe purpose of this paper is to present a theoretical approach based on the balanced scorecard (BSC) with regard to performance measurement – PM in supply chains for the Industry 4.0 era.Design/methodology/approachThis paper combines the literature of PM and specifically the BSC with the literature related to the dimensions of supply chain in the context of Industry 4.0.FindingsDimensions extracted from the literature based on supply chains within the context of Industry 4.0 showed a strong alignment with the four perspectives of the BSC, which make it suitable to be considered as a performance measurement system (PMS) for supply chains in this new context.Research limitations/implicationsFrom theoretical perspective, this study contributes to the limited literature on PM for supply chains in Industry 4.0 era. The study proposes a supply chain 4.0 Scorecard and strongly support researchers to conduct future empirical researches in order to get a deeper understanding about PM in supply chains in the Industry 4.0 era. As limitations, the theoretical framework proposed needs further empirical research in other to validate it and obtain new insights over the investigation conducted and presented into this paper.Practical implicationsPractitioners can use this study as a guide to develop more effective performance measurement systems – PMSs in their organizations.Originality/valueThis research is unique as it addresses a significant knowledge gap related to PM in supply chains in the Industry 4.0 era. It brings a significant contribution in terms of understanding how to measure performance in supply chains in this new era.

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