scholarly journals Rancangan Service Scorecard sebagai Pengukuran Kinerja Pelayanan Cargo

2015 ◽  
Vol 2 (3) ◽  
pp. 143
Author(s):  
Nurlailah Badariah ◽  
Tiena Gustina Amran ◽  
Aditya Friandy
Keyword(s):  
Performance Management ◽  
Customer Service ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Business Environment ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Charter Flight

<p><em>Abstrak<strong> – </strong></em><strong>Persaingan antara pelaku bisnis </strong><strong><em>charter flight</em></strong><strong> semakin ketat dalam persaingan global. perusahaan harus  dinamis dan adaptif terhadap perubahan lingkungan bisnis. Perubahan ke arah strategi yang dapat diimplementasikan sesuai dengan perkembangan persaingan </strong><strong><em>charter flight</em></strong><strong> untuk pelayanan yang terbaik bagi pelanggan. Penelitian ini menggunakan pendekatan aplikatif yaitu merancang suatu sistem yang dapat diaplikasikan pada perusahaan </strong><strong><em>charter flight</em></strong><strong>, yang telah memiliki sistem pengelolaan kinerja dengan menggunakan </strong><strong><em>Balanced Scorecard</em></strong><strong>. </strong><strong>Pada perancangan </strong><strong><em>Balanced Scorecard</em></strong><strong> terdapat 4 perspektif utama yaitu : </strong><strong><em>financial perspective , customer perspective, internal business processes , learning and growth perspective</em></strong><strong>. </strong><strong><em>Balanced Scorecard</em></strong><strong> tidak di desain secara spesifik untuk perusahaan jasa dan tidak bersifat prediksi.</strong><em> </em><strong>Sementara</strong> <strong><em>Service </em><em>Scorecard</em> memfokuskan spesifik pelayanan pada <em>customer perspective</em>. </strong><strong>Dari hasil penelitian diperoleh </strong><strong><em>Strategy Mapping</em></strong><strong> yang memuat tujuan-tujuan strategis dan indikator (<em>Lead dan Lag</em>) dari <em>Service Scorecard</em>. Terdapat 17 ukuran kinerja yang temuat di dalam 17 tujuan strategis dan 7 perspektif dari <em>Service Scorecard</em> yaitu : <em>Growth, Leadearship, Acceleration, Collaboration, Innovation, Execution, Retention</em>. Tujuan strategis yang dibuat dalam suatu Strategy Mapping dan indikator sangat berguna untuk menyusun langkah selanjutnya yang akan ditempuh oleh perusahaan. </strong></p><p> </p><p><em>Abstract<strong> – </strong></em><strong>Competition </strong><strong>between charter flight businesses increasingly stringent in a global competition. Companies must be dynamic and adaptive to changes in the business environment.  Changes in the direction of strategy that can be implemented in accordance with the competition  development of charter flight for the best service for customers. This research uses applicative approach to design a system that can be applied to the charter flight company, which already has a performance management system by using the Balanced Scorecard. In the Balanced Scorecard , there are four main perspectives: financial perspective, customer perspective, internal business processes, learning and growth perspective. Balanced Scorecard is not designed specifically to service companies and non-predictive. While the Service Scorecard specific focus on customer service perspective. This research has resulted a strategy map with subsequent strategic objectives and indicator (Lead and Lag) for Service Scorecard. Finally, there are 17 performance measures with subsequent 17 strategic objectives and 7 perspectives Service Scorecard: Growth, Leadearship, Acceleration, Collaboration, Innovation, Execution, Retention. Strategic goals made in a Mapping Strategy and indicator is very useful to formulate the next steps to be taken by the company.</strong><strong></strong></p><p><strong><em> </em></strong></p><p><strong><em>Keyword </em></strong><em>– Service Scorecard, Balanced Scorecard, Strategy Mapping, </em><em>customer perspective, </em><em>Lead dan Lag</em></p>

PENERAPAN BALANCED SCORECARD SEBAGAI PENGUKUR KINERJA MANAJEMEN PADA PT MATAHARI DEPARTMENT STORE TBK

2011 ◽  
Vol 7 (1) ◽  
pp. 51
Author(s):  
Nindy Livia Luciawanty ◽  
Ari Christanti
Keyword(s):  
Customer Service ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Employee Performance ◽  
Department Store ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Overall Performance ◽  
Voice Of Customer

This study aims to determine the performance of PT. Matahari Department Store using the Balanced Scorecard. This measurement is looking at the business unit from four perspectives: financial, customer, internal business processes, and learning- growth. The analysis showed that: 1) In Financial perspective, which seen from the growth of revenue, ROI (Return onInvestments), and profit margin shows the performance of PT. Matahari Department Store is good; 2) In The customer perspective reflects a good employee performance against customer service with the MCC (Matahari Club Card) card services and VOC (Voice Of Customer) 3) In Internal business perspective from the company's innovation and after sales service, the overall performance of the company's management has shown good results; 4) In Learning and growth perspective about the level of employee satisfaction showed good results by the awards given by companies to employees’s performance through Customer Service All-Star and training to employeesKeywords: balanced scorecard, performance

scholarly journals PERACANGAN INSTRUMEN PENGUKURAN KINERJA USAHA UKM KALEM COFFEE DENGAN PENDEKATAN BALANCED SCORECARD

MANAJERIAL ◽  
2019 ◽  
Vol 6 (01) ◽  
pp. 9
Author(s):  
Nur Elisa Faizaty ◽  
Yanuar Trisnowati ◽  
Atika Anthony ◽  
Eka Desy Aminah Sari
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Swot Analysis ◽  
Measurement Instrument ◽  
Coffee Shop ◽  
Strategic Objectives ◽  
Financial Perspective ◽  
Initial Stage ◽  
A Performance

Performance management is intended to improve the strategic focus and effectiveness of the company by ensuring continuous improvement in individual and team performance. The most popular approach used is the BSC (Balanced Scorecard). Coffee shop "Kalem Coffee" wants to develop their business, therefore in this study we want to design a performance measurement instrument Kalem Coffee using BSC. The initial stage in designing a performance instrument is to conduct internal and external analysis in order to know the business position in the industry and what strategies should be used. The SWOT approach is used in internal and external environmental analysis. From the SWOT analysis, it is known that Coffee Sugar is in quadrant IV position. The strategy that should be applied is diversification. This strategy requires Kalem Coffee to make a difference with similar businesses to bring greater opportunities for business to take place. The next stage is the formulation of strategic objectives. The strategic objectives designed are; (1) increase in profit, (2) increase customer loyalty, (3) improve relations with new customers, (4) develop quality products with innovation, (5) develop good and quality services, (6) increase employee job satisfaction, (7) improvement of employee skills, and (8) Knowledge of employee knowledge. The eight strategic objectives are translated into 2 financial perspective Key Performance Indicators (KPI), 3 KPI internal business processes, 4 KPI customer perspectives, and 5 KPI growth and learning perspectives, with the target of each KPI set based on discussions with Kalem Coffee owners.

scholarly journals Performance Assessment in Business of Agricultural Companies using Balanced Scorecard Model

2015 ◽  
Vol 48 (2) ◽  
pp. 109-120 ◽  
Author(s):  
S. Brezuleanu ◽  
Carmen Olguţa Brezuleanu ◽  
I. Brad ◽  
T. Iancu ◽  
A. Ciani
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Classical Model ◽  
Integrated Approach ◽  
Strategic Objectives ◽  
Four Dimensions ◽  
The Balanced Scorecard ◽  
Individual Level ◽  
Financial Perspective ◽  
Long Time

AbstractThe performance management is a strategic and integrated approach for long-time success of the activity of agricultural companies, by improving the performance of the organization, teams and individuals. In search of success, the performance management uses a variety of models, techniques and methods, some taken from other systems and improved and others of its own, focusing on strategy and differentiating features that provide a strong competitive advantage. The Balanced Scorecard (BSC) model identifies several dimensions of the organization, representing areas where organizations need to achieve results at department, team or individual level. According to the type of the agricultural company, there can be esential financial aspect, customers, internal processes, knowledge and learning, service quality, market share etc. The company under study, S.C. Agrocomplex Lunca Paşcani S.A., is representative in terms of ownership, farm and profile of the agricultural production in Moldavia region. According to the methodology developed, starting from the strategy of S.C. Agrocomplex Lunca Paşcani S.A. we identified the strategic objectives for each situation and the level of reaching the objectives using several indicators. In the second stage of the BSC analysis, the indicators are defined according to the management priorities of S.C. Agrocomplex Lunca Paşcani S.A. in four categories, corresponding to the four dimensions of the classical model: customer perspective, perspective of processes within the company, employee perspective and financial perspective

scholarly journals MODEL STRATEGY FOR PERFORMANCE IMPROVEMENT USING BALANCE SCORECARD ON COMPANY ON COMPANY ELECTRICAL DISTRIBUTORS

2020 ◽  
Author(s):  
arasy alimudin
Keyword(s):  
Balanced Scorecard ◽  
Corporate Strategy ◽  
Business Environment ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Strategy Model ◽  
Competitive Prices ◽  
Process Perspective ◽  
Strategic Advice

The turbulent and complex business environment demands that an organization keeps updating its business travel map; take a strategic step that focuses the capabilities and commitment of all personnel to realize the organization's ideal future. Innovative companies use a balanced scorecard as a strategic management system that manages corporate strategy on a continuous basis. The Strategy Model using balanced scorecard on the company's electrical distributor is a strategic and operational business plan that is developed through the following steps: 1) description of vision and mission becomes the goal; 2) description of objectives into strategic advice; 3) Strategic description becomes a strategic initiative to achieve strategic objectives; 4) description of strategic initiatives into a program; and 5) a description into the budget program. The goal to be achieved in this research is to know the performance on the company's electrical distributor in improving profitability. The Balanced Scorecard analysis in the firm found that the financial perspective score 5, the Customer Perspective 3.08, the Internal Business Process Perspective of 3.04, and the Learning and Growth Perspective 2.7. Based on the results of the company score then determine the strategy to increase sales volume by increasing customer satisfaction through quality products with competitive prices, and increase the number of stock items. Optimizing the profit earned, so as to increase the company's ability to return capital to shareholders, by limiting the cost to the owner's personal needs.

scholarly journals KINERJA KOPERASI UNIT DESA (KUD) WENANG DITINJAU DARI BALANCED SCORECARD

2016 ◽  
Vol 12 (3A) ◽  
pp. 81
Author(s):  
Romaida ., Br. Sagala ◽  
Lyndon R.J. Pangemanan ◽  
Yolanda P. I. Rori
Keyword(s):  
Balanced Scorecard ◽  
Business Processes ◽  
Rating Scale ◽  
Research Result ◽  
Secondary Data ◽  
Sampling Technique ◽  
Total Sample ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Customer Perspective

Research aims to determine how the performances of Koperasi Unit Desa (KUD) Wenang in Manado City evaluated from Balanced Scorecard are financial perspective, customer perspective, internal business processes perspective, and learning and growth perspective. Research carried out in July until September 2016. Data used is quantitative and qualitative with data source are primary and secondary data obtained from KUD with a total sample of 96 member respondents, 96 non member respondents with accidental sampling (technique) and 25 employees with sensus. Therefore the total samples are 217 respondents. Data analysis that used Balanced Scorecard method and criteria for the balance of the balanced scorecard that analyzes of financial perspective, customer perspective, internal business processes perspective, and learning and growth perspective while the balance is using a rating scale criteria. Research result showed that the performance of Koperasi Unit Desa (KUD) Wenang reviews from the Balanced Scorecard is internal business process perspective are considered good and satisfying customer perspective rated good and satisfying, as well as financial perspective judges not good enough with an overall score is 0,4 or equal to pretty good.

scholarly journals Analisis Kinerja Pegawai melalui Pendekatan Balanced Scorecard pada Kantor Sekretariat Daerah Kota Depok

Telaah Bisnis ◽  
2017 ◽  
Vol 17 (1) ◽  
Author(s):  
Astri Susana Maharani ◽  
Ignatius Jeffrey ◽  
Augustina Kurniasih
Keyword(s):  
Business Process ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Standard Operating Procedure ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Standard Operating ◽  
Customer Perspective ◽  
Process Perspective ◽  
Internal Business Process

This study aims to analyze the performance of employees through the Balanced Scorecard ap­proach consisting of four perspectives: financial, customer, internal business processes, and learning and descriptive growth perspective. The method used is literature search on a budget document called Laporan Akuntabilitas Kinerja Pemerintah (LAKIP) or Government Perfor­mance Accountability Report, of Regional Secretariat office Depok in 2012-2013. The budget document was prepared in April 2014 for the financial perspective, while the other three per­spectives were made through questionnaires completed by 30 respondents from the work part­ners of Regional Secretariat Office of Depok City. While the questionnaires for internal business process perspective, and learning and growth perspective were filled out by 129 respondents from the employee of Regional Secretariat Office of Depok City. These questionnaires were prepared within the period of March-September 2014. Likert scale was used for variable mea­surement where a score of 1 was the lowest value and the highest value was a score of 5. Hy­pothesis testing was done by assessing the results of the answers on the understanding of work partners and employees, by understanding the value of the percentage. The result showed that the performance of the financial perspective was very good, and the performance of employees through customer perspective indicated employees produce services in accordance with their duties and functions was also very good, which was showed by as much as 85.65% of respon­dents agreed. Moreover, the internal business process perspective showed employee produces services in accordance with the Standard Operating Procedure (SOP) as well as the result of learning and growth perspective were very good, with the results of as much as 89.14% and 91.59% of respondents agreed, respectively. These perspectives, hopefully will generate Bal­anced Scorecard framework that in turn, will provide inputs for the development of Human Resources (HR) at the office of the Regional Secretariat Depok.

scholarly journals Analisis Kinerja Lembaga Pendidikan Berdasarkan Metode Balance Scorecard (Studi Kasus Universitas Muhammadiyah Pontianak, Fakultas Ekonomi)

2016 ◽  
Vol 11 (1) ◽  
pp. 511
Author(s):  
Santy Mayda Batubara
Keyword(s):  
Balanced Scorecard ◽  
Business Processes ◽  
Bivariate Analysis ◽  
Outcome Indicators ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Level Of Significance ◽  
Measure Of Performance ◽  
Or Organization

Performance measurement is used an institution or organization generally traditional, just measure the performance of the workers to produce something that was expected to achieve a goal. Workers are not required to innovate as a measure of performance is only intended to control the actions of any individual. The concept of the Balanced Scorecard (BSC), (financial perspective, customer perspective, internal business processes, and learning and growth perspective) is a method used by organizations that focus on strategies that fully understands the importance of embracing and uniting employees for an organization with. The advantages of this management system is able to show the outcome indicators and outputs, internal and external indicators, indicators of financial and non-financial, and indicators of cause and effect. Engineering analysis is univariate and bivariate analysis, using the secondary, using documentation and observation studies. The results of this study stated that the analysis of the performance with the use of the Balanced Scorecard method that has a significant value is the customer's perspective alone, the level of significance value of 0,004. Internal business processes, and learning and growth perspective is not able to be applied in this study, but is expected to be applied to subsequent research in order to create a better performance with the use of the Balanced Scorecard method.

scholarly journals Pengaruh Implementasi Balanced Scorecard Terhadap Kinerja Perusahaan pada PT Gramedia Asri Media

2019 ◽  
Vol 3 (6) ◽  
pp. 54
Author(s):  
Muhammad Fajar Kamal Dan Nurahma Tresani
Keyword(s):  
Significant Influence ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Coefficient Of Determination ◽  
Company Performance ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Simple Regression Analysis ◽  
A Company

This study aims to determine the effect of implementation scorecard that divided into 4 perspectives, it called financial perspective, customer perspective, perspective internal business processes, and learning & growth perspective on the performance of PT. Gramedia Asri Media. PT Gramedia Asri Media is a company of retail industry. The method used in this study is a survey with an associative type of research. The analysis starts with collecting data obtained from the distribution of questionnaires with the intended analysis unit, namely the store manager of PT Gramedia Asri Media. The data obtained is processed using the SPSS 20 application with simple regression analysis techniques and multiple regression. The results of this study indicate that Financial Perspective has a significant influence on company performance, Customer Perspective has a significant influence on company performance, Perspective Internal Business Processes have a significant influence on company performance, Learning & Growth Perspective has a significant influence on company performance, and Learning & Growth Perspective has the largest coefficient of determination. It can be concluded that the implementation of the Balanced Scorecard affects the performance of the company PT Gramedia Asri Media.

scholarly journals Analisis Pengukuran Kinerja Menggunakan Metode Balanced Scorecard pada PT.Bahtera Utama

2015 ◽  
Vol 6 (1) ◽  
pp. 35
Author(s):  
Erwin Erwin ◽  
Hartiwi Prabowo
Keyword(s):  
Business Process ◽  
Balanced Scorecard ◽  
Product Distribution ◽  
Employee Productivity ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Process Perspective ◽  
Internal Business Process

This research was conducted in PT.Bahtera Utama by measuring performance using the Balanced Scorecard as measured through four perspectives, that is financial perspective, the customer perspective, internal business process perspective, and learning and growth perspective. The purpose of this study was to measure the performance with balanced scorecard, analyze and recommend the results to the company. The research method used is a case study and survei methods with descriptive research. The results of this study indicate that the performance of the financial perspective quite good includes the profits, revenue, productivity, and the short term liabilities have not been able to be achieved as expectations. For Customer perspective, the performance of the companies is very good where customer satisfaction and loyalty must be maintained, for the continuation of the order. For Internal Business Process perspective, the company's performance in terms of both innovation and quality of products are very good, but in the time of processing product distribution is average and company has been able to fix it with the strategic objectives effectively and efficiently. For learning and growth perspective, the performance is good at all points but in the employee productivity and commitment, the targets have not been able to be achieved and the application of the information technology is very good. Overall assessment of performance on the PT.Bahtera Utama is good with the score of 4.29.

scholarly journals COMPANY PERFORMANCE APPRAISAL USING THE BALANCE SCORECARD METHOD TO IMPROVE PERFORMANCE IN PUBLIC COMPANIES JASA TIRTA I

Profit ◽  
2021 ◽  
Vol 15 (01) ◽  
pp. 1-7
Author(s):  
Supriyadi Eko Prasetiyo ◽  
Mohammad Burhan ◽  
Gaguk Apriyanto
Keyword(s):  
Performance Appraisal ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Company Performance ◽  
Public Performance ◽  
Public Companies ◽  
The Balanced Scorecard ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Process Perspective

Jasa Tirta I Public Company is a state-owned company engaged in the management of water resources. The quality of the performance of an organization can be known by measuring the performance of the achievement of performance indicators. Comprehensive planning of performance indicators is needed. This study aims to determine the performance measurement of Perum Jasa Tirta I by the Balanced Scorecard method and then analyzed by the PDCGA (Plan-Do-Check-Goal-Action) method for continuous improvement to improve company performance. The research method used in this study uses a mixed-method approach. The results showed that the measurement of public performance based on the Balanced Scorecard Perum Jasa Tirta I 2015-2019 method is divided into 4 approaches: financial perspective, customer perspective, internal business process perspective, and learning & growth perspective including good performance. Judging from the financial perspective it is included in the very good category. From the customer perspective, it is included in the excellent category. From the internal business perspective it is classified as quite good, Electricity Raw Water Service indicators reached 93% of the 100% target and environmental management achieved 97% of the 100% target. From the perspective of learning & growth in the excellent category.

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