Internal Business Process Perspective Research Articles

Balanced Scorecard (BSC) Dalam Pengukuran Kinerja Organisasi Sektor Publik Pada Kantor Desa di Blitar

The purpose of this study is to analyze the application of the Balanced Scorecard (BSC) method in measuring the performance of public sector organizations at the Jimbe Village Office, Kademangan District. research place at jimbe village office, Kademangan district, descriptive type of research with quantitative approach, data collection methods in the form of interviews, questionnaires and documentation using samples of people who carry out services at the jimbe village office for one month, all Jimbe Village Tools and APBDes data for the 2019-2021 fiscal year. The results of the study are that the financial perspective of the Jimbe Village Government is quite good with the economic ratio classified as economical and the effectiveness ratio is classified as effective, the financial independence ratio is relatively low and the efficiency ratio is classified as inefficient. The customer perspective of the community satisfaction index is classified as satisfied. Jimbe Village's internal business process perspective has innovated in technology-based operational activities, adequate facilities and infrastructure. The learning perspective and the growth of the device satisfaction index are classified as satisfied with various training programs.

Analysis Of Company Performance Measurement From Balanced Scorecard Approach (Case Study At Pt. Intihati Properti, Bogor)

<p><em>This study aims to determine the performance of the company PT. Intihati Properti considers four balanced scorecard perspectives, namely customer perspective, internal business process perspective, and learning and growth perspective. The research method used is descriptive research method. Data collection methods used are interviews and questionnaires. The results of this study indicate that the analysis of performance measurement viewed from a financial perspective as a whole is considered a bad company. it can be seen from the measurement results of the current ratio, total assets turnover, and return on assets every year that always decreases. The results from the customer's perspective are rated poorly. This can be seen from the acquisition of new customers every year which always decreases and the expected target is not achieved. performance measurement results from the perspective of internal business processes are generally considered poor. This can be seen from the innovations that are developed every year. Outcomes from a learning and growth perspective are considered poor. This can be seen from the decline in profitability and employee productivity from year to year which is not as expected. Although the employee satisfaction score of 88.4% is considered good or positive, it is necessary to evaluate the level of satisfaction in terms of organizational culture and leadership which gets the highest negative score. From the comprehensive results of the four balanced scorecard perspectives at PT. Intihati Properti is shown by considering the criteria for a total three-year performance score from 2018 to 2020 of 16.56% in the CC category. means that the performance of the company PT. Intihati's property is classified as "unhealthy".</em></p>

Key Performance Indicator Merujuk pada Perspektif Proses Bisnis Internal dan Perspektif Pembelajaran dan Pertumbuhan

This study aims to optimize performance by modelling Key Performance Indicators (KPI). The method used in this study is the Human Resources Scorecard involving two perspectives, namely the internal business process perspective and the learning and growth perspective. The study results refer to two HRSC perspectives, namely the measure of performance drivers that the company can apply as a standard for evaluating the performance of employees in the Compensation and Benefits section of the HCM division. The two perspectives, namely the internal business process and the learning and growth perspectives, are categorized in yellow, meaning that performance has not yet reached the target.

Analisis Balanced Scorecard sebagai Alat Pengukuran Kinerja Perusahaan di Bank BJB KCP Gatot Subroto

Based on observations, that the background of this research is that there are several companies measuring their performance still using traditional methods, therefore the author will measure performance with modern methods by applying the Balanced Scorecard method as a performance measurement tool. This study aims to determine how to measure performance using the Balanced Scorecard method with four perspectives, namely: financial perspective, customer perspective, internal business process perspective and learning and growth perspective. The object of research in this report is to measure the company's performance using the balanced scorecard. This type of research is descriptive qualitative with primary and secondary data types using data collection techniques in the form of observation, interviews, literature study and documentation. While the data collection techniques from these four perspectives used observation and interview techniques. The results of the analysis show that performance measurement from a financial perspective provides an indicator of 0.635 which is declared good, measured using asset growth, increased profits, increased financing and asset optimization. The result of measuring the performance of the customer perspective is worth 0.75 which is declared good, measured using customer retention, customer acquisition and customer satisfaction. The results of the measurement of the performance of the internal business process perspective get a score of 1 which means good, measured using the operation process, the innovation process and after-sales service. The results of measuring the performance of growth and learning perspectives get a score of 0.5 which means enough, measured using employee retention, employee turnover, employee productivity and employee absenteeism.

Analisis Pengukuran Kinerja Proses Manajemen Koperasi Menggunakan Indikator Balanced Scorecard

Koperasi Pegawai Pemerintah Kota Bandung (KPKB) implements a process management performance measurement system from a financial perspective only. This measurement is considered to have several drawbacks. The purpose of this study is to determine the performance of the Koperasi Pegawai Pemerintah Kota Bandung using a balanced scorecard. The Balanced Scorecard is a comprehensive measurement method that includes four perspectives, namely: finance, customers / members, internal business processes and learning and growth. This research was conducted by taking data during 2019. The type of research used is descriptive qualitative research with a case study approach. The results of measurements carried out at the Koperasi Pegawai Pemerintah Kota Bandung using the balanced scorecard indicator, obtained an overall score of 87.68, which is a contribution from a financial perspective score of 36.81, a member perspective 16.64, an internal business process perspective 19, and a learning and growth 15.23. The overall score of 87.68 shows that the performance of the Koperasi Pegawai Pemerintah Kota Bandung is very good.

Application Of The Balanced Scorecard As A Measurement Model Of The Balance Of Stakeholder Value Proposition

The balanced scorecard (BSC) is one of the concepts of a managerial performance measurement system that has a function and significance for companies carrying out strategic management by using four measurement perspectives in a systematic and integrated manner. This study uses the balanced scorecard, and management can identify, formulate, and create a value proposition that is balanced and proportionate among its stakeholders (stakeholders). This study aims to determine how the company's performance benchmarks and stakeholder value propositions use the balanced scorecard approach. The type and approach of this research are descriptive qualitative. The data analysis model is carried out in two ways: First, qualitatively, namely by describing according to language, sentences and perspectives to get a logical understanding and relevant to the research objectives. Second, using the balanced scorecard approach, namely data analysis made in numbers based on the balanced scorecard approach. This study explains how the general concept of the balanced scorecard, the four perspectives of measuring the balanced scorecard, the implementation of the balanced scorecard, and the balance of stakeholder value propositions. The results showed the measurement of the balanced scorecard at PT. "X" indicates that the company has a good set of benchmarks in implementing the balanced scorecard. The results also show that several balanced scorecard perspectives are proven to positively impact company performance in all views, including financial perspective, customer perspective, internal business process perspective, and learning and growth perspective. This study is due to the company's ability to correctly identify, formulate and determine stakeholder value propositions through a balanced scorecard approach.

Analisis Penilaian Kinerja (Keuangan dan Non Keuangan) Pada SPBU Coco Nomor 51.651.16 Raya Langsep Kota Malang Dengan Pendekatan Balance Scorecard

This study aims to analyze financial and non-financial performance at COCO SPBU NUMBER 51.651.16 RAYA LANGSEP MALANG CITY (also called COCO gas station 51.651.16). This performance appraisal analysis uses the Balanced Scorecard approach which includes a financial perspective, a customer perspective, an internal business process perspective as well as a growth and learning perspective. The data used in this study are primary and secondary data. The primary quantitative data were obtained through customer satisfaction surveys and interviews with the COCO gas station manager51,651.16. Qualitative secondary data obtained from gas station documents, internet, and literature studies, as well as consumer and employee satisfaction questionnaires were analyzed through validity and reliability tests. The success of COCO gas stations 51,651.16 used the Balance Scorecard approach from a financial perspective with a performance percentage of 87.5%. Perspective customers with a performance percentage of 87.5%, an Internal business perspective with a performance percentage of 100%, as well as a growth and learning perspective with a performance percentage of 90%.Keywords: financial perspective, customer perspective, internal business process perspective and growth and learning perspective.

The impact of balanced scorecard in estimating the performance of banks in Palestine

PurposeThis study aims to see the influence of a balanced scorecard (BSC) to determine the performance of banks in Palestine. Among the institutions that influence the economy of any country is the banking sector. Despite the influence of this sector on the economic policies and implementation in Palestine, there appears to be the difficulty of the appropriate approach to measuring its performance. Various techniques have failed to be efficient and effective. It creates an impulse to investigate the impact of a BSC in estimating the performance of banks in Palestine.Design/methodology/approachThis study adopted a descriptive design of the ex-post facto type with a sample of 126 senior bank staff randomly selected from fourteen Palestinian banks. In total, 3 hypotheses were raised and tested using Pearson's product-moment correlation analysis and multiple linear regression analysis at 0.05 level of significance.FindingsThe result showed that bank performance positively correlated with internal business process perspective (r = 0.633, p < 0.01), followed by customers’ perspective (r = 0.338, p < 0.01), financial perspective (r = 0.321, p < 0.01) and learning and growth perspective (r = 0.230, p < 0.01). While regression analysis showed that the most potent factor was internal business process perspective (Beta = 0.670, t = 10.320, p < 0.01), followed by learning and growth perspective (Beta = 0.185, t = 2.812, p < 0.01) and customers’ perspective (Beta = 0.150, t = 2.469, p < 0.05) and financial perspective (Beta = 0.100, t = 2.200, p < 0.05). This implies that a unit increase in internal business process perspective, learning and growth perspective and customer's perspective will increase bank performance by 67%, 18.5%, 15% and 10%, respectively.Practical implicationsAmong others, it was recommended that employees be exposed to the BSC model and its principles through continuous train as to ensure adequate application and implementation for enhanced bank performance. Administrators and stakeholders should ensure that the properties of each dimension of the BSC model are adequately worked on for easy fulfillment of the potentials in the model. It creates an avenue for a full-fledge organization with a workable customer, financial, internal business process, learning and growth perspective.Originality/valueThis is an initial study that used a BSC to determine the performance of banks in Palestine. Prior researchers overlook BSC dimensions composite and relative effect on the prediction of bank performance in Palestine.

Design of PD Pasar Medan City Performance Measurement Using the Balanced Scorecard Method

This study aims to determine the performance of PD Pasar Medan City using the Balanced Scorecard method using four perspectives, namely: (1) financial perspective, (2) customer perspective, (3) internal business process perspective, and (4) learning and growth perspective. This type of research is a case study. Data collection techniques used are interviews, documentation, observation and questionnaires whose samples consist of traders and employees. The data analysis techniques used are (1) financial perspective, namely financial ratio analysis, (2) customer perspective using Multi-attribute Attitude Model (MAM) analysis, (3) learning and growth perspective, (4) internal business process perspective using descriptive analysis. The results of data analysis are as follows: (1) The financial perspective shows an unfavorable condition, as seen from the Net Profit Margin (NPM) which is &gt;5% and the GPM (Gross Profit Margin) is &gt;8.3%. (2) The customer perspective shows a very good condition, because traders are satisfied with the services provided by PD Pasar Medan City(3) The internal business process perspective shows a good condition, (4) The learning and growth perspective shows a very good condition, because employees are very satisfied with the existing performance at PD Pasar Medan City. Keywords: Performance, Company, Balanced Scorecard.

Analisis Pengukuran Kinerja Operasional Rumah Sakit Bakti Timah Pangkalpinang dengan Pendekatan Balanced Scorecard

This study is aim to analyze of Operational Performance Measurement using Balanced Scorecard method. Subject of this research is RSBT Pangkalpinang. This balanced scorecard is a tool that showed the hospital performance based on four perspectives namely financial, customer, internal business process, and learning and growth perspective. This research uses a quantitative-descriptive method. This study using primary and secondary data from 2018-2020. Primary data collection techniques through the distribution of questionnaires and interviews with respondents. The results of the analysis prove that the overall operational performance assessment at the RSBT Pangkalpinang uses a balanced score card that is satisfying and has a good performance mesurement.

Bank performance analysis and identification of key determinants of electronic banking customer satisfaction - balanced scorecard approach

The issue of adequate measurement of the use of intangible assets and monitoring its impact on the financial performance of the organization in recent decades is bridged by a measurement-managerial model that unites financial and non-financial performance indicators - Balanced Scorecard (BSC). Since this paper focuses on banks as representatives of specific, modern financial organizations, the subject of research is to examine the possibility of applying this model in the analysis of banking performance. The aim of the research is to analyze, by using the qualitative methodology (review of existing papers in the literature), whether the BSC model is applicable for the analysis of banking performances; and then, by using the quantitative methodology, through connecting two perspectives of the same model (perspective of internal business processes and perspective of customers), to examine how the determinants of TAM model (perceived usefulness, ease of use) and determinants of SERVQUAL model (perceived security and privacy, responsibility) affect electronic banking customer satisfaction. The empirical research was conducted through the survey method on the territory of the Republic of Serbia at the end of 2020, and the sample included 324 respondents. Statistical software SPSS Statistics was used to process the collected data. Based on the literature review, it was found that the BSC model is applicable for the analysis of banking performances. The results of the empirical research have shown that perceived usefulness, perceived security and privacy, and responsibility have a positive statistically significant impact on the satisfaction of electronic banking users, while ease of use does not have a statistically significant impact on the satisfaction of mentioned users.

Usefulness of Internal Business Process (IBP) Perspective in Performance Appraisal using Balanced Scorecard of Objective (BSCO) As An Alternative To Staff Performance Appraisal and Development (SPADEV) Reporting System in the Civil Service of Lagos State, Nigeria

Appraising employee performance from the perspective of Internal Business Process (IBP) perspective is a dimension of performance appraisal exercise that is not only misunderstood but neglected or given little or no attention. Evaluating performance based on IBP benchmarks and established milestones using the Staff Performance Appraisal and Development (SPADEV) reporting system in the Civil Service of Lagos State, Nigeria is counter-productive. Lack of unambiguous rules and unwritten codes of conduct in basic organizational operating environments give rise to vague performance appraisal mechanisms, processes and outcomes. These reasons contributed to the inadequacies of the Annual Performance Evaluation and Reporting (APER) system previously used in the Civil Service of Lagos State, Nigeria and also constitutes a threat to the effectiveness of the Staff Performance Appraisal and Development (SPADEV) Reporting System. This comparative study examined the Effect of Internal Business Process (IBP) perspective on Performance Appraisal using The Balanced Scorecard of Objective (BSCO) Method or The Staff Performance Appraisal and Development (SPADEV) Reporting Method in the Civil Service of Lagos State, Nigeria. Descriptive survey design was adopted for this study with Key Informant Interviews (KII). The population comprised fourteen Ministries, the Civil Service Commission (CSC), and the Office of Transformation, Creativity and Innovation (OTCI) with total staff strength of 7,555 in the Lagos State Civil Service. Utilizing Taro Yamane’s sampling technique, a sample size of 380 participants was arrived at, with a thirty percent (30%) addition (to enhance the confidence level and response rate). A self-developed structured questionnaire was used to collect information about variables that formed the basis for assessing the appraisal instruments, BSCO and SPADEV; from the perspective of the level of appropriateness (App). The questionnaire was validated, yielding a Cronbach’s alpha coefficient of 0.830. A total of 494 copies of the questionnaire documents were distributed, with a response rate of about 75%. In addition, two Commissioners and a Director General were interviewed, using interview-guide. Data from the questionnaire were analyzed using descriptive and inferential analyses (p=0.05) while data from the interview were content- analyzed. Findings revealed that there was significant difference (p&lt;0.003) between BSCO (IBP: = 7.20) and SPADEV (IBP: = 2.84) for criterion variables assessing the appraisal instruments. Furthermore, analysis of KII revealed BSCO appraisal method to be superior to SPADEV method of appraisal. The study concluded that evaluating employee performance from the Internal Business Process perspective (IBP) using the BSCO is more viable than SPADEV with consistently significant difference for all variables used in assessing the appraisal instruments. It is therefore clear from the study that there is a significantly positive effect of the Internal Business Process (IBP) perspective in BSCO as an alternative to SPADEV. It therefore recommended that the IBPP should be used in BSCO as an alternative performance appraisal instrument in the Lagos State Civil Service.

Pengukuran Kinerja Pada PT. Ital Fran’s Multindo Food Industries Cabang Bali dengan Metode Balanced Scorecard

Ital Fran's Multindo Food Industries Bali Branch is one of the companies engaged in the food processing industry that produces bread with competitive and complex business competition conditions. The purpose of this study is to determine the company's performance of PT. Ital Fran's Multindo Food Industries Bali Branch using the Balanced Scorecard (BSC) method. This research was conducted by observing the company, interviewing the company's management and distributing questionnaires to customers and employees. The results showed that the total performance score for each perspective was a financial perspective, which was 14.36%, a customer perspective was 22,91%, an internal business process perspective was 24.16% and a learning and growth perspective was 23,43%. Based on the criteria for the total score of performance appraisal shows that the company PT. Ital Fran's Multindo Food Industries Bali Branch is in "Very Healthy (AA)" condition with an overall performance score of 84,86%.&#x0D; Keyword: performance measurement, performance analysis, balanced scorecard perspective

Employee Performance Measurements at ‘Aisyiyah Klaten Hospital using the Human Resources Scorecard approach

Background: The rapid development of health services is a challenge for hospitals in facing the increasingly open and accessible competition. Good human resource management is needed to increase the productivity of an organization. One of the strategies to increase productivity and improve human resource management is to use an integrated and comprehensive employee performance measurement. This research measured employee performance using the Human Resources Scorecard (HRSC) approach based on several conditions. HRSC is a Balanced Scorecard with a Human Resources (HR) approach where Key Performance Indicators (KPI) are based on 4 (four) perspectives: Financial Perspective, Customer Perspective, Internal Business Process Perspective, and Learning and Growth Perspective. Method: This study used a quantitative approach with a cross-sectional survey research design. Data collection methods included questionnaires, document review, and Consensus Decision Making Group (CDMG). The research population was 256 employees of the ‘Aisyiyah Hospital Klaten. Samples were determined using non-probability sampling technique with a purposive sampling method of 100 respondents. Results: The results showed that overall employee performance was good, with a score of 4.03. Based on Key Performance Indicators for each perspective, the internal business process perspective of employee performance was very good, with a score of 1.24. The financial perspective of employee performance was good with a score of 0.8, while the customer perspective of employee performance was good, with a score of 1.19. Finally, the learning and growth perspective of employee performance was good, with a score of 0.8. Conclusion: With the HRSC approach, the overall performance results of the ‘Aisyiyah Klaten Hospital employees were good.

KINERJA LEMBAGA PERKREDITAN DESA (LPD) BERBASIS BALANCED SCORECARD DI KECAMATAN KERAMBITAN-TABANAN

The purpose of this study was to determine the performance of LPD in Kerambitan District from a financial perspective, a customer perspective, an internal business process perspective and a growth and learning perspective. This research is a descriptive quantitative research in which it provides an explanation related to the performance measurement of the Village Credit Institution (LPD) of Kerambitan District by using the Balanced Scorecard performance measurement approach. The results of this study are the average ROA ratio of LPDs in Kerambitan District for 3 (three) years, namely 2017, 2018, 2019 is 2.60% and is categorized as healthy. The average BOPO ratio is 81.38% and is categorized as healthy. The average LDR ratio is 77.37% and is categorized as healthy. It can be seen that the LPD in Kerambitan District has good management capabilities in generating profits from the total assets owned, can perform cost efficiency from the income generated and show increased liquidity capabilities. From the customer perspective, LPD performance in Kerambitan District is assessed based on customer assessments with five indicators, namely the completeness of LPD facilities, LPD employee service, LPD employee alertness, security assurance, and care. sophisticated equipment, forms are not provided and customers still have difficulty in filling out forms, long waiting times in service, and there is no special place for customer complaints. The performance of LPD in Kerambitan District, Tabanan from the customer perspective is of good quality, which is 90.4 percent because the proportion of positive statements is higher than 60 percent. From an internal business perspective, an assessment of the LPD product innovation process is carried out in the District of Kerambitan Tabanan. Of the 12 LPDs in Kerambitan District, there are 7 LPDs that have not innovated their products and 5 LPDs that have innovated their products in the 2017-2019 period. The performance of LPDs in Kerambitan District is still not said to be good, this is because LPDs have not innovated or developed with their products in the last 3 year period, namely 2017- 2019. From the perspective of growth and learning, LPD performance in Kerambitan District is assessed based on the assessment of its employees with four indicators, namely awards given, employee commitment, relationships with colleagues and facilities provided by LPD are of good quality, which is 90.96 percent because the proportion of statements positive is higher than 60 percent. LPD employees in Kerambitan Sub-district, Tabanan were satisfied in all the items measured. These results indicate that the LPDs in Kerambitan Sub-district have managed and developed employees well which are able to improve their work abilities.

KINERJA HOTEL THE PATRA BALI RESORT &amp; VILLAS DENGAN PENDEKATAN BALANCED SCORECARD (BSC)

This study aims to analyze the performance of The Patra Bali Resort &amp; Villas Hotel with the Balanced Scorecard approach. The population in this case is the customers and employees of The Patra Bali Resort &amp; Villas Hotel. The sample in this study was divided into two samples, namely a sample of 50 customers and a sample of 80 employees. The research on the performance of The Patra Bali Resort &amp; Villas Hotel with the Balanced Scorecard approach will review four perspectives, namely the financial perspective, the customer perspective, the internal business process perspective and the growth and learning perspective. The results of this study found that. 1) The performance of The Patra Bali Resort &amp; Villas based on a financial perspective shows a fairly good performance. 2) The performance of The Patra Bali Resort &amp; Villas Hotel based on the perspective of service users shows a very good predicate performance. 3) The performance of The Patra Bali Resort &amp; Villas based on an internal business perspective shows a fairly good performance. 4) The performance of The Patra Bali Resort &amp; Villas based on the learning and growth perspective shows a good performance.

BUSINESS DEVELOPMENT STRATEGY FOR NON-FINANCIAL PERSPECTIVE BALANCE SCORECARD METHODS TO INCREASE THE PERFORMANCE OF MSMEs IN INDONESIA DURING THE COVID-19 PANDEMIC

The COVID-19 pandemic has affected the performance of companies, especially MSMEs in Indonesia. The purpose of this study is to determine and analyze how much the company's business strategy has an influence on improving company performance, especially MSMEs. This research has its own peculiarities and is unique because at the time this research was conducted it was in a world situation that was experiencing a pandemic, including Indonesia. The research data was collected using quantitative techniques from primary data sources, which collected 173 questionnaires from 200 questionnaires distributed to several restaurants, canteens, and beverage outlets including small and medium businesses in the Jakarta, Bandung, and Surabaya areas. Based on the test results using multiple linear regression, it can be concluded that: (1) The customer perspective has a significant influence on the performance of MSMEs in Indonesia, (2) the Internal Business Process Perspective has no significant influence on the performance of MSMEs in Indonesia, and (3) The Learning and Growth Perspective has a significant influence on the performance of MSMEs in Indonesia.

Measurement Of Company Performance With Approach Balanced Score Study Case: Regional Drinking Water Company

Performance is a process carried out in achieving a result for each company or organization in the stage of providing services or products to customers within a certain period of time in accordance with their duties and functions. This study aims to conduct and see the overall organizational picture of the performance assessment of the Regional Water Company (PDAM) of Sungai Penuh Jambi City using the Balanced Score Card approach. viewed from four perspectives, namely: financial perspective, customer perspective, internal business perspective, and learning and growth perspective. From the results of the research on the Performance Measurement of Regional Drinking Water Companies (PDAM) of Sungai Penuh Jambi City using the Balanced Scorecard approach from a financial perspective through the current ratio, profit margin, operation ratio, return on investment, it shows that the company's financial performance is in good condition despite a decline in sales in 2019 For performance measurement based on customer perspective from customer acquisition, customer retention, customer satisfaction, customer satisfaction can be said to be good, although customer satisfaction that the Regional Drinking Water Company (PDAM) of Sungai Penuh Jambi City in 2020 can be said to be not good. Furthermore, the correlation/correlation of performance based on the perspective of internal business processes on the motivation variable, power alignment, has an influence level of 50.9% with a significance level of &lt;5% or 0%, but for training it has a significance level. below 5% or equal to 0%. The performance based on the learning and growth perspective on employee satisfaction, employee retention, productivity, contributes positively to the company's economic improvement.

Implementasi Balanced Scorecard Dalam Perencanaan Strategi Bersaing Sebagai New Entrant (Studi Kasus Pada PT. Alisha Transindo Utama)

This increase in freight forwarding and delivery service activities has made business actors interested in opening their own freight forwarding and delivery services which eventually became known as new entrants, namely creating a business similar to the current conditions and one of them is PT Alisha Transindo Utama. The purpose of this study is to obtain a competitive strategy so that the company remains superior and survives in a tight and competitive business competition and can anticipate various kinds of changes that may occur in the future using the Balanced Scorecard method. The research was conducted with a qualitative approach with a case study design at PT Alisha Transindo Utama directly where researchers interviewed informants from company management and collected company data related to 4 perspectives, namely financial, customer, internal business processes and learning and growth. The results obtained from this study are to produce strategic targets for PT Alisha Transindo Utama with the financial perspective as the first priority, the internal business process perspective as the second priority, the learning and growth perspective as the third priority and the customer perspective as the last priority.

Performance Evaluation of PT. Bank Mandiri Tbk based on Balanced Scorecard Method

Competing companies not only increase in terms of the number of competitors, but also in terms of the intensity of competition. Today many companies use traditional measurement systems, in such systems there are still shortcomings in providing the information needed to measure and manage all the competencies that can trigger a company's competitive advantage. Given the current business competition environment that is so tight, Bank Mandiri certainly needs a precise performance measurement system that can provide a point of view on the business as a whole in order to compete and even excel in competition. Considering this background, the objectives of this study are: (1) Analyze Bank Mandiri's performance with balanced scorecard concept which includes financial perspective, customer perspective, internal business process perspective, and learning and growth perspective (2) Analyze the factors that must be considered in order to improve the performance of Bank Mandiri (3) Formulate strategic components (vision, mission, policy, and strategic steps) taken by Bank Mandiri. This study employed the descriptive with guided group discussion, in-depth interviews and using Balanced Scorecard analysis. The result showed that, the process of alignment vision to mission, mission to goal, goals to key performance indicators is aligned. The design of the performance-boosting strategy with the Balanced Scorecard approach on Bank Mandiri resulted in 7 strategy objectives and 12 key performance indicators classified into four Balanced Scorecard perspectives. In the formulation of Bank Mandiri's strategy map, customer perspective is at the top, the second position is process perspective, the third position there is people perspective, and at the lowest position there is financial perspective. Keywords: Balanced Scorecard, Bank Mandiri, Formulate Strategic, Performance Evaluation.