Pengukuran Kinerja Perusahan Menggunakan Metode Objective Matriks (Omax) Dan Analytical Hierarchy Process (Ahp)

Hidayatullah, Syarif; Dahda, Said Salim; Ismiyah, Elly

doi:10.30587/justicb.v2i2.3668

Cited by 4 publications

(4 citation statements)

References 3 publications

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“…Several previous studies related to milkfish commodities, namely the marketing strategy for Otak-otak Bandeng carried out by Laili et al (2019), explained that the business of Otak-otak Bandeng is located in quadrant I with an aggressive growth strategy in order to achieve a competitive advantage. Similar research by (Hidayatullah et al, 2020) explained that the milkfish business is located in cell V, with a hold and maintain strategy through market penetration and product development. Research related to the milkfish industry development strategy by Pramita et al (2018) shows that the position of Mrs. Jumiati's "Bandeng presto" industry is in cell V, namely hold and maintain with an intensive strategy through market penetration and product development.…”

Section: Literature Reviewmentioning

confidence: 70%

Development Strategy of Distinctive Cuisine: An Empirical Study of Otak-Otak Bandeng Fitri Msme Agroindustry in Gresik Regency, East Java Province, Indonesia

Zulfia Zalsadillah,

Setiani

2023

Food.agr.manag.

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Indonesian cuisine is rich in variety, and Otak-otak bandeng is Gresik Regency’s distinct cuisine. This study aims to determine the internal and external factors and formulate a priority development strategy for the Otak-Otak Bandeng agroindustry. This research was conducted at the Otak-Otak Bandeng Fitri MSME, which is located in Kramat Inggil Village, Gresik District, Gresik Regency, East Java Province, Indonesia. Primary data was collected using a questionnaire and an in-depth interview with the owner and one worker of Otak-Otak Bandeng Fitri MSME and the staff of the Marine, Fisheries, and Animal Husbandry Department of Gresik Regency. SWOT and QSPM analyses were applied in this study. Based on the IE matrix, this business is located in cell V in a hold and maintain position with a strategy of market penetration and product development. Based on the highest TAS (6.82), the creation of a market and the construction of new stores in strategic locations are the priority strategies that Otak-Otak Bandeng Fitri MSME can implement.

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Section: Literature Reviewmentioning

confidence: 70%

Development Strategy of Distinctive Cuisine: An Empirical Study of Otak-Otak Bandeng Fitri Msme Agroindustry in Gresik Regency, East Java Province, Indonesia

Zulfia Zalsadillah,

Setiani

2023

Food.agr.manag.

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“…Over the last five years, black tea products have dominated the volume of tea sales, accounting for 94.49%, while green tea and white tea make up the Riyanto (2022) The IFE (Internal Factor Evaluation) matrix is a matrix used to analyze the internal environment of the company. Hidayatullah et al (2020) The IFE matrix is a matrix that is carried out with the aim of knowing the level of strength and weakness of the internal conditions of a company. Sulasih (2019) The stages of analyzing the IFE matrix are simply as follows:…”

Section: Introductionmentioning

confidence: 99%

Marketing Strategy for Black Tea Products Using SOAR Analysis at PT. Rolas Nusantara Mandiri Surabaya

No Kauri,

Soedarto,

Setyadi

2023

JEFMS

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Indonesia is recognized for its vast and fertile agricultural landscapes, encompassing a wide variety of crops, tea being one of them. The potential of cultivating tea in Indonesia is demonstrated by the presence of extensive state-owned plantations (SOP) and the multitude of tea beverage brands in the market. However, the high SOP production does not guarantee that the tea products produced by state-owned enterprises (SOE’s) will be recognized and have a strong brand in the minds of the Indonesian people. One such brand is Rolas Tea, managed by PT. Rolas Nusantara Mandiri, which has not been able to break into the top six brands in the Top Brand category for loose-leaf or bagged tea. Therefore, it is necessary to investigate the appropriate marketing strategies to break into the top six brands. The research objectives are to analyze internal-external factors, formulate alternative marketing strategies for black tea products, and determine the priority and recommendation of marketing strategies. The research uses a qualitative and quantitative approach and is conducted in Surabaya. Four informants were purposively selected, and data were collected through primary and secondary sources. The analysis methods used include descriptive analysis, IFE and EFE matrices, the IE matrix for PT. RNM, SOAR analysis resulting in six alternative strategies, and the QSPM matrix. The research findings indicate that the IFE matrix score is 3.19 and the EFE matrix score is 3.58. The IE matrix places PT. RNM in quadrant I, the SOAR analysis yields six alternative strategies, and the QSPM matrix identifies strategy 3 as the top priority, which is market penetration with a TAS score of 8.00.

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“…AHP berperan sebagai alat bantu analisis, bukan untuk mencari kebenaran (Santoso et al, 2016). Menurut Hidayatullah et al (2022), Objective Matrix (OMAX) adalah salah satu metode scoring system. Metode ini digunakan untuk mengukuraspek kinerja dalam unit kerja tertentu.…”

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Analisis Kinerja Perusahaan PT. X dengan Metode Performance Prism

Palinoan,

Mangngenre,

Pandjalangi

2024

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Penelitian ini bertujuan untuk menentukan dan memvalidasi KPI (Key Performance Indicator) pada PT. X, menentukan pembobotan KPI pada perusahaan dengan menggunakan metode AHP (Analytical Hierarchy Process), menentukan nilai performansi perusahaan dengan metode Objective Matrix (OMAX), menganalisis kinerja PT. X berdasarkan hasil pengukuran yang didapatkan, serta memberikan saran perbaikan untuk indikator kinerja yang memerlukan perbaikan. Langkah-langkah dalam penelitian ini adalah mengidentifikasi KPI dengan metode performance prism dan selanjutnya adalah memvalidasi KPI dengan uji statistik. Setelah itu melakukan pembobotan KPI dengan metode AHP. Lalu menentukan nilai performansi dengan metode OMAX dibantu dengan tools Traffic Light System. Hasil penelitian menunjukkan terdapat 24 KPI pada perusahaan yang terdiri dari 8 KPI kriteria strategi, 8 KPI kriteria proses, dan 8 KPI kriteria kapabilitas. Nilai performansi untuk kriteria KPI Strategi sebesar 7,207, nilai performansi untuk kriteria KPI Proses sebesar 7,345, nilai performansi untuk kriteria KPI Kapabilitas sebesar 8,040, serta nilai performansi untuk perusahaan sebesar 7,419. Dengan menggunakan metode OMAX dapat diketahui bahwa KPI yang masuk dalam kategori hijau sebanyak 14 KPI, sedangkan yang masuk dalam kategori kuning sebanyak 7 KPI dan yang masuk kategori merah sebanyak 3 KPI.

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Pengukuran Kinerja Perusahan Menggunakan Metode Objective Matriks (Omax) Dan Analytical Hierarchy Process (Ahp)

Cited by 4 publications

References 3 publications

Development Strategy of Distinctive Cuisine: An Empirical Study of Otak-Otak Bandeng Fitri Msme Agroindustry in Gresik Regency, East Java Province, Indonesia

Development Strategy of Distinctive Cuisine: An Empirical Study of Otak-Otak Bandeng Fitri Msme Agroindustry in Gresik Regency, East Java Province, Indonesia

Marketing Strategy for Black Tea Products Using SOAR Analysis at PT. Rolas Nusantara Mandiri Surabaya

Analisis Kinerja Perusahaan PT. X dengan Metode Performance Prism

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