Perencanaan Strategis dengan Pendekatan Balance Scorecard pada Perusahaan Properti (Studi Kasus : Elang Group)

Wulandari, Ratih; Fahmi, Idqan; Nurmalina, Rita

doi:10.17358/jabm.3.2.299

Cited by 3 publications

(4 citation statements)

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“…Menurut Wulandari (2017) Tujuan strategis perusahan berpengaruh terhadap ukuran kinerja karena mencapai visi dan misi harus lebih menitik beratkan upaya pencapaian kinerja perspektif keuangan dengan urutan prioritas sasaran strategi. Hal tersebut menunjukkan bahwa prioritas manajemen dalam mewujudkan tujuan dan visi perusahaan adalah fokus pada aspek kinerja keu-angan.…”

Section: Tujuan Strategis Perusahaanunclassified

“…Penelitian ini didukung oleh penelitian Wulandari et al (2017). Tujuan strategis perusahan berpengaruh terhadap ukuran kinerja karena strategi perusahaan dalam menarik simpati pelanggan dan mampu melakukan pelayanan untuk tercapainya sasaran strategi perusahaan Subakti et al (2017) menyimpulkan bahwa tujuan strategis perusahaan berpengaruh terhadap ukuran kinerja karena mencapai visi dan misi harus lebih menitik beratkan upaya pencapaian kinerja perspektif keuangan dengan urutan prioritas sasaran strategi.…”

Section: Pengaruh Tujuan Strategis Perusahaan Terhadap Ukuran Kinerjaunclassified

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Pemilihan Ukuran Kinerja Berdasarkan Karakteristik Pekerjaan, Persaingan Pasar, Dan Tujuan Strategis Perusahaan Ekspedisi

Meirina¹,

Dewi

2022

JKAA

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This research is a type of quantitative research in which researchers look at the performance measures of several shipping companies in the city of Padang based on job characteristics, market competition, and company strategic goals. The research data used in the form of distributing questionnaires to expedition employees in the city of Padang. All data were processed using multiple regression analysis by looking at the validity, reliability, classical assumptions, descriptive analysis and hypothesis testing with T test and R2 test. The variables in this study are job characteristics, with the results having no effect on performance measures for expedition employees in the city of Padang (H1) due to differences in the characteristics of research work, culture, conditions and work situations where the research was conducted with previous studies, while market competition (H2) and the company's strategic objectives (H3) have a positive effect on the size of the company's performance.

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Section: Tujuan Strategis Perusahaanunclassified

Section: Pengaruh Tujuan Strategis Perusahaan Terhadap Ukuran Kinerjaunclassified

Pemilihan Ukuran Kinerja Berdasarkan Karakteristik Pekerjaan, Persaingan Pasar, Dan Tujuan Strategis Perusahaan Ekspedisi

Meirina¹,

Dewi

2022

JKAA

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“…Penelitian ini dilakukan pada GHI Training selama dua bulan, sejak Oktober hingga November 2020. Penelitian ini menggunakan pendekatan deskriptif melalui studi kasus, sebagaimana penelitian sebelumnya yang banyak menggunakan pendekatan studi kasus (Wongwa, 2016;Agustini, 2017;Wulandari, 2017;Jourdan et al 2018;Prasetyo et al 2018). Pendekatan studi kasus umumnya menitikberatkan pada aspek pemahaman mendalam, rinci, menyeluruh atas objek tertentu (yang biasanya relatif kecil) selama kurun waktu tertentu, termasuk lingkungannya (Umar, 2010).…”

Section: Metode Penelitianunclassified

Perencanaan Strategik Berorientasi Keberlanjutan Bisnis Menggunakan Triple Layer Business Model Canvas Studi Kasus: Ghi Training

Susanto¹,

Najib²,

Ekananta

2021

jabm

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Changes in the character of skills training customers towards the era of online learning due to the COVID19 pandemic have created a gap between business planning and reality. Therefore it is necessary to do intervene through strategic planning that considering stakeholder expectations as well as managing various factors that affect business sustainability. The aims of this study: (1) To identify strategic factors of business;(2) To formulate sustainable business development strategies. This research uses a descriptive approach through a case study at GHI Training during October and November 2020. Research data processing using IE matrix and TLBMC. Based on the evaluation results obtained 17 external strategic factors with an EFE score of 3,00 and 15 internal strategic factors with an IFE score of 2,87. The company is in a strong internal position and can respond well to opportunities and threats. Through the IE matrix, the company is placed in a hold and maintain position, so it is advisable to focus on the strategy of market penetration and product development. Essentially, from a theoretical and practical point of view, the use of TLBMC can help management to see comprehensively the company's business model and its relation to business sustainability.

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“…Penelitian-penelitian yang terkait dengan formulasi strategi pada perusahaan properti telah dilakukan oleh beberapa peneliti, diataranya adalah Wulandari et al (2017) yang melakukan penelitian guna meningkatkan kinerja perusahaan properti Elang Group, dengan menggunakan analisis SWOT. Hasil penelitian menghasilkan empat alternatif strategi yaitu: (1) melakukan program marketing campaign yang sistematis; (2) membangun aliansi strategis dengan perusahaan pengembang lain; (3) membuat sistem costumer relationship management yang prima; (4) merancang sistem manajemen yang handal.…”

Section: Pendahuluanunclassified

Formulasi Strategi Perbaikan Kinerja Perusahaan Properti Pasca Akuisisi (Studi Kasus: PT XYZ)

Azmadahadid¹,

Baga²,

Djohar³

2020

JMO

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PT XYZ is one of property companies that involved in apartment and condotel business in Yogyakarta. At present, PT XYZ had decreased in revenue due to decreased in unit sales and delinquent payments by existing customers. These problems made the company’s performance decrease so the company sold 38 percent of its shares to PT ADP and PT TBR. Together with the new management composition, the company strives to improve its performance. Therefore, a strategy formulation is needed to make the company performance being improved again. Interviews were conducted with informants selected by purposive sampling to identify company’s internal and external strategic issues. The IFE matrix (Internal Factor Evaluation) and EFE matrix (External Factor Evaluation) are used to evaluate company’s internal and external conditions. SWOT matrix (Strength, Weaknesses, Opportunities, and Threat) is used to find alternative strategies to improve company performance. There are five alternative strategies to improve company performance after acquisition, namely: (1) rebranding the names of apartments and condotels; (2) increase promotion and sales activities; (3) improve good relationship with consumers; (4) make value added for the apartments; (5) recruiting experienced sales employees.

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Perencanaan Strategis dengan Pendekatan Balance Scorecard pada Perusahaan Properti (Studi Kasus : Elang Group)

Cited by 3 publications

References 0 publications

Pemilihan Ukuran Kinerja Berdasarkan Karakteristik Pekerjaan, Persaingan Pasar, Dan Tujuan Strategis Perusahaan Ekspedisi

Pemilihan Ukuran Kinerja Berdasarkan Karakteristik Pekerjaan, Persaingan Pasar, Dan Tujuan Strategis Perusahaan Ekspedisi

Perencanaan Strategik Berorientasi Keberlanjutan Bisnis Menggunakan Triple Layer Business Model Canvas Studi Kasus: Ghi Training

Formulasi Strategi Perbaikan Kinerja Perusahaan Properti Pasca Akuisisi (Studi Kasus: PT XYZ)

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