#TITLE_ALTERNATIVE#

• Main Author: Baren Diafan (NIM : 19013117), Dionisius
• Format: Final Project
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/21799
• Institution: Institut Teknologi Bandung

As a tourist place, Indonesia is supported by beautiful natural scenery and unique <br /> <br /> culture. Actually, most of Indonesia's revenue comes from the tourism sector. Wonogiri <br /> <br /> as one of the regencies in Central Java is one of the tourist attractions. Unfortunately, <br /> <br /> all the facilities and tourist attractions here need improvement, such as hotels. Hotels in <br /> <br /> Wonogiri need attention on the performance management system. One of them is <br /> <br /> Diafan Hotel. To improve this hotel, the Balanced Scorecard analysis will be applied. <br /> <br /> Because the Balanced Scorecard is used as a benchmark not only from the financial <br /> <br /> aspect but also from non-financial aspects, through four perspectives: financial <br /> <br /> perspective, customer perspective, internal business perspective, and learning and <br /> <br /> growth perspective. The author will assess performance through literature studies and <br /> <br /> employee interviews from the Diafan Hotel. Since 2014 the performance of the Diafan <br /> <br /> Hotel has not increased, this is indicated by a stable financial condition. Diafan Hotel <br /> <br /> management has never applied KPI to create targets. This occurs because when <br /> <br /> targeting at Diafan Hotel uses the classical method that estimates are based on <br /> <br /> perceptions of top management duties, while defining KPIs must be measured either by <br /> <br /> the Balanced Scorecard (BSC) method, which makes the KPI more realistic and <br /> <br /> achievable by the company during periods such as which are expected. Beginning with <br /> <br /> the gathering of strategic information based on interviews with the company then the <br /> <br /> literature study, then processing them into data based on Balanced Scorecard research. <br /> <br /> At this point, it is known that the Diafan Hotel is in the internal-external matrix cell V <br /> <br /> (growth) analysis diagram. So, this hotel needs to implement growth strategy through <br /> <br /> horizontal integration. The strategy has 5 strategic goals, 16 strategic targets, 24 Key <br /> <br /> Performance Indicators (KPIs), and 23 strategic initiatives. All this as a form of <br /> <br /> guidance for the performance management system of Diafan Hotel.