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PERFORMANCE ANALYSIS OF HOSPITALITY INDUSTRY: CASE STUDY OF DIAFAN HOTEL WONOGIRI

PERFORMANCE ANALYSIS OF HOSPITALITY INDUSTRY: CASE STUDY OF DIAFAN HOTEL WONOGIRI

Undergraduate Theses from JBPTITBPP / 2017-09-22 14:45:27
Oleh : Dionisius Baren Diafan (NIM 19013117), School of Business and Management
Dibuat : 2017-09-22, dengan 1 file

Keyword : Diafan Hotel, Hospitality Industry, Balanced Scorecard, Performance, Management System, Tourism

Wonogiri sebagai salah satu kabupaten di Jawa Tengah, Indonesia, merupakan salah satu tujuan wisata yang menawarkan begitu banyak atraksi. Sayangnya, semua fasilitas dan atraksi di Wonogiri masih memerluka perbaikan, seperti hotel contohnya. Hotel – hotel di Wonogiri perlu perhatian lebih dalam memperbaiki sistem manajemen kinerjanya. Salah satunya adalah Diafan Hotel. Untuk membantu meningkatkan kinerja hotel ini, analisis Balanced Scorecard akan diterapkan. Balanced Scorecard digunakan sebagai tolak ukur tidak hanya dari aspek finansialnya saja tetapi juga dari aspek nonfinansial

melalui empat perspektif: perspektif keuangan, perspektif pelanggan, perspektif bisnis internal, dan perspektif pembelajaran dan pertumbuhan. Sejak 2014, kinerja Diafan Hotel tidak meningkat; hal ini ditunjukkan oleh kondisi keuangannya yang stabil. Manajemen Hotel Diafan tidak pernah menerapkan KPI dalam menciptakan target perusahaannya. Ketika membuat target, Hotel Diafan menggunakan metode klasik yang estimasinya didasarkan pada persepsi manajemen, sementara untuk

menentukan KPI banyak hal harus diukur dengan metode yang telah terbukti seperti metode Balanced Scorecard (BSC) yang membuat KPI lebih realistis dan dapat dicapai

oleh perusahaan selama periode yang ditetentukan. Penelitian ini dimulai dengan mengumpulkan informasi melalui serangkaian wawancara dengan karyawan yang

dilanjutkan dengan studi pustaka. Selanjutnya data akan diproses sesuai metode Balanced Scorecard. Dari penelitian tersebut, diketahui bahwa Hotel Diafan berada

dalam matriks internal-eksternal diagram analisis pada sel V (pertumbuhan). Maka, hotel ini perlu menerapkan strategi pertumbuhan melalui integrasi horizontal. Strategi ini memiliki 5 sasaran strategis, 16 target strategis, 24 Key Performance Indicators (KPI), dan 23 inisiatif strategis. Semua ini membentuk sebuah panduan bagi Diafan Hotel untuk memperbarui sistem manajemen kinerja mereka.

Deskripsi Alternatif :

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

Performance Indicators (KPIs), and 23 strategic initiatives. All this as a form of guidance for the performance management system of Diafan Hotel.

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