How is your loyalty programme going? A framework for a loyalty programme performance indication system

Currently, bonus programs from various companies are very popular, using which companies increase the loyalty of the company's customers, thereby ultimately increasing profits. The article describes the process of developing a web service of the company's loyalty program. The subject area has been studied, different types of loyalty programs have been considered, and its own loyalty program has been developed, which formed the basis for the model of the web service being developed. Next, an overview and analysis of development tools is performed, the most suitable technology stack for implementation is proposed using the example of the .Net Framework platform for implementing the server side and using open libraries to implement the user interface. Based on the analysis of the subject area and the development tools intended for use, a database model of the system was developed, and a database management system represented by MySQL was selected. The architecture of the system was designed using the MVC architectural pattern, Onion design patterns and Repositories, and a scheme for the implementation of the methods of operation of the web service with client accounting systems was proposed. A cashback service project has been developed, which is a web application that interacts with client programs. A module for integration into accounting systems has been developed, using the example of such software products as Topaz-gas station, Frontol and 1C.

State-owned Assets (BMN) is an asset owned by the state that must be managed optimally. Optimal BMN management can be seen from a financial and non-financial perspective. From a financial perspective, BMN optimization provides financial input in the form of Non-Tax State Revenue (PNBP), while for non-financial optimization, BMN is used optimally by statutory provisions. This study attempts to outline the steps and calculations to determine the financial feasibility of managing BMN. BMN management is carried out in the form of utilization through utilization cooperation with potential investors. The research object is BMN in the form of empty land belonging to the Ministry of Education, Culture, Research, and Technology. A quantitative approach is used to analyze the feasibility of BMN management. Data uses primary data, secondary data, and other documents related to business plans. Data collection was carried out using field observations, interviews with potential investors, and studies via the Internet. Apart from that, the article is also based on literature studies to explore the BMN management process in the form of cooperation in utilizing BMN. The analysis concludes that BMN's business feasibility plan from the business project side is feasible, from the investor's financial side it is also feasible, while from the government side, it gets adequate capitalization.

The pre-survey conducted by researchers on Bakpia SMEs in Sleman, the majority experienced a decline in sales which greatly impacted livelihoods. The purpose of this study is to develop a model of SME business sustainability from a financial and non-financial perspective, based on the Balance Scorecard theory and findings in the field. This type of research is qualitative case study. The object of this research is Bakpia SMEs in Sleman who were able to survive during the pandemic, Sleman bakpia consumers. The type of data used is primary and secondary. Sources of data obtained by means of interviews, observation and documentation, questionnaires.The result is that SMEs that can survive in the pandemic era are SMEs that have strength and make non-financial efforts to satisfy customers, innovate and operate products. UKM do growth and learning, give alms, help orphans. From a financial perspective, SMEs separate personal and business money, plan monthly income and expenses, prepare financial reports in the form of income statements and balance sheets. This UKM is proven in terms of economical, effective and efficient financial performance and has managed to get through the pandemic and currently 3 bakpia UKM have sales that are almost the same as before the pandemicKeywords: Post Pandemi Business Sustainability Model; SMEs; Bakpia

This study aims to measure the financial and non-financial performance of the Tourism Cooperative (KOPARI) "Sapta Pesona" Banjarnegara Regency comprehensively using the balanced scorecard method. This balanced scorecard method helps measure and evaluate the performance of cooperatives from the perspectives of finance, members, internal business processes, and learning and growth. The research is a qualitative study with data collection techniques using questionnaires, observation, and document analysis. The results showed that the performance of the cooperative as measured from a financial perspective using the profitability ratio was in the good category, the poor category in the liquidity ratio, and the very good category in the solvency ratio. Meanwhile, based on the measurement of the customer perspective, internal business process perspective, and learning and growth perspective, KOPARI Sapta Pesona Banjarnegara Regency is included in the good category. Thus the performance of KOPARI Sapta Pesona Banjarnegara which is reviewed using a non-financial perspective is good, and the financial perspective still needs to be improved and paid attention to. Keywords: Balance Scorecard, Cooperative, Financial Perspective

The purpose of this study is to design a Balanced Scorecard performance measurement that is integrated with Six Sigma methods in PT Jasuindo Tiga Perkasa, Tbk. Balanced Scorecard is a performance measurement method that includes the measurement of four perspectives; financial perspective and the other three non-financial perspectives (customer perspective, internal business processes perspective, and learning and growth perspective). This measurement method is integrated with DMAIC process (definition, measurement, analysis, improvement, control). Analysis technique is to identify the vision, mission, objectives, SWOT analysis and company strategy. Based on the measurement using key performance indicators of each perspective, the analysis is done in case of the decrease in performance, and focuses on finding control and solution to improve the performance. This study also measures the level of Six Sigma, where the company managed to achieve sigma level of 6.20, or 99.999869%. The re-sults obtained from the measurement are in accordance with the key performance indi-cators in which 1) there is an increase in financial perspective 2) there is a decrease in customer perspective, 3) there is an increase in internal business process perspective, and 4) there is a decrease in learning and growth perspective.

The development technology is something that happens quickly and surely this is marked by the number of new manufacturing companies that are emerging and spreading throughout the world. In the manufacturing industry the most important thing that must always be maintained is production efficiency, but the majority of industries only pay attention to the efficiency aspects of their production activities without regard to the aspects of humans who work in the industry. Human resource scorecard (HRSC) is an appropriate measurement method in identifying and measuring the relationship between workers, strategy, and performance to produce a good company. This human resource performance measurement is looking at business units from four perspectives: financial perspective (F), the customer (C), internal business process (I), and learning and growth (L). Each perspective in HRSC weighted by Analytical Hierarchy process method and then calculated by Objective Matrix (OMAX) to identify which category needed an extra attention and need to be repaired. The end result of OMAX will be reviewed by management theory so the solution made in this analysis will produce the best end result that needed by the company. This measurement is very critical to the company because the competition between company is getting tougher nowadays. HRSC measurement was carried in PT OCM by describing the company’s vision and mission into human resource action whose contribution can be measured using AHP analysis in 4 perspectives: financial perspective with a weight of 0.396, customer perspective (employee) with a weight of 0.118, internal business perspective with a weight of 0.240, and growth and development perspective with a weight of 0.247 after that PT OCM use that measurement in OMAX method to determine what KPI needed extra attention and repairment, management based theory will be applied in that solution to give the best result.

Heterogeneous missile swarm employs different kinds of missiles to work cooperatively for systematic warfare, which attract much attention in recent years. In order to effectively calculate and evaluate the systematic fighting capacity of heterogenous missile swarm in different scenarios, a systematic modeling and effectiveness evaluation framework is proposed in this paper. Firstly, the combat loop is defined, where the task assignment between missiles and targets is carried out using the contract net auction algorithm. Then the systematic model of heterogeneous missile swarm is constructed in terms of Observation-Orientation-Decision Action(OODA) loop network. Finally, the uncertain self-information method is used to calculate the system’s effectiveness. It can be seen from the results of the engineering example that the framework fully considers the whole process of the combat system, which can comprehensively and effectively evaluate the system effectiveness of the heterogeneous missile swarm system.

Evaluation indicators for energy-chemical systems with multi-feed and multi-product

The competitiveness of a firm depends on the quality of knowledge they apply to their business processes. Knowledge management (KM) processes are part of the firm business processes. These processes require turning personal knowledge into corporate knowledge that can be widely shared throughout a firm and appropriately applied. This study examines how SMEs and large firms apply KM processes in their daily business activities and analyse the influence of KM processes on their financial and non-financial performance. KM processes comprise knowledge acquisition, conversion and application while firm performance is measured from financial and non-financial perspectives that consist of profit, growth, innovativeness, customer satisfaction, quality and flexibility. Survey questionnaires were distributed to managers at SMEs and large firms. Results showed that the effects of KM processes on financial and non-financial performance differ between SMEs and large firms. Findings from the survey could help these firms to enhance their financial and non-financial performance via appropriate KM processes.

Healthcare organisations have been operating in a competitive environment for years. Pressures from government and competition as well as escalating costs have driven executives to search effective performance assessment systems to help them achieve their missions or improve competitiveness. The balanced scorecard (BSC), combination of both financial and non-financial perspectives and criteria, creates a more accurate performance measurement system because it offers a more complete view of a business and can lead to better business decisions. After reviewing the literatures about the BSC and interviewing the 64 executives retains 12 important criteria, including training, satisfaction, turnover, resource, safety, new service, quality, revisiting, patient satisfaction, budget, cost and revenue to construct the hierarchy for hospital performance assessment. Measuring perspectives and criteria of BSC are interrelated. Due to the interdependent relations in decision making, we apply analytic network process (ANP) that captures the outcome of dependency between the perspectives and criteria to handle such problems.

In a rapidly changing environment, innovation is often regarded as a key driver of sustainable competitive advantage. It fosters improvements that facilitate continuous development, which is essential for a firm's survival. This ongoing enhancement enables firms to grow more quickly, increase their efficiency, and ultimately achieve higher profitability compared to those that do not prioritize innovation. However, the relationship between innovation and its impact on the performance of small and medium-sized enterprises (SMEs) in developing countries remains insufficiently explored. Despite the significance of innovation, limited attention given to the potential influence of different types of innovation on SMEs, particularly in terms of both financial and non-financial performance. To address this gap in the extant literature, this study examines the impacts of product, process, marketing, and organizational innovation on the financial and non-financial performance of manufacturing SMEs in Malaysia. This study collected data from 172 SME owners or managers in manufacturing through email surveys. Data analysis employed Structural Equation Modeling with Partial Least Squares (SEM-PLS) to test hypotheses. The results indicate that all four types of innovation, product, process, organization, and marketing, have a positive impact on the financial performance of SMEs. Additionally, the findings reveal that three types of innovation, product, process, and organization, significantly influence the non-financial performance of SMEs, whereas marketing innovation does not demonstrate a significant effect. This research contributes to the existing literature by providing a comprehensive understanding of how various forms of innovation influence SMEs performance in the manufacturing sector of a developing nation, particularly Malaysia.

Purpose – The purpose of this study is to analyze the relationship between family influence, measured through power, experience and culture (F-PEC) and family business (FB) performance. Performance is measured from a financial and non-financial perspective. Design/methodology/approach – Empirical study using the quantitative method and data collected through a questionnaire, answered by 169 Portuguese family firms. The survey design was based on prior research of FB performance and the F-PEC questionnaire. The exploratory factor analysis and multiple linear regression models are used. Findings – The results indicate a negative relationship between experience and financial performance, a positive association between a culture of family commitment and performance (financial and non-economic goals), and a positive relationship between a culture of family values and non-economic goals. The r esults show the importance of agreement between the firm and the family goals. Family influence on FB performance cannot be seen only from a positive (stewardship theory) or a negative (agency theory) perspective . Originality/value – C ommitment increase s financial performance and the achievement of non-economic goals (perpetuity and family assets) . It is important to study how a culture of commitment leads to superior performance.

The purpose of this paper is to assess the relationship between Human Resource Management (HRM) practices and organizational performance in Spanish firms from a financial and non-financial perspective (subjective). The empirical study was conducted with a sample of 102 firms in the region of Andalucía (Spain). The results of statistical analysis have shown the fundamental role of establishing HRM practices aimed at seeking the employees’ commitment and its positive influence on organizational performance. Results also showed that the subjective measures for organizational performance better explained this phenomenon of study.

Company performance measurement is crucial to support development in business sustainability. From a financial and non-financial perspective, performance is one of the aspects that involve customers, internal business processes, and business sustainability. The study was conducted at a regional general hospital to measure its performance using a balanced scorecard. The data were collected by distributing questionnaires, performing interviews, observations, and deriving hospital historical data. Calculations of financial ratios, customer acquisition and retention, customer satisfaction, descriptive analysis of internal business processes, and employee satisfaction levels are also elaborated in terms of growth and learning during work. The evaluation results of the business assessment are delivered as follows: hospital finances are categorized as economical and effective but not yet efficient; patients are satisfied with the existing services and facilities, yet the hospital is still unable to encourage the trust of new customers; the internal business processes run by the hospital are categorized as quite good; and from the perspective of growth and learning, it is found that hospital’s employees are not satisfied with work development.

The hotel industry in Sri Lanka is one of the country's most important foreign-income generators. In this regard, Rajarata Hotels in Anuradhapura is one of the city's largest hotels, with over a hundred rooms. The hotel opened in 1970 and was incorporated in 1974. As a result of the hotel's refurbishment, significant changes occurred after new management took over in 2013. Rajarata Hotels Ltd.'s consistent performance is evident from both a financial and non-financial perspective. The authors cited numerous research articles to articulate the theoretical underpinnings of sustained performance-financial performance is defined in this study in a variety of ways, and it is linked to monetary aspects such as profitability and revenue, as well as other elements such as organisational volume, employee attraction, adaptability, employee attitude, and organisational culture. However, in this study, sustained performance is examined from a non-financial standpoint, alongside continuous growth, which is influenced by the company's management and employees' skills and capabilities. It is directly related to achieving sustained performance. Most importantly, the study identifies three key motivators: demonstrating entrepreneurial leadership, creating value, and implementing people management strategies, all of which result in sustained performance. To keep the focus on the case study, a conceptual framework was established. Aside from secondary sources, the authors conducted 10 in-depth interviews, six diverse focus group discussions based on a structured interview guide, and direct observations of hotel staff to support and validate study findings. The study findings will be useful for future research, and other hotels can apply the practical implications to their operations. At the same time, leadership styles can be varied with the different personalities of the leaders having for their organizations.