Performance measurement variables of brand management positions in PT HM SAMPOERNA Tbk.
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Institusion
Sekolah Tinggi Manajemen Ipmi
Author
Sukiman, Antonius Indradi
Nataatmadja, Budi Agus
Tangkudung, Edison L.S
Mardiono, Eko Agus
Kharisanti, Sabrina
Fanata, Yung Indrawan
Nataatmadja, Budi Agus
Tangkudung, Edison L.S
Mardiono, Eko Agus
Kharisanti, Sabrina
Fanata, Yung Indrawan
Subject
H Social Sciences (General)
Datestamp
2022-09-08 07:52:19
Abstract :
The objective of the study is to define appropriate measurement variables for brand management position in lieu of employee's perspective and corporate strategic direction. The scope of the study is limited to find performance measurement variables to bran manager positions, which in the case is addressed to brand manager. In terms of theoretical background of measuring organization performance, there are two approaches; financial and behavior. In financial oriented approach, there is only one measurement of performance, which are shareholder returns. The behavior approach is talking the organization as a coalition of shareholder returns. The behavior approach is talking the organization as a coalition of stakeholders with different aims, one example of the behavior approach is a balanced scorecard where the performance indicator of an organization is a balanced set of financial, customer, internal business and long-term growth and development perspectives. What Kaplan and Norton in the balance scorecard do not explain is how such an approach can be applied to team-based organizations. It could, with one ceveat: senior managers should create the strategic context for the teams but not measures. With the understanding that each perspective is not fully contributions of only one function or position in the organization, but the contributions of all functions in the organization, the balanced scorecard can be used to measure the performance of the strategic achievement of one profit & loss organization or one business unit. It suggest that balance scorecard not to be used in measuring the divisional level or team's or individual's performance. In order to measure individual and team performance, there is Zigon's technique which focuses on value added result, performance measures and standards, a clear picture of the priorities and a way track to compare to standard. The conceptual framework of the study consists of three stages (corporate level, marketing divisions and brand management).
The objective of the study is to define appropriate measurement variables for brand management position in lieu of employee's perspective and corporate strategic direction. The scope of the study is limited to find performance measurement variables to bran manager positions, which in the case is addressed to brand manager. In terms of theoretical background of measuring organization performance, there are two approaches; financial and behavior. In financial oriented approach, there is only one measurement of performance, which are shareholder returns. The behavior approach is talking the organization as a coalition of shareholder returns. The behavior approach is talking the organization as a coalition of stakeholders with different aims, one example of the behavior approach is a balanced scorecard where the performance indicator of an organization is a balanced set of financial, customer, internal business and long-term growth and development perspectives. What Kaplan and Norton in the balance scorecard do not explain is how such an approach can be applied to team-based organizations. It could, with one ceveat: senior managers should create the strategic context for the teams but not measures. With the understanding that each perspective is not fully contributions of only one function or position in the organization, but the contributions of all functions in the organization, the balanced scorecard can be used to measure the performance of the strategic achievement of one profit & loss organization or one business unit. It suggest that balance scorecard not to be used in measuring the divisional level or team's or individual's performance. In order to measure individual and team performance, there is Zigon's technique which focuses on value added result, performance measures and standards, a clear picture of the priorities and a way track to compare to standard. The conceptual framework of the study consists of three stages (corporate level, marketing divisions and brand management).
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