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The Balanced Scorecard is part of the strategy-based success measurement concept. The balanced scorecard is a management tool used in measuring company performance with four perspectives, namely a financial perspective, a customer perspective, an internal business process perspective, and a growth and learning perspective. The article aims to see how PT Unilever Indonesia Tbk's performance is measured using the balanced scorecard method. This article is qualitative in nature and the data used is secondary data in the form of PT Unilever Indonesia's financial statements for the period 2018 - 2021. The results of this article can be concluded that the company's performance in the period 2018 - 2021 when compared to 2019 and 2020 got quite good results compared to with 2021 which got less good results. So it can be said that performance measurement can use the balanced scorecard as a tool to measure company performance as a whole.

Penelitian ini bertujuan untuk mengevaluasi kinerja dari sebuah perusahaan dengan menggunakan metode balance scorecard dari perspektif keuangan,perspektif pelanggan,perspektif proses internal bisnis ,dan perspektif pertumbuhan dan pembelajaran. Sumber data dari penelitian ini adalah sumber primer yaitu data yang diolah dari annual report dan literatur lain sebagai sumber sekunder. Metode penelitian ini adalah metode kualitatif deskriptif. Berdasarkan hasil analisa dengan balance scorecard didapatkan dari perspektif keuangan bahwa rasio asset bahwa perusahaan mampu membayar kewajiban jangka pendeknya. Berdasarkan perspektif pelanggan, didapatkan bahwa pelanggan mendapatkan kepuasan yang tinggi pada tahun 2017. Berdasarkan perspektif internal bisnis didapatkan bahwa perusahaan masih mampu untuk bertransaksi dengan jumlah penjualan yang lebih besar dari pembelian. Sedangkan, menurut perspektif pelatihan dan pembelajaran menunjukkan bahwa banyak karyawan yang dilatih namun jumlah karyawan menurun dibanding tahun sebelumnya.  

Performance management in question is with the aim of increasing the strategic focus and effectiveness of the company in ensuring continuous improvement of individual and team performance. The most popular approach is to use the BSC (Balanced Scorecard). Cafe Red&Blue wants to grow and maintain its business. Therefore, in this study we want to design an instrument for measuring performance at Red&Blue cafes using the BSC. The initial stage in designing the instrument is to conduct internal and external analysis to determine the position of the business in the industry and the strategy that must be used. The SWOT approach is used in the analysis of the internal and external environment. From the SWOT analysis, it can be seen that the Red&Blue cafe is in quadrant I position. The strategy that must be applied is an offensive and defensive strategy as a complement. This strategy requires Red&Blue to improve its marketing strategy in order to bring even greater opportunities to the business. The next stage is through the formulation of strategic objectives, the objectives of which are designed; increase profits, increase customer loyalty, improve relationships with new customers, develop quality products with innovation, develop good and quality services, improve employee job satisfaction, increase employee skills, and knowledge employee knowledge. The eight strategic objectives are translated into 2 key financial performance indicator (KPI) perspectives, 3 internal business process KPIs, 4 customer KPI perspectives, and 5 KPI growth and learning perspectives, with targets for each KPI set based on discussions with Red&Blue cafe owners.

The aim of the research is to find an empirical evidence concerning the implementation of customer perspective of Balanced Scorecard (BSC) in Assalaam Islamic Modern Boarding School Surakarta (AIMBS Surakarta). It is a case study research. Qualitative research design is conducted using semi-structured interviews with 27 members from different stakeholders. Research findings showed that customer perspective of BSC and attributes in strategy map of BSC have been implemented well in AIMBS Surakarta. Besides, the research found supporting factor of implementation of customer perspective of BSC in AIMBS Surakarta, namely: strong commitment from management to adjust the change. The limitation of the research is that the research findings can not be generalized. For future research, it is suggested that the researcher will add the numbers of research object so that the generalization of the research findings can be achieved. Thus, it will give clearer description about implementation of customers perpective of BSC in Islamic boarding schools