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This research aims to analyze the internal and external environment of PT MIF Surabaya, namely to find out what factors are the strengths and weaknesses of the company as well as knowing the opportunities and threats faced by the company and formulating the best and most suitable marketing strategy for PT MIF Surabaya by taking into account internal factors (strengths and weaknesses) and external factors (threats and opportunities) to face business competition in the field of Domestic Forwarding and Logistics. One of PT Meratus Line's strategies in developing market penetration in Indonesia is through the formation of PT MIF which was determined by the Decree of the Minister of Justice of the Republic of Indonesia No.C2.734.HT.01.01 – 1991 dated March 6 1991, and published in Supplement to the State Gazette of the Republic of Indonesia No. 26 dated March 3 1992. During this period, it caused quite a lot of concern for other Forwarding Companies which had become Meratus Line customers. With commitment and proof from the Meratus Group that MIF is not permitted to compete for customers from Forwarding Companies that use Meratus Line services, PT MIF has succeeded in becoming "sales" or an extension of Meratus Line in bringing closer the relationship between Meratus Line and end customers. With the support of PT Meratus Line as a holding company engaged in inter-island shipping and has experience since 1957, PT MIF concentrates its business on shipping cargo expeditions. PT MIF Surabaya's strengths are intensive Research and Development, marketing growth, Brand Image, consumer satisfaction and market share as well as large and well-trained human resources

This research is in the background that a balanced scorecard is a management system used to implement strategies, evaluate performance not only from financial aspects, but also involving non-financial aspects. In addition, a balanced scorecard is used to convey the company's vision, strategy, and performance expectations. The purpose of this study is to analyze the performance of the Prambon Health Center seen using the balanced scorecard method. This research uses a descriptive quantitative approach and is conducted at the Prambon Health Center. The results of this study show that the performance of the Prambon Health Center is measured by the balanced scorecard method from a financial perspective on the economic and efficiency ratios in 2021 to 2023 showing good results, and on the effectiveness ratio seen in 2021 to 2023 showing poor results. From a customer perspective, measured using customer satisfaction from 2021 to 2023, it shows good results. From an internal business perspective measured using the ALOS indicator seen from 2021 to 2023 shows good results, The BOR indicator seen in 2021 to 2023 shows poor results, the TOI indicator seen in 2021 to 2023 shows poor results, and the BTO indicator seen in 2021 to 2023 shows good results. The conclusion from the data analysis from the Prambon Health Center measured using a balanced scorecard for the period from 2021 to 2023 is always increasing every year. In 2021 it showed quite good results, in 2022 it showed good results, and in 2023 it showed good results.

This study aims to determine the influence of financial perspective, customer perspective, internal business process perspective, and growth and learning perspective on the performance of PT. Bank Negara Indonesia Syariah Branch Makassar. This research method is quantitative and qualitative. Population in the study were employees and customers of PT.BNI Syariah Makassar Branch. Data collection techniques using questionnaires. Data collected and processed using SPSS. Based on the results obtained financial perspective variables (X1) amounted to 2.241 with R persial 0.030, (X2) amounted to 3.879 with r persial 0.000 , Internal business (X3) amounted to 2.391 with r persial 0.021 with GIS 0.05, growth and learning (X4) amounted to -2.412 with r persial 0.020.