DESIGN OF MEDAN CITY MARKET PD PERFORMANCE MEASUREMENT USING BALANCED SCORECARD METHOD

This research aims to design a performance measurement for PD market in Medan City using the balanced scorecard method. The sampling technique used was convenience sampling, namely a sampling method whose respondents were people who volunteered for certain reasons. As the name suggests, this method selects samples from a population (people or events) whose data are easily obtained by researchers. The type of data in this research uses primary data and secondary data. Primary data is data collected by researchers directly from respondents. The research results show that from a financial perspective the results obtained for Net Profit Margin (NPM) are in the poor category because they are below >5%, Likewise, GPM is in a poor category because it is below 8.3%. From the perspective of PD Pasar Kota Medan customers, seen from the analysis, it shows satisfied results. By carrying out overall calculations using the Multiattribute Attitude Model (MAM) method, it shows a result of 92.52 and based on the categorization, it is included in the very satisfied range. From the perspective of PD Pasar Kota Medan's internal business processes, seen from the analysis, it shows good results. PD Pasar Kota Medan is able to carry out innovation processes, operational processes and after-sales processes well, and from the perspective of learning and growth, PD Pasar Kota Medan, seen from its analysis, shows very satisfactory results.


INTRODUCTION
The company was built with the aim of obtaining optimal profits.This view refers to traditional performance appraisal systems that only focus on the financial perspective.Leaders who succeed in achieving optimal profits will be considered successful and will receive rewards from the company.Performance measurement using this traditional system causes the company's orientation to only short-term profits and tends to ignore the long-term survival of the company.Performance measurement that focuses on the financial perspective alone is less able to measure the performance of the company's intangible assets and intellectual assets (human resources) according to (Nugroho, 2018).Performance measurement that places too much emphasis on a financial perspective often eliminates other points of view that are no less important.Such as, measuring customer satisfaction and the adaptation process in a change.So in performance measurement a balance is needed between financial performance measurement and non-financial performance measurement.This balance will help the company know and evaluate its overall performance (Atmadja et al, 2013).
If you want to win the competition in the information age, new capabilities are needed from companies, namely the ability to manage their intangible assets.These new capabilities are more profitable for companies than investing in managing physical or tangible assets.Management of these intangible assets allows organizations to: stabilize prices and distribute goods and services smoothly.Performance measurements carried out so far still use a financial perspective.Here's tThe income Thus, the financial condition of PD Pasar Kota Medan from 2015 to 2019 experienced fluctuations every year.This shows that PD Pasar Kota Medan has weaknesses from a financial perspective so that it also has an impact on the company's long-term profits.According to Medan City Regional Regulation Number 10 of 2014, it is stated that the Medan City Market Regional Company functions as a regional economic development tool and a source of Regional Original Income (PAD).The following is market data managed by PD Pasar Kota Medan which consists of three branches, namely; branch I is located in the center of the city, branch II is located in the south and branch III is located in the north.Total revenue 42,495,675,764 40,962,012,657 41,973,661,567 47.108.835.341 47,759,587,587 Total operating expenses 42,450,998,768 41,725,911,987 40,938,879,453 44,658,529,876 46,903,190 Source: Regional Company (PD) Medan City Market September 2020 (processed data) Table 2 shows that the number of shops occupied is 14,040 units.Meanwhile, the number of closed shops is almost 75% of the total occupied shops, namely 10,510 units.This shows that the performance of PD Pasar Kota Medan is still not optimal in attracting traders to sell in the shops provided by PD Pasar Kota Medan.With so many shops closed, the contribution of Medan City Market PD to Medan City PAD is still far from what was expected.Apart from that, according to a member of Commission C DPRD Medan, Mulia Asri Rambe (Bayek) regretted the performance of PD Pasar Pemko Medan, even though it had carried out a number of market revitalizations, so far the contribution generated from the 54 markets for which levies were levied was very far from expectations throughout 2017.Regional Original Income (PAD) only reached IDR 1.6 billion.Meanwhile, the funds released from the APBD were quite large, namely IDR 41 billion (www.oborkeadilan.com, 24 April 2018).This is a problem from a financial perspective, customer perspective, internal business performance perspective.
In another study conducted by (Erawan, 2019)concluded that the Indonesian Ministry of Finance has implemented the Balanced Scorecard for a decade and assisted the Ministry of Finance in linking strategic planning with strategic results.The implementation of the Balanced Scorecard has positively increased the performance accountability of the Ministry of Finance, as evidenced by the results of the performance accountability evaluation carried out by the Ministry of State Apparatus Empowerment.In 2016, the Ministry of Finance achieved the title "A" (satisfactory) with the highest score (83.79) among 77 ministries and public institutions.In 2017 and 2018, the Ministry of Finance obtained the highest indicator scores for the performance planning component, namely 25.46 and 26.20 respectively, this is because the Balanced Scorecard highlights strategic planning.Not only does it increase performance accountability, the Balanced Scorecard also contributes to improving bureaucracy.In research conducted by(Peris-Ortiz et al., 2019)at a University in Latin America concluded that the use of the Balanced Scorecard can improve university performance such as increasing journal publications, income from product sales, registrations and licensed patents.Based on the description above, the author is interested in conducting research with the title "Designing performance measurement for PD Pasar Kota Medan using the Balanced Scorecard method".

LITERATURE REVIEW Performance
Performance is a description of the level of achievement of the implementation of an activity/program/policy in realizing the goals, objectives, mission and vision of an organization as stated in the formulation of an organization's strategic scheme (strategic planning).In general, it can also be said that performance is an achievement that can be achieved by an organization in a certain period (Sari & Endang Dwi Retnani, 2015).Meanwhile, according to (Srimindarti, 2004) in (Nugroho, 2018)Performance is a complete display of the condition of the company over a certain period of time, it is a result or achievement that is influenced by the company's operational activities in utilizing the resources it has.

Balanced Scorecard(BSC)
According to (Kaplan & Norton, 1996)The balanced scorecard consists of two words, namely:  Balanced Intended to show that employee performance is measured in a balanced manner and viewed from two aspects, namely financial and non-financial, long-term, and internal and external.

 Scorecards
This is a card used to record a person's performance score which will later be used to compare with actual performance results.
According to (Zuniawan et al., 2020)The Balanced Scorecard is a company performance measuring tool which aims to measure the company's overall performance, both financial and non-financial.The reliability test results in the table above will be said to be reliable, if the reliability coefficient is greater than r.After conducting a reliability test, the Cronbach's Alpha value for the trader questionnaire was 0.813 and for the employee questionnaire was 0.864.This figure is greater than the r value, which is 0.6.The level of reliability can be seen in the following table: After testing, it is known that the Cronbach's Alpha on the trader questionnaire is 0.813 in the range 0.80 -1.00, so it can be concluded that the statements on the trader questionnaire are very reliable and the Cronbach's Alpha on the employee questionnaire is 0.864, which is in the range 0.80 -1.00So it can be concluded that the statements in the employee questionnaire are very reliable.

Data analysis a. Financial Perspective
Performance assessment from a financial perspective is carried out by analyzing data on the 2015-2019 financial reports.The purpose of this analysis is to determine the financial performance of PD Pasar Kota Medan from 2015-2019.1) Net Profit Margin is used to measure the percentage of net profit on net sales The calculation of Net Profit Margin can be seen in the following table: 2) Gross Profit Marginis the ratio of the difference between net sales and cost of goods sold to net sales The Gross Profit Margin calculation can be seen in the following table: Customer perspective is measured by distributing questionnaires to traders.In research at PD Pasar Kota Medan, researchers distributed questionnaires to 30 traders.Next, a validity and reliability test is carried out to see the validity and reliability of a questionnaire.The data obtained from the results of the questionnaire given to traders is still qualitative and converted into quantitative data, with a score of 1-5.The results of the trader's questionnaire were analyzed using the Multiattribute Attitude Model (MAM) method to determine customer satisfaction in using services and enjoying the services of PD Pasar Kota Medan.In this analysis, belief values and ideal values are calculated.The belief value shows the current situation felt by the trader and the ideal value shows the situation the trader hopes for.Next, look for the average of these two values, then look for the difference between each belief and ideal value by subtracting the average value of belief and ideal.The next step is to give weight to each attribute according to the order of importance.The calculation results can be seen in the following From the table above, showing the order of customer importance based on the attributes price, time and quality, it is known that the first order of importance with a value of 65 is the quality attribute, the second order of importance is the time attribute with a value of 62 and the third order of importance is price with a value of 53.c.Internal Business Process Perspective From an internal business process perspective regarding innovation processes, operational processes and after-sales service processes, performance assessments will be carried out by comparing the internal business processes on the balanced scorecard with the internal business processes found in PD Pasar Kota Medan.

Operation process
The company carries out operational processes resulting from innovation.
The PD Pasar Kota Medan operational process is carried out by providing fast service and in accordance with customer requests: Placing skilled or proficient personnel related to company innovation so that work can be done more quickly and precisely After-sales service process The company provides after-sales service for products that have been sold PD Pasar Kota Medan is a company engaged in services that manages market areas, so the after-sales activities provided by the company are; The company carries out repairs if it receives complaints from customers regarding damage that occurs at PD Pasar such as leaking shop tiles, power outages, poor drainage, etc.

d. Learning and Growth Perspective
In this research at PD Pasar Kota Medan, researchers distributed questionnaires to 30 employees.Next, a validity and reliability test is carried out to see the validity and reliability of a questionnaire.The data obtained from the results of the questionnaire given to employees is still qualitative and converted into quantitative data, with a score of 1 to 5. The results of the employee questionnaire were analyzed using the Multiattribute Attitude Model (MAM) method to determine employee satisfaction with the performance of PD Pasar Kota Medan regarding the attributes of communication, appreciation and support.In the communication attribute there are three statements, namely regarding the opportunity to provide opinions and suggestions, the opportunity to express internal problems jobs and leaders who provide job-related information.In the award attributes there are three statements, namely regarding leadership in providing compensation, giving awards for achievements and the suitability of work to position.In the support attribute there are four statements, namely opportunities to support work, availability of facilities and infrastructure, co-workers providing support to each other, and leaders providing From the calculations in the table above, then determine the statement whose condition (belief) is closest to the employee's desires (ideal).The statement whose situation (belief) is closest to the desire (ideal), namely the statement that shows the smallest result among the other statements.From the calculation results of the employee questionnaire shown above, it can be seen that the communication attribute which has the smallest range is statement number 1 (one) of 0.1 regarding the opportunity to provide opinions and suggestions, while the largest range in the communication attribute is statement number 3 (three) of 0.3 leaders who provide work-related information.The award attribute that has the smallest range is statement number 5 (five) of 0 regarding employees receiving awards for their achievements, while the largest range is statement number 6 (six) of 0.4 regarding employee suitability for their position.The time attribute that has the smallest range is statement number 8 (eight) of 0.5 regarding the availability of adequate facilities and infrastructure to support work.Meanwhile, the largest range in the time attribute is statement number 7 (seven) of 0.6 regarding opportunities for employees to support their work, statement number 9 (nine) regarding statements from colleagues who provide support to each other in their work and statement number 10 (ten) regarding leaders providing motivation for subordinates at work.The next step is to give weight to each attribute according to the order of importance.The calculation results can be seen in table 12 below: Validity tests and reliability tests are used to determine the extent of accuracy and reliability of an instrument used to measure a concept.Validity and reliability tests were carried out on questionnaires that researchers distributed in research at PD Pasar Medan City.The questionnaire that was divided and tested had two answers, namely belief and ideal answers.The belief answer is the respondent's answer regarding the current situation at PD Pasar Kota Medan and the ideal answer is the respondent's answer regarding the expected situation at PD Pasar Kota Medan.Therefore, researchers carried out data analysis by conducting validity and reliability tests on this instrument using SPSS version 25.a.Validity testThe results of the validity test of the customer and employee belief state questionnaire can be shown in the following table: . In this analysis, belief values and ideal values are calculated.The belief value shows the current situation felt by the employee and the ideal value shows the situation the employee hopes for.Next, look for the average of these two values, then look for the difference between each belief and ideal value by subtracting the average value of belief and ideal.The calculation of the average belief value and the average ideal value can be seen in table 11 below: Table 11.Employee Questionnaire Results Source: Processed dataCalculation in statement 1(P1): a) Find the number of beliefs= Score x attitude ((7x5)+(8x4)+(10x3)+(4x2)+(1x1)= 106 b) Looking for the average belief (xi)= Number of beliefs/number of respondents 106/30=3.5c) Finding the ideal number = score x attitude ((6x5)+(13x4)+(3x3)+(7x2)+(1x1)= 106 d) Looking for the ideal average (li)= Ideal number/number of respondents 106/30=3.6e) Find the difference between li and xi = li-xi 3.6-3.5=0.1

Table 1 .
table for PD Pasar Kota Medan in 2015-2019 is presented in table 1. as follows: PD Pasar Kota Medan Profit and Loss Report 2015-2019 Source: PD Pasar Kota Medan (data processed) Based on table 1.1 it can be seen that: a.In 2016 the amount of business income experienced a very significant decrease amounting to IDR 1,533,663,107 but in 2018 the amount of business income experienced a very drastic increase amounting to IDR 5,135,173,774.b.In 2018 the number of operating expenses experienced a very drastic increase of IDR 2,244,660,889.This shows that PD Pasar Kota Medan's expenditure has boomed this year.c.In 2019 PD Pasar experienced a very drastic decrease in net profit amounting to Rp. 761,485,728 from net profit in 2018.Meanwhile in 2017 PD Pasar Kota Medan experienced an increase in net profit of Rp.
1,471,657,897 compared to the previous year.

Table 2 .
Number of Market Potential (number of kiosks, shops, booths/tables, informal) in 2020

Table 3 .
Belief State Questionnaire Validity Test ResultsThe validity test results in the table above will be said to be valid if r calculated is greater than r table (r calculated > r table).The r table value can be found by looking at the r table in a two-sided test with a confidence level of 95%.For the trader questionnaire with 30 respondents, it can be seen that the r table value is 0.3061.With 9 statements having a Corrected Item-Total Correlation greater than the table's r value.Likewise, with the employee questionnaire with 30 respondents, it can be seen that the r table value is 0.3061.With 10 statements having a Corrected Item-Total Correlation greater than the table's r value.So that all statements in the questionnaire for the state of belief are valid.b.Reliability TestThe results of the reliability test from the traders' and employees' belief state questionnaire can be shown in the following table:

Table 4 .
Reliability Test Results of the Belief Condition Questionnaire

Table 5 .
Reliability Level Based on Alpha Value

Table 6 .
Net Profit MarginFrom the table above, NPM experienced increases and decreases that were not very significant.In 2015-2016, the NPM of PD Pasar Kota Medan decreased by 0.34%.NPM in 2016-2018 experienced an increase for two consecutive years.However, from 2018-2019 the NPM of PD Pasar Kota Medan decreased by 2.85%.

table : Table 8 .
Order of Importance of Customer Questionnaire ResultsThe weights are taken based on the order of importance in table 9 below:

Table 9 .
Order of Importance Level of Customer Questionnaire Results on Attributes Price, Time and Quality

Table 10 .
Comparison of BSC Internal Business Processes and Di Internal Business Processes Medan City Market PD