Integration of the SWOT-Balanced Scorecard Method for Restaurant Performance Measurement as a Competitive Strategy Planning Tool (A Case Study of Taman Luku Restaurant in Yogyakarta)

Abstract

This research aims to measure the performance of Taman Luku Restaurant through the integration of the
SWOT-Balanced Scorecard to support a competitive strategy planning. It employs descriptive research design using both
qualitative and quantitative approaches. Primary data were collected through interviews with the restaurant owners, while
secondary data were obtained from questionnaires, social media platforms, and the restaurant’s official websites. The SWOT
analysis positioned the restaurant in Quadrant I, indicating a growth strategy, and obtained 12 alternative strategies derived
from the SWOT Matrix. The Balanced Scorecard analysis includes 11 performance indicators across four perspectives:
financial, customer, internal business process, and learning and growth. The overall performance measurement result across
these perspectives fall into the “quite good” category. Five competitive strategy plans were developed for targets that had not
yet been achieved.