scholarly journals Manajemen Strategik Pondok Pesantren Dalam Upaya Membentuk Santri Yang Berkarakter

2019 ◽  
Vol 4 (3) ◽  
pp. 305-322
Author(s):  
Hasanudin Hasanudin ◽  
Dadang Kusnawan ◽  
Dewi Sadiah
Keyword(s):  
Strategic Management ◽  
Swot Analysis ◽  
Code Of Conduct ◽  
Boarding School ◽  
Strategy Implementation ◽  
Strategy Formulation ◽  
The Core ◽  
Strategy Evaluation ◽  
And Control ◽  
Descriptive Method

Penelitian ini bertujuan untuk menemukan kejelasan tentang formulasi strategi, implementasi strategi, dan evaluasi serta pengendalian strategi pada Pondok Pesantren Al-Masthuriyah dalam upaya membentuk santri yang berkarakter. Metode yang digunakan pada penelitian ini adalah metode deskriptif dengan pendekatana kualitatif. Pengumpulan data dilakukan dengan teknik observasi, wawancara, dan dokumentasi sehingga data dapat terkumpul dan dianalisis dengan baik. Penelitian ini menemukan bahwa manajemen strategik Pondok Pesantren Al-Masthuriyah telah diterapkan sesuai dengan tahap-tahap manajemen strategik, yaitu formulasi strategi yang didasarkan pada hasil analisis SWOT, kemudian dituangkan dalam keputusan strategi-strategi yang menjadi nilai jual inti pondok pesantren. Implementasi strategi telah berjalan dengan baik, yaitu dengan melaksanakan program-program yang tersusun, serta penerapan tata tertib santri. Evaluasi dan pengendalian strategi dilkaukan secara terus menerus oleh pimpinan, pengurus, dan karyawan dengan agenda dan jenis rapat yang berbeda. Akhirnya dari seluruh tahapan manajemen strategik yang telah ditetapkan dapat disimpulkan bahwa manajemen strategik pada Pondok Pesantren Al-Masturiyah telah dijalankan dengan baik dan menunjukan keberhasilan yang cukup signifikan dalam upaya membentuk santri yang bekarakter. This study aims to find clarity about strategy formulation, strategy implementation, and evaluation and strategy control at Al-Masthuriyah Islamic Boarding School in an effort to form santri with character. The method used in this research is descriptive method with a qualitative approach. Data collection is done by observation, interview, and documentation techniques so that the data can be collected and analyzed properly. This study found that the strategic management of Al-Masthuriyah Islamic Boarding School has been applied in accordance with the stages of strategic management, namely the formulation of strategies based on the results of the SWOT analysis, then poured into decisions on strategies that are the core selling points of Islamic boarding schools. The implementation of the strategy has been going well, namely by implementing structured programs, as well as the application of the santri code of conduct. Strategy evaluation and control are carried out continuously by leaders, management and employees with different agendas and types of meetings. Finally, from all the stages of strategic management that have been determined, it can be concluded that the strategic management at Al-Masturiyah Islamic Boarding School has been carried out well and has shown significant success in the effort to form students with character.  

scholarly journals Strategi pondok pesantren dalam meningkatkan kompetensi program tahfidzul qur'an

2019 ◽  
Vol 4 (2) ◽  
pp. 151-170
Author(s):  
Septianingsih Septianingsih ◽  
Ruhiyat Ruhiyat ◽  
Asep Iwan Setiawan
Keyword(s):  
Data Collection ◽  
Research Method ◽  
External Environment ◽  
Boarding School ◽  
Strategy Implementation ◽  
Management Team ◽  
Internal Environment ◽  
Strategy Formulation ◽  
Strategy Evaluation ◽  
Descriptive Method

ABSTRAK Tujuan penelitian di Pondok Pesantren Al-fatah adalah untuk mengetahui strategi pondok pesantren dalam meningkatkan kompetensi program tahfidzul qur’an yang di dalamnya meliputi formulasi strategi, implementasi  strategi dan evaluasi strategi. Metode penelitian yang digunakan adalah metode deskriptif, sehingga penulis hanya menggambarkan apa adanya secara sistematis. pengumpulan data yang dilakukan yaitu observasi, wawancara, dan studi dokumentasi. Dari hasil penelitian yang dilakukan   di Pondok Pesantren Al-falah Ciuluk ini memiliki formulasi dengan mengembangkan misi, melakukan analisa terhadap lingkungan internal berupa kelemahan yang dimiliki oleh pesantren dan lingkungan eksternal berupa peluang serta ancaman yang dihadapi. Implementasi yang dilakukan dalam penerapan program tahfidzul Qur’an ini  menerapkan implementasi yang sesuai dengan budaya lembaga, budaya ini merupakan kebiasaan, identitas dan ciri khas  lembaga. Evaluasi yang dilakukan pun sifatnya terjadwal mulai dari evaluasi harian, mingguan dan tahunan di mana evaluasi ini dilakukan oleh internal penggurus, baik tim pengelola, pembina dan  para guru dengan harapan agar pondok  pesantren Al-Fatah dapat berkembang dan tumbuh lebih baik lagi. Kata Kunci : Pondok Pesantren; Kompetensi Tahfidzul Qur’an ABSTRACT A The purpose of research at Al-fatah Islamic Boarding School is to find out the strategy of Islamic boarding schools in improving the competence of the tahfidzul quran program which includes strategy formulation, strategy implementation and strategy evaluation. The research method used is descriptive method, so the writer only describes it systematically. Data collection was carried out, namely observation, interviews, and documentation studies. From the results of research conducted at Al-Falah Ciuluk Islamic Boarding School, it has a formulation by developing a mission, analyzing the internal environment in the form of weaknesses owned by the pesantren and the external environment in the form of opportunities and threats faced. The implementation carried out in the application of the program tahfidzul Qur’an implements an implementation that is in accordance with the culture of the institution, this culture is the habits, identities and characteristics of the institution. The evaluation that was carried out was scheduled, starting from the daily, weekly and annual evaluations where the evaluation was carried out by the internal management, both the management team, the coaches and the teachers in the hope that the Al-Fatah Islamic boarding school could develop and grow even better. Keywords: Islamic boarding school respondents; tahfidzul Qur’an

scholarly journals STRATEGIC MANAGEMENT PROCESS AND FIRM’S PRODUCTIVITY OF PLASTIC MANUFACTURING COMPANIES IN SOUTH-SOUTH, NIGERIA

2021 ◽  
pp. 1-15
Author(s):  
PL Bayo ◽  
E Ebikebena
Keyword(s):  
Strategic Management ◽  
Manufacturing Sector ◽  
Sampling Technique ◽  
Strategy Implementation ◽  
Management Process ◽  
Manufacturing Companies ◽  
Strategy Formulation ◽  
Strategy Evaluation ◽  
Manufacturer Association ◽  
Strategic Management Process

The study examines how strategic management process affects firm productivity with specific reference to plastic manufacturing companies listed in the manufacturer association of Nigeria that has operational based in the South-South, Nigeria. The study employed cross-sectional survey design which is exploratory in nature because the data were collected at a particular point in time to examine how strategic management process affect productivity in the context of Nigeria plastic manufacturing sector.The population for the study was all the 34 plastic manufacturing companies listed in the 2018 edition of the directory of Nigerian manufacturer Association based in South-South Nigeria. The cluster sampling technique was adopted in this study. This was complemented with the simple random sampling technique. The analytical techniques employed were Correlation and Multiple Regression Statistics to determine the strength and direction of the relationship and test the hypotheses with the help of IBM data editor of Statistical Package for the Social Sciences. The findings of the study revealed thatthere is a significant relationship between strategy formulation, strategy implementation and productivity in the context of Nigeria plastic manufacturing sector. Furthermore, the findings showed that there is no significant relationship between strategy evaluation and productivity in the context of Nigeria plastic manufacturing sector. The study concludes that strategy formulation, strategy implementation, strategy evaluation makes a unique contribution to the variation of plastic manufacturing firms’ level of productivity to gain edge over rivals in the industry. Therefore, the study recommends that plastic manufacturing firms should implement formulated policies and strategies to match with the structure of the organization, increase value relevance and earnings quality for productivity.

scholarly journals Manajemen Strategik Pondok Pesantren dalam Pengkaderan Da’i Berkualitas

2016 ◽  
Vol 1 (1) ◽  
pp. 51-68
Author(s):  
Asep Kurniawan ◽  
A. Bachrun Rifa'i ◽  
Arif Rahman
Keyword(s):  
Data Collection ◽  
Strategic Management ◽  
Environmental Analysis ◽  
Boarding School ◽  
Strategic Decision ◽  
Strategy Evaluation ◽  
Strategy Control ◽  
Changing Times ◽  
Descriptive Method ◽  
Main Strategy

Penelitian ini menjelaskan manajemen strategik (formulasi, implementasi serta evaluasi strategi) pada Pondok Pesantren Terpadu Darussyifa Al-fitroh dalam rangka menyiapkan kader da’i yang berkualitas. Metode yang digunakan dalam penelitian ini adalah metode deskriptif, pengumpulan data dilakukan dengan menggunakan teknik observasi, studi dokumentasi dan wawancara. Penelitian ini menemukan bahwa keputusan strategi Pondok Pesantren Terpadu Darussyifa Al-fitroh adalah mendukung kebijakan pertumbuhan yang agresif yang diformulasikan dalam strategi utama berupa pertumbuhan terkonsentrasi, berdasarkan analisis lingkungan internal dan eksternalnya, juga implementasi yang terkoordinir, baik dalam (struktural, kepemimpinan maupun budaya), disertai program, anggaran dan prosedur pelaksanaan yang jelas. Serta tingkat evaluasi strategi yang intensif sehingga inovasi dan pengendalian strategi selalu sesuai dengan tuntutan dan perubahan zaman. Sehingga dapat disimpulkan bahwa manajemen strategik pada Pondok Pesantren Terpadu Darussyifa Al-fitroh telah di jalankan dengan baik dan menunjukan keberhasilan yang signifikan dalam upaya menyiapkan kader da’i berkualitas.   This study explains strategic management (the formulation, implementation and evaluation of strategies) at Darussyifa Al-fitroh Integrated Islamic Boarding School in order to prepare qualified da'i cadres. The method used in this research is descriptive method, data collection is done using observation techniques, documentation studies and interviews. This study found that the strategic decision of Darussyifa Al-fitroh Integrated Islamic Boarding School was to support aggressive growth policies formulated in the main strategy of concentrated growth, based on internal and external environmental analysis, as well as coordinated implementation, both in (structural, leadership and cultural), accompanied by clear programs, budgets and implementation procedures. As well as an intensive level of strategy evaluation so that innovation and strategy control are always in accordance with the demands and changing times. So it can be concluded that strategic management at Darussyifa Al-fitroh Integrated Islamic Boarding School has been run well and shows significant success in the effort to prepare qualified da'i cadres.

scholarly journals Manajemen Strategik Bimbingan Manasik Haji dalam Meningkatkan Kualitas Jemaah

2019 ◽  
Vol 4 (2) ◽  
pp. 115-132
Author(s):  
Ni'mah Nurfadillah ◽  
Ahmad Sarbini ◽  
Herman Herman
Keyword(s):  
Saudi Arabia ◽  
Strategic Management ◽  
Strategy Implementation ◽  
Theory And Practice ◽  
Strategy Formulation ◽  
Strategy Evaluation ◽  
Valid Data ◽  
Implementation Of The Strategy

ABSTRAK Penelitian ini bertujuan untuk mengetahui manajemen strategik Bimbingan Manasik Haji KBIH Masjid Raya Bandung melalui tahapan perumusan strategi, pelaksanaan strategi dan evaluasi strategi untuk meningkatkan kualitas jemaah calon haji. Agar didapatkan data yang valid penelitian ini menggunakan metode deskriptif dengan teknik pengumpulan data wawancara, observasi, dan analisis dokumen. Hasil penelitian menunjukkan bahwa manajemen strategik Bimbingan Manasik Haji di KBIH Masjid Raya Bandung yaitu melakukan pengembangan visi, misi dan tujuan untuk menjadikan jemaah haji yang mandiri, dengan melakukan Bimsik Haji yang memfokuskan terhadap teori dan praktik. Pada pelaksanaan strategi, bimsik dilakukan semaksimal mungkin oleh para pembimbing yang ahli di bidangnya. Prosedur yang dijalankan oleh KBIH Masjid Raya Bandung dimulai dari pendaftaran sampai dengan pelaksanaan ibadah haji (bimbingan di tanah air, di Arab Saudi dan pasca ibadah haji yang dikumpulkan melalui wadah Jamiatul Hujjaj). Tahapan manajemen strategik dilakukan untuk membantu KBIH menjadikan jemaah haji berkualitas. Kata Kunci: Manajemen, Strategik, Manasik, Kualitas, Jemaah   ABSTRACT This study aims to determine the strategic management of the Hajj Ritual Guidanceby KBIH Bandung Great Mosque through the stages of strategy formulation, strategy implementation and strategy evaluation to enhance the quality of prospective pilgrims. In order to obtain a valid data, this study uses descriptive methods with interview, observation and document analysistechniques for collecting the data. The results shows that the strategic management of Hajj Ritual Guidance in KBIH Masjid Raya Bandung is to develop a vision, mission and goals to make an independent pilgrims, by conducting Hajj Ritual Guidancethat focuses on theory and practice. In the implementation of the strategy, Hajj Ritual Guidance carried out as much as possible by the supervisors who are experts in their fields. The procedure that is carried out by the KBIH Bandung Great Mosque starts from registration to the implementation of the pilgrimage (guidance in the homeland, in Saudi Arabia and after the pilgrimage collected through the Jamiatul Hujjajorganisation). The stages of strategic management are carried out to help KBIH make qualified pilgrims. Keywords : Management, Strategic, Manasik, Quality, Pilgrims.

scholarly journals Manajemen Strategis Organisasi Nirlaba

2007 ◽  
Vol 1 (4) ◽  
pp. 176
Author(s):  
Sumengen Sutomo
Keyword(s):  
Strategic Management ◽  
Organization Structure ◽  
Strategic Plan ◽  
Strategy Implementation ◽  
Communication Strategy ◽  
Strategy Formulation ◽  
Strategy Analysis ◽  
For Profit ◽  
Not For Profit ◽  
Strategy Evaluation

Banyak pimpinan organisasi nirlaba kehabisan tenaga dan waktu melakukan manajemen operasional. Mereka tidak sempat berpikir strategis mengembangkan masa depan organisasi dan memberikan pelayanan bermutu yang memuaskan pelanggan. Manajemen strategis yang merupakan proses mengembangkan tujuan, rencana strategis, dan alokasi sumber daya mencakup analisis strategi, formulasi strategi, implementasi strategi, dan evaluasi strategi. Analisis stategi mengidentifikasi kekuatan dan kelemahan internal jang terkait sumber daya, struktur organisasi, strategi dan kinerja program, serta peluang dan ancaman eksternal yang terkait faktor politik, ekonomi, sosial dan teknologi. Selanjutnya, formulasi strategi adalah proses menyiapkan rencana strategis: mengembangkan nilai, misi, visi, gol, tujuan, identifikasi isu strategis dan memilih strategi pencapaian tujuan. Strategi yang sesuai dengan struktur organisasi, budaya, kepemimpinan, alokasi sumber daya, komunikasi, hambatan internal dan eksternal, diharapkan akan mempermudah implementasi. Monitoring yang mempelajari kemajuan dan evaluasi yang mempelajari pencapaian tujuan program merupakan bagian penting upaya pencapaian tujuan. Proses manajemen strategis menghasilkan pedoman yang diperlukan untuk menghadapi perubahan internal dan eksternal dengan menggunakan bisnis metoda baru, menerapkan praktik yang terbaik dan memelihara fleksibilitas. Melalui manajemen strategis pimpinan mampu mengembangkan nilai, misi,visi dan strategi untuk menghasilkan pelayanan unggulan secara efektif dan efisien.Kata kunci : Manajemen, strategis, nirlabaAbstractIn not for profit organizations, many of the organizations’ managers and executive officers spend energy and time to work more on operational management. They do not have enough time to deal with organizations’ future development. A strategic management is a process of developing an organization’s objectives, strategic plan, and allocating resources to implement the plan. Basically a strategic management covers strategy analysis, strategy formulation, strategy implementation, and strategy evaluation. A strategy analysis is to provide information on strengths and weaknesses of internal organization factors: human resources, organization structure, program performance; and information on opportunities and threats of external organization factors, politic, economy, social, and technology. A strategy formulation is a process of developing strategic plan including organization value, mission, vision, goal, strategic objectives, strategic issues, and strategy. A strategy implementation involves with the organization structure, value, operational activities, leadership, resource allocation, and communication. Strategy evaluation includes monitoring and evaluation activities to identify progress of the program implementation and to identify program achievement and its performance. A strategic management process provides a guide for addressing internal and external organizational challenges and changes using a new bussiness method and approach for practical application and maintaining flexibilities, Through a straqtegic management, the managers and executives will be able to provide better quality of services effecively and efficienly.Keywords: Management, strategic, not for profit

scholarly journals Manajemen Strategi LAZISMU Jawa Barat dalam Mengelola Dana Zakat

2021 ◽  
Vol 6 (1) ◽  
pp. 57-76
Author(s):  
Diana Syafitri Diana Syafitri ◽  
Ahmad Sarbini ◽  
Yuliani Yuliani
Keyword(s):  
Data Collection ◽  
Strategic Management ◽  
Environmental Analysis ◽  
Program Implementation ◽  
Strategy Implementation ◽  
Fund Management ◽  
Strategy Formulation ◽  
West Java ◽  
Goals And Objectives ◽  
Descriptive Method

Penelitian ini bertujuan untuk mengetahui bagaimana manajemen strategi di LAZISMU Jawa Barat, khususnya dalam mengelola dana zakat. Penelitian ini bertolak dari pemikiran Riva’i dalam Eddy Yunus bahwa manajemen strategi yang terdiri dari tiga proses yaitu: (1) Perumusan strategi, (2) Penerapan strategi, (3) Evaluasi. Metode yang digunakan dalam penelitian ini adalah metode deskriptif. Teknik pengumpulan data dengan observasi dan wawancara. Berdasarkan temuan ini dapat disimpulkan bahwa manajemen strategi di LAZISMU Jawa Barat terdiri dari tiga proses: Pertama, perumusan strategi yang meliputi perumusan visi dan misi, analisis lingkungan, menentukan tujuan dan sasaran serta berakhir dengan penentuan strategi. Kedua, penerapan strategi yang meliputi pengorganisasian, sinergi fungsional yang mengatur pelaksanaan program, dan prosedur program pengelolaan dana zakat mulai dari pengumpulan, pendistribusian serta pendayagunaan zakat produktif. Ketiga, evaluasi strategi dari proses perumusan dan penerapan strategi. This study aims to determine how strategic management in LAZISMU West Java, especially in managing zakat funds. This research is based on Riva'i's thought in Yunus that strategic management consists of three processes, namely: (1) strategy formulation, (2) strategy implementation, (3) evaluation. The method used in this research is descriptive method. Data collection techniques by observation and interviews. Based on these findings, it can be concluded that strategic management in LAZISMU West Java consists of three processes: First, the formulation of a strategy which includes the formulation of a vision and mission, environmental analysis, determining goals and objectives and ending with determining the strategy. Second, the implementation of strategies that include organizing, functional synergy that regulates program implementation, and program procedures for zakat fund management starting from the collection, distribution and utilization of productive zakat. Third, evaluation of strategies from the process of strategy formulation and implementation.

scholarly journals Manajemen Strategik Customer Relationship Management (CRM) dalam Menjaga Loyalitas Donatur

2020 ◽  
Vol 5 (4) ◽  
pp. 337-356
Author(s):  
Dewi Awaliah ◽  
Arif Rahman ◽  
Dadang Kuswana
Keyword(s):  
Strategic Management ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Strategy Implementation ◽  
Customer Relationship ◽  
Stage Theory ◽  
Strategy Formulation ◽  
Organizational System ◽  
Descriptive Method

Penelitian ini bertujuan untuk mengetahui manajemen strategik Customer Relationship Management (CRM) dalam menjaga loyalitas donatur di lembaga zakat Sinergi Foundation. Metode yang digunakan dalam penelitian ini ialah metode deskriptif dengan pendekatan kualitatif. Hasil penelitian manajemen strategik Customer Relationship Management (CRM) dalam menjaga loyalitas donatur di Sinergi Foundation dilakukan dengan baik sesuai dengan teori tahapan manajemen strategik yaitu pengamatan atau analisis lingkungan yang terdiri dari kekuatan, kelemahan, peluang dan ancaman dilakukan oleh Sinergi Foundation sebagai bahan untuk perumusan strategi. Perumusan strategi dilakukan dengan membentuk visi misi, implementasi strategi dilakukan dengan memperkuat sisi kelembagaan dan sistem organisasi dengan meningkatkan peran divisi masing-masing, evaluasi dan pengendalian dengan melihat analisa jumlah donatur dari tahun ke tahun serta mengadakan rapat evaluasi bulanan internal. Dengan demikian, ini menunjukan bahwa manajemen strategic Customer Relationship Management (CRM) Sinergi Foundation dalam menjaga loyalitas donaturnya sudah berjalan dengan baik dan mendapatkan hasil yang optimal. This research aims to determine the strategic management of Customer Relationship Management (CRM) in maintaining the loyalty of donors in the zakat institutions of Sinergi Foundation. The method used in this research is descriptive method with qualitative approach. The result of strategic management of Customer Relationship Management (CRM) in maintaining donor loyalty in Sinergi Foundation is done well in accordance with strategic management stage theory that is observation or environmental analysis consisting of strengths, weaknesses, opportunities and threats done by Sinergi Foundation as material for strategy formulation. Strategy formulation is done by establishing mission vision, strategy implementation is done by strengthening institutional and organizational system by increasing the role of each division, evaluation and controlling by looking at the analysis of the number of donors from year to year and holding monthly internal evaluation meetings. Thus, this shows that the strategic management of Customer Relationship Management (CRM) Sinergi Foundation in maintaining donor loyalty is running well and get optimal results.

scholarly journals Manajemen Strategis Pendayagunaan Zakat Infak dan Shadaqah dalam Pengentasan Kemiskinan

2019 ◽  
Vol 4 (4) ◽  
pp. 363-386
Author(s):  
Agum Restu Alam ◽  
Saeful Anwar ◽  
Asep Iwan Setiawan
Keyword(s):  
Community Development ◽  
Strategic Management ◽  
Control Strategy ◽  
Implementation Strategy ◽  
Qualitative Approach ◽  
Development Programs ◽  
Strategy Formulation ◽  
And Control ◽  
Descriptive Method ◽  
Made In

Tujuan dari penelitian ini untuk mengetahui bagaimana keberhasilan MAI dalam mengentaskan kemiskinan melalui program bina dengan pendayagunaan zakat, infak dan shadaqah yang produktif serta tahapan Manajemen Strategis yang ada di MAI. Metode yang digunakan adalah metodeideskriptif dengan pendekatan kualitatif, dengan teknik pengumpulan data yang dihimpun melalui teknik observasi, wawancara, studi dokumen dan studi pustaka. Hasil penelitian menunjukan bahwa proses pendayagunaan MAI pada tahapan Analisis Lingkungan telah dilakukan untuk memaksimalkan kekuatan dan memanfaatkan peluang yang ada sehingga dapat meminimalisir kelemahan dan ancaman sehingga proses pendayagunaan dapat mengentaskan kemiskinan. Tahapan Formulasi Strategi berupa perumusan visi, tujuan, strategi, dan kebijakan telah diprogram secara sistematis. Selanjutnya Implementasi Strategi dengan membuat lima program utama yang dibuat secara matang dan profesional. Terakhir tahapan Evaluasi dan Pengendalian Strategi dengan melakukan evaluasi secara berkala dan sistematis sehingga pengendalian program dapat dilakukan dengan baik sesuai prosedur. Kata Kunci: Manajemen Strategis; Pendayagunaan; Zakat; Kemiskinan. The purpose of this study is to find out how the success of MAI in alleviating poverty through community development programs by utilizing productive zakat, infaq and shadaqah as well as the stages of Strategic Management in MAI. The method used is a descriptive method with a qualitative approach, with data collection techniques collected through observation, interviews, document studies and literature studies. The results showed that the process of utilizing the MAI at the Environmental Analysis stage had been carried out to maximize strengths and take advantage of existing opportunities so as to minimize weaknesses and threats so that the empowerment process could reduce poverty. The Stages of Strategy Formulation in the form of vision, goals, strategies and policies have been systematically programmed. Next Implementation Strategy by making five main programs that are made in a mature and professional manner. The last step is the Evaluation and Control Strategy by conducting periodic and systematic evaluations so that program control can be carried out properly according to procedures.Keywords: Strategic Management; Utilization; Alms; Poverty.

Current Features of Strategy Construction

2015 ◽  
Vol 3 (4) ◽  
pp. 53-60 ◽  
Author(s):  
Гераськина ◽  
A. Geraskina
Keyword(s):  
Strategic Management ◽  
Swot Analysis ◽  
External Environment ◽  
Business Environment ◽  
Value Chains ◽  
Strategy Formulation ◽  
Resource Based View ◽  
Potential Partner ◽  
Potential Competitor ◽  
Strategy Construction

This article shows the main criteria of strategy’s efficiency. The most effective methods of strategy constructing, the ways to achieve goals and the main features of strategy formulation in modern conditions are presented. The basic disadvantages of traditional models of strategy formulation are shown: extrapolation the company’s performance over experience other organizations, resource-based view on strategic management, value chains, and the 3C’s model. Key features of current business environment are presented from the perspective of strategic management. The research develops the model of identifying direct competitor, possible and potential competitor, producer of substitute products, potential partner, and customers. The methods to evaluate their impact on the organization’s activities in the environment are presented. The basic disadvantages of the SWOT-analysis in the assessment of the external environment of organization on the basis of this model are shown.

scholarly journals THE COMMUNITY-BASED ECOTOURISM DEVELOPMENT ON “TAMAN BEJI GRIYA” IN PUNGGUL VILLAGE, ABIAN SEMAL, BADUNG

2021 ◽  
Vol 5 (2) ◽  
pp. 281
Author(s):  
A.A. Inten Mayuni ◽  
A.A. Rai Sitalaksm ◽  
Ni Made Suwendri
Keyword(s):  
Swot Analysis ◽  
Extended Family ◽  
Community Support ◽  
Development Pattern ◽  
New Paradigm ◽  
Community Based ◽  
Strategy Evaluation ◽  
Internal And External Factors ◽  
Local Agencies ◽  
And Control

<p><br />The community-based ecotourism (CBET) is a new paradigm of tourism to encourage<br />the preservation of nature and culture, as well as improve the economy of local people. The development of CBET “Taman Beji Griya” in Punggul Village which is managed by the extended family community, “Griya Gede Manuaba Punggul”, is the main focus of this study. This CBET combines natural attractions such as waterfalls and caves with malukat and tirtayatra rituals, without changing its socio-religious function. Through a management strategy and a SWOT analysis approach, the development pattern and the potential and constraints of this CBET can be identified. This study found that the development pattern of CBET “Taman Beji Griya” includes the environment scanning, formulation strategy, implementation strategy, evaluation and control. The potential and constraints for the development of CBET “Taman Beji Griya” include internal and external factors. The internal potential includes land ownership status, management competence, and family support. Its external potential includes positive responses from tourists, community support, and the influence of social media. Internal constraints include limited financial capital, human resources, and management. Externally, the constraints include government regulations, relationships with traditional institutions and local agencies, as well as uncertain sources of income.</p>

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