BUSINESS DEVELOPMENT STRATEGY ANALYSIS OF TAMAN WISATA LEBAH

2021 ◽  
Vol 2 (1) ◽  
pp. 11-24
Author(s):  
Abel - Gandhy
Keyword(s):  
Development Strategy ◽  
Business Development ◽  
Alternative Strategy ◽  
Business Strategies ◽  
Strategy Analysis ◽  
Internal Factors ◽  
Alternative Strategies ◽  
The Times ◽  
Qspm Matrix

Taman Wisata Lebah is an apiculture-based agritourism business own by PT Madu Pramuka. The emergence of competition and shift in business, demanding companies to develop and choose good business strategies, to ensure the companies survivability. Therefore, Taman Wisata Lebah need to conduct research concerning business development strategy, so that the business run by Taman Wisata Lebah, can develop in accordance with the times. The purposes of this research are to know the internal and external company factors, to know some alternative business strategies, also to know the priority alternative strategies to Taman Wisata Lebah. The research used IFE and EFE matrix to identify external and internal factors, the SWOT and IE matrix to formulate appropriate alternative strategies, QSPM matrix to determine the best alternative strategies priority. Based on the results of this research, the best alternative strategy to be applied is to develop Gerakan Pramuka-based activities for students in the Taman Wisata Lebah agritourism areas.

scholarly journals Perumusan Staregi Bisnis untuk Perusahaan Youngsterpro dalam Rangka Meningkatkan Kinerja

2019 ◽  
Vol 3 (6) ◽  
pp. 48
Author(s):  
Fenty Febrianty
Keyword(s):  
Development Strategy ◽  
Field Research ◽  
Alternative Strategy ◽  
Business Strategies ◽  
Strategy Formulation ◽  
Improve Performance ◽  
Diversification Strategy ◽  
Internal Factors ◽  
Swot Matrix ◽  
Space Matrix

This research was conducted to help Youngsterpro companies determine appropriate business strategies in order to improve performance. This study applies qualitative methods through field research to the parties concerned in obtaining information, besides that also based on literature studies and analytical methods in strategy formulation here consists of three stages, the input by analyzing SWOT, EFE matrix, IFE matrix to summarize the basic information used to produce an alternative strategy in Matching stage, is the second stage, by aligning external and internal factors using the SWOT matrix and SPACE matrix, and the last is the decision making stage to determine the best strategy for the company based on the attractiveness of each strategy objectively through the QSPM matrix . The results of the study recommend Youngsterpro companies to consider a diversification strategy because it is the best strategy that is most appropriate for Youngsterpro besides that the product development strategy can also be considered as an alternative strategy to improve performance.

scholarly journals STRATEGY OF BUSINESS DEVELOPMENT BAMBOO CRAFT (A Study in Pasirjambu Village Pasirjambu District Bandung Regency)

AdBispreneur ◽  
2017 ◽  
Vol 2 (1) ◽  
Author(s):  
Encep Sopandi
Keyword(s):  
Development Strategy ◽  
Swot Analysis ◽  
External Factor ◽  
Business Development ◽  
Alternative Strategy ◽  
Internal Factor ◽  
Alternative Strategies ◽  
Strength Factor ◽  
Threat Score ◽  
The Right

ABSTRACTThis study aims to determine alternative strategies in the development of bamboo handicrafts business in Pasirjambu Village Pasirjambu District in Bandung Regency. Method used survey with SWOT analysis. The results show that the total value obtained from the IFAS table is 6.40 (average 3.20) with a strength score of 3,550 and the weakness score of 2.850, it shows that the strength factor of the bamboo handicraft business is greater than the weakness factor, while the total value EFAS of 6.10 (average 3.05). A opportunity score of 3.10 and a threat score of 3.0. This means that the opportunity factor is greater than the threat factor. The result of calculation of rating value and internal factor weight of bamboo handicraft business development strategy in Pasirjambu Village as X axis equal to 0,100, while external factor as Y axis equal to 0,700. This means the right alternative strategy is the SO strategy. The SO strategy is a strategy that uses the power to take advantage of existing opportunities.Keywords : Bamboo craft, craftmanship of bamboo, SWOT analysis  STRATEGI PENGEMBANGAN USAHA KERAJINAN BAMBU(Studi di Desa Pasirjambu Kecamatan Pasirjambu Kabupaten Bandung) ABSTRAKPenelitian ini bertujuan untuk mengetahui strategi alternatif dalam pengembangan usaha kerajinan bambu di Desa Pasirjambu Kecamatan Pasirjambu Kabupaten Bandung. Metode yang digunakan survey dengan analisis SWOT. Hasil, menunjukkan bahwa total nilai yang diperoleh dari tabel IFAS  adalah 6,40  (rata-rata 3,20) dengan skor kekuatan 3,550 dan skor kelemahan sebesar 2,850, ini menunjukkan bahwa faktor kekuatan usaha kerajinan bambu lebih besar dari faktor kelemahan, sedangkan total nilai EFAS yaitu sebesar 6,10 (rata-rata 3,05).  Skor peluang 3,10 dan skor ancaman sebesar 3,0. Artinya faktor peluang yang dimiliki lebih besar dari faktor ancaman. Hasil perhitungan nilai rating dan bobot faktor internal dari strategi pengembangan usaha kerajinan bambu di Desa Pasirjambu sebagai sumbu X sebesar 0,100, sedangkan faktor eksternal sebagai sumbu Y sebesar 0,700. Artinya strategi alternatif yang tepat adalah strategi SO. Strategi SO adalah strategi yang menggunakan kekuatan untuk memanfaatkan peluang yang ada. Kata kunci : Kerajinan bambu, perajin bambu, analisis SWOT

scholarly journals Analisis Manajemen Strategi Bersaing Dengan Matriks Ie, Matriks Swot Dan Matriks Qspm Pada Pt. Xyz.

2019 ◽  
Vol 2 (4) ◽  
Author(s):  
Evelyn Evelyn
Keyword(s):  
Strategic Management ◽  
Development Strategy ◽  
Qualitative Method ◽  
Business Development ◽  
Research Management ◽  
Strategy Analysis ◽  
Alternative Strategies ◽  
Swot Matrix ◽  
Strong Position ◽  
Descriptive Qualitative

The purpose of this research is to evaluate, analyze the potential and existing of PT. XYZ. From this research Management, PT. XYZ is expected to be able to choose the proper strategic management action. This research used a descriptive qualitative method. For Business Development Strategy analysis, this study used EFE and IFE matrix, IE matrix, SWOT matrix and QSPM. The study found that PT. XYZ was in a strong position in making use of the power possessed and able to overcome the existing weaknesses the total IFE was 3.57 whose value was classified as exploiting the existing opportunity level. Meanwhile, the value of EFE coping the threat was 3,25.  IE matrix showed that PT XYZ has used growth and build strategies whose alternative strategies can be used to develop its business.

scholarly journals Strategi Pengembangan Usaha DNI Skincentre Renon dengan Penerapan Metode Swot dan Topsis

2020 ◽  
Vol 8 (1) ◽  
pp. 69
Author(s):  
Ni Luh Firdayanti ◽  
Agung Suryawan Wiranatha ◽  
Cokorda Anom Bayu Sadyasmara
Keyword(s):  
Development Strategy ◽  
Development Strategies ◽  
Business Development ◽  
Alternative Strategy ◽  
Topsis Method ◽  
Alternative Strategies ◽  
Foreign Brand ◽  
High Level ◽  
Domestic Products

The development of beauty trends in Indonesia is increasing, which makes the cosmetics industry one of the promising industries. The presence of foreign brand cosmetics makes domestic products experience sales decline. The high level of competition has become one of the factors in conducting business development strategies. The objectives of this study are 1) to analyze the internal and external environmental conditions of DNI Skin Centre, and 2) to formulate strategies and set priorities for DNI Skin Centre business development strategies. This study uses the SWOT method to determine the alternative strategies used, and the TOPSIS method to rank alternative strategies. Strategies that can be applied at DNI Skin Centre Renon are to growth and build. The first alternative priority strategy chosen is to provide education to consumers about Renon's DNI Skin Center products and treatments. The second priority alternative strategy chosen is to maintain the price and quality of the product and the third priority alternative strategy is to promote the products and treatments that exist at the Renon DNI Skin Center. Keywords: Skin Centre, Business Development Strategy, SWOT, TOPSIS

scholarly journals ANALISIS POTENSI DAN STRATEGI PENGEMBANGAN AGROWISATA (STUDI KASUS DI STUDY WISATA BUKIT FLORA, DESA GUNUNG PETUNG, NONGKOJAJAR, KECAMATAN TUTUR, KABUPATEN PASURUAN)

BUANA SAINS ◽  
2018 ◽  
Vol 18 (1) ◽  
pp. 73
Author(s):  
Ahmad Yusuf Kholil ◽  
Farah Mutiara
Keyword(s):  
Qualitative Analysis ◽  
Development Strategy ◽  
Swot Analysis ◽  
Descriptive Analysis ◽  
Matrix Analysis ◽  
Analysis Method ◽  
Internal Factors ◽  
Swot Matrix ◽  
Qspm Matrix ◽  
Potential Area

The first purpose of the research were to identify and analyze potential of agrotourism Bukit Flora and potential area to support development agrotourism Bukit Flora. The second purpose is to identify and analize internal and external environment agrotourism Bukit Flora the factors into strengths, weaknesses, oppurtunities and threats for development  agrotourism of Bukit Flora and the last purpose in this research is formulate appropriate strategies for development strategy of agrotourism Bukit Flora.Data analysis method use descriptive analysis and qualitative analysis. Descriptive analysis was used to analyze the potential of agrotourism Bukit Flora and identify the main factors to give weight to the factors that we have setconsisting of strengths, opportunities, weaknesses and threats by comparing the rows and columns of each variable on internal factors (IFE) and external (EFE). While the use of qualitative analysis in the form of a SWOT analysis and SWOT matrix IE matrix is used to analyze the development of agrotourism strategy using analysisQSPM.IFE total weighted scores of 2.56 and 2.30 for EFE. Placing agro Bukit Flora is in cell V. Based on the results of the SWOT matrix analysis, it can be obtained by four alternative strategies that can be taken in the development of agro Bukit Flora. Based on the results QSPM matrix, the value of the attraction was highest at 3 strategy with the total amount of the appeal (TAS) was 6.26.

scholarly journals Strategi Pedagang Kaki Lima Di Kawasan Kuliner Pantai Tak Berombak (Ptb) Kecamatan Turikale Kabupaten Maros

2018 ◽  
Vol 1 (1) ◽  
Author(s):  
Bermanto Joyful Nimpa
Keyword(s):  
Social Networks ◽  
Development Strategy ◽  
Education Level ◽  
Business Development ◽  
External Factors ◽  
High School Education ◽  
Age Group ◽  
Capital Social ◽  
Internal Factors ◽  
Street Vendors

This study  aims to: (1) To identify and analyze the characteristics of street traders in Culinary Region Pantai Tak Berombak (PTB) Turikale District of Maros Regency. (2) To identify and analyze the factors that influence the development of enterprises in the Culinary Region Pantai Tak Berombak (PTB) Turikale District of Maros Regency. (3) To know and analyze the business development strategy carried out in order to develop optimally. Results showed (1) Characteristics of Street Vendors by age in Culinary Region Pantai Tak Berombak (PTB) Turikale District of Maros Regency dominated by the age group between 31-45 years. According to the education level is dominated by street vendors who had high school education. While the characteristics of street vendors by sex that most street vendors male. (2) Internal factors (knowledge and services) as well as external factors (location and personality) are factors that influence the development of enterprises Street Vendors Culinary Region Pantai Tak Berombak (PTB) Turikale District of Maros Regency. (3) Business development strategies that do street vendors can develop optimally, due to social capital, social networks and management.

scholarly journals Analisis Strategi Bisnis Pada Pt. Galleon Cahaya Investama Untuk Meningkatkan Daya Saing Dalam Persaingan Di Pasar

2019 ◽  
Vol 3 (3) ◽  
Author(s):  
Yakobus Luke
Keyword(s):  
Human Resources ◽  
Development Strategy ◽  
Swot Analysis ◽  
Additional Data ◽  
Market Development ◽  
Alternative Strategies ◽  
Wide Range ◽  
Internal And External Factors ◽  
Qspm Matrix ◽  
Sufficient Strength

This study is to analyze and formulate the best strategy for PT. Galleon Cahaya Investama. This study uses IFE, EFE, SWOT, IE Matrix and QSPM Matrix to obtain the best result for the company. Source of data derived from observations, questionnaires and interviews with the related parties of the company, literature studies and related additional data. The usage of IFE Matrix and EFE Matrix is to analyze the internal and external factors of PT. Galleon Cahaya Investama. Trough these methods, the analysis applied for strength, weaknesses, opportunities and threats. While SWOT analysis will give the wide range of alternative strategies that can be used by PT. Galleon Cahaya Investama. IE Matrix will give us the position of company’s condition. The analysis obtained from the input stage and matching stage would be combined and analyzed through a further process to get the best strategy by using QSPM Matrix. The conclusion of this study is market development strategy because PT. Galleon Cahaya Investama has sufficient strength and must take the advantage of existing opportunities. Furthermore there are so many development and customer needs that must be fulfilled. To excel in such competition, PT. Galleon Cahaya Investama has to use their human resources skill in order to increase customer satisfaction.

scholarly journals Strategy Analysis Of SMEs Business Development (Case Study On Junggo Village Goat Goat Subdistrict Prigen, Pasuruan, East Java Province, Indonesia)

2017 ◽  
Vol 1 (1) ◽  
Author(s):  
Hamdan Suriyok
Keyword(s):  
Development Strategy ◽  
Production Capacity ◽  
Secondary Data ◽  
Business Development ◽  
Matrix Analysis ◽  
Primary Data ◽  
Participatory Action ◽  
Strategy Analysis ◽  
Swot Matrix ◽  
Internal And External Factors

The purpose of this study was to identify internal and external factors of SMEs of Junggo Village Goat, to analyze the strengths, weaknesses, opportunities and threats faced by Junggo Goat Village SMEs, to formulate a business development strategy that should be done of  SMEs of Goat Village Junggo . This research uses participatory action research (PAR) approach to data collection and processing. The data obtained in the form of primary data and secondary data. Based on the results of SWOT matrix analysis, there are several alternative strategies such as increasing the number of permanent customers, increasing sales capacity, increasing production capacity, promoting, performing financial and administration recording system, conducting market research and development, providing quality goats, increasing synergism and partnership, provide supplementary food and preventive medicine and conduct comparative studies.

scholarly journals Analysis of IFE, EFE and QSPM matrix on business development strategy

2018 ◽  
Vol 126 ◽  
pp. 012062
Author(s):  
A Zulkarnain ◽  
D Wahyuningtias ◽  
T S Putranto
Keyword(s):  
Development Strategy ◽  
Business Development ◽  
Qspm Matrix

scholarly journals Pengembangan Kedai Rumah Madinah Dalam Menentukan Strategi Bersaing

2020 ◽  
Vol 1 (1) ◽  
pp. 1-9
Author(s):  
Charles Yosep ◽  
Rahayu Puji Suci ◽  
Dharmayanti Pri Handini
Keyword(s):  
Decision Making ◽  
Mass Media ◽  
Development Strategy ◽  
Quantitative Method ◽  
Alternative Strategy ◽  
Market Development ◽  
The Future ◽  
Swot Matrix ◽  
Qspm Matrix

Madinah Malang in the future using the IFAS Matrix, EFAS Matrix, SWOT Matrix, I-E Matrix, SWOT Matrix and QSPM Matrix. Quantitative method. Research settings at the Madinah Malang Restaurant. The results showed that the ability of Malang Medina Restaurant Shops with IFAS and EFAS were able to exploit their weaknesses. At the decision making stage with QSPM, the alternative strategy chosen was the Market Development Strategy at the Madinah Malang Restaurant Shop. This strategy has a TAS score of 6,595. Limitations / Implications for research need to increase Promotion by utilizing existing technology through mass media such as: Instagram, Facebook, Google.

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