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

Strategi Pengembangan Bisnis Produk Hortikultura Pada Waaida Farm

2016 ◽  
Vol 6 (1) ◽  
pp. 63-82
Author(s):  
Uding Sastrawan ◽  
Rahmat Yanuar Ramadhaning ◽  
Maisya Nurrizky Az Zahra ◽  
Syarifah Annisaputri
Keyword(s):  
Development Strategy ◽  
Swot Analysis ◽  
Business Development ◽  
Business Unit ◽  
Internal Factor ◽  
Alternative Strategies ◽  
Strength Factor ◽  
Juice Processing

This study aims to determine alternative strategies in the business development of horticulture product in Waaidah Farm. Method used survey with SWOT analysis, Internal-External (IE) matrix and QSPM.  The results show that the total value obtained from  the IFAS table is 3.037 with a strength score of 2.556 and the weakness score of 0.481, it shows that the strength factor of the horticulture sector business is greather than the weakness factor,while the total value EFAS of 0.286, with a opportunity score of 2,500 and a threat of 0,286. This means that the opportunity factor is greather than the threat factor. The result of calculation of rating value and internal factor weight the business development strategy of  horticulture product in Waaidah Farm with Internal-External (IE) matrix shows the position of Waaidah Farm in cell IV which means that this business must carry out a grow and build strategy.  Based on SWOT analysis, there are 7 types of alternative strategies formed so that the priority strategy results using QSPM is establishment of ciplukan juice processing business unit with a TAS value of 6,364.

scholarly journals STRATEGI PENGEMBANGAN USAHA KERAJINAN PERAK DENGAN METODE ANALISIS SWOT PADA USAHA SSS SILVER

2020 ◽  
Vol 9 (10) ◽  
pp. 3506
Author(s):  
Putu Satya Ary Narendra ◽  
I Gusti Ayu Ketut Sri Ardani
Keyword(s):  
Development Strategy ◽  
Swot Analysis ◽  
External Factor ◽  
Marketing Strategies ◽  
Internal Factor ◽  
Strength Factor ◽  
Business Opportunity ◽  
Strategy Model ◽  
Analysis Technique ◽  
The Right

The purpose of this research is to find out the dominant factors of strengths, weaknesses, opportunities and threats to SSS Silver's silvercraft business in running its business and determine marketing strategies that can be applied to SSS Silver silvercraft business in order to grow its business. The number of respondents who were the management of SSS Silver who sampled the research was 3 people. The analysis technique used is SWOT analysis. The results of this study show that the dominant internal factor affecting SSS Silver's silver craft business in running its company's operations is the strength factor, while the dominant external factor is the business opportunity factor that SSS Silver has. Based on the results of SWOT analysis, the right strategy used by SSS Silver silvercraft business is so strategy model that is a strategy that uses strength and by utilizing opportunities (Opportunies). Keywords: silver craft, development strategy, SSS Silver, SWOT.

scholarly journals PERENCANAAN STRATEGI PEMASARAN USAHA KULINER GUNA PENINGKATAN DAN PENGEMBANGAN DENGAN METODE ANALISIS SWOT (STUDI KASUS: RUMAH MAKAN DEPOT IRA JAYA DI SIDOARJO)

JUMINTEN ◽  
2021 ◽  
Vol 2 (1) ◽  
pp. 108-119
Author(s):  
Kevin Bagus Priyambodo ◽  
Didi Samanhudi
Keyword(s):  
Marketing Strategy ◽  
Swot Analysis ◽  
External Factor ◽  
Actual Situation ◽  
Internal Factor ◽  
Alternative Strategies ◽  
Factor Evaluation ◽  
Important Means ◽  
To Come ◽  
The Right

Marketing strategy is one of the most important means of advancing a business. With the right strategy and in accordance with the actual situation, the business will be able to develop and become better in quality than the business or product produced. The culinary business at the Depot Ira Jaya Restaurant is one of the culinary businesses that was pioneered many years ago so that it has grown and has several small branches in parts of Sidoarjo. The turnover obtained tends to be stagnant and does not have a significant increase every year, which means there are no bright prospects. In fact, costs such as rent for small branches and other costs such as spices to the main ingredients used by Ira Jaya Restaurant Depot have increased every year. Therefore, conducting a SWOT analysis is expected to be able to come up with appropriate alternative strategies for business actors to be able to develop their business. To do this, there are several stages of the process that must be carried out from the Internal Factor Evaluation (IFE) which produces a score of 3,889 and the External Factor Evauation (EFE) which produces a score of 3,934. Then the SWOT table matrix produces 15 strategy alternatives. In the Grand Strategy Matrix, the IFE and EFE points skoce are in quadrant I. Likewise, the Internal External Factor Evaluation (IEFE) matrix is ​​in quadrant I. So that the results of data processing are selected strength and Opportunity strategies in which there are 4 alternative strategies.

Mangrove Tourism Development Strategy for the Prosperous Village on Baai Island, Bengkulu City

2021 ◽  
Vol 2 (3) ◽  
Author(s):  
Anggie Aditya Heriyanto ◽  
Sri Handayani ◽  
Mimi Kurnia Nengsih
Keyword(s):  
Development Strategy ◽  
Swot Analysis ◽  
External Factor ◽  
External Factors ◽  
Mangrove Forests ◽  
Analysis Method ◽  
Internal Factor ◽  
Internal Factors ◽  
Swot Matrix ◽  
Questionnaire Method

The aim of being able to see what development strategies are suitable for mangrove tourism in Kampung Sejahtera on Baai Island, Bengkulu City. The research objective was to see the strategy for developing mangrove tourism in Kampung Sejahtera on Baai Island, Bengkulu City with a SWOT analysis. The data collection used was a questionnaire method with a list of questions to the respondents. The analysis method used is a SWOT analysis to see internal factors and external factors, which will then be entered into the SWOT matrix. The research results obtained from the analysis of internal factors and external factors. The result of the internal factor is a strength (strength) of 2.75 while the weakness (weakness) is 1.46, so the value of the internal factor is 2.75-1.46 = 1.29 while from the external factor the opportunity (opportunity) is 2 , 52 and for the threat (threat) is 1.58, the value of the external factor is 2.52-1.58 = 0.94. Based on the analysis diagram, the SWOT strategy is in the Cell (quadrant) I position. This shows that the SO strategy in the SWOT matrix is an aggressive strategy. This strategy explains that Kampung Sejahtera mangrove tourism can take advantage of the surrounding environment. The environment around mangrove tourism is still natural so that it is very likely for the community to add stages such as trading, opening food stalls, and lodging businesses around the mangrove tourism of Kampung Sejahtera on Baai Island, Bengkulu City, and Utilizing mangrove forests so as not to abrasion around mangrove tourism Kampung Sejahtera on Baai Island, Bengkulu City, which makes the tourist area safe and tourists who visit are comfortable and not worried about abrasion

scholarly journals STRATEGI PENGEMBANGAN INDUSTRI KREATIF SEKTOR KERAJINAN PERHIASAN MUTIARA DI KOTA MATARAM

2018 ◽  
Vol 7 (1) ◽  
Author(s):  
H Muhammad Ilhamuddin ◽  
Rusminah Rusminah ◽  
Hj Hilmiati ◽  
Muhammad Ahyar
Keyword(s):  
Factor Analysis ◽  
Development Strategy ◽  
Swot Analysis ◽  
External Factor ◽  
Creative Industry ◽  
Internal Environment ◽  
Internal Factor ◽  
Descriptive Research ◽  
Observation Methods ◽  
Strong Position

This study is aimed to find out an alternative strategies of creative industry development of pearl jewelry craft sector in Mataram city. The research uses descriptive research design. The data collected by interview and observation methods which is analyzed by using Internal Factor Analysis (IFE), External Factor Analysis (EFE), and SWOT analysis. The results shows that the internal environment of the industry has a strong position where the strength has a total value of 2.46 compared to the weakness of 0.64. The industry’s position of the outside environment also has strong position where the industry ‘s opportunity has a total value of 1.80 versus threat 1.04. Based on the value of IFE and EFE can be obtained coordinate point in the axis system is 0.91,0.38. The strategy choice is a growth strategy.Keyword: development Strategy, SWOT, creative industry of pearl jewelry

scholarly journals Strategi Pemasaran Ikan Kakap Merah di Kelompok Usaha Bersama (KUB) Mina Lestari

2019 ◽  
Vol 1 (1) ◽  
pp. 21-26
Author(s):  
Muhammad Nur Ihsan ◽  
Muhammad anshar ◽  
Nurhidayah
Keyword(s):  
Swot Analysis ◽  
External Factor ◽  
Business Group ◽  
Red Snapper ◽  
Market Opportunity ◽  
Internal Factor ◽  
Strength Factor ◽  
Analysis Technique ◽  
Further Development

ABSTRAK Penelitian dilakukan di Kelompok Usaha Bersama Karya Mina Lestari selama 2 bulan yaitu dari bulan Juni – Juli 2019. Penelitian bertujuan untuk :  1) Mengetahui strategi pemasaran ikan kakap merah KUB (Kelompok Usaha Bersama) Karya Mina Lestari 2)  Mengetahui peluang pasar usaha ikan kakap merah KUB (Kelompok Usaha Bersama) Karya Mina Lestari di Kelurahan Lantora Kecamatan Polewali Kabupaten Polewali Mandar. Penelitian ini menggunakan studi kasus dengan teknik analisis yang digunakan adalah Analisis SWOT. Hasil penelitian menunjukkan faktor internal dapat disimpulkan faktor kekuatan adalah 2,35 lebih besar dibandingkan faktor kelemahan adalah 1,45 hal ini menunjukkan bahwa faktor kekuatan dapat mendukung pengembangan usaha pemasaran ikan kakap merah di KUB (Kelompok Usaha Bersama) Kayra Mina Lestari sedangkan untuk faktor eksternal dapat disimpukan nilai faktor peluang adalah 2,1 lebih besar dari nilai total faktor ancaman 0,80 hal ini menunjukkan bahwa Kelompok Usaha Bersama Karya Mina Lestari memiliki potensi peluang yang besar.  Keyword : KUB, SWOT, Kakap Merah ABSTRACT The present study was conducted in Joint Business Group of Mina Lestari from June to July 2019 (two months). The objectives of the present study were to determine the marketing strategy and the market opportunity of red snapper fish in Joint Business Group (KUB) of Mina Lestari, Lantora, Polewali District, Polewali Mandar Regency. A case study with SWOT analysis was applied for the analysis technique. The results showed that internal factor consists of strength factor (2,35) and weakness factor (1,45) in which the strength factor is able to promote the business marketing development of red snapper fish in KUB Mina Lestari. Meanwhile, the external factor indicated 2,1 of opportunity value which is greater than 0,080 of threat factor. This suggested that the Joint Business Group of Mina Lestari has a huge prospect for further development.   Keywords: Joint Business Group (KUB), SWOT, Red Snapper

scholarly journals Strategi Keunggulan Bersaing PT. Semen Tonasa dengan SWOT dan QSPM

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
P. Sitorus Benget ◽  
Nursyamsi Idayanti ◽  
Sumardi Sumardi
Keyword(s):  
Competitive Advantage ◽  
Production Process ◽  
Cost Efficiency ◽  
Swot Analysis ◽  
External Factor ◽  
Market Penetration ◽  
Internal Factor ◽  
Descriptive Research ◽  
Factor Evaluation ◽  
The Right

In a very competitive market conditions the company must have a thorough understanding about the condition of its internal and external of the company to determine an appropriate strategy. This research aims to know the proper competitive advantage strategies for PT Semen Tonasa is done by. Descriptive research is done by collecting data through observation, FGD and interviews. After IFE (Internal Factor Evaluation) and EFE (External Factor Evaluation) and SWOT analysis, PT Semen Tonasa should focus their efforts on pursuing growth. Based on the analysis of the QSPM (Quantitative Strategic Planning Matrix) retrieved the right strategy to do is market penetration. PT Semen Tonasa should increase market share in the area of the market with a hefty profit margin do cost efficiency in every stage of the production process.

scholarly journals Karo Traditional Business Development

2020 ◽  
Vol 1 (3) ◽  
pp. 127-133
Author(s):  
Yayuk Yuliana ◽  
Diana Sopha
Keyword(s):  
External Factor ◽  
Market Penetration ◽  
Internal Factor ◽  
Alternative Strategies ◽  
Traditional Medicines ◽  
Qualitative Descriptive ◽  
Weighted Score ◽  
Descriptive Approach ◽  
The Right ◽  
The Village

In the village, Batu Jong-Jong Village, Bahorok District the land is very fertile. Lush plants that can be used as a mixture of traditional medicines. Housewives with a hereditary recipe to produce herbs derived from plants that become traditional business ingredients Karo. The purpose of this research is to find out alternative strategies and priority strategies that can be used as an effort to develop karo traditional ingredients in Batu Jong-Jong Village. Research methods with a qualitative descriptive approach. Data collection through interviews, observations, discussions. Interviews were conducted with the owners of the traditional herbs Karo business in the stone frog hamlet and also a questionnaire with forestry counselors and village heads. The results of the study, based on the results of the calculation of the IFE (Internal Factor Evalution) matrix, found that the total score was 3.15. While the results of calculations on the EFE (External Factor Evalution) matrix table, obtained a total weighted score of 2.87. The conclusion is that the traditional herb business in Karo is of moderate value because the score weight is above 2.50. So that the right strategy is market penetration and product development strategies.

scholarly journals AGRIBUSINESS DEVELOPMENT STRATEGY OF SOYBEAN COMMODITY IN SIGI REGENCY

2017 ◽  
Vol 3 (2) ◽  
Author(s):  
Eru Rengga Patra ◽  
Lien Damayanti ◽  
Yulianti Kalaba
Keyword(s):  
Human Resources ◽  
Development Strategy ◽  
Development Policy ◽  
Swot Analysis ◽  
Development Program ◽  
Alternative Strategy ◽  
Soybean Processing ◽  
The Government ◽  
The Right ◽  
Area Expansion

This research aimed to: 1) Knowing the strengths, weaknesses, opportunities and threats for agribusiness development of soybean commodity in Sigi Regency; 2) Knowing the right alternative strategy formula for the development of soybean commodity agribusiness in Sigi Regency; 3) Knowing the priority strategy that should be chosen for the agribusiness development of commodity soybean in Sigi Regency. This research purposively conducted in Sigi Regency from January to March 2017, and 6 respondents were chosen. SWOT analysis used to find alternative strategy, and QSPM analysis used to find priority strategy. The availability and productivity of the land is among the main strenghts, and the quality and quantity of human resources is among the main weaknesses.The main opportunity is the price of soybean commodity in the market, while imports of soybeans by the government is the main threats. The alternative and priority strategy that could be undertaken by the governmenr are : 1) Participatory motivation and farmers empowerment program; 2) Strengthening local soybean development policy that is pro-farmer; 3) Soybean cultivation development program through area expansion and land mapping; 4) Regional Agricultural Partnership; 5) Development of soybean processing industry.

scholarly journals Strategi Pengembangan UKM Gethuk Pisang Guna Melestarikan Makanan Tradisional

2020 ◽  
Vol 4 (1) ◽  
pp. 10
Author(s):  
Wahyu Eko Cahyono ◽  
Dedy Kunhadi
Keyword(s):  
Swot Analysis ◽  
External Factor ◽  
Small And Medium Enterprises ◽  
Growth Strategy ◽  
Traditional Food ◽  
Internal Factor ◽  
On Line ◽  
Factor Evaluation ◽  
The Right ◽  
Medium Enterprises

Abstract— Small and medium enterprises (SMEs) are business sectors that play an important role as a backbone of a nation or region"s economics. Most problems faced by small and medium enterprises (SMEs) are capital, management and production process. This study aims to give strategic proposals in expanding small and medium enterprises of gethuk pisang for conserving traditional food. The methods used in this research are internal factor evaluation (IFE), external factor evaluation (EFE), and strengths- weaknesses - opportunities - threats (SWOT), so internal factors and external factors that faced by the small and medium enterprises can be identified. Based on SWOT analysis, some analysis strategy can be used to expand the small and medium enterprises of gethuk pisang. Result showed the small and medium enterprises of gethuk pisang were in first quadrant at SWOT cartesian diagram, meant the right strategies were strengths opportunities (SO) or Growth strategy. The strategies that will be used are local government holds traditional food festival, upgrade the quality of the product and use on-line marketing technology. In conclusion, the sales of gethuk pisang products from small and medium enterprises can increase and correlate with income increase, so small and medium enterprises (SMEs) of gethuk pisang can have competitiveness and grow.Keywords— Strategy, Gethuk pisang, IFE, EFE, SWOT.  Abstrak— Usaha kecil dan menengah (UKM) merupakan suatu sektor usaha yang memiliki peran penting sebagai tulang punggung perekonomian suatu negara atau daerah. Sebagian besar permasalahan-permasalahan yang dihadapi UKM adalah permodalan, manajemen, dan proses produksi. Penelitian ini bertujuan untuk memberikan usulan strategi dalam mengembangkan UKM gethuk pisang dalam melestarikan makanan tradisional. Metode yang digunakan dalam penelitian ini adalah Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), dan Strengths–Weaknesses - Opportunities-Threats (SWOT), sehingga dapat diidentifikasi faktor-faktor internal yang dimiliki dan faktor-faktor eksternal yang dihadapi oleh UKM. Berdasarkan analisa SWOT, maka akan diperoleh beberapa alternatif strategi yang dapat digunakan dalam mengembangkan UKM gethuk pisang. Hasil penelitian menunjukkan bahwa UKM gethuk pisang berada di kuadran I pada diagram kartesius SWOT, yang berarti strategi yang tepat digunakan adalah strategi Strengths Opportunities (SO) atau strategi Growth. Strategi-strategi yang akan digunakan adalah: Pemerintah Daerah mengadakan festival makanan tradisional,  mutu produk lebih ditingkatkan, dan memanfaatkan teknologi media pemasaran on-line. Dengan demikian, produk UKM gethuk pisang dapat terjadi peningkatan penjualan dan berkorelasi dengan peningkatan pendapatan, sehingga UKM gethuk pisang memiliki daya saing dan dapat berkembang.Kata kunci — Strategi, Gethuk Pisang, IFE, EFE, SWOT

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