scholarly journals Strategi Pengembangan Usaha Kedai Kopi “Kandera Coffee” Denpasar Bali menggunakan Metode Swot dan QSPM

2021 ◽  
Vol 9 (2) ◽  
pp. 228
Author(s):  
Komang Listia Damariyanti ◽  
Amna Hartiati ◽  
I Wayan Gede Sedana Yoga
Keyword(s):  
Strategic Planning ◽  
Development Strategy ◽  
Service Industry ◽  
External Factors ◽  
Coffee Shop ◽  
Food And Beverage ◽  
Factor Evaluation ◽  
Priority Order ◽  
The Right ◽  
Internal And External Factors

The rapid growth in the food and beverage service industry has also triggered the growth of new various concepts of business, one of which is the coffee shop. One of the coffee shop in Denpasar, namely Kandera Coffee, which has only been established since May 2020, doesn’t know yet the right strategy for developing their business. This study aims to determine the quadrant position of the Kandera Coffee shop when viewed through internal and external factors using the Internal-External Matrix and determine the appropriate priority development strategies for the the Kandera Coffee shop business. The methods used are SWOT and Quantitative Strategic Planning Matrix (QSPM). The research data were obtained from 5 expert respondents. The results showed that Kandera Coffee had 7 strengths, 5 weaknesses, 5 opportunities and 4 threats. Internal factors that influence the strength factor in the development of the Kandera Coffee business, namely the consistency of the taste of the product and service (0.29) and the weakness factor, namely the layout of Kandera Coffee shop is less ergonomic (0.13) and not very well known to the public (0, 13). While the external factors that influence the opportunity factor, namely build good relationship with customers (0.36) and the threat factors that influence, namely the level of coffee shop competitors is getting higher (0.34). The position of the Kandera Coffee shop is in cell V (five). This position is (hold and maintain) keep and maintaining with score the Interal Factor Evaluation (IFE) is (2.20) and External Factor Evaluation (EFE) is (2.56). Cell V consists of market penetration strategies and product development. The strategic priority order obtained based on the QSPM matrix is to provide the best service to customers (4,94), expand marketing on advertising and social media (4,87), improve product quality and maintain consistency of taste (4.63), develop a cozy coffee shop concept (4,61), give discounts to customers (4,59), and add a variety of coffee and food menus (4,10). Keywords :  business development strategy, coffee shop, Quantitative Strategic Planning Matrix (QSPM), SWOT

scholarly journals Candlenut Business Development Strategy (Aleurites mollucana L.Wild) in KPHL Selayar

2021 ◽  
pp. 224-234
Author(s):  
Andi Sartina Ningsih ◽  
Baharuddi n ◽  
Daud Malamassam
Keyword(s):  
Development Strategy ◽  
Great Influence ◽  
Business Development ◽  
Forest Product ◽  
External Factors ◽  
Strategic Choices ◽  
A Value ◽  
A Priority ◽  
The Right ◽  
Internal And External Factors

The use of candlenut (Aleurites Mollucana., L. Wild) as a non-timber forest product is expected to be a excellent product in the KPHL of Selayar in line with the designation of the area as a Protected Forest Management Unit (KPHL). Candlenut is a non-timber forest product (NTFP) which has great economic potential, but in the management of the candlenut business in the KPHL Selayar has not been able to be optimally developed as the scale of the use of candlenut remain low and the business model conducted appears to be traditional. The study aimed to analyze and identify internal and external factors in formulating the right strategic priorities in the development of the candlenut business at KPHL Selayar. The method employed was a combination of SWOT and AHP by describing internal and external factors, then tabulating it so that it would formulate a priority of strategic choices. The results showed that among the four SWOT groups namely Strengths (S), Weaknesses (W), Opportunities (O) and Threats (T) which became the priority of the SWOT group which had a great influence on the development of the candlenut business, the Strength (S) group with a value of 10.55. Based on the formulated results of the candlenut business development strategy, it was concluded that the priority strategy to be implemented was the S-O 3 strategy, namely increasing the candlenut business collaboration to expand the marketing network with a priority value of 0.107.

Business Development Strategy on Laundry Cleaning Shoes in Bogor City (Case Study: Step'nShu Shoes Treatment)

2021 ◽  
Vol 8 (4) ◽  
pp. 278-292
Author(s):  
Galih Arcadia ◽  
Netti Tinaprilla ◽  
Arief Safari
Keyword(s):  
Development Strategy ◽  
Swot Analysis ◽  
Service Industry ◽  
Sampling Technique ◽  
External Factors ◽  
Success Factor ◽  
Analysis Tool ◽  
Strategy Formulation ◽  
Alternative Strategies ◽  
Internal And External Factors

The shoe laundry business is one type of MSMEs in the fashion sector which is included in the creative service industry. The demand for the shoe laundry business is increasing, especially for students, workers as well as busy housewives. Shoe laundry services are an alternative to save time and energy. To be able to maintain existence in achieving the goals of a business unit, a development strategy needs to be done. This study aims to identify internal and external factors, analyze the factors that influence the Step'nShu laundry development strategy and determine the formulation of a development strategy. The sampling technique was using purposive sampling method. The number of respondents was 5 respondents who are owners, employees, fashion experts. The research was conducted using the key success factor analysis tool, IFE, EFE to analyze internal and external factors of the Step'nShu Laundry Shoes, IE matrix to see where Step'nShu's position, SWOT to map alternative strategies and QSPM to formulate strategic priorities. Based on the research results, The strategy formulation results from the SWOT analysis resulted in eight alternative strategies, namely utilizing social media and education about shoe laundry, clarifying the positioning of the Step'nShu Laundry Shoes, more active and consistent promotion, better employee recruitment, studying competition with similar services, holding events regarding socialization of shoe hygiene, using the latest shoe washing technology tools and planning to open new branches. The QSPM analysis produces the main priority strategy, namely promotions that are carried out more actively and consistently. Keywords: development strategy, EFE, IFE, SWOT, QSPM.

Some reflections on social structure: Theoretical and practical aspects

2020 ◽  
Vol 18 (6) ◽  
pp. 1063-1078
Author(s):  
T.N. Skorobogatova ◽  
I.Yu. Marakhovskaya
Keyword(s):  
Service Industry ◽  
External Factors ◽  
Infrastructure Development ◽  
Social Infrastructure ◽  
Social Sphere ◽  
The Social ◽  
Study Results ◽  
The Republic ◽  
Internal And External Factors ◽  
The Impact

Subject. This article discusses the role of social infrastructure in the national economy and analyzes the relationship between the notions of Infrastructure, Service Industry and Non-Productive Sphere. Objectives. The article aims to outline a methodology for development of the social infrastructure of Russia's regions. Methods. For the study, we used the methods of statistical and comparative analyses. The Republic of Crimea and Rostov Oblast's social infrastructure development was considered as a case study. Results. The article finds that the level of social infrastructure is determined by a number of internal and external factors. By analyzing and assessing such factors, it is possible to develop promising areas for the social sphere advancement. Conclusions. Assessment and analysis of internal factors largely determined by the region's characteristics, as well as a comprehensive consideration of the impact of external factors will help ensure the competitiveness of the region's economy.

The influence of internal and external factors on the marketing strategic planning in SNOWA Corporation

2018 ◽  
Vol 33 (8) ◽  
pp. 1065-1073 ◽  
Author(s):  
Ali Ebrahimi ◽  
Hamidreza Banaeifard
Keyword(s):  
Strategic Planning ◽  
Content Validity ◽  
Structural Equation ◽  
External Factors ◽  
Equation Modeling ◽  
Content Type ◽  
Marketing Strategic ◽  
Statistical Sample ◽  
Internal And External Factors ◽  
Research Show

Purpose The purpose of this paper is to evaluate the influence of internal and external factors of SNOWA Corporation on its marketing strategic planning. Is there a relationship between internal and external factors and strategic marketing planning? How severe is this relationship? Design/methodology/approach The present study is an applied research using a descriptive-analytic method. The statistical sample of this research includes 300 personnel of SNOWA Corporation. Data were collected applying a standard questionnaire in a five-point Likert scale. Content validity ratio and content validity index were used to evaluate the content validity of the questionnaire, and a Cronbach’s alpha test was applied to assess its reliability. SPSS Software (factor analysis) and Amos Software (structural equation modeling) were applied to analyze the collected data. Results of this research show that internal and external factors influence the development of its marketing strategic planning. Findings Results of this research show that internal and external factors influence the development of SNOWA marketing strategic planning. Another result of this study is that the severity of the relationship between the independent and dependent variables varies from the viewpoint of the employees of different departments. Practical implications The study will help managers deal with environmental opportunities effectively while formulating corporation strategies. In addition, findings reveal that having vision and mission help managers find a clear way to reach the goals. Originality value This is one of a few papers to provide empirical evidence of the influence of internal and external factors of SNOWA Corporation on its marketing strategic planning. Identification of the external-internal factors used in formulating marketing strategic planning may prove useful for other researchers working in this under-researched area.

scholarly journals Strategi Marketing Public Relations Kopi Kenangan dalam Membangun Brand Awareness

Prologia ◽  
2021 ◽  
Vol 5 (1) ◽  
pp. 175
Author(s):  
Scelly Alvionita Chayadi ◽  
Riris Loisa ◽  
Sudarto Sudarto
Keyword(s):  
Strategic Planning ◽  
Public Relations ◽  
Planning Process ◽  
Brand Awareness ◽  
High Quality ◽  
Coffee Shop ◽  
Strategic Planning Process ◽  
Data Collection Technique ◽  
The Right ◽  
Public Relations Strategy

The rapid growth of the coffee business in Indonesia especially JABODETABEK, has resulted in very tight competition for entrepreneurs in the coffee sector, this has made coffee shop entrepreneurs have to be able and must have the right strategy in dealing with this competition. The purpose of this study is to determine the Marketing Public Relations strategy of Kopi Kenangan in building brand awareness for the last 3 years. The theory used in this research is Whalen's 7 step Strategic Planning Process. The method used in this research is qualitative with the case study method. The data collection technique used was in-depth interviews. The results of this study indicate that the Marketing Public Relations of Kopi Kenangan wants to instill the mindset of "Affordable with High Quality Coffee" into the minds of consumers by using the Marketing Public Relations strategy consisting of pull, push and pass carried out by PR & Communications Kopi Kenangan. So that the process of maintaining brand awareness starts from not realizing the original brand of Kopi Kenangan, to the peak of the mind which means the success of Kopi Kenangan as a coffee brand that is able to develop and compete.Pesatnya pertumbuhan bisnis kopi yang ada di Indonesia terutama JABODETABEK sehingga menimbulkan persaingan yang sangat ketat bagi para pengusaha bidang kopi, hal tersebut membuat para pengusaha kedai kopi harus mampu dan harus mempunyai strategi yang tepat dalam menghadapi persaingan tersebut. Tujuan dari penelitian ini adalah mengetahui strategi Marketing Public Relations Kopi Kenangan dalam membangun brand awareness selama 3 tahun terakhir. Teori yang digunakan dalam penelitian ini adalah Whalen’s 7 step Strategic Planning Process. Metode yang digunakan dalam penelitian ini adalah kualitatif dengan metode studi kasus. Teknik pengumpulan data yang digunakan adalah wawancara mendalam (depth interview). Hasil penelitian ini menunjukan bahwa Marketing Public Relations Kopi Kenangan ingin menanamkan mindset “Affordable with High Quality Coffee” kedalam benak konsumen dengan menggunakan strategi Marketing Public Relations yang terdiri dari pull, push and pass yang dilakukan oleh PR & Communications Kopi Kenangan. Sehingga proses untuk mempertahankan brand awareness yang dimulai dari tidak menyadari merek awal Kopi Kenangan berdiri, sampai pada puncak pikiran yang berarti keberhasilan Kopi Kenangan sebagai brand kopi yang mampu berkembang dan bersaing.

scholarly journals 7.6. Use of marketing tools in strategic planning and controlling the sales activities of an oil company

2021 ◽  
pp. 171-177
Author(s):  
Т.Б. Лейберт ◽  
Э.А. Халикова ◽  
S.V. Davletova
Keyword(s):  
Strategic Planning ◽  
Development Strategy ◽  
Business Performance ◽  
Governance System ◽  
Business Goals ◽  
Controlling System ◽  
Corporate Governance System ◽  
Strategic Goals ◽  
The Right ◽  
Oil Company

Одним из важных аспектов в системе корпоративного управления вертикально-интегрированной нефтяной компании (ВИНК) является система стратегического планирования и контроллинга, основанная на целеполагании, выборе стратегических инициатив и ключевых целей бизнеса, ключевых показателей эффективности бизнеса. При этом необходимо понимать, что формирование стратегии развития бизнеса на долгосрочную перспективу в нефтяной компании невозможно без учета маркетинга, выступающего в качестве инструментария и информационной среды для обоснования и правильного выбора стратегических целей, а также для составления стратегического плана и организации его контроля. One of the important aspects in the corporate governance system of a vertically integrated oil company is the strategic planning and controlling system based on goal setting, the choice of strategic initiatives and key business goals, and key business performance indicators. At the same time, it is necessary to understand that the formation of a business development strategy for the long term in an oil company is not possible without taking into account marketing, which acts as a toolkit and information environment for justifying and choosing the right strategic goals, as well as for drawing up a strategic plan and organizing its control.

scholarly journals Strategi Pemasaran Produk Olahan Hasil Perikanan pada UMKM Cindy Group

2018 ◽  
Vol 13 (1) ◽  
pp. 19
Author(s):  
Eviet Sri Setiyorini ◽  
Bambang Pramudya Noorachmat ◽  
Muhammad Syamsun
Keyword(s):  
Marketing Strategy ◽  
External Factor ◽  
Marketing Strategies ◽  
External Factors ◽  
Raw Material ◽  
Internal Factor ◽  
Factor Evaluation ◽  
Processed Products ◽  
Internal And External Factors ◽  
A Company

Cindy Group is a company grouped as SMEs which produces boiled fish, both traditional and hygienic. Companies to keep their survival in order to survive in a competitive market, must have a strategy to attract consumers to buy their products. One of the best strategy is to evaluate and develop appropriate marketing strategies. The objectives of this research are: (1) to identify and analyze internal and external factors influencing Cindy Group marketing strategy, (2) to formulate Cindy Group marketing strategy, and (3) to prioritize Cindy Group marketing strategy. Based on internal and external factors, Cindy Group formulated strengths, weaknesses, opportunities and threats toward marketing strategy using Internal Factor Evaluation (IFE) and External Factor Evaluation (EFE). The total score in the IFE and EFE matrices illustrated that the firm's stable position in responding to external situations. The total IFE score of 3.3436 indicated that the strengths of Cindy Group could overcome the weaknessess very well. Total EFE score of 2.5545 indicated that Cindy Group was good enough to respond the opportunities and minimize threats. Based on QSPM analysis, the priority strategy to be applied in the marketing of fishery processed products at UMKM Cindy Group which was expanding marketing network, maintaining quality, increasing sales service and increasing cooperation with related institutions and cooperatives/other SMEs in order to get raw material access.

At Ford, Turnaround Is Job One

2017 ◽  
pp. 1-15
Author(s):  
James B. Shein ◽  
Matt Bell
Keyword(s):  
Corporate Culture ◽  
Consumer Preferences ◽  
Ford Motor Company ◽  
External Factors ◽  
Company Strategy ◽  
Manufacturing Operations ◽  
The Many ◽  
The Right ◽  
Internal And External Factors ◽  
A Company

The case opens with the Ford Motor Company seemingly on the path toward bankruptcy. Ford had been bleeding red ink for more than ten years when it decided in 2006 that continuing the same turnaround attempts was not going to right the ship. The company was facing significant external challenges, such as intense competition and changing consumer preferences, as well as internal challenges, such as quality and design issues and a stifling level of corporate complexity. As the case begins, CEO Bill Ford has taken the unusual step of hiring an auto industry outsider as his replacement. Alan Mulally, a thirty-seven-year Boeing veteran and principal architect of the venerable airplane manufacturer's own massive and successful turnaround, wasted little time in getting about the business of remaking Ford. He developed a plan to: focus on the Ford brand and divest the numerous other brands the company had acquired over the years; simplify and streamline the company's manufacturing operations; and remake the corporate culture from one of fiefdoms and false optimism to collaboration and facing reality. With an ardent belief in the plan's viability, Mulally raised nearly $24 billion and began to put his plan into motion. The case explores the many causes of this once-great company's decline and the steps it took to beat the odds and get back on the path of profitability.This case demonstrates that internal issues alone can derail a company and emphasizes the importance of leadership in fostering the right corporate culture to turn a company around. Students will identify the key internal and external factors that can contribute to a company's decline and learn the importance of diagnosing issues within each of three major aspects of a company-strategy, operations, and financials-in order to develop a successful turnaround plan.

Selected methods of conservative treatment in painful hallux valgus therapy

2020 ◽  
Vol 11 (2) ◽  
pp. 21-27
Author(s):  
Katarzyna Wódka ◽  
Agnieszka Jankowicz-Szymańska ◽  
Eliza Smoła ◽  
Marta Bibro
Keyword(s):  
Quality Of Life ◽  
Conservative Treatment ◽  
Hallux Valgus ◽  
External Factors ◽  
Everyday Functioning ◽  
The Right ◽  
Internal And External Factors

Hallux valgus is one of the most common deformities within forefoot region. Reasons for this deformity are not entirely clear. The available literature lists both internal and external factors. Researchers dealing with hallux valgus emphasize that this deformation is accompanied by pain, reduced quality of life, changed foot statics, cosmetic problems and problems with buying the right footwear. The occurrence of pain may significantly affect the quality of everyday functioning and the broadly understood quality of life. The purpose of the following publication is to review selected interactions in the area of physiotherapy and orthopedic measures in the therapy of people reporting pain within the hallux valgus region.

scholarly journals ANALISIS SWOT: FAKTOR INTERNAL DAN EKSTERNAL PADA PENGEMBANGAN USAHA GULA MERAH TEBU (Studi Kasus di UKM Bumi Asih, Kabupaten Bondowoso)

2018 ◽  
Vol 12 (02) ◽  
pp. 107
Author(s):  
Yani Subaktilah ◽  
Nita Kuswardani ◽  
Sih Yuwanti
Keyword(s):  
Factor Analysis ◽  
Sugar Cane ◽  
External Factor ◽  
External Factors ◽  
Internal Factor ◽  
Internal Factors ◽  
Brown Sugar ◽  
Internal Position ◽  
Factor Evaluation ◽  
Internal And External Factors

One product from the sugar cane is brown sugar cane. ‘UKM Bumi Asih’ is one of the producer of the sugar cane in Bondowoso Regency. Brown sugar cane has potential prospect to developed because it can be used to any purposed (for household needs and beverage industries). This study was aimed to identify the internal and external factors that affected business development of brown sugar cane. The study were used the methods of internal factor evaluation (IFE) and eksternal factor evaluation (EFE). Internal factor analysis was performed to identify the company's internal strengths that can be used and anticipated weaknesses. External factor analysis was conducted to identify opportunities that can be exploited and threats that can be avoided. The scores output from matrix IFE and EFE were all categorized with total score 2.812 for internal factors and 3.0315 for external factor. Both scores were above 2.5 which meas that the internal position was strong enough. So its has the ability above the average to take advantage of the power and opportunities to anticipated the internal weakness and the threats. Keywords: brown sugar cane, eksternal factor, internal factor

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