scholarly journals Analisis SWOT pada Kantor Jasa Akuntan Yohanes

2021 ◽  
Vol 5 (5) ◽  
pp. 540
Author(s):  
Nataria Nataria ◽  
Haris Maupa
Keyword(s):  
Strategic Planning ◽  
Development Strategy ◽  
Market Development ◽  
Input Stage ◽  
Decision Stage ◽  
Analysis Technique ◽  
Swot Matrix ◽  
Factor Evaluation ◽  
Product Development Strategy ◽  
Stage Matching

This research was conducted to find what marketing strategies are appropriate for the Yohanes Accounting Services Office in 2020. This research used data collection techniques by using interviews and observations. The data analysis technique uses the concept of Fred R. David's theory through 3 stages of strategic formulation, namely the input stage, matching stage, and decision stage. The input stage uses the Internal Factor Evaluation (IFE) Matrix and the External Factor Evaluation (EFE) Matrix. The next stage used the SWOT Matrix and Internal-External (IE) Matrix. In the final stage using the Quantitative Strategic Planning Matrix (QSPM). The results showed that the total value for IFE is 2.7081 while the total value for EFE is 3.0850. In the Internal-External (IE) matrix, it is known that Yohanes's Accounting Services Office is in a position of growth and development. Strategies that are suitable for this position are market penetration strategy, market development strategy, and product development strategy. At the decision stage, from the QSPM results, the main strategy alternative to be applied is the market development strategy with a total value of attractiveness (TAS) of 6.7568. This strategy seeks to increase the market share of a product through efforts to make improvements, enhancements, and developments. Penelitian ini dilakukan dengan tujuan untuk mengetahui strategi pemasaran apa yang sesuai diterapkan bagi Kantor Jasa Akuntan Yohanes pada tahun 2020. Pada tahap akhir menggunakan Quantitative Strategic Planning Matrix (QSPM). Berdasarkan hasil dari matriks IFE dan EFE yang dikumpulkan, dapat diketahui total nilai untuk IFE adalah sebesar 2,7081 sedangkan total nilai untuk EFE adalah sebesar 3,0850. Pada matching stage pada matrik SWOT didapatkan beberapa kemungkinan alternatif strategi dengan cara menggunakan kekuatan yang dimiliki untuk memanfaatkan peluang, memanfaatkan peluang untuk mengatasi kelemahan, menggunakan kekuatan yang dimiliki untuk menghindari ancaman dan meminimalisasikan kelemahan dan menghindari ancaman. Pada matrik Internal-Eksternal (IE) diketahui bahwa Kantor Jasa Akuntan Yohanes berada pada posisi tumbuh dan bina, strategi yang cocok pada posisi ini adalah strategi penetrasi penetrasi pasar, startegi pengembangan pasar dan strategi pengembangan produk. Pada decision stage dari hasil QSPM dapat diperoleh alternatif strategi utama yang diterapkan yaitu strategi pengembangan pasar dengan Total Nilai Daya Tarik (TAS) sebesar 6,7568. Strategi ini berusaha untuk meningkatkan pangsa pasar suatu produk melalui usaha melakukan perbaikan, peningkatan dan pengembangan.

scholarly journals Penyusunan Rencana Strategis Bisnis pada Rumah Sakit Swasta di Jakarta

2018 ◽  
Vol 3 (1) ◽  
pp. 42-49
Author(s):  
Yuyun Umniyatun
Keyword(s):  
Strategic Planning ◽  
External Factor ◽  
Market Development ◽  
Market Penetration ◽  
Internal Factor ◽  
Input Stage ◽  
Decision Stage ◽  
Factor Evaluation

Rencana strategis bisnis adalah sebuah petunjuk/pedoman yang dapat digunakan organisasi dari kondisisaat ini untuk mencapai tujuan usaha dalam waktu beberapa tahun ke depan. Rencana strategis bisnismemuat strategi-strategi perusahaan yang selanjutnya menjadi dasar bagi penyusunan program kerja.Dengan demikian arah pengembangan perusahaan menjadi jelas dan terarah sehingga perusahaanmenghasilkan kinerja yang lebih baik dan mampu bersaing di dalam bisnis serupa. Penelitian rencanastrategis bisnis merupakan penelitian kualitatif dengan analisis deskriptif. Melalui kerangka kerja analisisperumusan strategi Fred R. David, maka terdapat tiga (3) tahapan yang dilakukan. Tahap pertama adalahtahap input stage, yaitu melakukan analisis faktor eksternal dan internal dengan menggunakan matriksEFE (external factor evaluation) dan matriks IFE (internal factor evaluation). Tahap kedua adalah tahapmatching stage, yaitu menentukan posisi rumah sakit dengan menggunakan matriks IE (Internal External).Kemudian dengan matriks IE dan matriks TOWS menentukan strategi alternatif yang dapat dilakukan.Tahap ketiga adalah tahap decision stage, yaitu menentukan strategi prioritas dengan menggunakan matriksQSPM (Quantitatif Strategic Planning Matrix). Penelitian tentang rencana strategis bisnis yang dilakukandi RSIA SMBmenghasilkan skor EFE sebesar 3.8 dan skor IFE sebesar 2.725, sehingga diketahui posisiRSIA SMB berada pada sel II yang menunjukkan tahap tumbuh dan membangun. Pada tahap ini strategialternatif yang dikembangkan adalah market penetration, market development dan product development.Strategi prioritas yang dihasilkan adalah : 1) Pengembangan dan Penetrasi Pasar dengan MeningkatkanUpaya-Upaya Pemasaran (Skor 7.15); 2) Pembukaan Ruang NICU/PICU (Skor 7.10); 3) PengembanganRuang Rawat Inap (Skor 7.05); 4): Penambahan Layanan Radiologi (Skor 6.55); 5) Pengembangan AreaParkir dan Akses Masuk (Skor 4.68)

scholarly journals Perumusan Strategi Bisnis untuk Meningkatkan Daya Saing pada Toko Bangunan XYZ

2020 ◽  
Vol 4 (1) ◽  
pp. 48
Author(s):  
Nianzhi Nianzhi
Keyword(s):  
Development Strategy ◽  
Qualitative Method ◽  
Business Strategies ◽  
Market Development ◽  
Market Penetration ◽  
Input Stage ◽  
Decision Stage ◽  
Swot Matrix ◽  
The Subject ◽  
Existing Data

This research was conducted to find out what business strategies are the most appropriate for XYZ Building Stores to use to compete with other building retail stores. This study applies a qualitative method, by conducting interviews and observations by directly reviewing the subject of the study. The analytical method carried out consists of input stage, mathcing stage, and decision stage. Data that has been collected from the XYZ Building Shop is included in the input stage which consists of an EFE matrix and an IFE matrix. The matching stage that consisting of SWOT matrix, will focus on creating alternative strategies. The decision stage uses QSPM to determine the most appropriate strategy for XYZ building stores objectively. After analyzing the existing data, it is known that the market penetration strategy is the most appropriate strategy for XYZ building stores, besides that the market development strategy can also be chosen because the scores obtained by the two strategies are not too far apart.

scholarly journals Analisis Strategi Pemasaran Mengunakan Metode Quantitative Strategic Planning Matrik (QSPM) Studi Kasus : Borneo Project

2018 ◽  
Vol 7 (2) ◽  
pp. 111
Author(s):  
Anas Mujahid ◽  
Murianai Emelda Isharyani ◽  
Dharma Widada
Keyword(s):  
Marketing Strategy ◽  
Joint Venture ◽  
External Factor ◽  
Alternative Strategies ◽  
Input Stage ◽  
Swot Matrix ◽  
Factor Evaluation ◽  
Marketing Tool ◽  
Stage Matching ◽  
Evaluation Matrix

<p><em>Borneo Project is a new business in the field of ordering services of various types of clothing. In doing its marketing strategy Borneo Project relies on marketing through friendship, word of mouth from one to another one and using social media as a marketing tool. This has not had a much positive effect on sales in Borneo Project. Therefore it is necessary to analyze the marketing strategy that can be applied in Borneo Project.</em></p><p><em>Determining the strategy carried out in three stages: an input stage, matching stage, and the stage of the decision. The input stage is done by using Internal Factor Evaluation Matrix (IFE) and External Factor Evaluation Matrix (EFE). In the IFE matrix, obtained a total score of 2.407, while the EFE Matrix obtained score of 2.831. Based on internal and external factor analysis then matching phase with IE Matrix method and SWOT Matrix. The final stage was the decision stage used QSPM method. QSPM is used to evaluate alternative strategies obtained in the SWOT Matrix, then rank them. The first rank is the strategy of applying for credit funds, seeking investors or business joint venture partners and seeking financial assistance from corporate CSR with the acquisition of power score Pull of 5,824. Alternative strategies are prioritized to be applied is to ask a credit fund, seek a joint venture partner and investor or business and are looking for financial aid CSR.</em><em></em></p><strong><em>Keywords: Marketing Strategy, Borneo Project, QSPM</em></strong>

scholarly journals STATEGI PENGEMBANGAN USAHA PRODUKSI KUE PADA KELOMPOK WANITA TANI AYU TANGKAS DI KECAMATAN SELEMADEG TIMUR, BALI

2020 ◽  
Vol 4 (1) ◽  
pp. 46
Author(s):  
Pande Komang Suparyana ◽  
Ni Putu Sukanteri ◽  
Dudi Septiadi
Keyword(s):  
Strategic Planning ◽  
External Factor ◽  
Data Input ◽  
Internal Factor ◽  
Input Stage ◽  
Decision Stage ◽  
Purposive Sampling ◽  
Factor Evaluation

Penelitian ini bertujuan mengidentifikasi kondisi internal dan lingkungan eksternal dari usaha kue di KWT Ayu Tangkas, serta menentukan strategi dalam pengembangan usaha kue di KWT Ayu Tangkas. Pemilihan responden dengan metode purposive sampling, dengan jumlah 21 responden. Penelitian ini berjenis penelitian deskriptif dengan pendekatan manajemen strategi terdiri dari: 1) Tahap pengumpulan data (Input Stage) dengan menggunakan matriks Internal Factor Evaluation (IFE) dan External Factor Evaluation (EFE); 2) Tahap analisis (Matching Stage) dengan menggunakan matriks Internal External (IE) dan matriks Strength, Weakness, Opportunities, and Threats (SWOT); dan 3) Tahap pengambilan keputusan (Decision Stage) dengan pengambilan keputusan menggunakan Quantitative Strategic Planning Matrix (QSPM). Hasil penelitian menunjukkan kondisi internal yaitu: Kualitas dari produk, Harga terjangkau, Hubungan pengurus dengan anggota, Produk sudah dikenal masyarakat, Ketersediaan Bahan Baku, Rendahnya Kualitas SDM, Keterbatasan memperoleh modal, Keterbatasan mendapatkan informasi pasar, Jenis produk 1 macam, dan Kurangnya promosi. Sedangkan Lingkungan eksternal yaitu: Bendu jajanan Khas Daerah Setempat, Permintaan Bendu, Perhatian Institusi pada KWT, Perkembangan Sistem Informasi, Teknologi Produksi, Kemudahan dalam duplikasi produk oleh pesaing, Munculnya Pesaing baru, Naiknya harga Bahan Baku, Keterbatasan waktu dengan kegiatan adat, dan Perubahan selera konsumen. Strategi tebaik yaitu memberikan pelatihan dan penyuluhan Manajemen produksi.

scholarly journals Analisis Manajemen Strategi dalam Meningkatkan Daya Saing Sekolah Dasar Nurture Spring Jakarta

2021 ◽  
Vol 5 (1) ◽  
pp. 40
Author(s):  
Cindy Cindy ◽  
Eko Harry Susanto
Keyword(s):  
Primary School ◽  
External Factor ◽  
Management Strategies ◽  
Internal Factor ◽  
Input Stage ◽  
Decision Stage ◽  
Market Shares ◽  
Factor Evaluation ◽  
Stage Matching ◽  
Qspm Matrix

This study aims to analyze the management strategies that Nurture Spring Primary School can implement in improving its competitiveness. This study applies qualitative methods through conducting interviews and observations by directly reviewing the research object. The analysis method consists of the input stage, matching stage, and decision stage. At the input stage an analysis is carried out with Internal Factor Evaluation, External Factor Evaluation, and CPM Matrix. The matching stage is carried out using the SWOT matrix, Internal - External matrix, and the SPACE matrix. The decision stage is analyzed by using QSPM matrix. From the results of the study, it was found that the strategy obtained from the QSPM matrix is a market penetration strategy with a TAS value of 7.005. This strategy is the most appropriate strategy that can applied for Nurture Spring Primary School. The school must use its internal strength in maintaining existing market shares. Penelitian ini bertujuan untuk menganalisis manajemen strategi yang dapat diterapkan SD Nurture Spring dalam meningkatkan daya saingnya. Penelitian ini menerapkan metode kualitatif, dengan melakukan wawancara serta observasi dengan meninjau langsung objek penelitian. Metode Analisis yang dilakukan terdiri tahap input, tahap pencocokan, dan tahap keputusan. Pada tahap input dilakukan analisis dengan Internal Factor Evaluation, External Factor Evaluation, dan Matriks CPM. Tahap pencocokan dilakukan dengan matriks SWOT, matriks Internal – External, dan matriks SPACE. Pada tahap keputusan dilakukan analisis dengan matriks QSPM. Dari hasil penelitian, diperoleh bahwa strategi yang diperoleh dari matriks QSPM adalah strategi penetrasi pasar dengan nilai TAS sebesar 7,005. Strategi ini merupakan strategi yang paling tepat untuk diterapkan untuk SD Nurture Spring. Sekolah harus menggunakan kekuatan internal dalam mempertahankan pangsa pasar yang sudah ada.

scholarly journals PENERAPAN STRATEGI BISNIS PADA PERUSAHAAN KONTRAK TOR TIANG PANCANG DI INDONESIA

2017 ◽  
Vol 15 (3) ◽  
pp. 243
Author(s):  
Enny Noegraheni Hindarwati ◽  
Sanndy Bella Arifin
Keyword(s):  
Competitive Advantage ◽  
Development Strategy ◽  
Business Strategy ◽  
Market Development ◽  
Phase Matching ◽  
Decision Stage ◽  
The Matrix ◽  
Swot Matrix ◽  
Qspm Matrix ◽  
Descriptive Method

PT Wahana Cipta Concrencindo is company engaged in the field of piling contractor. The purpose of this study was to determine the business strategy that can be applied to enable companies to achieve a competitive advantage. The method used in this research is descriptive method. The research was conducted through surveys and interviews. In analyzing the data, the first will be done through the input stage to perform some of the matrix, such as matrix-IFE EFE and CPM. Then proceed wuth phase matching, ie SWOT matrix, IE, SPACE and Great Strategy. And finally resolved with the decision stage is QSPM matrix. The conclusion of this study is the most suitable market development strategy to be implemented by the company

scholarly journals Penyusunan Strategi Bisnis Dan Strategi Operasi Usaha Kecil Dan Menengah Pada Perusahaan Konveksi Scissors Di Surabaya

2016 ◽  
Vol 7 (3) ◽  
Author(s):  
Mochamad Ammar Faruq ◽  
Indrianawati Usman
Keyword(s):  
Data Analysis ◽  
Development Strategy ◽  
Business Strategy ◽  
Primary Data ◽  
Operation Strategy ◽  
Analysis Technique ◽  
Factor Evaluation ◽  
Product Development Strategy ◽  
A Company ◽  
Positive Effect

The development of globalization era gives us tighter business competition in many sector including UKM (Usaha Kecil dan Menengah). A company tends to make a good business and strategic operation to gives a positive effect for all UKM doers to face business competition. This case is very interesting to be researched and taught how business and operation strategic arrangement provide high competitiveness factor towards the company. This research included as descriptive-explorative qualitative research. This research did not need any theory or hypotheses but only use some prepared questions as a guide to get primary data about information which is the first data that required for this research (Moleong: 1998). This research object is one of the UKM convection called Scissors Convection on jl. Simorejo 6, Surabaya. Data analysis technique in this research are using content analysis and matrixes as the instrument. Matrixes that used in this data analysis are External Factor Evaluation (EFE), Internal Factor Evaluation (IFE), Competitive Profile Matrix (CPM), Strengths-Weaknesses-Opportunities-Threats (SWOT), Grand Strategy, and Quantitative Strategic Planning Matrix (QSPM). Also, triangulation technique as source consistency experiment towards data and operation strategy based on Roger G. Schroeder’s Operation Management. Result of this research proved that the appropriate business strategy for Scissors Convection are product development strategy for variation and product design while the best operation strategy is product innovator strategy.

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 Strategi Manajemen dalam Meningkatkan Daya Saing pada Celebrity Fitness Central Park Mall

2020 ◽  
Vol 4 (1) ◽  
pp. 14
Author(s):  
Christian Lyonal Wiseno
Keyword(s):  
Development Strategy ◽  
Management Strategy ◽  
Qualitative Method ◽  
External Factor ◽  
Market Development ◽  
Market Penetration ◽  
Internal Factor ◽  
Central Park ◽  
Factor Evaluation ◽  
The Subject

This research was conducted to find out the most precise management strategy to enhance competitiveness of Celebrity Fitness Central Park Mall. This study applies a qualitative method, by conducting interviews and also observation by directly reviewing the subject of the study. The analytical method consists Input Stage consisting of Internal Factor Evaluation and External Factor Evaluation, Matching Stage consisting of Strength-Weakness-Opportunity-Threat Matrix and Internal External Matrix, and Decision Stage consisting of Quantitative Strategic Planning Matrix. After analyzing from the existing data, it is known that the Market Penetration strategy is the most appropriate to be implemented for Celebrity Fitness Central Park Mall and Market Development strategy can be used as a support.

scholarly journals Marketing Communications Mix Strategy to Improve Room Sales at The Ritz Carlton Jakarta Mega Kuningan

2020 ◽  
Vol 4 (1) ◽  
pp. 45
Author(s):  
Andreas Bryan Wagey ◽  
Putu Diah Sastri Pitanatri ◽  
Dewa Ketut Sujatha
Keyword(s):  
Development Strategy ◽  
Business Strategy ◽  
Swot Analysis ◽  
Geographic Area ◽  
Market Development ◽  
Market Penetration ◽  
Horizontal Integration ◽  
Integration Strategy ◽  
Product Development Strategy ◽  
The Right

To be able to survive in a continuously growing competitive environment, the right business strategy is needed. Aim of this research is to formulate a set of marketing communication mix strategies to increase room sales and hotel profits for The Ritz-Carlton Jakarta, Mega Kuningan. The methods used in this research are SWOT analysis and IFE-EFE matrix. The findings  suggested that the Hotel must hold and maintain strategy whereas it can be elaborated into four aspects 1) horizontal integration strategy by seeking ownership or increased control over competitors; 2) market penetration strategy; by seeking increased market share for present products or services in present markets through greater marketing efforts; 3) market development strategy by  introducing present products or services into the new geographic area, and 4) product development strategy; by seeking increased sales through improving present products or services or developing new ones.

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