scholarly journals STRATEGI PENGEMBANGAN USAHA KOPRA PUTIH DI KECAMATAN TEMBILAHAN HULU KABUPATEN INDRAGIRI HILIR

2021 ◽  
Vol 10 (1) ◽  
pp. 41-52
Author(s):  
Nina Sawitri ◽  
Kurniawan ◽  
Yeni Afiza
Keyword(s):  
Development Strategy ◽  
Market Share ◽  
Swot Analysis ◽  
External Environment ◽  
Business Development ◽  
The Future ◽  
The Right

A good understanding of the internal and external environment of white copra business is expected to produce the right strategy in developing the business. This aims to increase profits and develop white copra business in the future. The aim of this study is to formulate a white copra business development strategy in Tembilahan Hulu District, Indragiri Hilir Regency. The method used are matrix IFAS, EFAS, IE and SWOT. The results of this study indicate that the white copra business in Tembilahan Hulu District was in cell V with a strategy of hold and maintain. Several strategies that can be used based on a SWOT analysis are increasing production, cooperating with consumers outside the region, increasing quality and expanding market share.

scholarly journals BUSINESS DEVELOPMENT MODEL IN THE MICRO, SMALL AND MEDIUM ENTERPRISES AT TOURISM VILLAGE

2020 ◽  
Vol 3 (2) ◽  
pp. 233
Author(s):  
Siti Arbainah ◽  
Hadiahti Utami ◽  
Sugiarti Sugiarti
Keyword(s):  
Development Strategy ◽  
Swot Analysis ◽  
Small And Medium Enterprises ◽  
Business Development ◽  
Development Model ◽  
Strategy Model ◽  
Tourist Village ◽  
The Government ◽  
The Right ◽  
Medium Enterprises

The Micro, Small and Medium Enterprises (MSMEs) have an important role in economic development. It is reasonable if the empowerment of MSMEs gets special attention by the government, including MSMEs in tourism villages. The tourist village of Loram Kulon MSME which is one of the objects of this research is growing and diverse in both number and type. The diversity of MSMEs has resulted in village governments having difficulties in implementing MSME development programs that are in harmony with the characteristics of tourism villages. This study aims to formulate a business development strategy model for MSMEs in resource-based and local wisdom-based tourism villages. Except in the village of Loram Kulon, research has been carried out with the object of the Jambearum tourism village in Kendal Regency. The study used 7-10 samples of MSMEs taken randomly. Respondents are owners / managers of MSMEs. Data was collected through interviews with the help of questionnaires. Processed using descriptive statistics and analyzed quantitatively and qualitatively. From these two studies can be formulated a model of village tourism MSME development. The results show that the development model based on the SWOT analysis is the right model for formulating the tourism village MSME development strategy. This is because the SWOT analysis considers the internal and external conditions of MSMEs and provides four alternative strategies namely SO, ST, WO, WT which can be selected according to the general objectives of MSMEs in the tourism village

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 Strategi Pengembangan Usaha Tembakau Rajangan pada Kelompok Tani Tegal Suci Desa Yangapi Kecamatan Tembuku Kabupaten Bangli

2017 ◽  
Author(s):  
I GEDE WIRATHAMA BHASKARA PUTRA ◽  
I NYOMAN GEDE USTRYANA ◽  
IDA AYU LISTIA DEWI
Keyword(s):  
Development Strategy ◽  
Swot Analysis ◽  
Financial Institution ◽  
External Environment ◽  
Business Development ◽  
Internal Environment ◽  
Environment Analysis ◽  
Key Informants ◽  
Cut Tobacco

Cut Tobacco Business Development Strategy in the Farmers Group of TelagaSuci, Village of Yangapi Sub-District of Tembuku Regency of BangliThis study aimed to find out alternative of cut tobacco business development strategyin the Farmers Group of Telaga Suci, Village of Yangapi, to identify how thestrengths, weaknesses, opportunities, and threats of the cut tobacco businessdevelopment at the Farmers Group ofTelaga Suci, Yangapi village. It was seen fromthe internal environment to find out the strengths and weaknesses, and the externalaspects to determine the opportunities and threats.The research location was in theFarmers Group of Telaga Suci, Village of Yangapi. The key informants in thisresearch were seven people. The key informants were determined deliberatelybecause the internal environment and the external environment of the cut tobaccobusiness in the Farmers Group ofTelaga Suci, of Yangapi Village was alreadyknown. This study used three kinds of analysis: analysis of the internal environment,external environment analysis and SWOT analysis (strengths, weaknesses,opportunities, threats).The cut tobacco business in the Farmers Group ofTelaga Sucihas been able to utilize the strength to overcome the weaknesses and to take theopportunity to address the threat. It was obtained five alternative strategies, namely:providing guidance to the group on how to manage the business and providingassistance of production facilities, development-oriented agribusiness to attractconsumers by utilizing the financial institution to increase capital, promotion topenetrate the wider market, making the rules of the group to overcome theconversionof farmland, and to improve the quality of tobacco in order to compete with othergroups of tobacco.

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.

scholarly journals Pengembangan Agribisnis Ikan Balita di UD Suhada, Kabupaten Cianjur

2013 ◽  
Vol 8 (2) ◽  
pp. 181-189
Author(s):  
Andi Asrianto Iskandar ◽  
Sapta Raharja ◽  
Komar Sumantadinata
Keyword(s):  
Development Strategy ◽  
Swot Analysis ◽  
Financial Analysis ◽  
World Market ◽  
Business Development ◽  
Market Demand ◽  
Fishery Products ◽  
Internal And External Factors ◽  
Development Methods

The world market demand for fishery products is increasing even frequently not fulfilled. It required an effort to overcome the problems in fulfilling the demand for fishery products. Types of freshwater fish cultivated for balita fish at UD Suhada is a type of tilapia and goldfish. The purpose of this study is to examine the feasibility of balita fish agribusiness investment in UD Suhada; identify the internal and external factors that influence the development of agribusiness balita fish at UD Suhada; formulate and recommend appropriate alternative development strategies to be applied to agribusiness balita fish at UD Suhada in business development. Methods of data collection using purposive sampling method, is by deliberately selecting the sample to be studied as a respondent. Respondents were selected from the management and the workers UD Suhada. Financial analysis at 14 percent of interest rate and 5 years of project lifetime resulted in feasible decision with Rp1,105,005,110 of NPV; 4.85 of net B/C Ratio; 38.95 percent of IRR, 3 years and 5 month of PBP; and Rp1,522,035,876 or 32.725 kg of BEP. The combination of value IFE EFE values for 2.688 and 2.651 in the IE matrix shows that the position of the business in V (five) cells, that cell growth. Based on the SWOT analysis and QSPM analysis the strategic priorities is to create a diverse variety of products while maintaining the quality of balita fish, extending the range of distribution and marketing, in collaboration with researchers in developing the quality of balta fish products to face competition.Key words: balita fish, business feasibility, agribusiness, business development strategy

scholarly journals Pengembangan Strategi Pelestarian Budaya di Sanggar Tari Bali Saraswati Yogyakarta

2017 ◽  
Vol 2 (2) ◽  
pp. 81-96
Author(s):  
Putu Merina Rahayu
Keyword(s):  
High School Students ◽  
Data Collection ◽  
Development Strategy ◽  
Swot Analysis ◽  
Matrix Analysis ◽  
Primary Data ◽  
General Strategy ◽  
School Students ◽  
Cultural Conservation ◽  
The Right

Penelitian mengenai Pengembangan Strategi Pelestarian Budaya di Sanggar Tari Bali Saraswati Yogyakarta bertujuan untuk mengidentifikasi strategi yang digunakan selama ini pada Sanggar Tari Bali Saraswati. Selain itu juga untuk menganalisis faktor internal dan eksternal serta memformulasikan pengembangan strategi yang dilakukan Sanggar Tari Bali Saraswati di Yogyakarta. Metode penelitian mengenai Pengembangan Strategi Pelestarian Budaya di Sanggar Tari Bali Saraswati Yogyakarta dilakukan dalam empat langkah, yaitu menentukan lingkup penelitian yang terdiri dari l okasi penelitian, objek penelitian dan subjek penelitian. Langkah kedua, melakukan teknik pengumpulan data yang terdiri dari dua poin yaitu pengumpulan data primer dan pengumpulan data sekunder. Ketiga, menentukan variabel yang dilakukan melalui dua faktor, yaitu faktor internal (kekuatan dan kelemahan) dan faktor ekstenal (peluang dan ancaman). Langkah terakhir yaitu melakukan analisis data dengan metode kualitatif dengan analisis SWOT. Hasil penelitian pertama, berdasarkan matrik IE Sanggar Tari Bali Saraswati berada pada posisi IV yaitu Stability Strategy. Tidak menambahnya program dan kurikulum pembelajaran yang telah diterapkan sanggar namun, diperjelas lagi dari materi pembelajaran, kurikulum yang ada dan standar kelulusan siswa. Kedua, berdasarkan kuadran analisis SWOT Sanggar Tari Bali Saraswati berada pada kua dran IV, yaitu retrenchment strategy, melepaskan diri dari KPB Purantara atau menentukan sekretariat yang tepat untuk dijadikan secretariat sanggar adalah strategi yang tepat dilakukan. Ketiga, berdasarkan analisis matrik SWOT strategi umum yang diperoleh yaitu menyelenggarakan kegiatan lomba tari Bali setiap semester untuk anak-anak tingkat SD, SMP dan SMA se-Yogyakarta. Bekerja sama dengan panitia upacara keagamaan Hindu (pangempon Pura) yang ada di Yogyakarta. Memberikan kesempatan kepada siswa untuk ikut berpartisipasi dalam kegiatan pengabdian (ngayah) dan event yang mengatasnamakan Sanggar Tari Bali Saraswati. Perlu meningkatkan kesadaran dan rasa memiliki dari pengelola Sanggar Tari Bali Saraswati, anggota KPB (Keluarga Putra Bali) Purantara dan Asrama Bali. Research on Cultural Conservation Development Strategy at Bali Saraswati Dance Studio Yogyakarta aims to identify the strategy used at Bali Saraswati Dance Studio. In addition, to analyze the internal and external factors and formulate the development of strategies conducted by Bali Saraswati Dance Studio in Yogyakarta. The research method on Cultural Conservation Development Strategy at Bali Saraswati Dance Studio is done in four steps, those are determining the scope of research consisting of research location, research object and research subject. The second step, perform data collection techniques consisting of two points: primary data collection and secondary data collection. Third, determine the variables made through two factors, namely internal factors (strengths and weaknesses) and extensions (opportunities and threats). The last step is to perform data analysis with qualitative method with SWOT analysis. The results of the first study, based on the matrix IE Bali Saraswati Dance Studio is in the fourth position of Stability Strategy. Not adding to the program and learning curriculum that has been implemented by the studio but made clear from the learning materials, the existing curriculum and the students' graduation standard. Second, based on quadrant of SWOT analysis Bali Saraswati Dance Studio is in quadrant IV, that is retrenchment strategy, breaking away from KPB Purantara or determining the right secretariat to be used as studio secretariat is the right strategy to do. Third, based on SWOT matrix analysis, the general strategy obtained is to hold Balinese dance activity every semester for elementary, junior and senior high school students in Yogyakarta. In cooperation with the committee of Hindu religious ceremonies (Pangempon Pura) in Yogyakarta. Provide opportunities for students to participate in the activities of devotion (ngayah) and the event on behalf of Bali Saraswati Dance Studio. Need to increase awareness and sense of ownership of Bali Saraswati Dance Studio, member of KPB (Family of Putra Bali) Purantara and Bali Dormitory.

scholarly journals SWOT-ANALYSIS AS A TOOL FOR DETERMINING A SMALL ENTREPRENEURIAL STRUCTURE DEVELOPMENT STRATEGY

2021 ◽  
pp. 59-66
Author(s):  
Khrystyna Danylkiv ◽  
Oksana Sadura
Keyword(s):  
Economic Growth ◽  
Development Strategy ◽  
Small Businesses ◽  
Matrix Method ◽  
Banking Sector ◽  
Swot Analysis ◽  
External Environment ◽  
The State ◽  
Retail Trade ◽  
Strategic Analysis

Purpose. The aim of the article is strategic analysis of the state of development of LLC “GALYCHMED”, identification of positive and negative trends and changes, identification, and awareness of the factors that cause inhibition of its development, search for priority ways and directions of development of the analysed enterprise. Methodology of research. To achieve this goal, a toolkit of research methods was used, namely: economic-statistical and calculation-analytical – to study the opportunities and threats to the external environment of the operation of LLC “GALYCHMED”, the strengths and weaknesses of the studied enterprise; matrix method of strategic analysis (SWOT-analysis) – to comprehensively reflect the results of the analysis of the external and internal environment of LLC “GALYCHMED”; problem-oriented – to substantiate the strategic directions and the potential scenario of solving the issues of development of the analysed enterprise; tabular – for visual display and effective perception of statistical data; induction and deduction – for concluding; logical – for the consistent generalization of theoretical and practical provisions of scientific research. Findings. SWOT analysis was performed according to the stages of filling in the SWOT matrix, processing (summarizing) results, and analysis of results. It is noted that the main purpose of SWOT analysis as a matrix method is to obtain reliable data on the company’s capabilities and threats to its promotion in the market of goods and services, so before SWOT analysis are the following tasks: identifying marketing opportunities that meet the company’s resources; identification of marketing threats and development of measures to neutralize their impact; identifying the strengths of the enterprise and comparing them with market opportunities; identification of enterprise weaknesses and development of strategic directions for overcoming them; identification of competitive advantages of the enterprise and formation of its strategic priorities. It is established that the influence of the macroenvironment is negative and the mesoenvironment is positive. The most important factors of positive influence are the attitude of the buyer to the product, the population, the attitude of people to work, and so on. Among the most negative factors are inflation, the social situation in the country and the world (COVID-19), financial crisis, slowing economic growth, the purchasing power of the population, industry competitors, potential competitors, and more. The following advantages of the analysed enterprise are determined: the goods sold by the enterprise; quality of services; state of the sales system; market share; availability of credit; enterprise assets; net profit. It is proved that the unstable financial market due to the pandemic, the devaluation of the national currency, the situation in the banking sector, losses in the area of environmental protection in eastern Ukraine, as well as other factors negatively affected the trading activities of LLC “GALYCHMED”. In most retailers, costs have risen and profits have fallen, prompting more conservative pricing and spending cuts. Originality. The application of SWOT analysis has been further developed, which allows to selection measures to ensure the economic growth of the enterprise, systematize problem situations, identify and use new potentials faster than competitors, avoid dangers, make informed decisions about small business development, and prevent irrational use of financial assets. This technique is an effective, affordable, cheap way to assess the state of the problem and management situation in small businesses. Practical value. The results of the SWOT analysis are recommended for use by the researched enterprise (LLC “GALYCHMED”) and other retail enterprises to determine the development strategy, for market analysis and study of competitiveness, but each time it must be adapted to the specifics of the enterprise. Key words: SWOT analysis, strengths, and weaknesses of the enterprise, opportunities and threats, external environment, economic environment, financial and economic situation, retail trade, strategic planning, demography, political environment.

scholarly journals STRATEGI PEMASARAN PAKET WISATA FULL DAY DI PT. TOUR EAST INDONESIA

Jurnal IPTA ◽  
2014 ◽  
Vol 2 (1) ◽  
pp. 17
Author(s):  
Putu Geni Jaya Ksamawan ◽  
I Made Kusuma Negara ◽  
I Putu Sudana
Keyword(s):  
Marketing Strategy ◽  
Human Resource Development ◽  
Development Strategy ◽  
Process Management ◽  
Swot Analysis ◽  
Matrix Analysis ◽  
Strategy Development ◽  
Travel Agents ◽  
The Right ◽  
Full Day

he development of increasing tourist arrivals to Bali led to the development of business and tourism in the world of business, one business trip in Bali. PT. Tour East Tours and Travel is the one of the travel agents in Bali in this to win the competition with other companies, the need for proper marketing strategy and correct. This study aims to determine the marketing strategy Full Day tour packages PT. Tour East Indonesia and what strategies can be implemented in the PT. Tour East Tours and Travel to boost sales of tour packages to tourists as well as winning the competition with other companies. In this study using Qualitative descriptive data analysis techniques combined with a SWOT analysis to figure out what the right strategy is used to market tour packages Full Day of PT. Tour East Indonesia. Based on the SWOT matrix analysis obtained a marketing strategy that can be applied to PT. Tour East Tours and Travel is a strategy creation and development of tourism products, increased promotion strategies, human resource development strategy, market segmentation strategy development, and strategies for improving the quality of products and services. From the results of this study can be given advice to the PT. Tour East Tours and Travel is improving service process management and define market segments and maintain the image of the internal and external environment, while maintaining a cooperative relationship, and held training to staff meetings.

scholarly journals Analysis of footwear business development strategy using QSPM and SWOT analysis

2019 ◽  
Vol 19 (4) ◽  
pp. 167-176
Author(s):  
Syufriadi Ibrahim ◽  
Dodik Ridho Nurrochmat ◽  
Agus Maulana
Keyword(s):  
Development Strategy ◽  
Swot Analysis ◽  
Business Development

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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