Growth and Development Strategy of It Software and Service Industry

The purpose of this research was to identify performance and determine the strategy for improving the performance of fish farmers groups in this area, which has excellent and dominant potential in freshwater aquaculture. There were about 131 fish farmers and 11 fish hatchery and rearing groups from this region's six research sample villages. The identification results of the fishbone diagram analysis showed that the fish farmer group's growth and development, in general, were still low, based on several dominant categories, namely infrastructure, fisheries extension performance, contribution performance, and the interests of fish farmers. In detail, the causes were: 1) insufficient facilities and infrastructure; 2) management in implementing fish farmers groups function has not run optimally; 3) the lack of fisheries extension workers; 4) the lack of contribution among group members; 5) relationship between fish farmers groups and local government institutions was still low; 6) fisheries activities were dominated by certain people; and 7) the interests of the fish farmers to form groups were still low. As the results of the SWOT analysis, the fish farmers group's performance development strategy was carried out by improving the performance of group roles and functions through mentoring and facilitating group activities.

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Research on the Development Strategy of Building Energy Efficiency Service Industry

Proceedings of the 18th International Symposium on Advancement of Construction Management and Real Estate ◽

10.1007/978-3-642-44916-1_62 ◽

2014 ◽

pp. 639-647 ◽

Cited By ~ 1

Author(s):

Yu Fan ◽

Li Zhang

Keyword(s):

Energy Efficiency ◽

Development Strategy ◽

Service Industry ◽

Building Energy ◽

Building Energy Efficiency ◽

The Development Strategy

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Management Accounting Change as a Sustainable Economic Development Strategy during Pre-Recession and Recession Periods: Evidence from Russia

Sustainability ◽

10.3390/su11113139 ◽

2019 ◽

Vol 11 (11) ◽

pp. 3139

Author(s):

Vasilii Erokhin ◽

Dmitry Endovitsky ◽

Alexey Bobryshev ◽

Natalia Kulagina ◽

Anna Ivolga

Keyword(s):

Sustainable Development ◽

Development Strategy ◽

Service Industry ◽

Management Accounting ◽

Economic Recession ◽

Future Application ◽

Strategic Adaptation ◽

Sustainable Performance ◽

Breakeven Analysis ◽

Intention To Change

The volatility of both global and national markets has emerged in recent years. In response to the changes in the operating environment, organizations have been adopting various practices to ensure sustainable development by anticipating threats and managing risks. While many studies are focusing on the investigation of strategic adaptation to the volatile economic environment, there has been little research examining management accounting (MA) as a sustainable development strategy in times of economic turbulence. This study investigates the degree of variation in the use of MA practices induced by economic recession. Investigating the variations in management accounting practices in Russian organizations in 2000–2013 (pre-recession period) and 2014–2018 (economic recession), the authors explore the change across 54 MA tools split into operation, management, and strategy pillars. The contribution of this study to the literature involves the understanding of the use of particular MA tools across various types of organizations and industries before and during the economic recession, as well as discovering the intention to change the instruments in case the economic situation deteriorates. The survey of four types of organizations (micro, small, medium, and large) in five sectors (service, industry, trade, agriculture, and tourism) was conducted in seven territories of Russia differentiated on the level of their economic performance (well-performing, average, and declining). The survey revealed that, during the crisis, the respondents tend to drop using many of proactive sustainability-oriented MA tools and instead focused on achieving immediate and direct effects on sales, profits, and other performance parameters by employing less-sophisticated short-term MA instruments. The forecast of future application of MA tools in a falling economy revealed that, in an attempt to achieve durable and sustainable performance, the organizations of all types and sectors intended to focus on practices such as risk management variance analysis, rolling forecasts, payback, breakeven analysis, and activity-based management.

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

JURNAL REKAYASA DAN MANAJEMEN AGROINDUSTRI ◽

10.24843/jrma.2021.v09.i02.p08 ◽

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

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Analisis Strategi Bisnis Pt. Xyz Untuk Berkembang Dalam Industri Saas

Jurnal Manajemen Bisnis dan Kewirausahaan ◽

10.24912/jmbk.v2i5.4889 ◽

2019 ◽

Vol 2 (5) ◽

Author(s):

Christian Michael Budijanto Dan Rina Adi Kristianti

Keyword(s):

Development Strategy ◽

Service Industry ◽

Technology Development ◽

Service Providers ◽

Third Stage ◽

External Threat ◽

Swot Matrix ◽

Product Development Strategy ◽

Space Matrix ◽

Three Phases

This research aims to analyze the strategies that have been pursued by PT. XYZ for long term strategy improvement and see opportunities that can be used to develop in the SAAS (software as a service) industry. Analytical method used to support research with three phases, ie Input Level, Match Stage, and Decision Stage. These three stages can help identify, evaluate and select strategies in PT XYZ. In this study compare products from PT. XYZ is Sales1CRM with competitors in the SAAS industry that provides CRM services. Competitors selected by authors include: HashMicro CRM, EspoCRM, and Barantum CRM as one of SAAS-based CRM service providers in Indonesia. Based on the results of the research which has been done by using three phases, that is, in the first phase of PT XYZ able to exploit existing opportunities and minimize its external threat, PT XYZ has more strength than its weakness factor, but PT. XYZ is still under HashMicro because the number of services provided is limited. While in the second stage, the SWOT matrix provides a SO strategy recommendation and in the SPACE matrix provides recommendations for aggressive strategy to continue to expand its market share, and the Internal-External Matrix recommends growth and build strategy. In the third stage, QSPM provides three alternative recommendations, namely, product development strategy in order to continue to grow following technology development and second alternative is market penetration strategy and horizontal integration.

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Russian economic planners face investment squeeze

Emerald Expert Briefings ◽

10.1108/oxan-db239846 ◽

2018 ◽

Keyword(s):

Interest Rates ◽

Development Strategy ◽

Government Spending ◽

Growth And Development ◽

Public Investment ◽

Domestic Investment ◽

Bond Yields ◽

Content Type ◽

Strategic Goals ◽

The Government

Significance Forecasts of modest GDP growth next year assume a recovery in domestic investment, driven primarily by government spending to deliver a six-year growth and development strategy. Impacts Rising yields on government debt next year may disrupt plans for new issuance. Higher bond yields will add to pressure to raise interest rates. Restricted public borrowing will reduce funds available for public investment. The government is promising more rigorous methods for quantifying strategic goals, but only by end-2019.

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