The position of diplomacy in Iranian sports

This study aims to analyze the non-aeronautical business strategy of PT Angkasa Pura I at Syamsudin Noor Airport in Banjarmasin obtained from the identification of internal factor conditions (strengths and weaknesses) and external factors (opportunities and threats) and find the formulation of a non-aeronautical business strategy at PT Angkasa Pura I Airport Syamsudin Noor Banjarmasin. Identification of internal factors (strengths and weaknesses) and external factors (opportunities and threats) was obtained by researchers from the results of in-depth interviews with credible and experienced informants. Apart from that, external analysis was also obtained from PESTLE analysis on the non-aeronautical business environment. The research results from the identification and analysis of internal factors (strengths and weaknesses) and external factors (opportunities and threats) were processed with the Internal Factor Evaluation (IFE) matrix and the External Factor Evaluation (EFE) matrix. The formulation of the results of the IFE and EFE matrices is obtained from the results of the SWOT matrix. Finally, after processing the data through these matrices, we found a way to find out the right business strategy for the non-aeronautical business of PT Angkasa Pura I Syamsudin Noor Airport in Banjarmasin with the SPACE Strategy which interprets the company's position to be in the Cartesian coordinate quadrant. This study found that the non-aeronautical business of PT Angkasa Pura I Syamsudin Noor Airport in Banjarmasin is in a quadrant I position that can implement the strategy market penetration, market development, product development and diversification related and un related business. Keywords : Non Aeronautics, PESTLE, IFE Matrix, EFE Matrix, SWOT, SPACE Strategy Matrix

Naval base as part of integrated fleet weapon system has an important role in maintaining the strategic environment in the region of Indonesia. Naval base with a strategic location will support Indonesian navy?s main duty to carry out the administrative and logistical support. Due to the limitation of naval base?s condition, feasibility study will be required to relocate the naval base. In this feasibility study, a combination of methods between SWOT analysis and Analytical Hierarchy Process (AHP) is used. The results of the Internal Factors Evaluation (IFE) matrix analysis is 4.72 and External Factors Evaluation (EFE) matrix analysis is 2.91. In general, the balance of power between the IFE Matrix and EFE Matrix is located in quadrants I and thus, the aggressive strategy is supported. While the matrix analysis? result of Internal-External (IE) showed that the score of IFE and EFE located in quadrant II and VII.

Ensuring the safety of urban parks and green spaces is of paramount importance. This process involves the design and implementation of safety infrastructures such as standard pedestrian pathways, appropriate lighting, the installation of safe playground equipment, and continuous monitoring of space conditions. Additionally, the use of environmentally friendly materials and the provision of suitable facilities for individuals with special needs are among the crucial measures in this regard. This study is designed to propose models for assessing the environmental and safety conditions of urban green spaces in the context of crisis events. The research is based on the collection of necessary data through field studies conducted in Rezvan Park, located in District 10 of the Tehran Municipality, as a case study. The study identifies strengths, weaknesses, threats, and opportunities related to the research topic. The findings were categorized into two matrices: the Internal Factor Evaluation Matrix (I.F.E.M) and the External Factor Evaluation Matrix (E.F.E.M), structured within the SWOT model, and weighted by 15 experts. Based on the scores obtained, operational strategies were formulated to improve the safety conditions of the study site in alignment with urban crisis management. Subsequently, the strategies derived from the SWOT model were weighted and prioritized using the Quantitative Strategic Planning Matrix (QSPM) based on their correlation with the strengths, weaknesses, threats, and opportunities identified in the I.F.E.M and E.F.E.M matrices. Finally, to determine the strategic position of the project and conduct a precise assessment for selecting appropriate corrective strategies, the Strategic Position and Action Evaluation (SPACE) model was employed. Based on the results, specific and general recommendations were presented to enhance the safety of urban green spaces for effective urban crisis management.

Purwodadi Village is one of the villages in Tegalrejo District, Magelang Regency. The general problems faced include uneven infrastructure development due to limited development funds, poverty rates that tend to increase, lack of education and low capacity of the community, this is stated in the 2015-2020 RPJMDes. The analytical tools used are Internal Factor Evaluation Matrix, External Factor Evaluation Matrix, Internal and External Matrix, and Quantitative Strategic Planning Matrix. The results show that the position of Taman Bunga Manohara is in quadrant V (hold and maintain). The three highest strategic priorities are: optimizing the resilience and uniqueness of Taman Bunga Manohara and strategic location to get the number of tourists of all ages which will have an impact on high income levels so as to improve the economy of the surrounding community, optimize strategic locations to obtain more tourist visits a lot, and increase the professionalism of managers evenly in order to improve the management system for the realization of Taman Bunga Manohara with a high level of visitation.

This study aims to determine the SWOT analysis in increasing competitiveness at PT. Matahari Department Store Kediri. The problem in this study is "does SWOT Analysis play a role in increasing competitiveness at PT. Matahari Department Store Kediri. The research method used is the descriptive analysis research method, SWOT Matrix, External Factor Evaluation Matrix (EFE Matrix), Internal Factor Evaluation Matrix (IFE Matrix). The results of the study indicate that when PT. Matahari Department Store Kediri The competitive strategy implemented by PT. Matahari Department Store Kediri only provides quality products at affordable prices but also considers maximum product sales through social media, and maintains the company's image in the eyes of consumers so as to increase customer loyalty and the weighted value of the Internal Factor Evaluation Matrix (IFE Matrix) is 2.85 which indicates that the position of PT. Matahari Department Store Kediri has a very strong internal position. While the weighted value of the External Factor Evaluation Matrix (EFE Matrix) is 3.02 which indicates that PT. Matahari Departement Store Kediri in facing the dynamics of the external environment the company's position is relatively strong.

The purpose of this research is to know the external and internal environmental factors by using the EFE and IFE matrix that lead to the competition changes and seek the alternative strategies by applying SWOT matrix as well as by specifying or selecting the most appropriate strategy through QSPM at Batik Labor Group Production on Keser Notog , Patikraja, Banyumas. This research implemented descriptive research based on the case study that applied qualitative and quantitative approach. The data collection related to the research was accomplished in several stages. It was started by interviews or Focus Group Discussion (FGD) by providing questionnaires to the concerned stakeholders. The data analysis was conducted through Internal Factor Evaluation (IFE) Matrix; External Factor Evaluation Matrix (EFE) Matrix; Strength, Weakness, Opportunity, Threat (SWOT); and Quantitative Strategic Planning Matrix (QSPM). The results of this study shows that the strategy on creating a unique styles and motifs of batik is the best alternative strategy to be implemented in Batik Labor Groups Production on Keser Notog, Patikraja, Banyumas, Central Java with the TAS value of 6.22 for QSPM matrix. This strategy is the most appropriate approach to be implemented to enhance the competitive advantage to face the various kinds of threats and weaknesses and to strengthen the competitiveness in business production of Batik in Keser Notog, Patikraja, Banyumas, Central Java.

This study aimed to design a comprehensive strategic planning framework for sports talent management in Iraq, encompassing key dimensions such as athlete recruitment, retention, development, performance management, compensation, and motivation, all aligned with the long-term development of professional sports. A mixed-methods (qualitative–quantitative) approach was adopted to combine the conceptual depth of qualitative inquiry with the statistical rigor of quantitative methods. In the qualitative phase, semi-structured interviews were conducted with 12 experts in the fields of sports and sports management. SWOT analysis and the Resource-Based View (RBV) approach were employed to identify the components and challenges of sports talent management in Iraq. In the quantitative phase, a questionnaire developed based on the qualitative findings was administered to 75 sports managers, coaches, and experts, and the collected data were analyzed using statistical methods. The quantitative results indicated that the key components of strategic planning—including talent recruitment and identification, retention, performance management, individual and team development, compensation, and motivation—were all considered highly important by the study population, and the proposed model significantly addressed these dimensions. Furthermore, prioritizing strategies using the Internal Factor Evaluation Matrix (IFE) and the External Factor Evaluation Matrix (EFE) contributed to determining effective operational pathways. Given the complexity and multidimensional nature of sports talent management, the combined model based on SWOT and RBV proved effective for strategic planning. The proposed model can serve as a foundation for developing a sports talent management system in Iraq and improving the long-term performance of professional sports.

The purpose of the research is to identify and analyze the business model in Supermarket XYZ, then give recommendation of priority strategy as perfection of Supermarket XYZ business model to more systematic, specific, unique and relevant to current business condition. This research uses descriptive analysis method. The analytical tool used is business model canvass (BMC), the external factor evaluation matrix (EFE), internal factor evaluation matrix (IFE), external internal matrix (IE), and the combination between strength, weakness, opportunity, threat (SWOT), and analytical hierarchy process (AHP ) called AWOT. The result was obtained based on the result of AWOT analysis, the priority strategy of the channel element with the highest score is SO strategy, to develop a food court to provide a customer shopping experience. Priority strategy of the customer relationship element is ST strategy, cooperation with the third parties for the development of joint promotion programs. Finally, priority strategy of the key activities element is WO strategy, training and development program. The Selected BMC element and the specified strategy can be the basis for the development of the Supermarket XYZ business model in the future.

Vendor Held Stock is a supply chain optimization strategy commonly adopted for oil and gas commodities and renewable energy. Vendor Held Stock is developing the Vendor Managed Inventory concept on the Consignment Model, where vendors provide additional storage and inventory management services, procurement, and delivery. PT IMC is a company operating in the field of energy supply, implementing Vendor Held Stock scheme with a Consignment Arrangement. This study aims to design a priority strategy for optimizing the Vendor Held Stock scheme to increase the company's added value in its market expansion efforts. Interviews and questionnaires were conducted on divisions directly involved in the High-Speed ​​Diesel Bio Solar distribution operations, such as the Operations and Commercial Division and the Cargo Distribution Center Division. Strategy design is carried out by identifying the company's internal and external environment by analyzing Strengths, Weaknesses, Opportunities, and Threats, preceded by the Internal Factor Evaluation Matrix, the External Factor Evaluation Matrix, and the External Internal Matrix. Priority strategy is determined using the Quantitative Strategic Planning Matrix. The strategy with the highest Total Attractiveness Score was chosen as a proportionality strategy where "Changing the status from an Agent to a General Trading Permit to get more competitive price" obtained the highest total attractiveness score with a score of 7,2478. Focusing on the strategy is expected to increase company competitiveness globally

House of Balikpapan Creative (RKB) is a small and medium industry that has been developed and focuses on hand made batik and recycle handicraft. This small industry involves local community that consists of disability people and housewife. The existence of RKB is formed by oil and gas company contribution to local community in their operations area through Corporate Social Responsibility program. Current condition of RKB needs development strategy systematically. This research is aimed toreview the current state of business, to review the performance and to formalize the business development strategy of RKB in an attempt to increase the independence and sustainability of the business. Data collection was done through observation; interviewand focus group discussion as well as disseminating a questionnaire to 30 respondents, which used RKB products. The data is analyzed descriptively where as IPA analyzes performance review. Internal Factor Evaluation Matrix, External Factor Evaluation Matrix, Internal External Matrix, Strength, Weakness, Opportunities and Threats (SWOT) Matrix Analysis along with Quantitative Strategy Planning Matrix (QSPM) analyze strategy development. Outcome mapping performance and consumer interests described the RKB need to allocate adequate resources for improving the performance of the product in terms of price, speed orders, precision workers and handling complaints and media promotion. Based on the SWOT and QSPM analysis, the most major strategic priorities which need to be implemented are organizational restructuring and management system, increase promotion, partnering with banking institutions, sets the market price strategy to confront the competition, improve the quality of service to customers.

The production of Siam-catfish (Pangasianodon hypopthalmus) seeds in Subang, West Java can not meet the market demand yet. The production of Siam-catfish seeds need to be improved especially by the main supplier namely the North Branch of Marine and fisheries service of West Java province (CDKPWU) with a partnership pattern between core and plasma. The purposes of this study were to identify internal and external factors that influence the marketing of Siam-catfish seeds with a network system between CDKPWU and partners, to identify advantages and disadvantages in the network process that occurs between CDKPWU and the partners, and trying to develop the most effective business and marketing srategy of Siam-catfish seeds in order to reach maximum output and outcome. The methods used in this study were as follows: (1) Valuable, Rare, Imitate to Cost and Organized Analysis (VRIO), (2) Political-Legal, Economic, Social, Technology Analysis (PEST), (3) Internal Factor Evaluation Matrix (IFE), (4) External Factor Evaluation Matrix (EFE), (5) Internal External (IE) Matrix, (6) Analysis of Strengths, Weaknesses, Opportunities, and Threats (SWOT) and (7) Quantitative Strategic Planning Matrix (QSPM) Analysis. The result of IFE and EFE matrix indicated that the company's position was stable in response to external situation. The total score of IFE matrix was 3.38, indicating that the strength of CDKPWU can overcome weaknesses very well. The total score of EFE matrix was 2.59, describing that CDKPWU was good enough in responding to opportunities and minimizing threats. The results of the SWOT analysis show nine alternative strategy formulations in which three alternative formulation priorities were (1) Expanding the production partnership network to increase production and increase community income, (2) Maintaining good seed quality and production process technology, (3) Utilizing partnerships to establish good relationship and communication with relevant agencies. Based on the QSPM matrix analysis, the priority strategies are obtained to be implemented, namely expanding the production partnership network to increase production and increase community income

Various surveys show that the key to corporate success lies not only on the product or service being offered but how far the company’s efforts to satisfy the needs of its customers. Companies have to provide products or services that match customer needs and wants, and then maintain close relations with customers. Customer loyalty will be the key to success, not only in the short term but sustainable competitive advantage. This is because customer loyalty has strategic value for the company. One way that proved effective and successful to meet and satisfy customer needs is through the CRM (Customer Relationship Management). CRM is not new in the business world. Customer Relationship has long been applied by traditional businessmen. Technology in the form of a web can be utilized as a catalyst in improving the quality of CRM. Combining Technology and CRM in a business called E-CRM. E-CRM application development web based on PT Trafoindo Prima Perkasa aims to analyze and design company and customer needs. The research method used in this writing is descriptive survey method primarily associated with the customer. The analysis tool used is the model porter five forces and industry analysis: CPM Matrix, the External Factor Evaluation Matrix (EFE), the Internal Factor Evaluation Matrix (IFE), SWOT Matrix, IE Matrix, SPACE Matrix, and Grand Strategy Matrix to identify alternative strategies can be applied. Alternative strategy is then measured with a Matrix QSP charm, coupled with the approach of Object Oriented Analysis and Design as the basis for the development of E-CRM application based on web. Conclusions obtained are E-CRM applications have produced work as expected.Keywords: development, application of E-CRM, Trafoindo Prima Perkasa

Alindo Dewata Tours Bali as an inbound tours companydeals with the competitors by applying competitive strategy.Nevertheless the competitive strategy applied is not maximumyet. It is apparently seen at the average growth of touristsnumber handled since 2004-2013 by the company only 5,97 %.Therefore, this study has the objective to know what internalexternal factors that give influences and competitive strategy tobe applied in the company. This research using analysis toolsof Internal Factor Evaluation (IFE) matrix, External FactorEvaluation (EFE) matrix for general strategy, Internal External(IE) matrix, Strength Weakness Opportunity Threat (SWOT)matrix for alternative strategy and Quantitative StrategicPlanning Matrix (QSPM) for priority strategy. The result of IFEmatrix indicates bundle pricing policy as the prime strengthand the application of the management information system notmaximum as the prime weakness. EFE matrix indicates qualitystrategy contributes the service as prime opportunity and thedependency on the foreign travel agencies as prime threat.Based on IE matrix, the company’s position is at five (V) levelfor resistance and endurance strategy. SWOT matrix indicateseight competitive strategic alternatives. Suggested first priorityby QSPM is to develop market segment, both overseas anddomestic market.

Apple Inc. is a famous information technology firm in the global market. The organization has a wide range of products which consists of MacBook, iPhones, Apple TV, iPad and Apple watch. In this era of globalization with technologies, Apple’s users seek for unique performance products that are aesthetically pleasing as well as emphasize good product qualities. In 1976, Apple was established by Steve Jobs and his partners to develop modern technology products. In order to assess Apple’s strategic capabilities, Osterwalder’s Business Model Canvas is applied in this case study. There is several competitive analysis tools are written in this article including Internal Factor and External Factor Evaluation matrix, SWOT and SPACE Matrix, Boston Consulting Group (BCG) analysis as well as Internal-external (IE) analysis to evaluate Apple’s competitive intelligence. Throughout the report, every component in the evaluation model reflects the direction of how Apple overcomes the hurdles and how Apple could benefit by expanding their business in the international market. Lastly, Sun Zi’s Art of War is also being studied and included into business strategies of Apple. Keywords: Apple, Osterwalder, Factor Evaluation Matrix, SWOT, SPACE Matrix, Internal-external Analysis, Sun Zi’s Art of War

In marketing a product or service within a company, an easy and flexible approach (marketing mix) is needed. One of them is promotion, promotion is called the company's marketing communication mix including advertising, sales promotion, public relations, personal selling, and direct marketing. The purpose of this research is to formulate superior competitive marketing strategy alternatives and appropriate company policies using the SWOT (Strength, Weakness, Opportunity, Threat) analysis method at PT. Keraton Agri Nusantara. SWOT analysis is carried out using the IFE (Internal Factor Evaluation) matrix which describes the strengths and weaknesses of the company and the EFE (External Factor Evaluation) matrix which outlines the company's opportunities and threats and the IE (Internal External) matrix which shows the company's current position. From the results of data analysis obtained a total score of strengths, weaknesses, opportunities and threats, each obtained the highest strength weight 0.71, the highest weakness weight 1.10, the highest opportunity weight 1.25, and the highest threat weight 0.25. The average total score on the IFE matrix is 3.48 while the EFE matrix is 2.84. These results put PT. Keraton Agri Nusantara is in quadrant III and the marketing strategy that must be implemented is to minimize internal problems to seize existing opportunities.