External Strategic Factors Research Articles

Perencanaan Strategi Pemasaran Pondok Pesantren Darul Ilmi Wal Amal

The purpose of this research is to determine the strategic positioning and alternative marketing strategy that can be carried out by Darul Ilmi wal Amal Islamic Boarding School. The method used in this research is a descriptive method with a qualitative approach. The data analysis used is SWOT analysis (Strength, Weakness, Opportunity, Threat) which is measured through internal factors (Internal Strategic Factor Analysis Summary/IFAS) and external factors (External Strategic Factor Analysis Summary/EFAS). The results obtained from IFAS and EFAS show that Darul Ilmi wal Amal Islamic Boarding School is in quadrant I, which is a position that shows a strong organization with great opportunities. The strategy that is in accordance with this position is a development strategy (progressive/aggressive/expansion) which includes preparation towards a muadalah-based boarding school; expansion of promotion by involving various related parties and using various effective methods; expansion of cooperation with various related parties, especially in admitting new students, education and training; determining affordable prices/fees, scholarship programs for students and organizing the learning process based on the different academic abilities of students in the form of study groups.

Defend ID's Strategic Management to be in The Top 50 Defense Global Company: SWOT Analysis of PT Dahana

A Defence SOE Holding was formed called Defence Industry Indonesia (Defend ID) and PT Dahana (Persero) is one of the 4 (four) companies incorporated in this holding. To achieve Defend ID's target of becoming a Top 50 Defence Global Company, PT Dahana implements strategic management to increase its competitiveness and become a major player in the global defence industry. PT Dahana faces strategic challenges in the defence industry both at the internal, national and global levels. This research article uses a qualitative method with a SWOT (Strengths, Weaknesses, Opportunities and Threats) framework, with the aim of obtaining a systematic assessment of PT Dahana's internal and external strategic factors. The research results obtained are that PT Dahana can utilize its strengths to overcome weaknesses and threats and take advantage of existing opportunities. By continuously strengthening strategies and innovations, PT Dahana is expected to continue to maintain and improve its position in the future.

Analysis the Impact of Halal Certification Strategies on the Development of Small and Medium Enterprises (SMESs) in Bandung

The study aims to determine the strategy for halal certification in the development of Culinary SMEs in the Greater Bandung Region from an internal and external perspective. The research method used is a qualitative method with a SWOT matrix approach of IFAS (Internal Strategic Factors Analysis Summary) and EFAS (External Strategic Factors Analysis Summary) and AHP (Analytical Hierarchy Process). The population in this study are competent parties who know the strategy of halal certification in the development of SMEs in the Greater Bandung Region and sampling was carried out using a purposive sampling technique with a total sample of 18 expert respondents who are ready and willing to be respondents. Based on the results of the IFAS and EFAS assessments, the halal certification strategy is in quadrant I, namely, "Grow and Develop". This research also shows the position of the halal certification strategy in the IA quadrant with the choice of the "Rapid Growth" strategy which has an S>O value, thereby supporting the SO strategy. Meanwhile, based on AHP analysis, the biggest problems and priority solutions are in the infrastructure aspect. The theoretical and practical implications of this research confirm that the problems and solutions that are the priority need to be considered by the relevant institutions. In conclusion, the government should play a proactive role in developing Culinary SMEs by raising awareness of halal opportunities and encouraging innovation. Halal certification institutions should optimize the certification process to support the development of Culinary SMEs.

Optimizing Integrative Holistic Early Childhood Development in Mimika Baru Sub-district: An IFAS and EFAS Analysis

This study investigates the implementation of Integrative Holistic Early Childhood Development (IHECD) in Mimika Baru Sub-district, focusing on four kindergartens: TK Negeri 1 Mimika, TK Kartika VI-31, TK Advent Timika, and TK Ceria Cerdas. Utilizing IFAS (Internal Strategic Factor Analysis Summary) and EFAS (External Strategic Factor Analysis Summary), the research aims to evaluate the current conditions and recommend strategies for optimizing IHECD. An evaluative study method was employed, involving questionnaires and focus group discussions to gather data on internal factors such as leadership, educator quality, and infrastructure, as well as external factors including government support and community involvement. The findings reveal that all institutions have more strengths than weaknesses and more opportunities than threats, placing them in quadrant I of the SWOT matrix, which indicates strong positions with significant growth potential. Despite these strengths, challenges such as inadequate infrastructure and insufficient health and safety measures were identified. The study underscores the need for tailored strategies to address these issues, suggesting that policymakers and stakeholders enhance support and resources to improve IHECD implementation. By focusing on strengthening internal capabilities and leveraging external opportunities, the overall quality of early childhood development services can be elevated, contributing to better educational outcomes and human resource development in the region. Furthermore, the research recommends a growth strategy for these institutions to maximize their strengths and opportunities. Future research should explore diverse settings, including rural areas, and consider longitudinal approaches to assess the long-term impact of recommended strategies. This comprehensive approach will ensure that all children in the Mimika Baru Sub-district have access to quality early childhood development services.

Agile Establishment of ERP System Roll Out in Maintaining Production Sustainability during the PSC Transition & Liquidation Phase Case Study a Site Acquisition in the Oil & Gas Industry

In the dynamic landscape of the Oil & Gas Industry, Information Technology (IT) emerges not only as an enabler but as the central driving force reshaping business operational paradigms. This paper delves into the transformative power of Enterprise Resource Planning (ERP) systems, with a spotlight on the agile approach unveils the critical role of the Software as a Service (SaaS) Systems establishment of the Applications, and Products in Data Processing (SAP), in providing a means to mitigate the business process gaps anticipates the indefinite time of Gazettal issuance, streamlining operations, and accelerate business deployment to maintain the oil production sustainability during liquidation and transition phase for a new Production Sharing Contract (PSC) in the case study of a site acquisition in Oil & Gas Industry. The primary data collection is gathered through Focus Group Discussions (FGDs) with key stakeholders, including the Company’s Management, Subholding Upstream, and Holding’s task force team consisting of SAP Consultants, and Business Process Owners (Subject Matter Experts) who are well-versed in the business requirements and current surrounding issues. Combining the literature review for secondary data collection for broader context and insights into best practices and lessons learned in similar cases. The data analysis focuses on the External Strategic Factors Analysis Summary (EFAS) is conducted using PESTLE, Porter’s Five Forces, and the Competitor Analysis to gain a competitive landscape, while the Internal Strategic Factors Analysis Summary (IFAS) with the VRIO framework, assessing a firm’s internal resources and capabilities to maintain a competitive edge over the long term, summarizes the key external & internal factors for the SWOT analysis resulting the alternative strategies. The ultimate best alternative strategy utilizes the Quantitative Strategic Planning Matrix (QSPM) method by analyzing attractiveness scores to the factors & enhances the probability of selecting the best strategic options. Through real-world case studies on a site acquisition and Oil & Gas Industry insights, the paper underscores how SAP SaaS Roll-Out with an established Shared Service Centre as a support organization could revolutionize the Oil & Gas sector, paving the way for enhanced efficiency, sustainability, and strategic decision-making would benefit in the Liquidation and Transition phase of a PSC. Ultimately, this research illuminates the indispensable nature of the SAP applications, as the linchpin driving the industry’s progression towards a more agile, competitive, and ready-to-use landscape as it opens further feasibility study of SAP SaaS “packaged-solution” deployment for the benefit of next block acquisition.

Strategi Optimalisasi Penagihan Pajak Restoran di Pemerintah Kabupaten Sleman Tahun 2013-2015

The purpose of this paper is to present the results of an in-depth analysis of the strategic factors that have influence the development of restaurant taxes in Sleman Regency Government, namely a summary of the internal strategic factor analysis (IFAS) and a summary of the External Strategic Factor Analysis (EFAS) from this research. This paper aims to provide an overview of IFAS and EFAS, focusing on the key factors that affect the development and implementation of the strategy, and to provide a reference for the strategic planning of the restaurant tax. The research method used in this research is descriptive qualitative. Data was obtained through interviews, questionnaires and documentation studies. The research data was processed, then a SWOT analysis was carried out. By identifying opportunities, threats, strengths and weaknesses with analysis of external and internal factors, the right strategy has been produced for the Sleman Regency Government, namely the strategy of using strengths to take advantage of opportunities (Strength Opportunity).

Feasibility Analysis and Strategies of Anchovy Business Development: Economic Resilience Analysis

This study aimed to determine the feasibility analysis and strategies used in the development of anchovy business in Tarakan City. This type of research is descriptive research using quantitative and qualitative approaches. The population and sample in this study were the Usaha Kembang Turi and this study used primary data. Based on the results of this study it is found that financial feasibility was seen from the R/C ratio of 2.40, BCR (Benefit Rate of Return) of 1.40, FRR (Financial Rate of Return) of 65.11%, PPC (Payback Period of Capital) of 1.54 and BEP (Break Even Point) of basic unit price were 118 units and the basic price of the sales was Rp.2, 340,000. Based on the predetermined eligibility criteria, it could be said that the anchovy business in Tarakan City is feasible to operate. The analysis phase was carried out by looking at the internal and external conditions of the company using situation analysis or SWOT analysis through IFAS (Internal Strategic Factors Analysis Summary), EFAS (External Strategic Factors Analysis Analysis), SWOT diagrams, and SWOT matrices. The results of data analysis showed that the strategies used were the SO strategies (Strength-Opportunity).

Analysis of Marketing Strategies for Duck Egg Flour Business in Increasing Sales Volume: A Case of Small and Medium Enterprise “Abinisa” in Sujung Village, Tirtayasa District, Serang Regency

Consumption of egg flour in Indonesia is currently quite large. This can be seen from the increase in egg flour imports. Import figures in 2018 – 2021 have increased from 15,676,606.7 kg to 17,298,358.3 kg (BPS 2022). Egg flour has a broad market and low production costs, and in addition to meeting the needs of the domestic food industry, it is very possible to apply it to small and medium industries (UMKM) to increase the added value of products and farmers in income. The purpose of this study is to analyze the marketing strategy of the duck egg flour business in increasing sales volume in UKM Abinisa. The type of research used in this research is descriptive with a qualitative approach. The method used in this research is a case study research method that will be carried out at UKM Abinisa Sujung Village, Tirtayasa District, Serang Regency. This research was conducted at the end of June – August 2023. Based on the internal strategic factor matrix, UKM Abinisa gets a positive value (+) where the strength (S) is 1.86 greater than the weakness (W) is 1.08. Meanwhile the external strategic factor matrix also gets a positive value where the opportunity (O) is 1.75 greater than the weakness (W) is 0.84. Under these conditions, the suitable strategy is the “Growth Strategy”. Meanwhile, based on the SWOT analysis, the marketing strategy that can be implemented by UKM Abinsa is a rapid strategy, namely developing existing strengths and increasing and maintaining existing opportunities.

Tourism Development Strategy in Mundeh Kangin Village Sub District Selemadeg Barat, District Tabanan Bali

Mundeh Kangin Village has natural resource potential that can be developed into agrotourism. The MundehKangin Village farmer group transformed the village into a durian village. The unique nature and culture attracttourists to visit the village. In improving the quality of tourism, of course there needs to be an effective strategyso that the tourism ecosystem in Mundeh Kangin Village can become a leading tourism destination in TabananRegency, Bali. The focus and aim of this research is to formulate a development strategy for Mundeh KanginVillage. Using the SWOT analysis method (Strength, Weakness, Opportunities, Threats) in analyzing thestrategic environment in the management of Tourism Villages. This research uses a qualitative research typeusing sources from Mundeh Kangin Village, namely the village head (perbekel), the Tourism Awareness Group(POKDARWIS) and farmer groups. Based on the IFE and EFE matrix tables, the total weighted scores are 2.75and 3.12. This shows that agrotourism in Mundeh Kangin Village is relatively strong in overcoming weaknessesand taking advantage of existing opportunities to overcome threats. The internal strategic factor in MundehKangin Village which is the main strength is that it is one of the horticultural commodities which has reachednational and international markets and the garden products in the form of local fruits such as durian, salak,buni, chocolate, coffee, coconut, porang grow abundantly in Mundeh Kangin Village 0.64, while the mainweakness is capital and infrastructure which is still lacking with a total value of 0.33. The external strategicfactor in the development of Mundeh Kangin village which is the main opportunity is the lifestyle of the peoplewho want to return to nature with a value of 0.57, while the main threat faced is the unpredictable climate witha value of 0.30. The research results show that the strategy that can be used by Mundeh Kangin Village is aGeneric expansion strategy. Meanwhile, Strategy variations are, concentric diversification, market penetration,market and product development and backward integration.Keywords: SWOT analysis, development, tourist villages

Landak Industrial Park (LIP) Development Strategy

Landak Industrial Park (KIL; Kawasan Industri Landak) is a national strategic project for Industrial Estates in West Kalimantan and is included in the List of 14 Priority Industrial Estate Developments Outside Java Island in the 2020-2024 National Medium-Term Development Plan (RPJMN; Rencana Pembangunan Jangka Menengah Nasional). The construction of KIL is experiencing delays, and to prevent the project from stalling, the main sources of industrial growth are new investment and increased utility from the current capacity. This study’s approach is both qualitative and quantitative. The analysis technique used is SWOT analysis using Internal Strategic Factor Analysis Summary (IFAS) and External Strategic Factor Analysis Summary (EFAS), developed using spatial analysis techniques from the concept of economic aggregation, which then generates value propositions and makes them the basis of a marketing strategy that includes market segmentation (segmenting), setting market targets (targeting), and creating a unique position (positioning). The result is from the SWOT analysis. KIL is in the turnaround quadrant, a position with a strategy of maximizing opportunities because it has major internal weaknesses. The geographical reach of other economic groups or business clusters that are quite close together is a trigger for the development of KIL. Scenarios from the KIL development strategy are expected to support strategic business decisions.

Landak Industrial Park (LIP) Development Strategy

Landak Industrial Park (KIL; Kawasan Industri Landak) is a national strategic project for Industrial Estates in West Kalimantan and is included in the List of 14 Priority Industrial Estate Developments Outside Java Island in the 2020-2024 National Medium-Term Development Plan (RPJMN; Rencana Pembangunan Jangka Menengah Nasional). The construction of KIL is experiencing delays, and to prevent the project from stalling, the main sources of industrial growth are new investment and increased utility from the current capacity. This study’s approach is both qualitative and quantitative. The analysis technique used is SWOT analysis using Internal Strategic Factor Analysis Summary (IFAS) and External Strategic Factor Analysis Summary (EFAS), developed using spatial analysis techniques from the concept of economic aggregation, which then generates value propositions and makes them the basis of a marketing strategy that includes market segmentation (segmenting), setting market targets (targeting), and creating a unique position (positioning). The result is from the SWOT analysis. KIL is in the turnaround quadrant, a position with a strategy of maximizing opportunities because it has major internal weaknesses. The geographical reach of other economic groups or business clusters that are quite close together is a trigger for the development of KIL. Scenarios from the KIL development strategy are expected to support strategic business decisions.

Development of strategic plan for palm sugar agro-industry using SWOT analysis and business model canvas: Case study in Lombo Village, Sidrap District

Agro-industry is the fundamental part of a development of the agricultural sector. One form of promising agro-industry to be developed in Indonesia is the development of products from palm sugar commodities. The purpose of this research is to determine how to develop a business strategy and increase the potential of the palm sugar industri in Lombo Village, Sidrap District. This study aims to: 1. determine external and internal factors; 2. formulate and analyze internal and external factors, which include strengths, weaknesses, opportunities, and threats, from the development of palm sugar agribusiness. 3. Determine strategic priorities based on existing potentials, capabilities, and constraints. 4. Define a business model canvas.The method used in this research is descriptive qualitative. This study used an accidental sampling method with a total sample size of 40 palm sugar farmers. Data analysis was performed using SWOT matrix analysis and the Business Model Canvas (BMC). The conclusion from the internal matrix analysis is that the Strategic Factor (IFAS) 5.295 and the External Strategic Factor (EFAS) 4.89. This illustrates that the palm sugar industry in Lombo Village, Sidrap District has strengths that can be developed further. The advice to palm sugar farmers in this area is to maintain product taste, as well as carrying out various innovations in diversifying palm sugar products and making product packaging attractive so that it will increase added value.

SUSTAINABILITY STRATEGY FOR DEVELOPMENT OF TILAPIA FISH SEED CULTIVATION BUSINESS WITH BIOFLOC SYSTEM

The purpose of the study was to determine the sustainability strategy of tilapia seed cultivation with a biofloc system followed by a SWOT matrix so that it was known whether this business could be continued with certain strategies that could be applied. The application of new technology in the form of biofloc technology has been tried in the process of tilapia seed cultivation in Jegu Village, Penebel District, Tabanan Regency, but it is also necessary to study whether the new technology can be implemented sustainably by analyzing it using the SWOT Matrix. This study uses a descriptive method by determining the location by purposive sampling with the consideration that the research site already uses a biofloc system. The results of the SWOT analysis show that the position of cultivators is in quadrant III Turn Around/Stability (Change Strategy) followed by a SWOT matrix based on IFAS (Internal Strategic Factor Analysis Summary) and EFAS (External Strategic Factor Analysis Summary) so that the right strategy is obtained is the WO Strategy namely taking advantage of existing opportunities by improving the internal weaknesses of Mina Ayu group members. So that what needs to be implemented: (1) Cultivators to be able to make maximum use of the capital provided by the capital providing institution, (2) Cultivators to be able to make alternative feeds as a substitute for pellet feed, (3) Cultivators to utilize natural resources that support optimally for increase the number of seeds produced, (4) Cultivators to look for alternative markets other than marketing in Lake Batur to guard against disturbances for cultivators in Lake Batur so as not to interfere with the distribution of the seeds produced, and (5) Cultivators to take advantage of local government policies which supports hatchery activities.

ANALISIS SWOT SEBAGAI STRATEGI PENGEMBANGAN USAHA PRODUKSI TEH HERBAL ALAMI DAUN KELOR (Moringa oleifera) CV. ATLANTIC, ACEH UTARA

The aim of this study was to identify the important factors that influence the development of a natural herbal tea production business from Moringa oleifera leaves in Tanjung Ara Village, Tanah Jambo Aye District, North Aceh District. This study uses the case study method, with a focus on SWOT analysis, to find different business development strategies. Five key respondents were selected to provide input on internal and external strategic factors that influence business development. According to the results of the study, the alternative SO strategy obtained the highest score and was suggested as the best strategy that is feasible to apply in the development of natural herbal tea production of Moringa leaves.

Strategi Pengembangan Usaha Bumdes Di Desa Padang Beriang Kecamatan Pino Raya Periode 2017-2022

This study aims to find out BUMDes business development strategy in Padang Beriang Village of Pino Raya Sub-District in period of 2017-2022. The sample in this study consisted of 30 people consisting of 8 village officials, 5 BUMDes managers in Padang Beriang Village of Pino Raya Sub-District, for the period of 2017-2022 for internal factors and 17 people for external factors, namely the local community in Padang Beriang Village of Pino Raya Sub-District. The analytical method used is SWOT analysis which consists of an Internal Strategic Factor Matrix (IFAS) and an External Strategic Factor Matrix (EFAS). The results of the study show that the BUMDes Business Development Strategy in Padang Beriang Village of Pino Raya Sub-District for the period of 2017-2022 supports the Aggressive strategy, or the SO strategy in the SWOT Matrix. The result of the sum of the strengths possessed is 18.9 while the weaknesses are 14.46, therefore, the internal factor quadrant is 18.9 – 14.46 = 4.44 which means the ability of the BUMDes business in Padang Beriang Village of Pino Raya Sub-District in utilizing strengths and minimizing weaknesses in the company's internal The opportunities that this strategy has are 21.15 and the threats are 17.52. Therefore, the external factor quadrant is 21.15 – 17.52 = 3.63 meaning the ability of BUMDes businesses in Padang Beriang Village of Pino Raya Sub-District, to take advantage of opportunities and overcome threats faced by companies in BUMDes business development.

Tourism Sector Development Strategy in Lebong Regency Pad Improvement

The research objective was to determine the marketing strategy of tourism objects in Lebong Regency. The sample in this study were 6 employees at the Lebong Regency Tourism Office who were in charge of marketing tourism in Lebong Regency for internal factors and for external factors, namely visitors or tourists of white water natural attractions in Lebong Regency as many as 30 people, so that the total sample used in this study There were 36 people. The analytical method used was SWOT analysis which consisted of an Internal Strategic Factor Matrix (IFAS) and an External Strategic Factor Matrix (EFAS). The results of research on tourism marketing strategies in Lebong Regency, obtained several conclusions, namely the white water nature tourism marketing strategy in Lebong Regency supports aggressive strategies. The result of the sum of the strengths possessed is 18.52 while the weaknesses are 9.24, so the internal factors quadrant is 18.52– 9.24 = 9.28 meaning that marketing white water nature tourism Lebong Regency exploits strengths and minimizes weaknesses contained internally. The opportunities that this strategy has are 17.60 and the threats are 9.70. So the external quadrant of factors is 17.60 – 9.70 = 7.90 which means high ability to market white water tourism Lebong Regency takes advantage of opportunities and overcomes threats faced by companies in marketing white water tourism .

Marketing Strategy at Hotel Sentral Cawang, East Jakarta

Purpose: This study aims to analyze the marketing strategy at Hotel Sentra Cawang, East Jakarta and To find out the marketing strategy at Hotel Sentral Cawang East Jakarta. Research methods: This study uses a qualitative approach to determine the SWOT analysis on the strategy marketing at the Central Cawang Hotel, East Jakarta. This tool compiles the company's strategic factors and uses a matrix TOWS or SWOT matrix and internal and external matrices. Results and discussion: From the identification of internal and external strategic factors, it is known that the position and profile of Hotel Sentral Cawang, East Jakarta, has a strong market competitive position in the industry. Hotel Sentral Cawang, East Jakarta, must improve product quality, facilities, service, and distribution. Implication: TO find out the condition of the Central Cawang Hotel strategically based on SWOT analysis. Then, according to the SWOT Matrix, determine a marketing strategy with 7P marketing (Product, Price, Place, Promotion, People, Physical Evidence, Process). This research was tested using SWOT analysis by identifying internal and external factors and then formulated in the Cartesian diagram, Internal and External Matrix, and SWOT Matrix. The position of Hotel Sentral Cawang, East Jakarta, on the results of the Cartesian Diagram Analysis, is in Cell 1, in a growth and development position, which is a substantial market competitive position. In the SWOT Matrix, Hotel Sentral Cawang, East Jakarta, can use four alternative strategies: the So, Wo, ST, and WT strategies. Keywords: SWOT Analysis, SWOT Matrix, Marketing Strategy

STRATEGI PENGEMBANGAN PARIWISATA DESA LEUWEUNGGAJAH KECAMATAN CILEDUG KABUPATEN CIREBON

Leuweunggajah Village, Ciledug Subdistrict is one of the villages that has the potential of objects and tourist attractions through the development of Islam which is an attraction so that it is necessary to analyze tourism potential through tourism development strategies in Leuweunggajah Village. This research was conducted in Leuweunggajah village to obtain a potential and mapping of tourism objects and attractions in Leuweunggajah village so that it can create a tourism development strategy from the potential of tourism objects and attractions in Leuweunggajah village. This research method is done by observation, interview, and documentation in data collection. The results of data collection from observations, interviews, and documentation can be described using SWOT analysis and continued analysis of priority strategies based on internal strategic factors and analysis of external strategic factors in tourism development as a tourist village. Research conducted in Leuweunggajah village has 7 (seven) potential objects and tourist attractions, namely: Baitussu'ada Mosque, Sacred Well, Habib Toha Tomb, Friday Kliwon Tradition, Wanit Tani Putri Wanaliman Group, Coffee Packaging Handicrafts, Geol Crackers, where each object and tourist attraction has strengths, weaknesses, opportunities and threats in identifying potential at once in tourism development. In the tourism development strategy of Leuweunggajah village, it must improve the quality of facilities, improve human resources through various kinds of training and the support and participation of the Leuweunggajah village government in order to improve the quality of the economy of the Leuweunggajah village community.

STRATEGI PEMASARAN DAMPAK PANDEMI COVID-19 BERDASARKAN ANALISIS SWOT PADA PT. INDOLAKTO DISTRIBUSI SOLO

Companies need to make strategic and policy decisions in handling the impact of the Covid-19 pandemic so that goals can be achieved according to the company's vision and mission. Good strategic planning is a very useful tool for running this business effectively and efficiently, which in its preparation requires a comprehensive design to the chosen implementation and control.
 Research using the SWOT analysis method was carried out at PT. Indolakto Solo Distribution. The research aims to determine internal IFAS (Internal Strategic Factor Analysis Summary) and external EFAS (External Strategic Factor Analysis Summary) factors using the SWOT method and determine marketing strategies using the SWOT method. The results obtained include the strengths factors with a score of 3.16 while the weaknesses factors have a score of 0.54 with a total IFAS of 1.31. Opportunity factors have a score of 2.53 and threat factors have a score of 0.89 with a total EFAS score of 0.82. The matrix is ​​at the value of the IFAS matrix is ​​strength (Strenghts) with a value of 2.62 and from the EFAS matrix is ​​an opportunity (Oportunity) is a value of 1.64. The recommended strategy is the Strengths and Opportunities strategy, also known as the SO strategy, which uses strengths to overcome opportunities.
 The IE Matrix strategy and the SWOT diagram show Quadrant I which means a favorable situation because the company has opportunities and strengths so that it can take full advantage of opportunities so that it is able to implement strategies that support aggressive growth policies.

Improving Performance Employees of Poly Service Department Nahdatul Ulama Hospital Strategy (RSNU) Tuban

The determinant factor in improving employee performance in the face of competition is the human resource factor. All service organizations will face particular in the service or service sector. Likewise with Nadhlatul Ulama Tuban Hospital in maintaining its existence amid service competition with other hospitals against the community in Tuban Regency. The most appropriate way to test the performance results is to do research. The purpose of this study is to understand human resource management strategies in improving the performance of its employees. The research results showed data processing of factors can affect employee performance. It called individual factors, psychology and company. The value of spirit in RSNU Tuban is also quite influential on the strategy of improving the performance of its employees, because all forms of action taken are not independent of the value of the organization's struggle established and presented amid the community. The results of processing research data are IFAS (Internal Strategic Factors Analysis Summary) value found 3.45 and EFAS (External Strategic Factors Analysis Summary)value found 2.99. so it can be concluded that employee performance improvement strategy through improved human resource management can improve performance in the RSNU and be in the category of satisfactory.