Grand Strategy Matrix Research Articles

ANALISIS STRATEGI PENGEMBANGAN BENTENG MAKES SEBAGAI OBYEK WISATA BUDAYA DI KABUPATEN BELU

This study aims to analyze the development strategy of Cultural Tourism Object Benteng Makes in Belu Regency. The samples were 30 respondents who gained by using purposive sampling technique. Data analysis using SWOT. The results showed that based on Grand Strategy Matrix, the Cultural Tourism Object of Benteng Makes is in quadrant I which means it supports the strategy aggressively and also the strategy of SO (Strength Opportunities) as a priority strategy. The development strategy for Benteng Makes as a Cultural Tourism Object needs to be considered from various aspects of development such as tourists, adequate accessibility, attractions or tourism objects, service facilities around tourist objects, information and promotion as well as institutions in terms of quality human resources. Suggestions in this research are the need to provide facilities at the Cultural Tourism Object of Benteng Makes which is still lacking, the cooperation with related parties in order to maintain and preserve tourism objects, promote tourism objects to be better known and visited, as well as synergy with the Regional Government and Academics in terms of providing quality human resources in the tourism sector.
 
 Keywords: Development Strategy, Cultural Tourism, SWOT

Analisis Strategi Pemasaran (Studi Kasus di Omaku Pusat Jajanan Tradisional, Kecamatan Kepanjenkidul, Kota Blitar)

Omaku Center for Traditional Snacks is one of the home industries where the main product is traditional snacks such as wet snacks in general. Starting from two peddlers, Mrs. Rusli Prijanto, started trying to open a wet snack business. Initially it was still located on Jl. Blitar 100 orchids. One of the differences of these products is the recipe for traditional wet snacks made which is distinctive and guaranteed and stable. The purpose of this study is to analyze and determine marketing strategies that can be applied to the Omaku Traditional Snack Center. The analysis used was the SWOT approach and descriptive analysis used a qualitative research approach to respondents who were given a questionnaire in which the respondents were selected by purposive sampling technique. For this reason, it is necessary to recognize the company's condition and internal and external factors that have an influence on the marketing strategy. For data collection, it was done by interview, questionnaire and direct observation. In addition, data is collected through supporting data obtained from books, previous research and related sources. The data obtained is based on the data that has been collected, then an analysis is carried out using a SWOT approach in order to find out which marketing strategies can be used based on the strengths, weaknesses, opportunities, and threats of the company. The results showed that the company's grand strategy matrix is ​​included in quadrant I, where the implementation of aggressive or growth strategies is a very favorable condition for the company. The company has the power to be able to where, the company has the power so that it can use the existing opportunities.

MARKETING STRATEGY ANALYSIS USING THE METHOD SWOT AND QSPM IN INDUSTRIAL SCREEN PRINTING INDUSTRIES

Omah Sablon is a company engaged in screen printing. As a company engaged in screen printing, Omah Sablon must be more creative in designing and deciding business missions and marketing strategies that will be applied in the field to be able to anticipate various kinds of changes that will occur. Companies can continue to compete and move in the direction of consumer desires, because basically the company's function is to produce goods and services that can be accepted by consumers as well as to meet consumer desires. The number of sales that have not been stable causes the profits obtained by the company to not reach the target as desired by the company. That is because the production or ordering process from omah screen printing consumers occurs seasonally. Therefore it is necessary to analyze the marketing strategy to increase sales results. In the analysis of marketing strategies Omah Sablon is carried out using the Strength Weakness Opportunity Threats (SWOT) and Quantitative Strategic Planning Matrix (QSPM) methods. The first step is filling out internal and external factor questionnaires which are then analyzed using the Internal Factor Evaluation (IFE) and External Factor Evaluation (EFE) matrices, with values of IFE 2.69 and EFE 2.31, which are entered into the Grand Strategy matrix and known to the company located in quadrant I (has a perfect strategic position). Furthermore SWOT analysis to produce alternative strategies. Then from the Grand Strategy matrix analysis can draw conclusions to use the most interesting strategy to be analyzed using QSPM. Then from the results of the QSPM matrix it can be concluded that the most appropriate marketing strategy used by Omah Sablon to increase sales is Procurement of QC systems in the production process as a guarantor of product quality, Carrying out marketing programs with canvassing systems and also online systems in downtown Ungaran and providing fast service. and easy and add product variants.

PERENCANAAN STRATEGI PEMASARAN USAHA KULINER GUNA PENINGKATAN DAN PENGEMBANGAN DENGAN METODE ANALISIS SWOT (STUDI KASUS: RUMAH MAKAN DEPOT IRA JAYA DI SIDOARJO)

Marketing strategy is one of the most important means of advancing a business. With the right strategy and in accordance with the actual situation, the business will be able to develop and become better in quality than the business or product produced. The culinary business at the Depot Ira Jaya Restaurant is one of the culinary businesses that was pioneered many years ago so that it has grown and has several small branches in parts of Sidoarjo. The turnover obtained tends to be stagnant and does not have a significant increase every year, which means there are no bright prospects. In fact, costs such as rent for small branches and other costs such as spices to the main ingredients used by Ira Jaya Restaurant Depot have increased every year. Therefore, conducting a SWOT analysis is expected to be able to come up with appropriate alternative strategies for business actors to be able to develop their business. To do this, there are several stages of the process that must be carried out from the Internal Factor Evaluation (IFE) which produces a score of 3,889 and the External Factor Evauation (EFE) which produces a score of 3,934. Then the SWOT table matrix produces 15 strategy alternatives. In the Grand Strategy Matrix, the IFE and EFE points skoce are in quadrant I. Likewise, the Internal External Factor Evaluation (IEFE) matrix is ​​in quadrant I. So that the results of data processing are selected strength and Opportunity strategies in which there are 4 alternative strategies.

STRATEGI PENGEMBANGAN BISNIS MELALUI PENDEKATAN BUSINESS MODEL CANVAS PADA PT PITU KREATIF BERKAH

The location of PT Pitu Kreatif Berkah which was in the printing area causes intense competition because there were many competitors who have competitive quality so that it has an impact on determined the price of the services offered. The purpose of this study was to determine the position of the company and company strategy in accordance with the grand strategy matrix and to make proposals for new business models using the method Business Model Canvas. This study used a SWOT analysis to determine the right business strategies by looking at the strengths, weaknesses, opportunities and threats that PT Pitu Kreatif Berkah has. Analytical Hierarchy Process (AHP) was used to weight obtained strategies to find which strategy has the highest priority based on expert views. Then the business model was used to describe the method Business Model Canvas. The research results obtained 7 strategies based on the SWOT analysis. Based on the results of the weight gave by the experts, that the first alternative strategy was an alternative priority strategy with a weight of 0.320. The alternative strategy was to increase production and establish cooperation with SMEs without reducing the quality and timeliness of the processing process. These strategic priorities are applied to the BMC concept. Based on the priority results that have been applied, there were 6 proposed developments from 9 BMC blocks.

RICE-FISH FARMING SYSTEM IN LAMONGAN, EAST JAVA, INDONESIA: SWOT AND PROFIT EFFICIENCY ANALYSIS

The agricultural sector needs to make breakthroughs in the design of production systems to improve farmers' income and operation efficiency. One of the ways is to redesign rice production methods by applying a rice-fish farming system. Lamongan has a different system that combines rice cultivation with vannamei shrimp. Due to the limitation of farmers, the efficiency of the system has not yet reached the optimal level. This study describes the rice-fish farming system, identifies the SWOT and generated the grand strategy matrix, and analyzed the profit efficiency using Stochastic Frontier Analysis. The results showed that the strengths and opportunities are more influential, where the position was in the quadrant I; which means it is in a good strategic position. Meanwhile, the input factors which significantly influence profit where the cost of paddy seed, the cost of organic fertilizer, the cost of inorganic fertilizer, the cost of pesticide, and the cost of shrimp feed. The profit efficiency analysis shows that respondents engaged in this system did not efficiently allocate inputs and production cost factors appropriately. The average profit efficiency level was 78.05 percent; it means that there were still opportunities to increase profits from the system by 21.5 percent.

KEBIJAKAN STRATEGIS PT. ANEKA TAMBANG TBK

Ferronickel Production from 2014 to 2018 the highest record was 24,868 Tni or grew 47.5% over the past five years. Alumina Production from 2016 to 2018 has continued to decline. Gold production in the last five years has continued to decline too, While ANTAM's competitors, such as Tsingshan Group for Nickel, Harita Group for Bauxite and Agincort for Gold, showed a performance that exceeded ANTAM. This research was conducted to analyze the strategic policies taken by ANTAM whether they are in accordance with the market situation and the competition map in the mining industry. The research data was obtained through ANTAM's Annual Report and the Annual Report of several other mining companies and other data through the internet media. Strategy Analysis uses 3 stages, stage one to input matrix of the Internal Factor Analysis and External Factor Analysis, stage two matching uses the SWOT Matrix, SPACE Matrix, BCG Matrix, IE Matrix, and GRAND STRATEGY Matrix, as well as stage three selection of strategy using the QSPM matrix. The results showed that the strategy chosen was in accordance with current strategy ANTAM, i.e aggressive, growing, building intensively and integratively through forward integration, backward integration, horizontal integration, product development, market penetration, market development, and related diversification, but in the implementation process it still needed corrections to make adjustments so that the strategy went well. Keywords: SWOT Matrix, SPACE Matrix, BCG Matrix, IE Matrix, QSPM Matrix  

Strategi Pemasaran Produk “Tempe Samodra” Kelurahan Mojosongo, Kecamatan Jebres, Kota Surakarta

Tempe Samodra is one of the industries that produce tempe since 1985 in the city of Surakarta. This study aims to identify and formulate internal and external factors that will be faced by Tempe Samodra, formulate alternative strategies that can be done for marketing Tempe Samodra products, and determine alternative priorities that can be done for marketing Tempe Samodra products. The basic method used is the descriptive-analytical method. The method of selecting research locations is done intentionally (purposive) and determining respondents using key informants. Data analysis methods used include (1) IFE and EFE Matrix, (2) Grand Strategy Matrix, (3) SWOT Matrix, (4) QSPM. The results showed that Tempe Samodra was in quadrant I in the Grand Strategy matrix. Alternative Strategies that can be applied based on the SWOT matrix are SO (strength-opportunity) strategies. Priority alternative strategies preferred in marketing Tempe Samodra products based on QSPM are introducing and promoting Tempe Samodra products to traders and consumers with a total attractiveness value of 6.215.

Business Strategy in Improving the Quality of Productive Credit Distribution at PT. Bank Negara Indonesia (Persero), Tbk. Parepare’s Main Branch Office

This study aims to analyze the strengths, weaknesses, opportunities, and threats in the Swot analysis, to analyze the positioning with the Swot analysis, as well as to analyze alternative business strategies used by PT. Bank Negara Indonesia. Main Branch Office of Parepare in improving the quality of productive credit distribution. To implement these objectives, data collection techniques are used through observation, questionnaires, and documentation, using descriptive analysis methods, SWOT analysis, IFE, and EFE matrices, External Strategy Factor Analysis (EFAS), Internal Strategy Factor Analysis (IFAS), Grand Strategy Matrix, Tows or SWOT Matrix, Space Matrix, Analysis (QSPM). The results found that the position of PT. BNI (Persero), Tbk. Prepare's Main Branch Office is a position for aggressive growth. Where the growth strategy shows that strengths and opportunities are greater when compared to weaknesses and threats so that the appropriate strategy is used in the growth strategy. BNI strategies are suitable for use by PT. BNI (Persero), Tbk. Prepare's Main Branch Office in improving the quality of productive lending is a market penetration strategy

Farming Analysis and Marketing Strategy of Red Guava (Psidium guajava L.) in Karanganyar District

This study aimed to determine the feasibility of farming and identify internal and external factors in the marketing of red guava in Karanganyar District. The basic methods of this research are descriptive and analytical methods. The research location was chosen purposively in Karanganyar District, while the sampling of red guava farmers was done by using Snowball Sampling technique. The data analysis methods used are (1) Farming feasibility analysis by calculating NPV, IRR, Net B/C Ratio, and payback period, while (2) Marketing strategy was analyzed using IFE, EFE, Grand Strategy, and SWOT analysis. The results showed that the total cost of producing red guava was IDR 390,525,560 per hectare with benefits obtained by farmers was IDR665,129,380 per hectare. The calculation results of the feasibility of red guava farming on NPV, IRR, Net B/C Ratio, and payback period were respectively IDR 66,717,379.00 per Ha, 22.88%, 1.50, and 6 years, indicating that red guava farming in Karanganyar District is worthy. Based on the results of Grand Strategy matrix analysis, it is known that the difference between the strength and weakness factors was 1.427 and the opportunity factor with the threat was 1.829, placing red guava in quadrant I. The resulting alternative strategies were in the SO (Strengths-Opportunities) strategy.

Development of Food Agriculture Based on Superiority Cultivation Area in Tanjung Api-Api, Banyuasin District

Leading commodity development area is a developed area for one or a combination of superior commodities that comply with the land use characteristics that provide the highest farm household's income, communities, and the region. This research was aimed to determine and describe the factors which have a significant effect on the superiority of Tanjung Api-Api (TAA) area, measure and analyze of the superiority of TAA cultivation area for food crops,and formulate a grand strategy matrix for food crops development based on its regional. The descriptive methods, Policy Analysis Matrix (PAM), and Grand Strategy Analysis. The factors which affect the superiority of TAA cultivation area include ecological, socio-cultural, and economic factors. The result shows, rice and corn plants included in the SI category or suitable for cultivation in the TAA region with Soil Mapping Unit (SPT) value of 20.70%. Socio-cultural aspects that affect the development of food agriculture such as the labors, Village Unit Cooperative (KUD), and Farmers Group that support agricultural development. Rice and corn crops have 0.69 and 0.97 on the competitive advantage (PCR) value respectively, therefore the rice and corn plants are concluded to have a competitive advantage. The comparative advantages (DRCR) value shows 0.68 and 0.65 for rice and corn plants respectively, which have comparative advantages and have the potential to develop in TAA area. Food crops in the TAA area are in a good competitive position. The strategy that must be applied under these conditions is to support an aggressive growth policy (Growth-oriented strategy).

PERENCANAAN STRATEGI BISNIS HOTEL GRAND KEISHA YOGYAKARTA

Tight competition among hotels in Special Region of Yogyakarta requires each hotel to implement its best business strategy to guarantee their business goals as targeted. The hotels, therefore, needs to manage their strategy. Strategy management is a science that learn how to manage a company in a comprehensive and integrated way; it provides reasons what make some companies achieve their glorious time and some companies do not. This research aims to formulate Business Strategic Planning for Hotel Grand Keisha in order to win competition. This research employs analytical methodology of PESTLE (Politic, Economic, Social, Technology, Legal and Environment), SWOT (Strengths, Weakness, Opportunity, Threats) by using EFAS (External Factor Analysis Summary) matrix, IFAS (Internal Factor Analysis Summary) matrix, SWOT matrix, and Grand Strategy matrix. This is qualitative descriptive research. Data collection is conducted through observation, interviews, documentation, triangulation, and literature study. Quality and rating of this research is gained through Focused Group Discussion. This research shows that Hotel Grand Keisha obtains 2.56 of EFAS – 2.52 of IFAS and place Hotel Grand Keisha on Quadrant 1 with alternative strategies of market penetration, market development, and product development.
 Keywords: PESTLE Analysis, SWOT Analysis, SWOT Matrix, Grand Strategy Matrix

Business Strategy PT. XYZ in Marketing CItric Acid For Food and Beverage Ingredients Industry

Raw material distributors play an important role in the continuity of the food and beverage industry in producing their products, therefore raw material distributors must implement the right strategy in order to have a competitive and sustainable competitive advantage. This research was conducted at PT. XYZ located in East Jakarta, PT. XYZ is one of the raw material distributors who distribute citric acid as food additives in the food and beverage industry. This research will be conducted in November 2017 until the end of April 2018. The purpose of this research is to determine the right business strategy in order to achieve competitive and sustainable advantages. This research includes descriptive - qualitative research, where primary data collection is done by questionnaires, interviews, and FGD (Forum Group Discussion) and literature as secondary data. The analysis used in this study is the SWOT Matrix, Grand Strategy Matrix, and Quantitative Strategy Planning Matrix. The results of this study show the Growth Strategy and alternative strategies of PT. XYZ namely Market Development Strategy, Backward Integration Strategy, and Horizontal Integration Strategy. Conclusion The PT. XYZ Business Strategy is a Market Development Strategy and Growth Strategy.

PERANCANGAN STRATEGI DENGAN PENDEKATAN MULTI CRITERIA DECISION MAKING DALAM RANGKA PENGEMBANGAN KAMPUNG UKM TAS DI GADUKAN SURABAYA

The role of SMEs in Indonesia in the country's economy is very important. Because the development of SMEs in Indonesia is quite rapid where almost one million per year. However, many problems in the development of SMEs have even led to bankruptcy. This research has the aim of obtaining an appropriate strategy to develop SMEs especially for SMEs which are included in the superior SMEs villages such as the SMEs bag in Gadukan Surabaya. Hopefully in the future the strategy can be implemented for other SMEs in the city of Surabaya. The method used in this study is using the Delphi method for identification of factors, factor evaluation using Internal Factor Evaluation (IFE) and External Factor Evaluation (EFE), designing alternative strategies with SWOT analysis, positioning SMEs with a grand strategy matrix, and selecting strategies that right with the Analytical Hierarchy Process (AHP) method. The results obtained in this study are getting 5 strength factors, 7 weakness factors, 6 opportunity factors, and 5 threat factors. Produce 18 alternative strategies resulting from the SWOT analysis. The position of SMEs in the Grand Strategy matrix quadrant is in Quadrant I. The results of the prioritized strategy determination by the AHP method, namely the SMEs bag strategy need to collaborate with the Tourism Office to make the village Gadukan a tourist shopping place for tourists who come to Surabaya.

Development Strategy of Taman Wisata Alam (TWA) Angke Kapuk, Penjaringan, North Jakarta

The research was implemented in Taman Wisata Alam Angke Kapuk, North Jakarta on February - March 2016. The purpose of this research were to know and analyze: (1) profile of Taman Wisata Alam Angke Kapuk, (2) the existing internal and external factors of Taman Wisata Alam Angke Kapuk, (3) the proper development strategy and management based on the analysis of SWOT. Research methodology utilized in this study include; descriptive research design, quantitative and qualitative type of data, primary and secondary source of data, incidental sampling technique, data collection using an observation, interview, questionnaire completion and documentation, and likert scale to measure the degree of visitors statement and opinion. Data analysis using SWOT and decision making using grand strategy matrix. The results revealed that the coordinate is at (0.72;1), which also means that it lies at Quadrant I. The findings showed that the suitable development strategy for Taman Wisata Alam Angke Kapuk of the current condition is the aggressive strategy or SO strategy by making use all of strenghts to reach all possible opportunities.

Development of the Property Marketing Strategy; Case Study at Risma Jihan Akbar Housing Developer, Bekasi - West Java

Bekasi is one of the buffer zones that has a fairly high population density, population density will be followed by high demand for property / houses. Based on this background, the research aims to develop a property marketing strategy with a case study on Risma Jihan Akbar (RJA). Mix method was used in this study, by involving consumers and management of RJA as respondents. Processing data using the EFAS/IFAS and Grand Strategy Matrix. The results of the study show that RJA is currently quite good in its marketing strategy, however, the very narrow segmentation causes RJA to be less well known to the public.

Strategi Pengembangan Portofolio Bisnis PT Kawasan Berikat Nusantara (Persero)

The research objective is to analyze the business portfolio development strategy at PT. Kawasan Berikat Nusantara (KBN). The study used descriptive method with the analytical tools used, among others, Internal Factor Evaluation (IFE). External Factor Evaluation (EFE), Grand Strategy Matrix, and General Electric (GE) Matrix. Based on the analysis of the Grand Strategy Matrix, the results of IFE and EFE indicate that the position of the company is in quadrant I. The strategy recommendations obtained from this quadrant are the growth strategy (Growth Strategy), with the implications of work programs including market development and penetration, product development, horizontal integration, forwards, and backwards. Besides that, the choice of strategy that can be applied is to diversify products centrally. The results of the GE Matrix analysis show that the company's four business units namely property services, prime concrete, clean water management and logistics services are each in a different quadrant. Property Services and Prima Concrete are in selective cells. In this case, the business unit for clean water management and logistics services is in the divestment cell. Based on the recommendations of the Grand Strategy Matrix, each business unit should improve its performance in the next five years through a more selective growth strategy, namely the development of more selective products and markets, improving the quality and quantity of human resources, and prioritizing investments in business units who have fast growth.

Development of Environmental Education through the Adiwiyata Program (Study at: SDN Tlogosari Kulon 03 Semarang, Indonesia)

This study was designed to describe the implementation of environmental education through the Adiwiyata program at SDN Tlogosari Kulon 03 Semarang. This type of research is descriptive research with qualitative and quantitative. The method used to develop a development strategy by taking into account internal and external factors using a SWOT analysis. SDN Tlogosari Kulon 03 Semarang has received 80.25% of the Adiwiyata component. The results of the IFAS and EFAS matrix can be seen that the IFAS score is -0.13 and the EFAS score is 0.05. Both matrix results show negative and positive values so plotting in the Grand Strategy matrix will depend on quadrant III. The strategy in quadrant III (W-O) is a priority that must be given the attention needed for a breakthrough to take advantage of existing opportunities to optimize weaknesses in the internal. Schools need to be considered about various parties, the community around the school and published at home so there is harmony between the value invested in the school, which is done at home and in the community. Teachers need to develop alternative learning strategies for environmental education that are applied through practice in everyday life so that it becomes habituation and civilization.

Strategi Bisnis PT.Medium Perkasa dalam Memasarkan Asam Sitrat untuk Bahan Tambahan Pangan PadaIndustri Makanan dan Minuman

Raw material distributors play an important role in the continuity of the food and beverage industry in producing their products, therefore raw material distributors must implement the right strategy in order to have a competitive advantage. This research was conducted at PT. Medium Perkasa located in East Jakarta PT. Medium Perkasa is one of the raw material distributors who distribute citric acid as food additives in the food and beverage industry. The purpose of this research is to determine the right business strategy in order to achieve competitive and advantages. This research includes descriptive - qualitative research . The analysis used in this study is the SWOT Matrix, Grand Strategy Matrix, and Quantitative Strategy Planning Matrix. The results of this study show the Growth Strategy and alternative strategies of PT. Medium Perkasa namely Market Development Strategy, Backward Integration Strategy, and Horizontal Integration Strategy. Conclusion The PT. Medium Perkasa Business Strategy is a Market Development Strategy and Growth Strategy. Keywords : Business Strategy, Raw Material, Citric Acid, Food, Beverage

Strategi Bersaing Pasar Legi Kota Surakarta dalam Menghadapi Pasar Modern

The presence of modern markets in Surakarta city is accepted by its resident, this can be seen from the increasing number of modern markets in recent year. Modern market consumers have taken a portion of traditional market consumers. This situation needs to be anticipated by traditional market managers in the form of competitive strategies. The purpose of this study was to determine the strengths, weaknesses, opportunities and threats factors that affect the development and the strategies used in developing Pasar Legi toward the presence of modern market. The basic method of this research was descriptive analysis. Data collection methods was done by interviewing, observing and recording techniques. Key informants were selected purposively based on the quality of information, which consists of the manager of Pasar Legi, market traders and consumers/buyers in this traditional market. The market was chosen purposively according to the research objectives, namely Pasar Legi Surakarta City. Data analysis method used analysis of Grand Strategy Matrix, SWOT Matrix, and QSPM from Fred R. David. The results showed that the strategic position of Pasar Legi was in quadrant I, which was a combination of strength and opportunity. The most priority strategy by the manager of Pasar Legi to face of the existence of the modern market is to build a good service system between market traders and consumers.