Internal External Matrix Research Articles

LOCAL FOOD MSME DIGITAL MARKETING STRATEGY (CASE STUDY IN BANDA ACEH CITY)

Marketing activities or promotional activities for a product (brand or brand) that are carried out digitally with the aim of reaching as many customers as possible in a relevant, effective and efficient way are called digital marketing. This study aims to: (1) determinants in determining the digital marketing strategy for MSME local food products in the city of Banda Aceh. (2) the right strategy and become a priority alternative to increase digital marketing for MSMEs of local food products in the city of Banda Aceh. The aims of this research are: (1) IFE and EFE Matrix (2) Strength-Weakness-Opportunity-Threat (SWOT) Matrix (3) Quantitative Strategic Planning Matrix (QSPM). The results of the evaluation of internal factors (IFE) obtained a value of 2.98 and external factors (EFE) obtained a value of 2.73. Based on the internal-external (IE) matrix, The position of internal and external factors that determine the digital marketing strategy for local food MSMEs in Banda Aceh City are in quadrant V (Stability), namely conditions that are relatively good or stable at present and have prospects for the future. Meanwhile, based on the SWOT matrix, the results show that the position of local food MSME business development factors in the city of Banda Aceh related to digital marketing strategy is in quadrant I, namely expansion. So, in this position the right strategy to be implemented by local food MSMEs in Banda Aceh City is the SO (strength-opportunity) strategy, namely utilizing strengths to maximize opportunities, by developing businesses through online marketing media, as well as maximizing the convenience of digital transactions and taking advantage of promotional opportunities as well as increasing cooperation in digital product promotion with third parties. Based on the QSPM matrix ranking, the results of the strategy "maximizing the convenience of digital transactions and taking advantage of promotional opportunities" are the most superior online marketing strategies by local food MSME marketers in Banda Aceh City in order to develop their business.

Financial Feasibility Study on Antam Pongkor Low-Grade Gold Ore Mine After Implementing Business-Level Strategy

The Pongkor Gold mine is under Production Operation Permit until 2031 while existing feasibility study stated that Pongkor gold Mine only have economical number until 2025 with ore volume in 1.5 million wmt and ore grades above 4 gpt. Pongkor Gold Mine has resources in low-grade gold ore (below 4 gpt) in 1.9 million wmt with the grades is 3.61 gpt. Having a gap period between mining permits (until 2031) and the latest feasibility study (until 2025) and abundant resources in low-grade gold ore, provides research opportunities to finding how to formulate business strategy level for Pongkor Gold Mine in order to maximize gap period by processing low-grade gold ore. This study started with business situation analysis, with VRIO and Internal Factor Evaluation (IFE) Matrix are conducted for internal analysis, while PESTLE (Political, Economic, Sociocultural, Technological, Legal, and Ecological) analysis, Porter’s Five Forces framework and External Factor Evaluation (EFE) matrix are conducted as external environment analysis. The result shown Pongkor Gold Mine in region V in internal-external (IE) matrix, the region indicated that hold and maintain strategies are suitable for Pongkor Gold Mine. Study continued with Porter generic competitive framework to define the strategy that most suitable with Pongkor Gold Mine condition. The result shown cost leadership strategy is the most suitable strategy with the detailed strategy are (i) implement a cost reduction program every year, (ii) substitute retired organic workers (permanent Employee) with outsourced or contracted workers, (iii) limiting investment only to things that have a direct impact on revenue and (iv) long-term contract in heavy equipment. The impact of these strategies will calculate in financial feasibility study. Financial feasibility study uses financial criteria of Net Present Value (NPV), Internal rate of return (IRR), and payback period (PBP). The results shown NPV in 25.33 million US$, IRR in 52.2% and payback period in 21 months, these number indicated the Pongkor project extension is feasible. This study also intended to determine the most affecting variable to the NPV by conducting sensitivity analysis. The results shown the extension project is feasible as long as the gold price not declined more than 18.4% from the base, production cost (COGS) not increased more than 22% and the productivity not decreased more than 16.94% from the base.

ANALISIS STRATEGI BISNIS PADA UD. BRONTOSENO

This research aims to identify and set the appropriate business strategy for UD. Brontoseno. This descriptive study was designed to collect data explaining the characteristics of people, events, or situations. The data was collected through documentation, library research, observations, and direct interviews with the company’s owner, employees, and customers. The methods of analysis are EFAS and IFAS, SWOT matrix, SWOT Choosing, IE (Internal-External) matrix, and QSPM. This study finds that hold and maintain is the most appropriate strategy for UD. Brontoseno and that aggressive strategy can strengthen the hold and maintain strategy.

Perancangan Balanced Scorecard Sebagai Alat Penentuan Strategi

This study aims to analyze the main strategies that must be developed, analyze strategic objectives, analyze performance measures and recommend managerial implications of the Non-Tax State Budget Subdivision of the Finance Department of the University of Palangka Raya based on the Balance Scorecard perspective. The results of environmental analysis using descriptive analysis, evaluation of internal factors, evaluation of external factors, and the internal-external matrix selected an intensive product development strategy as the main strategy for the Non PNPB Subdivision of the University of Palangka Raya. The results of the research at a later stage note that the customer perspective (0.573) is the most important perspective of the four Balanced Scorecard perspectives in product development strategy, while the strategic objective of "Increasing welfare" is the most important strategic objective of all existing strategic objectives. The last stage in the research process resulted in weighting for 19 Key Performance Indicators, strategic initiatives and managerial implications which became technical recommendations for the Non-PNPB Subdivision of the University of Palangka Raya.

Strategi Pengembangan Koperasi Melalui Kolaborasi dan Transformasi Digital di Kota Bogor

The research aims to identify the influential factors in developing cooperative development strategies in the city of Bogor. Research data using primary data and analysis using quantitative methods with SWOT and AHP analysis. The results of the research on the internal-external (IE) matrix show that the position of cooperative development is in cell one by implementing a growth strategy through vertical integration, by means of backward integration, meaning that in order to develop cooperatives in Bogor City, they must be independent, which means the use of all factors of production rely on the cooperative's own business, both products, human resources and other resources. The results of AHP show that the most prioritized strategy implemented is a strategy of trying to improve information and technology systems so that they can innovate and compete with other similar businesses. Cooperatives can make efforts to increase cooperation with the government and the private sector in the field of science and technology development so that cooperatives can innovate and compete in the market, as well as efforts to increase public trust in cooperatives and the need to make regulations and policies that support the development of cooperatives.

Model Evaluasi Strategi Wisata Lontar Sewu Dalam Meningkatkan Citra Destinasi

Background – The development of a tourist village can improve welfare and preserve local cultural and customary values. Lontar Sewu Tourism is a tourism village in Gresik district with a uniqueness in the many step trees called lontar which are created with playing and learning arenas. However, currently lontar sewu tourism is faced with competition between natural and
 artificial tourism in Gresik, especially those that require control and evaluation to increase competitiveness.
 Aim – To evaluate the Lontar Sewu Tourism strategy in enhancing the image of the destination.
 Design / Methodology / Approach – This study uses qualitative methods. The research location used as the research location is Gresik Regency. The site in this research is Lontar Sewu Tourism, located in Hendrosari Village, Gresik Regency. Primary data in this study were taken from interviews and observations of 13 informants consisting of 3 managers and 10 consumers or visitors to the lontar sewu tour. Data collection techniques used in this study were interviews and questionnaires. Data analysis techniques use content analysis, content analysis and matrix as instruments. The matrices used for strategy evaluation tools are Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), Internal-External (IE) and Balance Score Card (BSC).
 Findings – The current condition of Lontar Sewu Tourism has an IFE score of 3.57 and an EFE score of 3.05. This indicates a strong position in the competition, so that the IE matrix is in quadrant I, namely growing and developing. In the evaluation using the Balance Scorecard, it is known based on 5 perspectives namely: customers, employees, business processes, business ethics and social responsibility, currently the performance of lontar sewu tourism is quite good, but there is no balance yet because it has not been able to display strategic goals from a financial perspective linked from a customer perspective. The image of the Lontar Sewu Tourism destination is currently still quite good, so it needs development referring to the results of the Balance Scorecard. This finding aligns the strategic manager's that strategy evaluation is very important for organizational well-being; timely evaluation can alert management of problems or potential problems before a situation becomes critical.
 Conclusion - Lontar Sewu Tourism has tourism potential that will continue to grow, however, there is a need for synergy between the financial perspective and the customer in the Balance Scorecard.
 Research Implication – The results of this study can be used as a reference regarding the practice of strategic management studies and marketing management related to competition in the tourism business and tourism villages in particular.
 Limitations – Research is limited to financial data owned by strategic managers, so that the evaluation of the Balance Scorecard related to the financial perspective cannot be displayed because there is no data regarding Return of Equity (ROE).

REFORMULASI STRATEGI BISNIS

JD.ED Production is a photo and video business from Malang. This research explores the reformulation of the company’s business model and strategies, aimed at identifying the current challenges faced by the company and propose a new business strategy to overcome the problems. Using analyses on the company’s internal and external environment, this research recommends measures to improve their competitiveness in the market. This study uses the Internal-External (IE) matrix; Strength, Weakness, Opportunity, and Threat (SWOT) matrix, and Quantitative Strategic Planning Matrix (QSPM). Based on the research results, this study uses QSPM as the tool of analysis to determine business strategies to be recommended. This research finds that market penetration is the appropriate strategy for JD.ED Production, by which the company is suggested to strive for bigger market share and to improve their business through expansion towards better and larger programs.

Pengembangan Usaha Jasa Pasokan dan Pemeliharaan Ban Alat Berat di PT Bukit Jaya Utama

The increasingly intense competition in the business world at this time has made business actors must have "weapons" to serve as an advantage in winning the competition. The ability of business people to meet consumer expectations is needed to win the competition, so a marketing strategy is needed that is able to attract interest and inspire people to buy the goods or services produced by the company. PT Bukit Jaya Utama is a company engaged in the supply and service of heavy equipment. Heavy equipment or large equipment are capital goods with a relatively high investment value, widely used as production tools, usually in public works and mining operations. The objectives of the study are (1) to identify the position of PT Bukit Jaya Utama based on internal and external factors, (2) to find out the study of the development strategy in PT Bukit Jaya Utama's supply and spare parts service business, (3) to develop a development strategy for PT Bukit Jaya Utama. The location of this study was carried out at PT Bukit Jaya Utama, which is located at Vila Mutiara Lido Block D2 No. 32 (ROXY) Cigombong, Bogor 16740 West Java. The results of the Internal Factor Evaluation (IFE) and External Factor Evaluation (EFE) Matrix and Internal External (IE) Matrix analysis obtained values of 2.651 and 2.482 respectively. Based on the combination of EFE and IFE values, an IE matrix is obtained, with the middle cell position (Growth/Stable). The SWOT analysis (Strengths, Weakness, Opportunities and Threats) shows the following strategies: (a) increasing productivity, (b) improving service, (c) increasing the efficiency of procurement of raw materials, (d) increasing sales volume with marketing effectiveness, (e) maintaining and maintaining product quality, (f) increasing cooperation with suppliers, (g) improving production technology and product quality, and (h) improving distribution channels. Quantitative Strategic Planning Matrix (QSPM) analysis calculations produce three main strategies for PT Bukit Jaya Utama, namely (a) improving services, (b) improving production technology and product quality and (c) maintaining and maintaining the quality of the products produced.

Marketing Strategy at Middle Star Hotels in Makassar City

This study aim For analyze the marketing strategy implemented by the Middle Star Hotels in face competition. This study is study qualitative in nature descriptive. Population in this study is internal and external parties external from Middle Star Hotels, meanwhile informant study this is Sales Executive, Senior Human Resource Office, and two Customers. Data collection techniques are carried out with technique observation and interview. Data analysis technique used is SWOT analysis, that is something tool analysis used for formulate a strategy or identification various factor strategic based on internal factors as well external. This study results show that position on the Cartecius Diagram appear that Middle Star Hotels located in cell I with use an aggressive strategy, with a winning strategy cost, with give cheap price, so increase power buy consumer, this show that Middle Star Hotels face a number of opportunity and have various propelling force for get opportunities. Meanwhile, the position of Middle Star Hotels on the internal external matrix is also in cell I, namely position grow and develop or is in integration vertical which is position very competitive market in business powerful hospitality competitive tall between star hotels three other.

Development Strategy of Bekasi Creative Hub (BCH) when Developing Bekasi City’s Creative Economy

Bekasi City is currently developing a creative economy for increase the regional economy. That’s thing stated in Bekasi City’s Rencana Pembangunan Jangka Menengah Daerah (RPJMD) 2018-2023 which reads the creative economy development based on community. The Object of this research is Bekasi Creative Hub (BCH) which is an independent organization and community that helps develop Bekasi City’s creative economy. This study aims to formulate a development strategy for BCH. Combination of Strength, Weakness, Opportunities, Threats (SWOT) and Social Enterprise Model Canvas (SEMC) methods will be used to identify the factors that might affect for BCH when developing Bekasi City’s creative economy. Internal Factors Evaluation (IFE) matrix will be used to analyze the internal factors, while the External Factors Evaluation (EFE) matrix will be used to analyze the factors. The results of the IFE and EFE matrices will be reprocessed with the IE (Internal External) matrix. The aim is to determine the condition of BCH. Based on the results of IFE and EFE matrices, BCH is in cell V which means BCH in a defend posisiton. After analyzed the factors, this research will formulate the alternative strategy for BCH with SWOT matrices methode. The results of this study, there’s nine alternative strategy for BCH to development the Bekasi City’s creative economy. The results of this study are expected to provide an overview for the Bekasi City Government in determining policies regarding the development Bekasi City’s creative economy.

PENERAPAN METODE QSPM TERHADAP PEMILIHAN STRATEGI DADAR BANJOER

Dadar Banjoer is one of the UMKM in the culinary field that was established in 2020. However, sales from Dadar Banjoer's business tend to decrease every month. This is due to the selection of strategies that are less effective and efficient so that Dadar Banjoer's business can be said to have lost in competitive competition with its competitors. Dadar Banjoer requires an effort to choose the right alternative strategy to be applied to his business in order to be able to compete again with its competitors. This research consists of 3 stages, the first is the entry stage by compiling the Internal Factors Evaluation and External Factors Evaluation matrix. The second is the matching stage, namely the making of the Internal External Matrix and the SWOT matrix which has the aim of determining alternative strategies. The third stage is the decision stage using the Quantitative Strategic Planning Matrix using an attractiveness score to determine the best alternative strategy. In this study, researchers used a qualitative method with a descriptive approach. The purpose of this research is applied research with data collection techniques by interview and observation. Initial interviews were conducted with shop owners and employees and then identified internal factors. Then, the second interview was conducted to determine the internal and external weights and ratings, and the third interview was conducted to determine the interest score used in the QSPM method to find the best alternative strategy.

Analisis Nilai Tambah dan Strategi Pengembangan Agroindustri Siwalan di Desa Hendrosari, Kecamatan Menganti, Kabupaten Gresik

The purpose of this study was to analyze the added value of siwalan dawet and legen siwalan products in Hendrosari Village, Menganti District, Gresik Regency and to analyze the strategy of developing Siwalan agroindustry in Hendrosari Village, Menganti District, Gresik Regency. The data analysis method used in this study was descriptive quantitative, covering the data processing stage and descriptive data interpretation. The analysis used consisted of value added analysis of the hayami method and SWOT analysis. The results obtained from this study are the added value resulting from processing siwalan fruit into siwalan dawet is higher than the added value from processing siwalan sap into siwalan legen. %, while the added value from processing siwalan sap into siwalan legen is IDR 1,000/bottle or 29%. The SWOT analysis shows the IFAS value of 3.05 and the EFAS value of 2.78. This value is in quadrant IV (stability growth), in the internal external matrix including the White Area, so the strategy that can be done is the S-O strategy. The S-O strategy is a strategy used to maximize the strengths and opportunities of the Siwalan agroindustry. The strategy that can be used is to strengthen relations with suppliers to maintain the availability of raw materials, maintain the existing market and expand the reach of market share, increase the production capacity of dawet siwalan.

Creating an environmentally responsible business: Evaluating, designing and prioritizing strategies

Business organizations are constantly seeking ways to gain a competitive edge, and one approach is to develop effective strategies. To this end, this study aimed to identify internal and external factors that affect a company's performance and to formulate alternative strategies that could ensure its sustainability. The research focused on PT. Kastara Group Indonesia operates in the wholesale trade of coconut, coffee, and fish. To analyze the company's current position, the researchers employed Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), Internal-External (IE) Matrix, SWOT Matrix, and Quantitative Strategic Planning Matrix (QSPM) in a case study. Based on the IE Matrix analysis results, the company requires a strategy for growth and development. The QSPM method was used to evaluate and compare alternative strategies. The results suggest that the company's strength lies in its ability to transform its business model digitally by creating dedicated platforms for wholesalers, which can reduce the length of the supply chain and expand the market.

STRATEGI PEMASARAN KERIPIK PISANG DI UD. HASIL ALAM SINGOJURUH KABUPATEN BANYUWANGI

This study aims to analyze the internal and external factors of banana chips in UD. Hasil Alam Singojuruh Banyuwangi Regency. The sampling technique in this study was purposive sampling. This study uses the IFAS (Internal Strategic Factor Analysis Summary) matrix, the EFAS (External Strategic Factor Analysis Summary) matrix, the IE (Internal External) matrix and the SWOT matrix. The results of this study indicate that UD. Hasil Alam have three strength factors, three weakness factors, three opportunity factors, and two threat factors. The research results show that the IFAS (Internal Strategic Factor Analysis Summary) value is 2.676 and EFAS (External Strategic Factor Summary) is 2.386. The results of the IE (Internal External) matrix show that UD. Hasil Alam is in position V, which is classified as the deepest Growth Strategy and Stability Strategy. The SWOT analysis of this study resulted in eight alternative strategies that can be recommended to increase the marketing of banana chips.

Penggunaan Matriks SWOT dan QSPM dalam Menentukan Strategi Pengembangan Kompetensi Karyawan PT. Ketapang Subur Lestari

The development of human resources for oil palm plantations has a strategic role considering the demand for palm oil derivative products continues to increase both domestically and abroad. Qualified human resources are needed to be able to meet the high demand, including competence, professionalism, skills, independence, knowledge and competitiveness. The aim of the research is to analyze internal and external factors and develop appropriate human resource development strategies. The analytical tools used are the IFAS Matrix (Internal Factors Analysis Summary), the EFAS Matrix (External Factors Analysis Summary), the IE Matrix (Internal External Matrix), the SWOT Matrix and the QSPM Matrix (Quantitative Strategic Planning Matrix). IE Matrix Analysis of the competency of PT KSL's employees is in quadrant V, namely in an average or moderate position, with a Hold and Maintain strategy. The chosen strategy for PT KSL's employee competency development is training and development with the aim of improving and developing employee competencies to improve company performance and profits. Analysis of the QSPM matrix yields a dominant value of TAS 7.712, namely utilizing training centers, utilizing government support, and always following oil palm business trends so that employees have good competence to increase company production and productivity.

Strategi Promosi dalam Meningkatkan Volume Penjualan pada PT. Keraton Agri Nusantara

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.

Formulation Strategy of Kisel SIM Card’s Facing Business Digitalization in Telecommunications Industry

However, for starter pack sellers, this prepaid card re-registration policy has decreased starter pack sales, previously the policy was applied to merchants who could enjoy the benefits of buying and selling starter packs by selling an average of 100 starter packs per day. This has an impact on the performance of the packing business and the manufacture of starter packs in the Cellular Telecommunications Cooperative (KISEL). There was a decline in sales on SIM cards from 2018 to 2020. This research was conducted at the Sim Card Logistics Management Department with the legal entity Cellular Telecommunications Cooperative (KISEL). The author analyzes the declining production of SIM card and its impact on employee well-being and focuses on the development of SIM card strategies in the face of business digitization in the increasingly competitive telecommunications industry. To obtain the results of priority strategy analysis, data processing and analysis techniques were carried out using 7s Mckinsey Analysis, PESTLE Analysis, Internal Factor Evaluation (IFE) Analysis, External Factor Evaluation (EFE) Analysis, Internal-External Matrix (IE), SWOT Analysis, SWOT Matrix, QSPM Analysis (Quantitative Strategic Planning Matrix). Based on the results, priorities of Kisel's strategy include: first is the procurement and targeting of ideal machines for faster delivery processes, increasing promotion and popularity through social media, the third is Improving adaptive work culture with new lifestyle habits, fourth Improving facilities and facilities for employees and the last is Coordinating intensive with new partners to negotiate the fulfillment of raw material needs. Keywords: SWOT, QSPM, Kisel, Internal-External Matrix, Digitalization

Decoding the Flavor of Success: A Comprehensive Strategic Analysis of Rines MSME – A Soybean Snack Producer from Mojokerto

Rines is a micro, small, and medium enterprise (MSME) which produces specialty snacks from the Mojokerto area, soybean chips. This study aims to examine internal and external factors influencing the business, and thus, provides an insight into the business’s current state to devise an effective strategic framework. Employing mixed method research, data are collected through interviews, literature reviews, and questionnaires administered to key decision-makers within the business. The analysis incorporates several analytical instruments, including the Internal Factor Evaluation (IFE) Matrix, External Factor Evaluation (EFE) Matrix, and Internal-External (IE) Matrix. The results of this research obtained that the IFE and EFE values were above the average, indicating that Rines had been able to control their internal and external factors. Then from IE matrix placing Rines in Quadrant I represents the category of growing and developing businesses (Grow and Build). The recommended strategies for Rines include intensive strategies and integrative strategies such as backward integration, forward integration, and horizontal integration.

Healthy organic coconut sugar powder business’s development strategy: A case study at the Nira Perwira Cooperative, Purbalingga District, Central Java, Indonesia

Efforts to establish the Nira Perwira cooperative to increase the added value of coconut sugar powder through better processing and export orientation are still hampered by a number of challenges. Uncertainty in supply and the quality of supply from partner farmers are two of the difficulties encountered. These research objectives are to 1) analyze the external and internal factors of the Nira Perwira Cooperative in developing the organic coconut sugar powder business; 2) analyze the Nira Perwira Cooperative’s position in the organic coconut sugar powder; and 3) analyze alternative strategies that can be used in developing the Nira Perwira Cooperative’s organic coconut sugar powder. The study makes use of both secondary and primary data gathered through interviews, observation, recording, and Focus Group Discussions (FGD). The case study method was used in this study. Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), Internal-External (IE), Strength, Weakness, Opportunities, and Threats (SWOT) were used to analyze the collected data. The results revealed that the IFE value was 2.28 and the EFE value was 3.06, indicating that the cooperative position is in quadrant II of the IE matrix. Based on the SWOT analysis, the Nira Perwira Cooperative’s organic coconut sugar powder development strategy should include more promotional activities, more farmer loyalty, more contracts with third parties, more marketing networks, more competent members to run marketing, and more internal reorganization.

Formulation a Strategy to Increase the Competitiveness of SMEs: a Case Study on the Industry of Batik Bojonegoro

Batik has quite a stable market trend, both in national and international markets. Almost every region in Indonesia has a specific and unique batik product. On one side, this condition enriches national batik variation so that consumers have many choices. On the other side, it triggers competitiveness, particularly in the national batik market. Therefore, SMEs working with batik must have competitiveness in encountering competitors. This research aimed to formulate a strategy that improves the competitive advantage of the Batik Bojonegoro Industry. The researcher employed a qualitative approach. Managers and employees of Batik Bojonegoro Industry were the research subjects. The data were collected through interviews, documentation, and observation which were then analyzed by Internal Factor Evaluation (IFE) Matrix, External factor Evaluation (EFE) Matrix, Internal-External (I-E) Matrix, and Quantitative Strategic Planning Matrix (QSPM). The research result showed that the Product Development Strategy is the best strategy to improve the competitiveness of the Batik Bojonegoro Industry. This strategy has the highest Sum Total Attractiveness Scores (STAS) value on the QSPM matrix by 5.81. Product Development Strategy is the most appropriate strategy for Batik Bojonegoro SMEs to confront the power of competition and strengthen the competitiveness of businesses.
 Keywords: Business strategy, competitiveness, SME, Batik Bojonegoro.