Business Development Strategy Model of SMEs Through SWOT and EFE-IFE Analysis

Hatta, Iha Haryani; Riskarini, Dian; Ichwani, Tia

doi:10.22515/shirkah.v3i1.204

Cited by 7 publications

(9 citation statements)

References 8 publications

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“…The SWOT analysis method is a tool to plan and analyze strategic actions in up-todate situations (Ravanavar, 2012). SWOT stands for strengths, weaknesses, opportunities, and threats (Oreski, 2012), a system or process that considers internal and external factors that affect organizational performance (Hatta et al, 2019). Strengths and weaknesses are internal to the organization, opportunities and threats refer to the context of the operating organization's environment (Collins-Kreiner and Wall, 2007).…”

Section: Methodsmentioning

confidence: 99%

Entrepreneurial Marketing Strategy of Micro, Small and Medium Enterprises in Pandemic Covid-19 Era

Hadiyati¹,

Hendrasto²

2021

IJEBA

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Purpose:The Indonesian economy's core strength comes from micro, small and medium enterprises (MSMEs). However, the impact of the Covid-19 pandemic causes problems for MSMEs, for example, decreased sales, difficulties in financial aspects, slow distribution of products, and raw materials shortage. The problems of MSME during the Covid-19 pandemic require entrepreneurs' readiness to survive and sustain their business. Entrepreneurial marketing is a suitable paradigm to be implemented by MSME entrepreneurs during the Covid-19 pandemic. The research objective is to determine the entrepreneurial marketing strategy plan for MSMEs during the Covid-19 pandemic. Research Methods: The research informants were government officials of Industry and Trade, MSME, and academicians. The data analysis model used a SWOT analysis based on IFAS and EFAS assessments. The strategic plan was positioned on the SWOT matrix with the values of strength, weakness, opportunity, and threats. Findings: The results show that the SWOT matrix's entrepreneurial marketing strategy plan is in the position of Quadrant one. The entrepreneurial marketing strategy that should be applied in the quadrant is to support an aggressive growth policy. Practical Implications: This aggressive growth strategy focuses on using the company's strengths to take advantage of various business opportunities during the Covid -19 pandemic.Originality value: This study contributes to the survivability of MSMEs in Indonesia, especially during the Covid-19, and shows practitioners to harness the inner strength of their businesses and pursue proactive marketing policy.

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Section: Methodsmentioning

confidence: 99%

Entrepreneurial Marketing Strategy of Micro, Small and Medium Enterprises in Pandemic Covid-19 Era

Hadiyati¹,

Hendrasto²

2021

IJEBA

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“…The numbers that appear describe the weight of alternative strategies. The highest weight represents the strategy with the top priority business development, the lowest weight represents the lowest priority [11].…”

Section: Bmc Evaluation With Swot Analysismentioning

confidence: 99%

“…The result of the business model canvas business model is an overview of the company's condition which will then determine its business development strategy. The method that can be used in analyzing strategy determination is SWOT (Strength, Weakness, Opportunity, Threat) [11]. The SWOT method uses aspects of the strengths and weaknesses of the internal and external environment so that appropriate goals and strategies are formed [12].…”

Section: Introductionmentioning

confidence: 99%

Business development strategy of coffee processing in MSMEs scale using BMC approach and SWOT-AHP integration

Gama Salsabilla,

Santoso,

Arif Kamal

et al. 2024

BIO Web Conf.

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The coffee agro-industry is a sector that is currently growing rapidly in Indonesia. MSMEs Loca Nusa is one of the coffee producers in Malang City which has the potential to be developed. They sell robusta coffee at low prices and delivered from Dampit, Malang which is known to have the best quality. However, Loca Nusa still experience problems in managing their business. The purpose of this study is to identify internal and external factors, formulate and sequence strategies, and form a new development BMC. This study used SWOT (Strength, Weakness, Opportunity, Threat), the AHP (Analytical Hierarchy Process) and BMC (Business Model Canvas) approach. The results showed that the position of MSMEs Loca Nusa was in quadrant V (hold and maintain) with product development and market penetration strategies. The result of the AHP ranking showed market as the highest criteria (0.510), the highest goal is that MSMEs can expand the market to increase production figures (0,566), and the highest alternative is expanding the market to coffee shops in Malang by selling roasted bean products with various variations (0,612). The addition of strategy to the upgraded BMC is on key partner elements, value propositions, and channels.

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“…(3) The ability to manage finance is important in the development of MSMEs (Hatta et al, 2019). Meanwhile, the problem faced by MSMEs is the lack of ability in financial management; (4) Distribution and marketing channels have not been optimally marketed only around the city.…”

Section: Internal Factors (Strengths and Weaknesses)mentioning

confidence: 99%

Development of Micro, Small and Medium Enterprises (MSME) to Strengthen Indonesia’s Economic Post COVID-19

Suwarni¹,

Handayani²

2021

BMS

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This study aims to find the strategy of developing MSMEs based on potential and opportunities in the period of covid-19. The research object is the MSME unit in Bandar Lampung City, especially MSME banana chips. This study used qualitative descriptive analysis with SWOT analysis. Based on the results it is known that the position of MSMEs is in quadrant I. The strategy of developing MSMEs is to increase the potential and take advantage of opportunities. One of the strategies is the utilization of information technology and social media in the development of MSMEs of the region's flagship banana chip products. The results of this research are expected to be useful as consideration for MSMEs to develop their businesses even during the COVID 19 pandemic. Likewise, for the government to actively socialize the use of digital media for MSMEs so that MSME development will increase. The limitation of this research is that it has not quantitatively calculated the role of social media and information technology in MSME development. This could be an opportunity for further research

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Business Development Strategy Model of SMEs Through SWOT and EFE-IFE Analysis

Cited by 7 publications

References 8 publications

Entrepreneurial Marketing Strategy of Micro, Small and Medium Enterprises in Pandemic Covid-19 Era

Entrepreneurial Marketing Strategy of Micro, Small and Medium Enterprises in Pandemic Covid-19 Era

Business development strategy of coffee processing in MSMEs scale using BMC approach and SWOT-AHP integration

Development of Micro, Small and Medium Enterprises (MSME) to Strengthen Indonesia’s Economic Post COVID-19

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