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The development of e-commerce as part of digital transformation has changed marketing and business transaction patterns, including in the Micro, Small, and Medium Enterprises (MSMEs) sector. This study aims to analyze the implementation of e-commerce and the Quick Response Code Indonesian Standard (QRIS) payment system in increasing revenue for the Sultan Snacks MSME in Parepare City. This study used a qualitative approach with a case study method. Data collection techniques included in-depth interviews, observation, and documentation with business owners and related parties. The data obtained were analyzed using descriptive qualitative analysis techniques through the stages of data reduction, data presentation, and conclusion drawing. The results show that the implementation of e-commerce at the Sultan Snacks MSME is carried out through the use of digital platforms and social media as a means of product promotion and sales, which can expand market reach and increase the number of orders. Furthermore, the implementation of the QRIS payment system provides convenience and speed in the transaction process and helps business owners maintain more orderly financial records.

This study aims to explore the process of digital transformation and innovative strategies adopted by micro, small, and medium enterprises (MSMEs) in the context of the digital economy. The research focuses on understanding how micro MSME actors adopt digital technology, the challenges they face, and the implications for business independence and competitiveness. A qualitative descriptive approach with a single case study design was employed, focusing on one micro culinary MSME in Medan City. Data were collected through in depth interviews, direct observation, and digital documentation, and analyzed using thematic analysis techniques. The findings indicate that the use of social media for marketing purposes has increased business visibility and expanded customer reach at the local level. However, digital transformation remains at an early stage, constrained by limited capital, low digital literacy, and the lack of integrated digital business systems. These results suggest that digital transformation in micro MSMEs is a gradual and context dependent process that requires strong ecosystem support to enhance sustainable business independence and competitiveness. This study contributes to the literature by providing qualitative empirical insights into digital transformation at the micro enterprise level.

This study aims to analyze the integration of maqasid al-shariah within digital financial innovation in Islamic banking and to identify patterns in previous research through a Systematic Literature Review (SLR). The SLR method was employed to search, select, and synthesize relevant studies published between 2020 and 2025 using predefined inclusion and exclusion criteria, followed by thematic analysis. The findings were organized into five core themes: security and wealth protection, digital literacy, regulatory and shariah compliance, adoption of digital technologies, and the orientation toward justice and social benefit. The results indicate that the integration of maqasid al-shariah in digital innovation remains partial and has not been developed into an operational framework for the design or evaluation of digital banking services. Prior studies emphasize the importance of data security and regulatory readiness but have not formulated measurable maqasid-based indicators. This synthesis highlights the need for a more applicable maqasid-driven digital framework to strengthen governance, risk mitigation, and the strategic direction of digital innovation in Islamic banking.

The rapid advancement of digital transformation, coupled with the increasing intensity of competition in the financial industry, compels banking institutions to implement appropriate strategies to enhance their competitiveness—particularly in serving the micro and Small and Medium Enterprises (SMEs) segments. This study aims to analyze the application of the Strategic Position and Action Evaluation (SPACE) Matrix as a tool for formulating effective marketing strategies at Bank BRI Unit Sokaraja Tengah.By employing a qualitative approach through direct observation and interviews, this research evaluates four key dimensions within the SPACE Matrix framework: Financial Strength (FS), Competitive Advantage (CA), Environmental Stability (ES), and Industry Strength (IS). The analysis results indicate that FS scored 5, CA scored 4, ES scored 4, and IS scored 3. Collectively, these scores position Bank BRI Unit Sokaraja Tengah within the aggressive quadrant.These findings suggest that the bank unit possesses strong internal capabilities and significant external opportunities for continued growth and innovation. Based on this strategic positioning, the recommended strategies include: strengthening digital service innovation, enhancing customers' financial literacy, and fostering active collaboration with the SME community. The implementation of this aggressive strategy is expected to reinforce the bank's competitive position and sustainably support growth in the microeconomic sector.

This paper provides a comprehensive examination of the concept and implementation of skill management as a cohesive set of competencies encompassing technical, interpersonal, conceptual, and strategic skills within organizational and entrepreneurial contexts. The background highlights the critical role of skill management in addressing the challenges posed by a highly competitive and rapidly evolving business environment, where mastery of these competencies determines both individual and organizational effectiveness in planning, organizing, leading, and controlling resources to achieve collective objectives. Grounded in a literature review of seminal works by Robbins & Coulter, Katz, Drucker, Mintzberg, Armstrong, and Barney & Hesterly, this study adopts a structured approach that covers definitions, classification of skill types, their roles in organizations, development strategies, implementation challenges, and applications in entrepreneurship. The findings indicate that: (1) technical, human, and conceptual skills are complementary across different managerial levels; (2) skill development requires a blend of formal education, field practice, mentorship, and technology utilization; (3) primary challenges include technological adaptation, complexity of decision-making, and limitations in training resources; and (4) in entrepreneurial ventures, effective skill management is fundamental to planning, finance, human resources, innovation, and communication. In conclusion, skill management should not be viewed as a static competency but as a strategic asset that must be continuously enhanced through lifelong learning, enabling both individuals and organizations to sustain growth and resilience in the era of globalization and digital transformation.

The rise of digital transformation and increasing competition in the Islamic financial sector require microfinance institutions such as KSPPS BMT NU Sejahtera Bumiayu to implement innovative strategies to build competitive advantage. This study aims to analyze the development of innovative services through the Blue Ocean Strategy (BOS) framework, which focuses on value creation and the discovery of untapped market space. A descriptive qualitative method was employed, with data collected through in-depth interviews involving management and active customers. The findings indicate that based on external analysis (PEST and Five Forces) and internal evaluation, the institution holds strong potential to develop service strategies driven by innovation. The application of the ERRC Grid led to several strategic actions, including eliminating administrative fees, simplifying procedures, enhancing service quality and technology, and developing the digital application BMT Mobile. The study concludes that BOS is an effective strategic framework for expanding inclusive, community-based Islamic finance. The results contribute both theoretically and practically to the development of adaptive and competitive Islamic microfinance service models.

MSMEs play a key role in the national economy, especially in increasing economic growth and creating new jobs. However, in the digital era, MSMEs face major problems, such as low levels of digital literacy, limited access to the internet, and fierce competition with large companies that have used technology before. This study examines the variables that influence the sustainability of MSMEs amidst digital challenges and finds methods that can be used so that MSMEs can survive and grow. The research method was carried out through surveys and direct interviews with MSME actors at Pasar Pagi Setia Budi, Medan, North Sumatra. The results of the study showed that most MSME actors did not utilize digital platforms for marketing and transactions, which resulted in decreased income. To increase competitiveness, MSMEs need to improve their digital knowledge, adopt online marketing strategies, and optimize the use of e-commerce and social media. Support from the government, financial institutions, and technology companies is also very important. In the increasingly competitive digital era, by implementing the right digitalization strategy, MSMEs can improve operational efficiency, expand market reach, and maintain the sustainability of their business.

Cloud-Based Accounting Systems (CBAS) are technological innovations that support digital transformation in financial management by increasing efficiency, transparency, and real-time data access. This system helps companies reduce manual recording errors, improve reporting accuracy, and accelerate data-based decision-making processes. In addition, CBAS also has advantages in terms of flexibility of use and compliance with accounting standards, making it a relevant solution for modern companies. Although CBAS offers many benefits, its implementation can also create a perception of technological superiority that does not fully reflect reality if it is not balanced with organizational and human resource readiness. Challenges often faced in implementing CBAS include dependence on cloud services, data security threats, and errors in system input or configuration that can lead to inaccurate financial reports. In addition, overly high expectations for automation can lead to neglect of manual supervision that is still needed to maintain the reliability of financial information. The success of CBAS implementation is highly dependent on a well-designed implementation strategy, adequate user training, and appropriate risk mitigation measures. With careful planning and a strategic approach, CBAS can serve as a tool that increases financial transparency and efficiency, not just a technology trend that provides no real benefits.

This article discusses the role of the government and strategies for strengthening the people's economy in empowering Micro, Small, and Medium Enterprises (MSMEs) in Purwokerto, particularly in the context of digitalization. MSMEs play a significant role in the local and national economy but face various challenges that affect their competitiveness. The Banyumas Regency government actively supports digital transformation through training and programs that enhance the digital skills of MSME actors. Additionally, financial literacy is also deemed crucial to help MSME actors manage finances and understand essential business aspects. This article aims to provide an in-depth understanding of the conditions of MSMEs in Purwokerto and the steps that can be taken to enhance their role in the local economy.