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LAMPUKITA merupakan salah satu UMKM VCO di Kabupaten Fakfak. Hasil dari pembuatan VCO usaha tersebut,  menghasilkan blondo yang selanjutnya diolah menjadi minyak goreng.  Berdasarkan aspek pemasaran,VCO LAMPUKITA memiliki prospek yang baik. Namun, ketersediaan bahan baku kelapa yang memenuhi syarat pembuatan produk utama, jumlahnya terkadang tidak tersedia.  Penelitian sebelumnya fokus pada teknik ekstraksi VCO, masih sedikit membahas strategi bisnis spesifik untuk minyak goreng hasil blondo ditingkat UMKM dengan kendala bahan baku.  Tanpa strategi pengembangan yang tepat, LAMPUKITA akan sulit bertahan secara finansial meskipun produknya memiliki nilai gizi lebih unggul. Tujuan penelitian untuk mengidentifikasi kekuatan, kelemahan, peluang dan ancaman,  menentukan faktor internal, eksternal strategi terbaik dan model pengembangan bisnis baru yang dapat diterapkan LAMPUKITA. Penentuan lokasi secara purposive. Jenis data yaitu data primer dan data sekunder.  Teknik pengumpulan data yaitu observasi, wawancara dan dokumentasi.  Analisis data yang digunakan adalah deskriptif kualitatif (analisis SWOT dan BMC) dan kuantitatif (metode IFAS, EFAS dan QSPM).  Hasil analisis SWOT menunjukkan bahwa kekuatan utama usaha LAMPUKITA terletak pada keunggulan produk alami, pemanfaatan blondo VCO, serta cita rasa khas kelapa Fakfak. Kelemahan utamanya adalah keterbatasan ketersediaan kelapa yang memenuhi standar VCO, kapasitas produksi masih kecil, dan keterbatasan modal. Analisis IFAS dan EFAS menunjukkan LAMPUKITA berada pada kondisi cukup mendukung untuk dikembangkan secara internal dan eksternal. Keberlanjutan usaha ditentukan oleh manajemen rantai pasok  kelapa. Strategi paling tepat dikembangkan adalah strategi kemitraan dengan petani kelapa berbasis standar VCO.  LAMPUKITA dapat menerapkan berbagai model bisnis baru untuk menanggulangi keterbatasan bahan baku.

The development of halal tourism has encouraged sharia hotels to provide services that are not only comfortable and functional, but also consistent with Islamic values and halal assurance. This study aims to analyze the integration strategy between sharia hotels and halal restaurants in increasing guest visits and satisfaction at Mangkuto Sharia Hotel Payakumbuh. This research employed a qualitative approach with a case study design. Data were collected through in-depth interviews, observations, and documentation involving hotel management, operational employees, guests, sharia certification experts, and representatives of the local government. The data were analyzed descriptively and strengthened through strategic analysis using the Resource-Based View (RBV), Value Chain, SWOT analysis, IFAS-EFAS matrix, TOWS matrix, and Blue Ocean Strategy. The findings reveal that service integration was implemented through sharia-based operational policies, halal assurance systems in restaurant activities, and cross-departmental coordination between the front office, housekeeping, and food and beverage departments. This integration created added value in the form of physical comfort, emotional trust, and spiritual peace for guests. Internal hotel data also indicated an increase in occupancy rates from 26% in 2020 to 52% in 2024 following the implementation of the sharia concept and halal restaurant integration. Strategic analysis positioned the hotel in Quadrant I (aggressive growth strategy), supported by its halal reputation, Islamic organizational culture, guest trust, and its uniqueness as the first sharia hotel in West Sumatra certified by the National Sharia Council–Indonesian Ulema Council (DSN-MUI). The implication of this study shows that the integration of sharia hospitality can serve as a competitive product strategy rather than merely a compliance instrument, while also supporting the development of regional halal tourism.

The highly competitive healthcare industry in Cirebon poses a significant challenge for Klinik Utama X, especially as a non-BPJS facility. This condition requires a paradigm shift from a provider-centric marketing mix to a patient-centric approach to retain patient loyalty. This study aims to evaluate and formulate the marketing strategy of Klinik Utama X using a comparative 4P (Product, Price, Place, Promotion) and 4C (Customer Solution, Customer Cost, Convenience, Communication) approach based on SWOT analysis. This research used a qualitative descriptive design with purposive sampling, gathering primary and secondary data through in-depth interviews, observations, and document studies. The data were systematically evaluated using Internal Factor Evaluation (IFE) and External Factor Evaluation (EFE) matrices. The findings reveal that the clinic is strategically positioned in Quadrant I, with an IFAS score of 2.53 and an EFAS score of 2.60, indicating strong internal capabilities to seize external opportunities. The recommended aggressive growth strategy involves integrating psychiatric and aesthetic services, penetrating the Business-to-Business (B2B) market through corporate medical check-ups, accelerating digitalization via telemedicine and online queuing, and preparing for BPJS accreditation. The managerial implications suggest that the clinic must prioritize resolving internal human resources and strengthening financial record-keeping systems before investing heavily in medical assets, while actively expanding digital convenience and corporate partnerships to secure short-term financial stability.

This study examines the tourism development strategy to increase Local Original Revenue (PAD) in Bulukumba Regency, South Sulawesi. Despite having significant tourism potential, such as Bira Beach and the Pinisi shipbuilding tradition, the contribution of the tourism sector to PAD remains fluctuating and has not been fully optimized. Therefore, this study aims to formulate an effective and targeted tourism development strategy. The research employs a quantitative descriptive approach using observation, Likert-scale questionnaires, and documentation, with data analyzed through SWOT analysis, IFAS-EFAS matrices, and the Grand Strategy Matrix. The findings indicate that the tourism sector has strong internal strengths (5,09) and significant external opportunities (4,99), exceeding its weaknesses (4,56) and threats (3,95), placing it in Quadrant I (aggressive strategy). The results suggest that the most appropriate strategy is the SO (Strengths-Opportunities) strategy, which focuses on optimizing tourism potential, enhancing digital promotion, strengthening cultural-based tourism, and expanding investment in infrastructure. The study concludes that implementing an aggressive and integrated strategy can improve the tourism sector’s contribution to PAD and support regional economic development. These findings highlight the importance of aligning tourism potential with strategic planning to achieve sustainable fiscal growth.

This study aims to formulate a Blue Ocean Strategy to enhance business competitiveness through a SWOT analysis approach. The research was conducted using a descriptive qualitative method. Primary data were obtained through interviews with competent parties to identify the internal and external factors of the business, while questionnaires were used as supporting data to capture respondents’ perceptions of the identified factors. The interview results served as the basis for developing the IFAS and EFAS matrices to determine the business position within the SWOT matrix. Furthermore, the SWOT analysis results were used to formulate alternative strategies aimed at creating new value in line with the Blue Ocean Strategy concept. The questionnaire results indicate that respondents’ perceptions tend to support the internal and external factors identified through interviews, thereby strengthening the analytical findings. Based on the results, it can be concluded that formulating a Blue Ocean Strategy through SWOT analysis provides a more innovative and competitive strategic direction. The resulting strategies are expected to help businesses create sustainable competitive advantages and avoid direct competition in saturated markets.

Nature-based tourism development has a strategic role in encouraging sustainable local economic growth, especially in rural areas such as Marente Village, Kabupaten Sumbawa. Agal Waterfall is one of the natural tourism destinations that has high attractiveness, but its utilization is still not optimal due to limited facilities and infrastructure, access to the location, promotional activities, and the quality of human resources management. This study aims to identify strengths, weaknesses, opportunities, and threats, and determine priority strategies in developing Agal Waterfall tourism using the Quantitative Strategic Planning Matrix (QSPM) method. The research approach used is descriptive quantitative with primary data collected from 100 respondents. Analysis techniques include the preparation of IFAS, EFAS, SWOT, and QSPM matrices. The research findings show that the beauty of the natural environment and community participation are the main strengths, while the limited supporting facilities and promotion are still the dominant weaknesses. Development opportunities are supported by the increasing interest in nature tourism and the utilization of digital platforms, while threats come from competition between tourist destinations and the potential for environmental degradation. Based on the results of the analysis, priority strategies suggested include improving basic facilities, optimizing digital-based promotions, strengthening the capacity of human resource managers, and implementing the principles of sustainable tourism.

Industri Kecil dan Menengah (IKM) merupakan kontributor penting dalam pembangunan ekonomi daerah melalui penciptaan lapangan kerja, peningkatan nilai tambah, dan penguatan struktur ekonomi berbasis lokal. Namun demikian, banyak IKM masih menghadapi tantangan berkelanjutan yang berkaitan dengan keterbatasan kapasitas inovasi, rendahnya adopsi pemasaran digital, serta lemahnya akses terhadap kemitraan strategis. Sentra IKM Srikayu di Surakarta merupakan klaster industri furnitur yang mengkhususkan diri pada produk berbahan kayu jati dan mahoni dengan karakteristik kualitas yang kuat, namun perluasan pasar dan pengembangan kemitraannya masih belum optimal. Penelitian ini bertujuan untuk mengkaji kondisi internal dan eksternal Sentra IKM Srikayu menggunakan analisis strategis berbasis SWOT sebagai dasar perumusan strategi pengembangan akses pasar dan kemitraan. Metode penelitian yang digunakan adalah mixed-method dengan mengintegrasikan diskusi kelompok terfokus, wawancara mendalam, dan analisis data sekunder. Hasil analisis matriks IFAS dan EFAS menunjukkan skor masing-masing sebesar 2,82 dan 2,62, yang menempatkan sentra pada Kuadran I, yang mengindikasikan strategi pertumbuhan agresif. Rekomendasi strategi meliputi penguatan branding dan pemasaran digital, diversifikasi desain produk sesuai tren pasar, perluasan kemitraan strategis, serta peningkatan kapasitas produksi dan kapabilitas sumber daya manusia guna menjamin daya saing dan keberlanjutan jangka Panjang.

This research explores strategies for developing the Lewaja Natural Tourism Area in Enrekang Regency, which has considerable potential as a leading destination but has not yet been managed effectively. The study aims to examine the current conditions of the site, highlight its opportunities and constraints, and design strategies for sustainable development. A descriptive qualitative approach was employed, utilizing SWOT (Strengths, Weaknesses, Opportunities, Threats) in conjunction with IFAS and EFAS to establish strategic priorities. The results indicate that Lewaja possesses advantages in terms of natural scenery and accessibility, while weaknesses are found in facility provision and managerial aspects. The proposed strategies derived from the SWOT framework emphasize infrastructure improvement, enhancement of supporting amenities, digital-based promotional efforts, community involvement in destination management, and stronger collaboration between governmental bodies and the private sector. Overall, the study concludes that the future development of Lewaja Peak Natural Tourism should align with the principles of sustainable tourism, aiming to increase its attractiveness, raise service standards, and deliver economic value to the local community.