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Multi Sari MSME, located in Pangkalan Batang Village, Bengkalis Regency, produces traditional local products such as fish crackers, shrimp crackers, and sago crackers. Despite having quality products, legal business permits, halal certification, and stable raw material availability, the enterprise still faced limitations in digital marketing practices, resulting in a limited market reach. This community service program aimed to improve the marketing capacity of the MSME through the implementation of digital marketing strategies. The methods employed included SWOT and STP analyses, Google Business Profile development, social media management, content calendar preparation, promotional content creation, and marketplace utilization. The program also involved mentoring and training activities to enhance the partner’s understanding of digital marketing tools and techniques. The results showed significant improvements in the partner’s knowledge and skills in utilizing digital platforms for marketing purposes. Furthermore, Multi Sari MSME now possesses more structured digital marketing channels, increasing product visibility and creating opportunities to reach a broader market. Therefore, digital marketing has proven to be an effective strategy for enhancing MSME competitiveness, business sustainability, and market expansion in the digital era.

The results of the study show that pricing strategy contributes dominantly to increasing sales, but the lack of digital promotion causes limited market reach. Micro, Small, and Medium Enterprises (MSMEs) play a crucial role in driving national economic development and providing employment. However, in facing an increasingly competitive market, MSMEs need to implement efficient marketing strategies to ensure sustainability and sustainable growth. This community service activity aims to provide knowledge and assistance to Indonesian Es Teh MSMEs regarding the implementation of flexible marketing strategies, both through digital and traditional channels. The activity took place at the Es Teh Kampung Solo outlet in Kramatwatu Square. The methods used included counseling, training, and assessment of marketing strategy implementation, with a primary focus on optimizing social media as an interactive and competitive digital promotional tool. The results of this activity demonstrated a significant increase in MSMEs' understanding of strategic marketing planning, promotional innovation, and the use of digital platforms to expand market reach. Thus, it is hoped that digital-based marketing strategies can strengthen the competitiveness and sustainability of MSMEs. This activity is expected to contribute to increasing the competitiveness and sales volume of the Kampung Solo Es Teh MSME in a sustainable manner through the implementation of a modern marketing approach that is responsive to technological changes.

Baros District has the potential for creative economy-based Micro, Small, and Medium Enterprises (MSMEs) products that need to be strengthened, including products from the agricultural, livestock, crafts, food, and various other types of trade sectors. This study aims to analyze and assess the steps for developing creative economy-based MSMEs in Baros District, located in Serang Regency, Banten. The method applied is a qualitative approach through observation, interviews, document collection, and using a SWOT Matrix analysis to identify the strengths, weaknesses, opportunities, and challenges faced in developing creative economy-based MSMEs in Baros District, Serang Regency, Banten. Data sources used include the Head of Baros District, local village heads, academics, MSME actors, employees from the Serang Regency MSME Office, and MSME observers. This study lasted for one year. The appropriate strategy for developing MSMEs in Baros District is the SO (Growth) strategy, which utilizes existing strengths to increase competitiveness. The research revealed that MSMEs operating in the creative economy sector in Baros District still face various challenges in developing their businesses, such as limited capital, the use of simple production equipment, suboptimal marketing, a shortage of skilled labor, and limited use of technology and copyright registration for their products.

This study aims to analyze the operational and marketing strategies of UMKM Bolu Kambu Daeng Rosi in enhancing the competitiveness of traditional food products in Barru Regency, South Sulawesi. The research uses a descriptive qualitative approach with a case study method, through guided observation, semi-structured interviews, and documentation. The findings show that the enterprise's strengths lie in its culturallybased product differentiation and strong customer loyalty. However, the business still faces challenges in managerial aspects, digital promotion, and operational recording. SWOT analysis highlights the importance of strengthening production systems and applying simple marketing strategies to expand market reach. In addition, a daily profit and loss estimation shows a relatively high profit margin, though not yet supported by a documented financial system. The main recommendation is the need for gradual managerial transformation through simple financial record-keeping, basic visual promotion, and technology adaptation aligned with the owner's capacity. This research is expected to contribute to the development of local culinary-based MSMEs rooted in cultural heritage.

Kopirates Maumere is a local micro, small, and medium enterprise (MSME) engaged in the processing and marketing of specialty coffee products from Sikka Regency. This study aims to analyze the management strategies implemented by the MSME based on interviews with the business owner. The research focuses on product strategy, marketing, operations, business development, and the challenges faced in running the MSME amid increasingly competitive market conditions. The research method employs a descriptive qualitative approach through in-depth interviews and direct observation. The results indicate that Kopirates Maumere applies a product differentiation strategy by highlighting the quality of local coffee, supported by increasingly developed digital marketing. The MSME also strives for operational efficiency despite facing challenges related to limited capital and production equipment. This study concludes that adaptive management strategies based on local potential are crucial for maintaining MSME sustainability. Furthermore, improved managerial capacity along with support from the government and local communities is needed to strengthen the MSME’s position in a broader market.

This study aims to analyze the potential and business development strategies of Warung Misop Kampung Yani Mbotz in Tanjung Morawa District as a representative of traditional culinary MSMEs. The main problems identified are limited capital, simple business management, and the lack of digital promotion. This research employs a qualitative descriptive method with a case study approach, using direct observation, interviews with the business owner, and document analysis. Data were analyzed using the SWOT (Strengths, Weaknesses, Opportunities, Threats) framework to identify internal and external factors, and the Business Model Canvas (BMC) to formulate development strategies. The results reveal that the main strengths of the business lie in authentic taste, affordable prices, and customer loyalty. Weaknesses include limited menu innovation, underutilized digital promotion, and the absence of systematic financial recording. Opportunities arise from the growing public interest in traditional culinary products and government support for MSMEs, while threats come from competition with modern food outlets, fast-food chains, and rising raw material prices. The strategies formulated through the BMC framework include product innovation, service diversification, the optimization of social media marketing, and the strengthening of business networks. The study concludes that applying BMC-based strategies can enhance the competitiveness of Warung Misop Kampung Yani Mbotz while preserving traditional culinary heritage. These findings are expected to serve as a reference for other culinary MSMEs in developing their businesses sustainably.

Micro, Small, and Medium Enterprises (MSMEs) play a strategic role in Indonesia's economic development, particularly in developing products based on local wisdom. Toko Jayabaru is an MSME that markets Maumere's signature souvenirs made from traditional ikat woven fabric, facing various challenges and opportunities amid business and tourism dynamics. This study aims to identify internal and external factors affecting Toko Jayabaru's performance and formulate appropriate business development strategies through SWOT analysis. The research employs a qualitative descriptive approach with data collection through in-depth interviews with the owner and management of Toko Jayabaru. Data analysis uses the SWOT framework (Strengths, Weaknesses, Opportunities, Threats) to identify the business's strategic position and formulate alternative development strategies. Toko Jayabaru's main strengths lie in strong local cultural identity, authentic product quality, and adequate business experience. Weaknesses include limited digital marketing, restricted production capacity, and lack of derivative product variations. Opportunities encompass Flores tourism sector growth, increasing interest in local products, and potential strategic collaborations. Main threats are competition from similar products, influx of imitation products, and dependence on tourism sector fluctuations. Recommended development strategies include strengthening branding through storytelling, diversifying woven derivative products, optimizing digital marketing, strategic collaboration with tourism stakeholders, enhancing human resource capacity, and implementing customer loyalty programs. Implementation of these strategies is expected to increase MSME competitiveness while preserving Maumere's local culture.

This study aims to analyze the development strategy of micro, small, and medium enterprises (MSMEs) in the coffee sector using the Business Model Canvas (BMC) and SWOT Analysis approaches. A case study was conducted at Paul Coffee Shop, located in Tajurhalang, Bogor Regency. The research method employed was descriptive qualitative, with data collected through observation, interviews, and literature review. The results indicate that the current business model of Paul Coffee Shop has strengths in affordable pricing and personal relationships with customers but still has weaknesses in digital marketing and product innovation. Through SWOT analysis, development strategies were formulated, including product diversification, strengthening digital marketing, collaboration with local MSMEs, and customer loyalty programs. This study emphasizes that BMC can be used not only in the initial stage of business establishment but also as a tool for evaluation and strategy development for ongoing MSMEs.

Initial survey results show that consumers in the Makale region have specific preferences for tempeh packaging and quality, but business actors have not incorporated these preferences into their production and marketing strategies. This gap calls for an intervention to develop a strategy based on a systematic, contextual mapping of consumer preferences. Using a mixed methods approach with an explanatory sequential design, the study was conducted in two stages: first, quantitative data collection and analysis, followed by qualitative data collection and analysis to clarify and deepen the results. The study found that consumer preferences for Jeslyn tempeh are primarily influenced by sensory qualities (taste, texture, aroma), cleanliness, affordability, hygienic packaging, distribution ease, and promotion. The Likert scale analysis showed that most indicators had an average value above 4.20 (percentage index > 84%), indicating high to very high consumer satisfaction. Taste (mean 4.52; index 90.4%) and texture (mean 4.44; index 88.8%) were the most influential factors, followed by price and cleanliness. Consumer loyalty is built through consistent quality and emotional attachment to local products. Producers should maintain product quality, improve hygiene, introduce simple innovations, and use social media for cost-effective promotion.

The fisheries sector plays a vital role in the national economy and represents a significant potential source of foreign exchange. The development of this sector must be strategically designed to address future challenges, which include anticipating changes in both production and consumer systems (markets), as well as shifts in resource potential. This study aims to identify and analyze effective business development strategies for UMKM Bandeng Sultan to expand its market reach. The research methodology includes both primary and secondary data collection through interviews and field observations, analyzed qualitatively using a descriptive approach. Data were collected directly from interviews and on-site observations to gain relevant insights into the current conditions of the Bandeng Sultan business. The results indicate that the SWOT coordinate score (0.6: 0.57) places the business in a favorable position, supporting the adoption of an aggressive growth strategy. Recommended strategic actions include enhancing digital and e-commerce marketing, expanding into the Java market and exploring export opportunities, diversifying product offerings and innovating flavor varieties, as well as improving product quality and hygiene standards. These findings demonstrate that UMKM Bandeng Sultan possesses strong internal capabilities and promising external opportunities for growth. Therefore, the implementation of aggressive strategies was considered appropriate to increase competitiveness and ensure long-term business sustainability in a highly competitive market environment.

This research aims to formulate a business development strategy for AK Laundry, a micro, small, and medium enterprise (MSME) located in Palembang that operates in the laundry service industry. As competition in this sector continues to intensify, MSMEs are required to adapt quickly through effective strategic planning. The study employed a descriptive qualitative approach, with data collected through interviews, direct observations, documentation, and questionnaires, ensuring a holistic understanding of both internal and external conditions. The analysis was carried out using the SWOT framework, which identifies internal strengths and weaknesses, as well as external opportunities and threats. The findings reveal that AK Laundry possesses several strengths, including good relationships with its loyal customer base, competitive pricing that appeals to a wide range of market segments, and a strategic location that facilitates accessibility. However, weaknesses were also identified, such as limited promotional efforts, particularly in digital channels, and occasional delays in completing customer orders, which may affect satisfaction and trust. From an external perspective, AK Laundry has opportunities to expand its services, particularly through the growing demand for pickup and delivery facilities, as well as changes in consumer lifestyles that increasingly prioritize practicality and efficiency. Nevertheless, the enterprise must also address potential threats, such as intense competition in pricing strategies among similar businesses and the risk of item loss, which could undermine its reputation. Based on the SWOT matrix, AK Laundry is positioned in Quadrant I, indicating that it holds considerable potential for aggressive growth. Therefore, the recommended strategies include strengthening digital marketing initiatives, introducing innovative services to differentiate from competitors, enhancing employee competencies through training programs, and upgrading equipment to improve service quality and speed. These strategies are expected to help AK Laundry leverage its strengths and opportunities effectively, ensuring sustainable development and competitiveness in the MSME laundry service sector.

This study aims to analyze the marketing strategies implemented by the Burger Eat Aja MSME to increase its competitive advantage amidst the intense competition in the culinary industry. The research method used is descriptive qualitative with a case study approach. Data were obtained through direct observation, interviews with the owner and consumers, and documentation of business activities. Furthermore, the data were analyzed using the SWOT, EFAS, IFAS, and IE matrix methods to obtain a comprehensive picture of the business position and applicable strategies. The results show that Burger Eat Aja has several key strengths, including a strategic business location, a distinctive taste that distinguishes it from competitors, and a varied menu that is able to attract consumers from various segments. However, several weaknesses were also found, such as relatively higher product prices compared to competitors, inconsistent service quality, and limited available facilities. On the other hand, there are significant opportunities that can be utilized, such as the increasing trend of fast food consumption, the development of online application-based delivery services, and the effectiveness of promotions through social media in reaching a wider consumer base. Threats faced include the large number of new competitors, fluctuations in raw material prices, and dynamic changes in consumer tastes. Based on the IE matrix analysis, Burger Eat Aja is in quadrant II (Grow and Build), indicating that an aggressive growth strategy is necessary. Recommended strategies include improving service quality, regularly innovating menu items in line with trends, optimizing digital promotions, and strengthening customer relationships to foster loyalty. With this strategy, Burger Eat Aja is expected to maintain its presence and strengthen its position in the culinary industry.  

This study aims to analyze the business development strategy of Depot Kusen Rahmat by reviewing four main aspects, namely production, human resources (HR), finance, and marketing. The analytical approach used in this study is SWOT (Strengths, Weaknesses, Opportunities, Threats) and QSPM (Quantitative Strategic Planning Matrix). Primary data was obtained through a survey of 16 respondents who are active consumers of Depot Kusen Rahmat. The results of the SWOT analysis identified that the company has four strengths, four weaknesses, four opportunities, and four threats. The most dominant internal strength is efficient and neat products, with the highest weighted score of 0.509, which indicates that the quality of production results is the main competitive advantage. On the other hand, the main weakness found is the absence of a product catalog, with a score of 0.158, which indicates a lack of visual information media as a means of product promotion and communication to consumers. From external factors, the biggest opportunity is the increasing consumer interest in custom products, with a score of 0.479, which indicates a positive trend towards product personalization. The most significant threat is the rapidly changing design trends, with a score of 0.186, which requires the company to be more adaptive to changing market tastes. Based on the results of the SWOT matrix analysis, the company's position is in Quadrant I with an IFAS value of 1.368 and EFAS of 1.206, which indicates that the company is in a position to support an aggressive growth strategy. The QSPM results recommend prioritizing strategies in the form of emphasizing quality and balanced prices, followed by improving customer service and developing high-quality custom products as strategic steps to win market competition and increase business competitiveness sustainably.

This study analyzes the marketing strategy of the Nyoklat Klasik Galang franchise using a descriptive qualitative approach. The results show the implementation of the marketing mix (7P) with a focus on affordable prices, strategic locations, and digital promotions. The SWOT analysis identifies the main strengths in regional exclusivity and low prices, but constrained by the dependence on raw material supply. Opportunities are growing in the current beverage trend, while the main threat is fierce competition. 

This study examines Topten Printing, a printing company based in Metro City that offers diverse printing services characterized by competitive pricing, high-quality output, and efficient service. The research addresses the challenge of sustaining competitiveness amid rising market competition and evolving customer preferences. The objective is to analyze the company’s existing competitive strategies and propose viable alternatives for future growth. Employing a qualitative approach through a case study method, the research utilizes SWOT analysis and the Quantitative Strategic Planning Matrix (QSPM) to assess internal and external factors influencing the business. The results reveal that Topten Printing’s key strengths lie in its affordable pricing, reliable print quality, and prompt service delivery. However, the company also faces notable weaknesses, including a limited workforce and insufficient engagement on social media platforms. Opportunities exist in the growing demand for printed materials and government initiatives supporting micro, small, and medium enterprises (MSMEs), whereas significant threats stem from digital transformation trends and raw material price volatility. The synthesis of findings indicates that to enhance its market position, Topten Printing should implement a growth-oriented strategy focused on increasing production capacity by hiring freelance workers and intensifying social media marketing efforts. In conclusion, strengthening human resources and expanding digital marketing activities are essential steps for Topten Printing to maintain competitiveness and seize market opportunities in an increasingly dynamic business environment.  

This research is to analyze the Marketing Strategy of Pempek Cik Rita, using Strenghts, Weeknesses, Opportunity, Threads (SWOT) Analysis. Data collection techniques using interviews and field observations. The results of this study suggest that Pempek Cik Rita can optimize its business strategy by utilizing its strengths to face various opportunities and challenges. By expanding the market outside the city and establishing partnerships with catering parties in Bandar Lampung, the company can expand its reach and attract more customers. To overcome weaknesses, Pempek Cik Rita can increase visibility through social media such as GoFood, Instagram, and TikTok, as well as product diversification by adding vegan pempek variants to follow the healthy food trend. To deal with threats, the company can establish stronger cooperation with mackerel suppliers to ensure the supply of quality raw materials and develop diverse pempek variants to compete in a tight market.

This study aims to analyze the strengths, weaknesses, opportunities, and threats (SWOT) in the development of culinary MSMEs in Central Java Province. A descriptive qualitative approach was used, with data collection conducted through interviews, observations, and secondary document review. Data analysis was performed using the Miles and Huberman interactive model, which allowed for the systematic processing and interpretation of the gathered data. The findings revealed that the key strengths of culinary MSMEs in Central Java include clear market segmentation, strategic locations, and product innovation. These strengths enable the businesses to reach targeted customers effectively and maintain competitiveness in a dynamic market. However, the main weaknesses identified include limited utilization of digital technology and a lack of managerial development, which hinder their ability to scale and improve operational efficiency. The study also highlighted significant opportunities for growth, such as government support for MSMEs and the rapid development of digital technologies that can enhance marketing and operational processes. Despite these opportunities, the threats facing these businesses include intense competition from both local and global players, as well as a low level of interest in entrepreneurship among the younger generation, which limits the growth potential of new businesses. Based on the SWOT analysis, the study proposes a development strategy matrix that MSMEs and policymakers can use to address weaknesses, capitalize on opportunities, and mitigate threats. This strategy emphasizes the need for digital transformation, investment in managerial skills, and fostering an entrepreneurial culture to ensure the sustainable growth of culinary MSMEs in the region. The findings provide valuable insights for both business owners and policymakers to support the development of the culinary sector in Central Java

Business development, especially in the culinary industry. UMKM Kirantea is one of the businesses in the culinary sector that uses SWOT analysis to develop its business strategy. As part of this research, a SWOT analysis was carried out to determine the position of UMKM Kirantea in the culinary industry and identify strengths, weaknesses, opportunities and threats related to processing and developing its business. Based on the results of the SWOT analysis, UMKM Kirantea can continue to develop, but a combination of SWOT analysis is needed, such as implementing SO strategies, one example of which is expanding cooperation networks and networking with stakeholders (associations, restaurants, hotels) holding event activities in various regions, strategies WO, one example is increasing cooperation and networking with suppliers and partnerships with medium and large scale industries as well as using local or regional events as a promotional tool, ST strategy, one of which is maintaining affordable prices and quality-controlled materials to face competition and WT strategies, such as developing an online marketing platform to remain competitive amidst competition.

Business development, especially in the culinary industry. UMKM Kirantea is one of the businesses in the culinary sector that uses SWOT analysis to develop its business strategy. As part of this research, a SWOT analysis was carried out to determine the position of UMKM Kirantea in the culinary industry and identify strengths, weaknesses, opportunities and threats related to processing and developing its business. Based on the results of the SWOT analysis, UMKM Kirantea can continue to develop, but a combination of SWOT analysis is needed, such as implementing SO strategies, one example of which is expanding cooperation networks and networking with stakeholders (associations, restaurants, hotels) holding event activities in various regions, strategies WO, one example is increasing cooperation and networking with suppliers and partnerships with medium and large scale industries as well as using local or regional events as a promotional tool, ST strategy, one of which is maintaining affordable prices and quality-controlled materials to face competition and WT strategies, such as developing an online marketing platform to remain competitive amidst competition.

This study presents an analysis of the marketing strategies of Micro, Small, and Medium Enterprises (MSMEs) in Indonesia, which are the backbone of the national economy. Using qualitative and quantitative approaches, this study aims to identify the challenges and opportunities faced by MSMEs, as well as their impact on local economic growth. The subject of the research in this case is the Martabak Tip Top MSMEs. Data was collected through surveys, interviews, and relevant literature studies. The results of the analysis show that Martabak Tip Top MSMEs face various obstacles in their marketing strategy, such as digitalization and increasing consumer awareness of local products. This research is expected to provide strategic recommendations for stakeholders to support the development of MSMEs, so that they can contribute more to the national economy and job creation.