Publication Search

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.

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.

Marketing management is a planning process. implementing target market control and acquiring, retaining and growing customers through creating, delivering and communicating superior customer value. The aim of this research is to understand consumer needs and behavior, as well as analyze the market environment, increase consumer awareness and recognition of MSME products or services, increase the ability of MSMEs to compete in the market by developing innovative and effective marketing strategies. As for marketing strategies that can help develop MSME businesses and manage wise financial management, strategies can also be described using a SWOT analysis.

This study analyzes the marketing management strategy of UMKM Toko Sinar Utama in Pekanbaru using SWOT analysis. The data used in this study consists of secondary and primary data obtained through interviews, observations, and literature studies. The results of the SWOT analysis show that Toko Sinar Utama has greater strengths and opportunities compared to the weaknesses and threats it faces. Based on the results of the analysis, this study formulates four marketing strategies, namely SO, WO, ST, and WT, which can be applied to increase the competitiveness of Toko Sinar Utama. The SO strategy focuses on optimizing existing strengths and opportunities, the WO strategy aims to overcome weaknesses by utilizing opportunities, the ST strategy utilizes strengths to face threats, and the WT strategy seeks to minimize weaknesses and threats. This study concludes that Toko Sinar Utama has good potential to develop, but needs to overcome existing weaknesses, utilize available opportunities, and anticipate threats that may arise.

Penguatan usaha mikro, kecil, dan menengah memiliki kepentingan strategis yang besar, karena memiliki potensi untuk turut berkontribusi dalam kegiatan ekonomi masyarakat, seperti menjadi sumber pendapatan utama untuk meningkatkan kesejahteraan sebagian besar rakyat. Keahlian UMKM penting karena meningkatkan produktivitas dan efisiensi UMKM. Dalam menerapkan model pengelolaan UMKM, perlu dilakukan analisis Strengths, Weaknesses, Opportunities and Threats (SWOT) terhadap operasional sehari-hari terkait dengan aspek bisnis, sehingga UMKM mengetahui perkembangan usahanya secara umum. dan menghargainya.

Micro, Small and Medium Enterprises have a significant role for the welfare of society. The purpose of this activity is to improve aspects of marketing management that have an impact on increasing sales. The long-term goal of this research is to build a management model that can be practically applied by MSMEs to support productivity and business development. In general, MSMEs business management (marketing, production, HR and finance) can be implemented by providing training to MSMEs actors. In its journey, MSMEs need to be monitored intensively, to always monitor the management they are doing. SWOT analysis is the right option to help MSMEs determine marketing strategies and project changes in the business environment. SWOT analysis can evaluate Strengths, Weaknesses which include internal factors in MSMEs, Opportunities and Threats which include external factors or competitors. Based on the SWOT analysis conducted, a strategy was obtained to provide training in all aspects, given the lack of knowledge possessed by SMEs. From this study, 4 marketing strategies were obtained for MSMEs to increase competitiveness, namely the S-O Strategy for MSMEs to innovate products to strengthen competitiveness, establish product characteristics, and aggressively carry out promotions and sales by utilizing technological developments with online sales. In the W-O strategy, MSMEs are required to always pay attention to market and consumer desires, determine market targets, and improve the quality of human resources. S-T strategy, MSMEs should make a prominent feature of the product and innovate in product promotion. In the W-T strategy, MSMEs players need to determine their target market, where and who is the target for their sales and pay attention to the wishes of the market and consumers to adapt their products.

Analisis SWOT digunakan dalam penentuan risiko bisnis pada UMKM Kedai Kopi. Melalui analisis ini, kekuatan, kelemahan, peluang, dan ancaman dari bisnis ditentukan, sehingga dapat diidentifikasi risiko yang mungkin muncul dan diambil tindakan untuk mengatasinya. Pada penelitian ini menggunakan metode kualitatif untuk mengetahui informasi melalui wawancara dan observasi kepada pemilik usaha UMKM imami kopi. Dari hasil penelitian terdapat faktor strength dan opportunities dari usaha UMKM imami kopi yang dapat menjadi rekomendasi bagi UMKM agar dapat mengetahui manajemen risiko pada operasional UMKM agar dapat bertahan dalam menjalankan usaha yaitu pendapatan usaha masih stabil serta sudah memiliki segmentasi pelanggan yang tetap. Analisa risiko dari faktor weaknesses dan treats adalah pada proses pembayaran yang masih menggunakan pembayaran langsung, media pemasaran yang belum menerapkan pemasaran digital dan penambahan kursi bagi konsumen. Dari hasil analisis risiko bisnis maka dapat direkomendasikan strategi bagi usaha UMKM yaitu penambahan fasilitas bagi konsumen, baik fasilitas tempat duduk maupun fasilitas untuk alternatif pembayaran secara online khususnya penggunaan dompet digital dan QRIS.