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This study aims to analyze the development strategy of vannamei shrimp (Litopenaeus vannamei) cultivation business in the intensive pond system at CV Jaya Tirta Vannamei, Probolinggo, East Java. The research applied a qualitative descriptive approach combined with SWOT analysis to evaluate both internal and external factors affecting the business. Data were obtained through observation, interviews, and documentation, then processed to generate alternative development strategies. The results show that CV Jaya Tirta Vannamei possesses strong internal resources such as experienced human resources, reliable production facilities, and good management capabilities. Externally, the company benefits from the rising demand for vannamei shrimp in domestic and global markets, the availability of modern aquaculture technology, and supportive government policies. Nevertheless, some challenges exist, including fluctuating shrimp prices, vulnerability to disease outbreaks, and relatively high operational costs, which may influence business continuity if not addressed effectively. Based on the SWOT analysis, the most appropriate development strategy is the S-O (Strengths–Opportunities) strategy, with an alternative strategy score of 3.72. The recommended strategies are: (1) increasing shrimp production through the adoption of advanced and sustainable cultivation technology, (2) developing and maintaining a reliable water quality management system to enhance productivity, (3) utilizing skilled human resources to strengthen innovation in cultivation techniques, and (4) ensuring the availability of sufficient and quality feed to support continuous production growth. In conclusion, implementing the S-O strategy provides an effective pathway for CV Jaya Tirta Vannamei to optimize its internal strengths in response to external opportunities. By improving technology application, strengthening resource utilization, and enhancing production management, the company can secure competitive advantage, increase productivity, and ensure long-term sustainability in the rapidly growing aquaculture industry.

Improving the quality of education is a strategic demand in responding to global dynamics and community demands for the quality of educational institutions, including madrasahs. MTsN 1 Ogan Komering Ilir as one of the formal Islamic educational institutions strives to build a structured quality management system to improve the academic quality and character of students. This study aims to analyze the implementation strategy of quality improvement management at MTsN 1 Ogan Komering Ilir, identify the obstacles faced, and explore strategic opportunities that can be utilized in the quality improvement process. This study uses a descriptive qualitative method with a case study approach, and data were collected through observation, documentation studies, and in-depth interviews with four main informants. The results of the study indicate that madrasahs have implemented quality management strategies through data-based planning, implementation of teacher capacity building programs, strengthening learning, and periodic quality evaluations. However, there are still obstacles such as limited human resources, lack of quality literacy, and limited use of information technology. On the other hand, there are opportunities such as support from national policies, commitment from madrasah leaders, and stakeholder participation that can be maximized to strengthen the quality system in a sustainable manner.

The implementation of a quality management system in educational institutions is a strategic step in ensuring the quality of the process and sustainable learning outcomes. However, in reality, many madrasas still face obstacles in implementing the system effectively and comprehensively. This study aims to analyze in depth the quality management system implemented at MTs Negeri 2 Musi Banyuasin, including planning, implementation, evaluation, and strengthening strategies. The research method used is qualitative descriptive with a case study approach, where data is collected through observation, documentation, and in-depth interviews with relevant parties in the institutional structure of the madrasa. The results of the study indicate that the quality management system in this madrasa has adequate structural devices and formal documents, but its implementation is still administrative, not fully integrated into the work culture, and not supported by digitalization of information systems and optimization of stakeholder participation. Strengthening is needed in the aspects of technical training, utilization of technology, and instilling a culture of quality so that the system built can run sustainably and have a real impact on improving the quality of education.