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PT Andalan Inti Indonesia is a company operating in the retail sector. In running a business, a company needs to pay attention to the management control system. As one part of carrying out management functions, planning cannot be separated from control. The management control system itself has the aim of planning, evaluating and making decisions in order to develop and maintain the company's survival. The method used in this research is descriptive qualitative. The results of data analysis show that the strategic planning process at PT Andalan Inti Indonesia is good and budget preparation is carried out per division as well as to make it easier to detail the budget for activity needs. Based on the results of the analysis, it can be concluded that the implementation of the management system control function at PT Andalan Inti Indonesia is quite good and running well. The company has focused on increasing brand awareness as a step in achieving its sales target of 2 billion. Apart from marketing its products offline, the company also utilizes technology that supports the popularity of the online market. Employee placement is carried out appropriately to ensure the effectiveness and productivity of each division. Overall, PT Andalan Inti Indonesia has a structured and holistic approach to company management, with a focus on adapting to market changes, evaluating performance, and implementing short-term strategies that are in line with online market trends.

This research aims to determine the financial position analysis of the KSM Sehat Sejahtera Cooperative for the period 2021 – 2022 using Income Trend analysis. The type of data used in this research is quantitative data. The data sources according to the data obtained are primary data and secondary data as well as the documentation method with the data analysis technique used is quantitative descriptive analysis, namely a data processing method that uses mathematical calculations, which in this case uses a method namely: Income Trend. The analysis was carried out regarding Trend analysis for 1 year. From the results of the analysis for 1 year, it shows that assets and liabilities in the following year after 2021 will increase similar to what will be obtained by members who will increase.

Institutional Economics is a school of thought in economics which contains the view that economic behavior, where a person or party is greatly influenced by certain institutions. In this case, institutions themselves have a fairly broad meaning and can be briefly defined as the "rules of the game" in a community group, both formal and informal, which are deliberately designed to limit or regulate relationships between people within that community group. Formal institutions can be in the form of rules, regulations, statutory law and others; while informal institutions can be conventions, trends, culture, and so on. Thus, institutions here are not the same as organizations. The Institutional School initially emerged as a refutation of the neo-classical economic view or school which states that a person's economic behavior is solely based on each individual's desire to maximize profits (maximizing profit behavior). The term "institutional economics" was first introduced by Walton Hamilton in 1919.  

esearch explores the impact of digital technology on market competitive dynamics, considering the role of big data, artificial intelligence (AI), digital platforms and online marketing strategies. The discussion also includes factors that influence success in competition in digital markets, such as personalization of customer experience, multichannel integration, data security, and adaptation to changing regulations and consumer trends. This analysis provides important insights for business people in facing challenges and exploiting opportunities in an increasingly dynamic and sophisticated competitive environment.  

In the ever-evolving digital era, disruption challenges face Micro, Small, and Medium Enterprises (MSMEs), including STIE Ganesha students who are preparing to enter the business world. This research explores management strategies that can help MSMEs face disruption in the digital era. Using a qualitative approach, this research aims to identify disruption trends, challenges faced, and effective management strategies. The research was conducted over six months, involving in-depth interviews with MSME owners who have experienced digital disruption. Data analysis used a qualitative approach by formulating patterns of findings that emerged from the interviews. The results showed that the strategy of STIE Ganesha students in facing disruption is the adoption of MSME digital technology, understanding of data and analytics, continuous innovation, focus on customer experience, collaboration and partnerships, increasing cyber security, increasing human resource capacity, flexibility and adaptability of creative marketing understanding of business legal aspects. The implication of this research is to provide practical guidance for STIE Ganesha students who will later run or support MSMEs. Research limitations include limitations in the number of samples and focus on local cases.