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Zeitschriftenartikel zum Thema „Strategy“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 9. Juni 2025

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1

Chaves Barroso, Marta. "Strategic Advertising Mechanisms. From Copy Strategy to Iconic Brands." Comunicación Revista Internacional de Comunicación Audiovisual Publicidad y Literatura 1, no. 20 (2022): 66–69. http://dx.doi.org/10.12795/comunicacion.2022.v20.i01.05.

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Tjedahwati, Tjedahwati, Rizal Syarief, and Hartrisari Hardjomidjojo. "STRATEGI PEMASARAN CV DIANA PHON BOGOR DENGAN PENDEKATAN STAKEHOLDER ENGAGEMENT STRATEGY." Jurnal Teknologi Industri Pertanian 28, no. 2 (August 2018): 191–98. http://dx.doi.org/10.24961/j.tek.ind.pert.2018.28.2.191.

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Gray, Paul. "Strategy, Strategy, Strategy." Journal of Information Systems Management 5, no. 3 (January 1988): 85–87. http://dx.doi.org/10.1080/07399018808962934.

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Matzler, Kurt, Johann Füller, Katja Hutter, Julia Hautz, and Daniel Stieger. "Crowdsourcing strategy: how openness changes strategy work." Problems and Perspectives in Management 14, no. 3 (September 27, 2016): 450–60. http://dx.doi.org/10.21511/ppm.14(3-2).2016.01.

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Strategy development has traditionally been exclusive and secretive. Social software offers new opportunities to harness the collective intelligence of the crowd within organizations and allows more open, participatory modes of strategizing. This paper describes this new phenomenon of open strategy though crowdsourcing and discusses its implications for research and practice. It draws on first examples of crowdsourcing strategy and is further based on observations and theoretical reflections. To understand the phenomenon with its requirements and consequences, a number of questions and challenges are identified which remain to be investigated. These include how the process of opening up needs to be designed, how individuals can be motivated to engage, for which topics and under which conditions crowdsourcing strategy is a suitable approach, how strategies emerge in such initiatives, the appropriate role of management, and how corporate culture affects and is affected by crowdsourcing strategy. Open strategy through crowdsourcing is a newly emerging empirical phenomenon, which seems to fundamentally change the strategist’s work. More open and inclusive ways of strategizing not only offer new opportunities, but also create some challenges for organizations. This paper deepens the insights in this new phenomenon and identifies seven topics critical for research and management practice. Keywords: strategy, crowdsourcing, collective intelligence. JEL Classification: M19

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Lacharity, Jacob J., and Armen Zakarian. "Evolution of a Chemical Strategy Toward the Synthesis of Unsymmetrically Oxidized Nuphar Alkaloids." Synlett 30, no. 14 (June 27, 2019): 1632–42. http://dx.doi.org/10.1055/s-0037-1611866.

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Here we describe the frustrations, joys, and unexpected turns experienced in our journey toward a successful strategy directed at the total synthesis of unsymmetrically oxidized Nuphar thioalkaloids. While many adjustments were made to our initial synthesis plan, our general approach to the construction of the central bis(spirothiolane) moiety remained unchanged. Specifically, each iteration of our synthesis design involved the formation of the thiaspirane motif through the stereodivergent coupling of a thietane with a metal carbenoid, followed by a Stevens-type rearrangement of the resulting sulfonium ylide.1 Introduction2 First-Generation Strategy3 Second-Generation Strategy4 Third-Generation Strategy5 Conclusion

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A.Nithya, A. Nithya. "Advertising Strategy." Paripex - Indian Journal Of Research 2, no. 2 (January 15, 2012): 1–3. http://dx.doi.org/10.15373/22501991/feb2013/1.

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Nowira, Puti Annisa, and Rianita Puspa Sari. "Strategi Persaingan Jamu Gunanty Menggunakan Matriks: Internal Eksternal, Bowman Strategy, Grand Strategy dan Profil Kompetitif." JISI: Jurnal Integrasi Sistem Industri 8, no. 2 (September 2, 2021): 53. http://dx.doi.org/10.24853/jisi.8.2.53-64.

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Jamu Gunanty memiliki pangsa pasar yang cukup luas, namun tidak menutup kemungkinan ada kompetitor yang bergerak dalam bidang yang sama. Keberhasilan perusahaan dalam persaingan yang semakin kompetitif tergantung pada keunggulan bersaingnya. Penelitian ini bertujuan untuk mengkaji faktor penentu keberhasilan, posisi bersaing, serta merumuskan alternatif strategi bersaing pada UMKM Jamu Gunanty. Analisis Strategi Persaingan menggunakan matriks Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), Competitive Profile Matrix (CPM), Internal External (IE), Grand Stratagy dan analisis Bowman Strategy. Hasil penelitian menunjukkan bahwa nilai bobot matriks Internal Factor Evaluation (IFE) sebesar 2,75 (relatif sedang) dan External Factor Evaluation (EFE) 3,01 (posisi kuat). Pada matriks Internal External (IE) strategi yang harus dilakukan adalah growth and build. Pada matriks kompetitif Jamu Gunanty dengan menggunakan dua kompetitor berada pada posisi kedua atau tengah. Posisi bersaing berdasarkan matriks bowman strategy, Jamu Gunanty berada pada posisi hybrid (harga relatif murah, nilai produk standar).

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Mirzaeva Faziljanovna, Dilafruz, and Gao Yongqian. "Effective Business Strategy for International Strategic Performance: An Empirical Study of Chinese Construction Firms." International Journal of Management Science and Business Administration 2, no. 3 (2014): 43–55. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.23.1005.

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To build on the research of strategic management we conducted an empirical study in the context of international performance. Three principal strategies, according to Porters generic strategy theory: cost leadership cost-focus and differentiation respectively, were tested in our research model. Quantitative empirical analysis of international strategy on a sample of 58 Chinese firms was conducted to determine strategies that lead to enhanced strategic performance. We utilized survey strategy encompassing questionnaire data collection. The collected data was analyzed using SPSS statistical package. Inference statistics consisting of correlation analysis and multiple regression analysis were performed. Findings of the study suggest that cost leadership and differentiation strategies impact strategic performance significantly, whereas cost-focus does not. A value of appropriate international business strategy is illustrated by supporting a relationship between strategy and international performance. The originality of contributions of the study lies in the fact that the generic business strategies’ impact on strategic performance is tested on an international market on the sample of Chinese firms. These notions enrich existing body of knowledge on strategic management. Therefore, companies conducting their business operations internationally should consider forming and implementing strategies of differentiation and cost leadership to achieve optimal business results.

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Nurhawara, Lukman Lukman, and Ikhwan M. Said. "Strategi Kesantunan Pemain Game dalam Saluran Youtube “Jess No Limit”." Jurnal Onoma: Pendidikan, Bahasa, dan Sastra 8, no. 1 (May 8, 2022): 63–76. http://dx.doi.org/10.30605/onoma.v8i1.1571.

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Penelitian ini bertujuan mengetahui strategi kesantunan berbahasa pemain game dalam media saluran youtube “Jess No Limit”. Penelitian ini merupakan jenis penelitian deskriptif kualitatif dengan pendekatan pragmatik. Teori yang digunakan adalah teori kesantunan berbahasa Brown dan Levinson yang meliputi empat strategi, yaitu strategi langsung (bald-on record strategy), strategi kesantunan positif (positive politeness strategy), strategi kesantunan negatif (negative politeness strategy), dan strategi kesantunan tersamar (off-record politeness strategy). Hasil penelitian menunjukkan strategi kesantunan positif (positive politeness strategy) lebih dominan digunakan daripada strategi kesantunan yang lainnya, yaitu strategi kesantunan negatif (negative politeness strategy), strategi langsung (bald-on record strategy), dan strategi tidak tersamar (off-record politeness strategy). Strategi kesantunan positif (positive politeness strategy) dominan direalisasikan dengan cara menggunakan penanda keakraban kelompok, melibatkan penutur dalam aktivitas, mengintensifkan perhatian, dan memberi lelucon. Adapun strategi kesantunan negatif (negative politeness strategy) dominan direlisasikan dengan cara mengecilkan beban permintaan. Strategi kesantunan tersamar (off-record politeness strategy) hanya direalisasikan satu kali dengan cara menggunakan isyarat. Kata Kunci: Strategi Kesantunan, Pemain Game, Youtube

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Permadi, Muhammad Daffa Lazuardi. "PERUMUSAN STRATEGI BERSAING DENGAN MENGGUNAKAN STRATEGY FORMULATION FRAMEWORK." Jurnal Kewirausahaan dan Inovasi 2, no. 1 (January 26, 2024): 214–30. http://dx.doi.org/10.21776/jki.2023.02.1.19.

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The objective of this research is to apply the strategy formulation framework in arranging a competitive strategy for Barakesna coffee shop and angkringan. The object of this qualitative descriptive research is Barakesna, a coffee shop with Javanese concept in Malang City, East Java. Barakesna coffee shop and angkringan is a food-and-beverage business that is currently engaged in an increasing competition. This research starts by conducting external environment analysis to identify the business’ opportunities and threats, followed by internal environment analysis to identify its strengths and weaknesses. The result of this analysis was used as the input for IE matrix, SWOT matrix, and QSPM analyses. Based on the outcome of the analysis using IFE and EFE matrix, the observation continued to the IE matrix, which suggests that Barakesna is on the fifth cell, indicating that the company is in hold-and-maintain condition. Then, the results of the QSPM analysis show that market penetration is the suggested strategy with the TAS score of 5.05. The company is advised to focus its business strategy on massively enhancing the market share of its products. The implementation of this strategy is believed to be helpful for the business to increase its competitiveness amid the fierce competition.

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Ward, Andrea. "Strategy and more strategy." Nursing Older People 12, no. 8 (November 1, 2000): 30. http://dx.doi.org/10.7748/nop.12.8.30.s17.

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McKiernan, Peter. "Strategy past; strategy futures." Long Range Planning 30, no. 5 (October 1997): 790–98. http://dx.doi.org/10.1016/s0024-6301(97)00080-0.

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Whittington, Richard. "Big Strategy/Small Strategy." Strategic Organization 10, no. 3 (August 2012): 263–68. http://dx.doi.org/10.1177/1476127012452828.

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Baharudin, Razana, and Mohamed Ibrahim. "Pengaruh Penjajaran Strategik di Antara Strategi Sistem Maklumat dan Strategi Pengurusan Organisasi Terhadap Kejayaan Sistem Maklumat." Management Research Journal 6 (October 22, 2017): 11–21. http://dx.doi.org/10.37134/mrj.vol6.2.2017.

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Putro, Dita Riyanto, Ana Komari, and Lolyka Dewi Indrasari. "KEDIRI TOURISM DEVELOPMENT STRATEGY MANAGEMENT USING THE BLUE SEA STRATEGY APPROACH." Agrisocionomics: Jurnal Sosial Ekonomi Pertanian 7, no. 3 (March 22, 2023): 572–79. http://dx.doi.org/10.14710/agrisocionomics.v7i3.16923.

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Competition in the tourism industry in Indonesia is currently very tight, with each region competing to highlight its uniqueness. With this very tight competition, Kediri Regency is trying to get out of the competition (red ocean) by creating innovations through the concept of the Blue Ocean Strategy. Blue Ocean Strategy is a term in the science of strategic management that refers to a strategy to create new markets that have not been filled with intense competition. Blue Ocean Strategy is a strategy to conquer competitors by offering innovative product features, which have so far escaped the attention of competitors. This study uses a qualitative methodology using the results of observations, interviews, and document reviews. While this type of research is categorized as descriptive research. This descriptive qualitative approach facilitates in-depth exploration of strategic management in tourism development using the Blue Ocean Strategy approach at the Kediri Regency Tourism and Culture Office. The results of the study show that tourism development with the Blue Ocean Strategy approach has not been implemented formally and officially, but the elements in the Blue Ocean Strategy approach have been adopted by the Tourism and Culture Office of the Kediri Regency in developing tourism using the value of innovation.

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Abu Talib, Zuraidah, Che Su Mustaffa, and Syamsyul Anuar Ismail. "STRATEGIC COMMUNICATION OF ALUMNI CENTER, UNIVERSITI UTARA MALAYSIA: STRATEGIES TOWARD THE RELATIONSHIPS OF ALUMNI LOYALTY." International Journal of Law, Government and Communication 7, no. 30 (December 31, 2022): 280–97. http://dx.doi.org/10.35631/ijlgc.730023.

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Most alumni studies were studied with a theoretical background involving microeconomic strategies, charity contribution literature, management, marketing relations, marketing services, science education, and integrative approaches. Research in the field of communication strategy in determining alumni loyalty that is directly related to the field and theoretical communication is minimal. There is no empirical evidence from the point of view of strategic communication that proves the relationship between the university's efforts and alumni's contribution to the university. Some studies have suggested the application of customer relationship management in universities. Through customer relationship management, analysis of communication needs between the university, students, and alumni can be identified. Therefore, this paper aims to describe the communication strategy carried out by the University through the Alumni Center to establish good relations with the alumni. This study was carried out using a qualitative method which is interviews. An interview session was held with the Director of the Alumni Center, six former Directors, and an administrative officer who has served the Alumni Center for several years since its establishment. The results of the study found that various strategies have been carried out by the UUM Alumni Center that can be linked to communication strategies. These include the channel strategy, message strategy, branding strategy, collaboration strategy, and social marketing strategy. The results of this study contribute to strategic communication, considering that the fields of marketing management, economics, and educational science mostly pioneer the highlights of alumni research literature.

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Sukma, Sukma, and Haryadi Haryadi. "Keefektifan strategi REAP dan request dalam pembelajaran membaca pemahaman siswa kelas VIII SMP." LingTera 3, no. 1 (May 6, 2016): 99. http://dx.doi.org/10.21831/lt.v3i1.8476.

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Tujuan penelitian ini yaitu untuk mengidentifikasi perbedaan keefektifan antara penggunaan: (1) strategi REAP dengan strategi tradisional, (2) strategi Request dengan strategi tradisional, dan (3) strategi REAP dengan strategi Request dalam pembelajaran membaca pemahaman siswa Kelas VIII SMP Negeri 2 Herlang. Penelitian ini merupakan penelitian kuasi-eksperimen. Desain eksperimen yang digunakan adalah Randomized Pretest-Posttest Control Group Design. Populasi penelitian adalah seluruh siswa kelas VIII SMP Negeri 2 Herlang. Sampel penelitian ini adalah siswa kelas VIII.2, VIII.3, dan VIII.4 yang ditetapkan dengan menggunakan teknik simple random sampling. Data dianalisis dengan menggunakan Anava dilanjutkan uji Scheffe. Hasil penelitian menunjukkan bahwa ada perbedaan keefektifan dalam pembelajaran dengan strategi REAP, strategi Request, dan tradisional dengan F = 43,315 dan sig.(p)= 0,000 < 0,05. Hasil analisis uji Scheffe secara rinci menunjukan bahwa (1) strategi REAP lebih efektif dibandingkan dengan strategi tradisional, (2) strategi Request lebih efektif dibandingkan dengan strategi tradisional, dan (3) strategi REAP lebih efektif dibandingkan dengan strategi Request dalam pembelajaran membaca pemahaman dengan mean difference sebesar 4,96875 dan sig.(p)= 0,031 < 0,05. Berdasarkan uraian tersebut, dapat disimpulkan bahwa strategi REAP merupakan strategi yang paling efektif dibandingkan dengan strategi Request dan strategi tradisional dalam pembelajaran membaca pemahaman.Kata Kunci: keefektifan, strategi REAP, strategi Request, membaca pemahaman The effectiveness of REAP and request strategies in the teaching of reading comprehension to grade VIII students of SMPAbstractThe purposes of this study are to determine the effectiveness difference: (1) between the REAP strategy and traditional strategy, (2) between the Request strategy and traditional strategy, and (3) in the use of the REAP strategy and Request strategy in the teaching of reading comprehension to grade VIII students of SMP Negeri 2 Herlang. The research was quasi-experimental. The experimental design used was a randomized pretest-posttest control group design. The population was all of the grade VIII students of SMP Negeri 2 Herlang. The sample was students of class VIII.2, VIII.3, and VIII.4 established using the simple random sampling technique. The data were analyzed using the formula of Anava followed by Scheffe test. The result of the research shows that there are differences in teaching effectiveness using the REAP strategy, Request strategy, and traditional strategy with F = 43,315 and sig.(p)= 0,000 ≤ 0,05. The results of the analysis using the Scheffe test show that (1) the REAP strategy is more effective than traditional strategy, (2) the Request strategy is more effective than traditional strategy, (3) the REAP strategy is more effective than Request strategy in teaching reading comprehension, with the mean difference of 4,968 and sig.(p)= 0,031 < 0,05. Based on the above description, it can be concluded that the REAP strategy is the most effective strategy of the three strategies under study in teaching reading comprehension.Keywords: effectiveness, REAP strategy, Request strategy, reading comprehension

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Lesnikova, Petra, Jarmila Schmidtova, and Izabela Cichocka. "Strategy formulation activities with emphasis on strategic management tools and techniques in Slovak companies." Problems and Perspectives in Management 21, no. 3 (July 11, 2023): 54–68. http://dx.doi.org/10.21511/ppm.21(3).2023.05.

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The importance and benefits of strategic management in the business sphere are declared in studies worldwide. It represents an extensive area for research. The purpose of this paper is to evaluate the strategy formulation activities as well as the strategic management tools and techniques used by Slovak companies. Data on 365 manufacturing companies were obtained through an online questionnaire during 2020–2021. Selected methods of inductive statistics helped to analyze the data (the Pearson chi-square test and interval estimates for population proportion). The results show that the potential of analyzed strategy formulation activities is not filled in the Slovak companies. Enterprises only perform certain activities, and attention is focused mainly on setting strategic goals. It prevails a small orientation to sustainable development in strategic goals (only 22% of enterprises). The most used strategic management tools and techniques consist of an analysis of company resources, SWOT analysis, and customer satisfaction. From the point of view of the manufacturing area, no significant differences are defined in the use of the tools. The future management directions should include a variety of strategic management tools from the external environment. At the same time, the given tools should be supplemented with newer strategic tools ensuring flexibility and adaptation to dynamically changing conditions. AcknowledgmentWe wish to thank project VEGA: Scientific Grant Agency of the Ministry of Education, Science, Research and Sport of the Slovak Republic (Project No.1/0093/23 Research on the circular economy potential in the Slovak business environment in the production of innovative products based on recycled materials wood – rubber – plastic).

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Reed, Stephen R. "Party Strategy or Candidate Strategy." Party Politics 15, no. 3 (May 2009): 295–314. http://dx.doi.org/10.1177/1354068808097894.

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Siegler, Robert S. "Strategy choice and strategy discovery." Learning and Instruction 1, no. 1 (January 1991): 89–102. http://dx.doi.org/10.1016/0959-4752(91)90020-9.

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Dia, Tatiana, and Laure Cabantous. "Strategy tools as metaphors: how strategy tools frame strategy formulation." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 15638. http://dx.doi.org/10.5465/ambpp.2019.15638abstract.

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Ismail, Tubagus, and Darjat Sudrajat. "Interactive Control System, Intended Strategy, Implemented Strategy dan Emergent Strategy." Winners 13, no. 2 (September 28, 2012): 93. http://dx.doi.org/10.21512/tw.v13i2.655.

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The purpose of this study was to examine the relationship between management control system (MCS) and strategy formation processes, namely: intended strategy, emergent strategy and impelemented strategy. The focus of MCS in this study was interactive control system. The study was based on Structural Equation Modeling (SEM) as its multivariate analyses instrument. The samples were upper middle managers of manufacturing company in Banten Province, DKI Jakarta Province and West Java Province. AMOS Software 16 program is used as an additional instrument to resolve the problem in SEM modeling. The study found that interactive control system brought a positive and significant influence on Intended strategy; interactive control system brought a positive and significant influence on implemented strategy; interactive control system brought a positive and significant influence on emergent strategy. The limitation of this study is that our empirical model only used one way relationship between the process of strategy formation and interactive control system.

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Ward, Peter T., and Rebecca Duray. "Manufacturing strategy in context: environment, competitive strategy and manufacturing strategy." Journal of Operations Management 18, no. 2 (January 7, 2000): 123–38. http://dx.doi.org/10.1016/s0272-6963(99)00021-2.

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GUPTA, YASH P., and SUBHASH C. LONIAL. "EXPLORING LINKAGES BETWEEN MANUFACTURING STRATEGY, BUSINESS STRATEGY, AND ORGANIZATIONAL STRATEGY." Production and Operations Management 7, no. 3 (January 5, 2009): 243–64. http://dx.doi.org/10.1111/j.1937-5956.1998.tb00455.x.

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Fadjri, Safwan, Dadan Umar Daihani, and Imam Kisowo. "Rancangan Strategi Kupa Ngupi dengan Pendekatan Blue Ocean Strategy." JURNAL TEKNIK INDUSTRI 11, no. 3 (December 1, 2021): 186–95. http://dx.doi.org/10.25105/jti.v11i3.13056.

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Intisari: Kupa Ngupi adalah salah satu kedai kopi yang berada di Bekasi. Pada saat ini, kondisi penjualan Kupa Ngupi sedang mengalami penurunan. Salah satu usaha yang perlu dilakukan adalah perubahan strategi yang mendasar. Pendekatan yang digunakan untuk mengevaluasi strategi dan merumuskan strategi baru adalah dengan Blue Ocean Strategy. Langkah pertama dipetakan posisi perusahaan di pasar melalui pembuatan matriks IFAS dan EFAS. Melalui matriks ini dapat diketahui kondisi internal dan eksternal perusahaan. Faktor internal adalah seluruh faktor yang dapat dikendalikan sedangkan faktor eksternal merupakan pengaruh yang datang dari luar dan tidak bisa dikendalikan secara langsung. Strength dan weakness merupakan faktor internal perusahaan, opportunity dan threat merupakan faktor eksternal perusahaan. Berdasarkan matriks IFAS dan EFAS, total skor kekuatan adalah 1,08 dan kelamahan 1,32, selisihnya -0,24 (dipetakan pada sumbu x). Sedangkan total skor peluang 1,833 dan skor ancaman 0,875, selisihnya adalah 0,958 (dipetakan pada sumbu y). Dari hasilperhitunga inu terlihat bahwa perusahaan berada pada Kuadran III. Pada kuadran ini, perusahaan menghadapi peluang besar, namun ada kendala kelemahan internal sehingga perlu dilakukan perubahan strategi untuk keluar dari ruang pasar yang sudah ada. Melalui Kanvas Strategi awal terpetakan bahwa Kupa Ngupi terlihat masih berada di bawah pesaing. Untuk itu perlu dilakukan perubahan dengan mempergunakan Kerangka Kerja Empat Langkah sehingga dpat digambarkan kanvas strategi kearah penciptaan Kupa Ngupi yang unggul. Setelah dilakukan analisis ditemukan bahwa faktor yang harus dihapuskan berkaitan dengan pola penataan ruangan yang tidak berkonsep. Faktor yang perlu dikurangi adalah tingkat ketidak teraturan penataan peralatan dan perlengkapan pembuat kopi. Hal yang perlu ditingkatkan adalah varian dan inovasi produk dan menambah menu ‘bundling package’. Terkahir hal yang perlu dicitptakan adalah berkaitan dengan penciptaan situasi kenyamanan yang direpresentasikan dalam bentuk interior minimalis namun modern. Hal ini sesuai dengan nilai yang dihasilkan yaitu 3,65, kopi ready to go bernilai 3,64, dan speciality kopi bernilai 3,75. Nilai rata-rata usulan faktor diciptakan tersebut di atas 2,9 yang berarti faktor tersebut penting untuk diciptakan. Kanvas strategi akhir menunjukkan adanya kenaikan faktor internal perusahaan dibanding pesaing, ditambah dengan adanya faktor baru yang diciptakan. Usulan lain yang diberikan adalah motto baru “Kopi nikmat, harga gak bikin penat”. Abstract: Kupa Ngupi is one of Bekasi's coffee cafes. At the meantime, Kupa Ngupi sales conditions are decreasing. A fundamental shift in strategy is one effort that must be made. The Blue Ocean Strategy is a method for evaluating existing strategies and developing new ones. The first step is creating IFAS and EFAS matrices to map the company's market position. The internal and external characteristics of the firm may be examined using this matrix. Internal factors are those that can be managed, whereas external factors are those that originate from outside and cannot be directly controlled. The company's internal factors are its strengths and weaknesses, while its external elements are its opportunities and threats. According to the IFAS and EFAS matrices, the total strength score is 1.08 and the weakness score is 1.32, with a -0.24 difference (mapped on the x-axis). While the overall opportunity score is 1.833 and the threat score is 0.875, the difference is 0.958. (mapped on the y-axis).The results of this analysis show that the firm is in Quadrant III. The firm confronts enormous potential in this quadrant, but there are internal weaknesses restrictions, therefore the strategy must be changed to exit the present market area. The first Strategy Canvas revealed that Kupa Ngupi was still lagging behind competitors. As a result, modifications must be made utilizing the Four-Step Framework so that a strategy canvas may be created toward the development of improved Kupa Ngupi. Following the research, it was discovered that the elements that had to be deleted were connected to a pattern of room layout for which there was no conceptualization. The amount of inconsistency in the placement of coffee manufacturing equipment and supplies should be minimized. Product variations and innovations, as well as the addition of a 'bundling package' menu, need to be enhanced. The final element that has to be developed is a relaxed atmosphere, which is represented by a minimalist yet modern interior design. This is aligned with the resultant value of 3.65, ready-to-drink coffee is worth 3.64, and speciality coffee is worth 3.75. The average value of the proposed factor generated is more than 2.9, indicating that the factor is relevant enough to be established. The final strategy canvas indicates an increase in the company's internal factors as compared to competitors, as well as the creation of new features. Another suggestion was for a new motto “Kopi nikmat, harga gak bikin penat".

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Jawardi, Jawardi. "STRATEGI PENGEMBANGAN BUDAYA HUKUM (Strategy of Law Culture Development)." Jurnal Penelitian Hukum De Jure 16, no. 1 (August 26, 2016): 77. http://dx.doi.org/10.30641/dejure.2016.v16.77-93.

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ABSTRACTTo build community law culture is one of national character building efforts.Some countries have succeded change mindset, character,and law culture of their people become democratic and uphold human rights. It is a values, attitude and behavior of communities in law life. Legal and law culture in Indonesia, cannot be separated by Indonesian transformaton process into industrial-modern society based on Pancasila and the Constitution (UUD 1945).In globalization era, Indonesia have been achieved many progress, but also have many impacts, that is openness of information, world is borderless, so we can repress cultural infiltration from others countries. Sometimes, it is againts to our law culture.Therefore, law culture development must be done through targeted and measurable strategy by policy-making and law civilizing. It can be provided counselling of law, both direct and indirect way and some method. And it more important to do that is to prepare human resources as capable law counsellors with knowlegde in national and international scopes. Finally, some indicators of its success can be taken in society life.The problems of this writing are how the policy of law counsellors is that implemented by The Agency of National Legal Development(BPHN)can satisfy society`s need and what method used to do this law counselling. It aimed to describe about law culture development to people, clearly. Its onclusion, increasing of villages that inaugurated by the Ministry of Law and Human Rights as society of law`s warness and it is needed to recruit number of law counselors Keywords: society law culture, law counselors ABSTRAKMembangun budaya hukum masyarakat merupakan bagian dari upaya nation character-building. Beberapa negara berhasil mengubah pola pikir, karakter, dan budaya hukum masyarakatnya menjadi demokratis dan menjunjung tinggi HAM. Budaya hukum adalah nilai-nilai, sikap serta perilaku anggota masyarakat dalam kehidupan hukum. Hukum dan budaya hukum Indonesia tidak dapat dilepaskan dari proses transformasi masyarakat Indonesia menuju masyarakat modern-industrial berdasarkan Pancasila dan Undang-undang Dasar 1945. Pada era globalisasi yang berlangsung saat ini banyak kemajuan-kemajuan yang telah dicapai oleh bangsa Indonesia, namun ada juga dampak yang kita rasakan sebagai bangsa. Salah satunya adalah keterbukaan informasi yang tanpa batas sehingga masuknya budaya luar menjadi tidak terelakan, kadang-kadang tidak sesuai dengan budaya hukum yang berdasarkan pancasila dan Undang-undang Dasar 1945. Oleh karena itu pengembangan budaya hukum harus dilakuan melalui strategi pengembangan yang terarah dan terukur melalui perumusan kebijakan, strategi pembudayaan hukum dan upaya pengembangan budaya hukum. Kebijakan itu antara lain melalui penyuluhan hukum langsung dan penyuluhan hukum tidak langsung serta beberapa metode yang akan dilakukan dalam pengembangan pembudayaan hukum. Dan tidak kalah pentingnya adalah bagaimana mempersiapkan sumber daya manusia sebagai tenaga fungsional penyuluh hukum yang handal dan berwawasan pengetahuan hukum yang luas baik nasional maupaun internasional. Akhirnya beberapa indicator keberhasilan dari strategi pengembangan budaya hukum dapat kita rasakan dalam kehidupan masyarakat.Adapun permasalahan dalam tulisan ini adalah bagaimana kebijakan penyuluhan hukum yang dilaksanakan oleh Badan Pembinaan Hukum Nasional dapat menjawab kebutuhan masyarakat yang tidak tahu hukum dari berbagai komunitas budaya yang berbeda-beda dan bagaimana pula metode yang dipakai dalam melaksanakan kegiatan penyuluhan hukum ini sudah tepat sasaran atau belum. Tulisan ini dibuat dalam rangka mempersiapkan dan memberikan gambaran yang jelas kepada penyuluh hukum tentang strategi pengembangan budaya hukum dalam melaksanakan penyuluhann hukum kepada masyarakat. Kesimpulan, Meningkatnya kesadaran hukum masyarakat dapat dilihat seberapa banyak desa/kelurahan yang telah diresmikan oleh Kementerian Hukum dan HAM. Untuk meningkatkan kesadaran hukum masyarakat ini perlu penambahan fungsional penyuluh hukum Kata kunci: Budaya Hukum masyarakat, Penyuluhan Hukum langsung danTidak Langsung.

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Rizal, Yose. "Evaluasi Strategi Pengembangan Jaringan Telekomunikasi dengan Blue Ocean Strategy." Jurnal Telekomunikasi dan Komputer 6, no. 1 (February 27, 2017): 45. http://dx.doi.org/10.22441/incomtech.v6i1.1148.

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Industri telekomunikasi di Indonesia adalah salah satu industri yang paling dinamis dan di dunia berkembang pesat. Dengan jumlah penduduk 250 juta orang, Indonesia merupakan salah satu pasar potensial disemua industri, khususnya industri telekomunikasi. PT Indosat Tbk sebagai salah satu operator telekomunikasi terbesar di Indonesia melakukan beberapa Strategi Pengembangan Jaringan dalam meningkatkan kualitas jaringan untuk kepuasan pelanggan dan akhirnya untuk meningkatkan pendapatan perusahaan. Namun, melihat pada Indosat Quarterly (Q2 2014) dan Laporan Tahunan (2013), pendapatan seluler menurun dibandingkan dengan tahun sebelumnya. Tujuan dari penelitian ini adalah untuk mengevaluasi program-program strategis yang telah dilakukan oleh PT Indosat Tbk selama periode 2013 sampai dengan 2014. Metode analisa dalam mengevaluasi strategi bersaing perusahaan saat ini adalah Analisis SERVO dan output dari analisa SERVO akan menjadi masukan dalam analisa (BOS) untuk mencari peluang baru dalam persaingan. Berdasarkan penelitian ini, PT Indosat masih memiliki kekuatan untuk bersaing dengan operator telekomunikasi lain yang cakupannya luas dan yang pendapatan selulernya tinggi. Untuk meningkatkan pendapatan, PT Indosat harus meningkatkan jumlah BTS terutama daerah-daerah yang belum terjangkau atau yang belum ada coverage dibandingkan dengan melakukan modernisasi jaringan.

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Benyamin, Arie Putra. "STRATEGI BAURAN PEMASARAN (MARKETING MIX STRATEGY) DI PASARKITA PAMULANG." Jurnal Pemasaran Kompetitif 2, no. 3 (July 11, 2019): 1. http://dx.doi.org/10.32493/jpkpk.v2i3.2836.

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Penelitian ini bertujuan untuk mengetahui 1) Kondisi dan peluang Pasarkita untuk dapat ramai dan maju , 2 ) Implementasi Strategi Bauran Pemasaran (Marketing Mix Strategy) 3) Implementasi strategi pemasaran dari pengelola pasar dan para pedagang.Penelitian ini menggunakan metode pengamatan dengan tekhnik survey ke lapangan dan melihat kondisi dan potensi pasar saat ini untuk menjadi bahan masukan dan evaluasi dari pelaku dan koordinator pasar sehingga dapat menjadi pasar yang ramai dan tersedianya beraneka ragam kebutuhan konsumen dan calon pembeli.Berdasarkan hasil survey dilapangan , pengamatan dan analisis lingkungan pasar , potensi pasar cukup potensial dimana lokasi tempat (Place) terletak strategis dengan posisi pasarkita terletak di pusat kota Pamulang, terletak dipinggir jalan utama dan dilalui angkutan umum, lingkungan penduduk yang padat, Kampus, Pusat Perdagangan/Perkantoran dan Perumahan penduduk disekitar pasarkita sehingga potensi calon konsumen untuk memenuhi kebutuhan bahan pokok sehari- dapat terpenuhi dengan mudah dari berbagai akses, Tempat sarana Parkir yang luas merupakan daya tarik bagi calon konsumen yang mempunyai kendaraan mobil sehingga kenyamanan untuk berbelanja di pasarkita dapat terpenuhi.Hasil penelitian melalui implementasi strategi pengembangan pasar melaui penetrasi pasar dan strategi pemamasara terpadu (Marketing Mix strategy ) diharapkan dapat menjadi masukan untuk diimplementasikan kepada para pelaku pasar dan koordinator pasar di Pasarkita Pamulang.

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LUKIANOVA, Valentyna, Tetiana HOLOVACH, and Iryna ZAKRYZHEVSKA. "THEORETICAL PRINCIPLES OF THE FORMATION OF THE ECONOMIC STRATEGY OF THE ENTERPRISE IN THE CONTEXT OF STRATEGIC MANAGEMENT." Herald of Khmelnytskyi National University. Economic sciences 316, no. 2 (April 27, 2023): 167–71. http://dx.doi.org/10.31891/2307-5740-2023-316-2-26.

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The article examines scientific developments in the field of strategic management. Conscious strategic management allows the management of the enterprise to respond constructively to changes in its economic activity, to identify new opportunities and negative trends; evaluate alternative prospects for development in the future. The classification of scientific schools of strategy formation, which are based on different ideas about the determinants of strategic management, is presented. Each enterprise has its own configuration of initial strategic processes. Scientists have developed a wide range of enterprise management strategies. Enterprise management strategies are characterized by a constant focus on development, the desire to predict the future, and the direction to increase the efficiency of the enterprise. The article justifies the necessity of using a system of strategies. Theoretical approaches to development methodology, formation of a system of strategies for achieving enterprise goals are considered. It has been established that the economic strategy plays the most important role in combining individual elements of the general strategy of the enterprise. It is the main prerequisite for maintaining a high level of efficiency of the enterprise and its competitiveness. The process of forming an economic strategy includes interrelated stages: assessment of the current financial state of the enterprise and existing economic strategy; formation of a set of possible economic strategies; direct selection of an economic strategy using a comparative analysis based on certain principles and criteria. When forming an economic strategy, it is necessary to take into account the organizational and production features of the enterprise, in particular, the industry, goals, potential and resource opportunities, etc. The strategy must be adjusted taking into account the influence of external and internal environmental factors.

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Kurniawati, Rina, Andri Ikhwana, and Erni Anggraeni. "Strategi Pengembangan Objek Wisata Karacak Valley Berbasis Blue Ocean Strategy." Jurnal Kalibrasi 20, no. 2 (November 30, 2022): 167–76. http://dx.doi.org/10.33364/kalibrasi/v.20-2.1163.

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Penelitian ini dilakukan dengan tujuan untuk mengetahui faktor apa yang menjadi suatu kekuatan, kelemahan, peluang dan ancaman objek wisata karacak valley dan merekomendasikan strategi pengembangan yang harus dilakukan untuk meningkatkan keberhasilan objek wisata karacak valley. Penelitian ini menerapkan Analisis SWOT dan Blue Ocean Strategy, untuk mengevaluasi kekuatan (strengths), kelemahan (weaknesses), peluang (opportunities), dan ancaman (threats), untuk diidentifikasi potensial dari dalam dan luar yang dimiliki objek wisata. Adapun penerapan Blue Ocean Strategy bertujuan untuk menerapkan ruang pasar baru dimana para pesaing belum menerapkannya, untuk mengimplementasikan permintaan dan dan meningkatkan peluang yang sangat menguntungkan bagi karacak valley. Penelitian ini menghasilkan bahwa objek wisata Karacak Valley memiliki dua faktor strategi awal dalam penentuan strategi yaitu IFAS (internal factor analysis strategy) dan EFAS (eksternal factor analysis strategy). Didapatkan posisi objek wisata Karacak Valley masuk dalam kuadran I yang artinya perusahaan memiliki keuntungan dengan kekuatan dan peluang, sehingga aspek tersebut perlu dimanfaatkan. Pengimplementasian ini perlu memfokuskan pada kebijakan pertumbuhan yang agresif (Growth Oriented Strategy). Hasil dari penelitian ini mendapatkan strategi pengembangan Blue Ocean Strategy, dimana Karacak Valley dapat mengembangkan objek wisata agar keluar dari Red Ocean Strategy, yaitu dengan meningkatkan sajian kualitas objek wisata, meningkatkan kebersihan lingkungan, meningkatkan pelayanan, keamanan, dan meningkatkan akses agar mudah dijangkau. Strategi lainnya yaitu dengan (divergensi) yaitu dimana perusahaan melangkah lebih jauh dibandingkan pesaing dengan melakukan inovasi. Inovasi yang dihasilkan diantaranya menciptakan wahana permainan, membuat website sistem informasi, membuat promosi yang menarik di media sosial, dan membuat glamping ground, dengan ini menghasilkan jawaban bahwa penerapan SWOT dan Blue Ocean Strategy mampu menghasilkan strategi untuk perkembangan objek wisata.

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Hartati, Ida, Saeful Anwar, and Lukluk Atin Marfuah. "Strategi DKM Masjid Raya PT. Dirgantara Indonesia dalam Optimalisasi Kegiatan Keagamaan." Tadbir: Jurnal Manajemen Dakwah 6, no. 1 (March 31, 2021): 19–38. http://dx.doi.org/10.15575/tadbir.v6i1.2317.

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Penelitian ini bertujuan untuk mengetahui strategi perencanaan, strategi pengorganisasian, dan strategi evaluasi DKM Masjid Raya Habiburrahman PT. Dirgantara Indonesia dalam optimalisasi kegiatan keagamaan. Adapun metode penelitian yang digunakan adalah metode deskriptif dengan pendekatan kualitatif. Pengumpulan data dilakukan dengan menggunakan teknik observasi, studi dokumentasi, wawancara, dan studi kepustakaan. Berdasarkan hasil penelitian di Masjid Raya Habiburrahman, strategi DKM dalam optimalisasi kegiatan keagamaan yaitu dalam strategi perencanaan dilaksanakan dengan membuat rencana kerja yang disebut dengan Garis-garis Besar Haluan Program. Strategi pengorganisasian yang diterapkan adalah dengan melibatkan karyawan PTDI untuk menjadi pengurus DKM. Kemudian strategi evalusi yang diterapkan yaitu melaksanakan rapat evaluasi rutin untuk mengetahui program kerja yang dilaksanakan dan keberhasilan penerapan strategi yang diterapkan. Dalam penelitian ini, dapat disimpulkan bahwa strategi DKM dalam optimalisasi kegiatan keagamaan berhasil diterapkan. This study aims to determine how the planning strategy, organizing strategy, and evaluation strategy of the DKM Habiburrahman in optimizing religious activities. The research method used is descriptive method with a qualitative approach. In collecting data, it is done by using observation techniques and interviews. Based on the results of research, the DKM strategy in optimizing religious activities, namely in the planning strategy, is implemented by making a work plan called GBHP. The organizing strategy adopted was to involve PTDI employees to become DKM. Then the evaluation strategy that is applied is to carry out routine evaluation meetings to determine the work program of implementing the strategy applied. In this study, DKM strategy in optimizing religious activities was successfully implemented.

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Huong, Do Khac. "Entrepreneurship: Risk Mitigation Strategy." Journal of Advanced Research in Dynamical and Control Systems 12, SP3 (February 28, 2020): 991–98. http://dx.doi.org/10.5373/jardcs/v12sp3/20201343.

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Kang, Ha Young, Jin Youjin Song, and Kyoungcheon Cha. "Shinchang Market Revival Strategy." Journal of Marketing Thought 01, no. 04 (February 14, 2015): 45–51. http://dx.doi.org/10.15577/jmt.2015.01.04.45.

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Georgiev, Venelin. "Modeling Defense Acquisition Strategy." Connections: The Quarterly Journal 9, no. 4 (2010): 53–68. http://dx.doi.org/10.11610/connections.9.4.04.

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Erickson, John, and Aleksandr A. Svechin. "Strategy." Journal of Military History 57, no. 1 (January 1993): 160. http://dx.doi.org/10.2307/2944247.

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Burton, Sharon L. "Strategy." International Journal of Smart Education and Urban Society 13, no. 1 (January 1, 2022): 1–12. http://dx.doi.org/10.4018/ijseus.312232.

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Strategy development and application continue to shift. Evolving leadership with well-informed judgment relating to generating sound strategy within the realm of cybersecurity strengthening methods remains perplexing in this COVID-19 pandemic epoch. Investigated in this paper is the shaping of this context regarding the leadership position to study spats, procedures, and the way that this data clarifies the organization and outcomes of cybersecurity awareness, proficiency, know-how, practice, actions, purposes, harmonization, in addition to know-how immersion. This investigation's documentation is geared toward the expansion of the context and semi-structured purposive sampling interview outcomes as this context is rationalized via the proper instrument for examining the manner in that varied contexts might be understood to merge novel wisdom and the epoch of the COVID-19 pandemic into improved awareness, expertise, and capabilities. This research increases the body of knowledge involving strategy comprehension expansion for academics, practitioners, and business students.

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Seemann, Axel. "Strategy." Philosophy of Management 6, no. 1 (2007): 123–34. http://dx.doi.org/10.5840/pom2007618.

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Bibbins, Mark. "Strategy." WSQ: Women's Studies Quarterly 42, no. 3-4 (2014): 267. http://dx.doi.org/10.1353/wsq.2014.0047.

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Ackoff, Russell L. "Strategy." Systems Practice 3, no. 6 (December 1990): 521–24. http://dx.doi.org/10.1007/bf01059636.

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Wells, Peter. "Strategy." British Journal of Psychiatry 197, no. 5 (November 2010): 356. http://dx.doi.org/10.1192/bjp.197.5.356.

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O'Brien, Frances, and Maureen Meadows. "Strategy." OR Insight 14, no. 3 (July 2001): 2. http://dx.doi.org/10.1057/ori.2001.9.

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Wrennall, William. "Strategy." Production Engineer 66, no. 9 (1987): 14. http://dx.doi.org/10.1049/tpe.1987.0170.

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Evans, Philip. "STRATEGY." Journal of Business Strategy 21, no. 6 (June 2000): 12–16. http://dx.doi.org/10.1108/eb040124.

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Rosenfeld, Richard M. "Strategy." Otolaryngology–Head and Neck Surgery 140, no. 4 (April 2009): 443–44. http://dx.doi.org/10.1016/j.otohns.2009.01.045.

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Zamanian, Azadeh, and Hale Kaynak. "Linking Sustainability Strategy to Operations Strategy." Academy of Management Proceedings 2016, no. 1 (January 2016): 17765. http://dx.doi.org/10.5465/ambpp.2016.17765abstract.

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Rylander, Anna, and Joe Peppard. "From implementing strategy to embodying strategy." Journal of Intellectual Capital 4, no. 3 (September 2003): 316–31. http://dx.doi.org/10.1108/14691930310487789.

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Rovner, Joshua. "Strategy, grand strategy and emerging technologies." Adelphi series 65, no. 514-515 (December 31, 2024): 133–60. https://doi.org/10.1080/19445571.2025.2437301.

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Lapierre, Jozée, Pierre Filiatrault, and Jean-Charles Chebat. "Value Strategy Rather Than Quality Strategy." Journal of Business Research 45, no. 2 (June 1999): 235–46. http://dx.doi.org/10.1016/s0148-2963(97)00223-3.

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Gilad, Benjamin. "Strategy without intelligence, intelligence without strategy." Business Strategy Series 12, no. 1 (January 11, 2011): 4–11. http://dx.doi.org/10.1108/17515631111106821.

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Strachan, Hew. "Strategy in theory; strategy in practice." Journal of Strategic Studies 42, no. 2 (January 11, 2019): 171–90. http://dx.doi.org/10.1080/01402390.2018.1559153.

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