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Journal articles on the topic 'Strategic analysis'

Author: Grafiati

Published: 4 June 2021

Last updated: 31 May 2022

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1

Haris Wulandari, Dini, Woro Priatini, and Herry Ryana. "ANALISIS STRATEGI PENGEMBANGAN BISNIS PADA SOERABI PA’IS BANDUNG." Journal Gastronomy Tourism 2, no. 1 (November 23, 2021): 34–41. http://dx.doi.org/10.17509/gastur.v2i1.4658.

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Soerabi Pa’is is one of a surabi shop in Bandung city that has been established since August 18th, 2006. Soerabi Pa’is experiences reduction of selling volume so that makes the importance of strategic formulation at Soerabi Pa’is. The purpose of this research are: (1) to know the factors of internal stategic such as strength and weakness that owned by Soerabi Pa’is, (2) to know the factors external strategic such as opportunity and threat for Soerabi Pa’is, (3) to know the alternative of bussiness development strategic that can be applied based on analysis SWOT result, and (4) to know the order of strategic alternative priority that can be applied at Soerabi Pa’is. The analysis result shows, there are seven alternative strategics that can be applied by Soerabi Pa’is, with expanding market share as the main strategic with the highest score 7,44.ABSTRAKSoerabi Pa’is adalah salah satu kedai surabi di kota Bandung yang telah berdiri sejak tanggal 18 Agustus 2006. Soerabi Pa’is mengalami penurunan volume penjualan, hal tersebut membuat pentingnya perumusan strategi yang tepat pada Soerabi Pa’is. Tujuan dilakukannya penelitian ini adalah: (1) mengetahui faktor-faktor strategis internal yang merupakan kekuatan dan kelemahan yang dimiliki Soerabi Pa’is, (2) mengetahui faktor-faktor strategis eksternal yang merupakan peluang dan ancaman bagi Soerabi Pa’is, (3) mengetahui alternatif strategi pengembangan bisnis yang dapat diterapkan Soerabi Pa’is berdasarkan hasil analisis SWOT, dan (4) mengetahui urutan prioritas alternatif strategi yang dapat diterapkan Soerabi Pa’is. Hasil analisis menunjukkan terdapat tujuh alternatif strategi yang dapat diterapkan Soerabi Pa’is dengan strategi utama yaitu memperluas pangsa pasar dengan skor tertinggi 7,44.

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Sutomo, Sumengen. "Manajemen Strategis Organisasi Nirlaba." Kesmas: National Public Health Journal 1, no. 4 (February 1, 2007): 176. http://dx.doi.org/10.21109/kesmas.v1i4.301.

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Banyak pimpinan organisasi nirlaba kehabisan tenaga dan waktu melakukan manajemen operasional. Mereka tidak sempat berpikir strategis mengembangkan masa depan organisasi dan memberikan pelayanan bermutu yang memuaskan pelanggan. Manajemen strategis yang merupakan proses mengembangkan tujuan, rencana strategis, dan alokasi sumber daya mencakup analisis strategi, formulasi strategi, implementasi strategi, dan evaluasi strategi. Analisis stategi mengidentifikasi kekuatan dan kelemahan internal jang terkait sumber daya, struktur organisasi, strategi dan kinerja program, serta peluang dan ancaman eksternal yang terkait faktor politik, ekonomi, sosial dan teknologi. Selanjutnya, formulasi strategi adalah proses menyiapkan rencana strategis: mengembangkan nilai, misi, visi, gol, tujuan, identifikasi isu strategis dan memilih strategi pencapaian tujuan. Strategi yang sesuai dengan struktur organisasi, budaya, kepemimpinan, alokasi sumber daya, komunikasi, hambatan internal dan eksternal, diharapkan akan mempermudah implementasi. Monitoring yang mempelajari kemajuan dan evaluasi yang mempelajari pencapaian tujuan program merupakan bagian penting upaya pencapaian tujuan. Proses manajemen strategis menghasilkan pedoman yang diperlukan untuk menghadapi perubahan internal dan eksternal dengan menggunakan bisnis metoda baru, menerapkan praktik yang terbaik dan memelihara fleksibilitas. Melalui manajemen strategis pimpinan mampu mengembangkan nilai, misi,visi dan strategi untuk menghasilkan pelayanan unggulan secara efektif dan efisien.Kata kunci : Manajemen, strategis, nirlabaAbstractIn not for profit organizations, many of the organizations’ managers and executive officers spend energy and time to work more on operational management. They do not have enough time to deal with organizations’ future development. A strategic management is a process of developing an organization’s objectives, strategic plan, and allocating resources to implement the plan. Basically a strategic management covers strategy analysis, strategy formulation, strategy implementation, and strategy evaluation. A strategy analysis is to provide information on strengths and weaknesses of internal organization factors: human resources, organization structure, program performance; and information on opportunities and threats of external organization factors, politic, economy, social, and technology. A strategy formulation is a process of developing strategic plan including organization value, mission, vision, goal, strategic objectives, strategic issues, and strategy. A strategy implementation involves with the organization structure, value, operational activities, leadership, resource allocation, and communication. Strategy evaluation includes monitoring and evaluation activities to identify progress of the program implementation and to identify program achievement and its performance. A strategic management process provides a guide for addressing internal and external organizational challenges and changes using a new bussiness method and approach for practical application and maintaining flexibilities, Through a straqtegic management, the managers and executives will be able to provide better quality of services effecively and efficienly.Keywords: Management, strategic, not for profit

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Sandfreni, Sandfreni, and Fransiskus Adikara. "Menyelaraskan Perencanaan Strategi Teknologi Informasi yang Didasarkan pada Strategi Manajamen Teknologi Informasi dan Strategi Bisnis." Computatio : Journal of Computer Science and Information Systems 3, no. 1 (June 18, 2019): 67. http://dx.doi.org/10.24912/computatio.v3i1.2723.

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Success in competition in a business is related to the development of core competencies, strategic alignment and long-term strategic planning in order to maintain the competitive advantage of a business. A company needs alignment between IT strategy and Business Strategy. Planning IT Strategy is the first step between the processes of a company information system and is a guideline of the company's information system and the basis of implementation. This paper aims to discuss how to make appropriate IT strategic planning. After discussing the Strategic Alignment Model and the relationship between IT strategy and business strategy, it proposes strategic IT planning models based on business strategies, which consist of IT assessment and analysis, IT planning and design as well as IT implementation and design. Then, give an example to illustrate how to make IT strategic planning using the model. Sukses dalam persaingan dalam sebuah bisnis terkait dengan pengembangan kompetensi inti, keselarasan strategi dan perencanaan strategis jangka panjang agar dapat mempertahankan keunggulan kompetitif dari sebuah bisnis. Sebuah perusahaan membutuhkan keselarasan antara strategi IT dan Strategi Bisnis. Perencanaan Strategi IT merupakan langkah pertama antara proses dari sebuah sistem informasi perusahaan dan merupakan pedoman dari system informasi perusahaan serta dasar pelaksanaan. Tulisan ini bertujuan untuk membahas bagaimana membuat perencanaan strategis IT yang tepat. Setelah membahas Model Keselarasan Strategis dan hubungan antara IT strategi dan strategi bisnis, itu mengusulkan IT strategis model perencanaan didasarkan pada strategi bisnis, yang terdiri IT penilaian dan analisis, perencanaan dan desain IT serta implementasi dan desain IT. Kemudian, memberikan contoh untuk menggambarkan bagaimana membuat perencanaan strategis IT dengan menggunakan model tersebut.

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Heriadi, Agustono, Mohammad Suyanto, and Sudarmawan Sudarmawan. "Perencanaan Strategis Sistem Informasi STMIK Cahaya Surya Kediri." Creative Information Technology Journal 1, no. 1 (April 2, 2015): 15. http://dx.doi.org/10.24076/citec.2013v1i1.6.

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Meningkatnya jumlah perguruan tinggi mengakibatkan semakin tingginya persaingan. STMIK Cahaya Surya Kediri adalah sebuah institusi pendidikan tinggi yang memiliki satu program pendidikan S1 Sistem Informasi. Dalam industri usaha jasa, sistem informasi merupakan alat yang dapat membantu memenangkan persaingan. Perencanaan strategis sistem informasi menjadi salah satu kunci sebelum menerapkan sistem informasi dan teknologi informasi pada perusahaan. Perencanaan strategis yang tepat dapat mendukung rencana dan pengembangan bisnis perusahaan. STMIK Cahaya Surya Kediri belum memiliki perencanaan strategis sistem informasi. Bentuk perencanaan strategis sistem informasi yang akan dibahas dalam kajian ini menggunakan metodologi Ward and peppard dengan alat bantu metode analisis Value Chain untuk analisa lingkungan bisnis internal, Five Forces Model untuk analisa lingkungan bisnis eksternal, dan McFarlan Strategic Grid untuk analisa kondisi SI/TI internal saat ini. Hasil dari analisis ini mendefinisikan perencanaan strategis sistem informasi berupa strategi bisnis sistem informasi, strategi manajemen sistem informasi dan teknologi informasi, strategi sistem informasi, gap analisis sistem informasi, dan rencana implementasi.The increasing the number of college resulting in the higher competition. STMIK Cahaya Surya Kediri is an institution of higher education that have an educational program S1 Information System. In the business services industry, information system is a tool that can help win the competition. Strategic planning of information systems to be one of the key before implementing information systems and information technology in the enterprise. Proper strategic planning to support the company's plans and business development. STMIK Cahaya Surya Kediri not have a strategic planning information system. Form of strategic planning of information systems that will be discussed in this study using a methodology Ward and Peppard with aids Value Chain analysis method for internal business environment analysis, Five Forces Model for the analysis of the external business environment, and McFarlan Strategic Grid to analyze the condition of the IS/IT internal current. The results of this analysis defines the strategic planning of information systems in the form of business strategy information systems, information systems and information technology management strategy, information systems strategy, information systems gap analysis, and implementation plan.

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Albrecht, Chad, Daniel Holland, and Michael Peters. "Strategic revenue analysis." Strategic Direction 32, no. 7 (July 11, 2016): 32–34. http://dx.doi.org/10.1108/sd-03-2016-0043.

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Purpose Strategic revenue analysis is something that the authors have used in our consulting and classroom teaching for many years, yet has never been formally developed nor written about by researchers and practitioners. Design/methodology/approach The authors outline the seven-step process behind strategic revenue analysis and provide numerous examples. Findings Organizations that discipline themselves and perform strategic revenue analysis almost always grow quicker than the competition, focus on high margin products and develop other types of discipline that make them more successful. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Schneider, Benjamin, and Andrea Marcus Konz. "Strategic job analysis." Human Resource Management 28, no. 1 (1989): 51–63. http://dx.doi.org/10.1002/hrm.3930280104.

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Thomas, James B., Reuben R. McDaniel, and Michael J. Dooris. "Strategic Issue Analysis: NGT + Decision Analysis for Resolving Strategic Issues." Journal of Applied Behavioral Science 25, no. 2 (May 1989): 189–200. http://dx.doi.org/10.1177/0021886389252009.

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V.A. MAKHONIN. "Strategic Thinking and Strategic Analysis: Comprehending Terms." Military Thought 27, no. 002 (June 30, 2018): 53–63. http://dx.doi.org/10.21557/mth.51617801.

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Flavian, Carlos, Adrian Haberberg, and Yolanda Polo. "Subtle strategic insights from strategic groups analysis." Journal of Strategic Marketing 7, no. 2 (January 1999): 89–106. http://dx.doi.org/10.1080/096525499346468.

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10

Awaliah, Dewi, Arif Rahman, and Dadang Kuswana. "Manajemen Strategik Customer Relationship Management (CRM) dalam Menjaga Loyalitas Donatur." Tadbir: Jurnal Manajemen Dakwah 5, no. 4 (December 31, 2020): 337–56. http://dx.doi.org/10.15575/tadbir.v5i4.2125.

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Penelitian ini bertujuan untuk mengetahui manajemen strategik Customer Relationship Management (CRM) dalam menjaga loyalitas donatur di lembaga zakat Sinergi Foundation. Metode yang digunakan dalam penelitian ini ialah metode deskriptif dengan pendekatan kualitatif. Hasil penelitian manajemen strategik Customer Relationship Management (CRM) dalam menjaga loyalitas donatur di Sinergi Foundation dilakukan dengan baik sesuai dengan teori tahapan manajemen strategik yaitu pengamatan atau analisis lingkungan yang terdiri dari kekuatan, kelemahan, peluang dan ancaman dilakukan oleh Sinergi Foundation sebagai bahan untuk perumusan strategi. Perumusan strategi dilakukan dengan membentuk visi misi, implementasi strategi dilakukan dengan memperkuat sisi kelembagaan dan sistem organisasi dengan meningkatkan peran divisi masing-masing, evaluasi dan pengendalian dengan melihat analisa jumlah donatur dari tahun ke tahun serta mengadakan rapat evaluasi bulanan internal. Dengan demikian, ini menunjukan bahwa manajemen strategic Customer Relationship Management (CRM) Sinergi Foundation dalam menjaga loyalitas donaturnya sudah berjalan dengan baik dan mendapatkan hasil yang optimal. This research aims to determine the strategic management of Customer Relationship Management (CRM) in maintaining the loyalty of donors in the zakat institutions of Sinergi Foundation. The method used in this research is descriptive method with qualitative approach. The result of strategic management of Customer Relationship Management (CRM) in maintaining donor loyalty in Sinergi Foundation is done well in accordance with strategic management stage theory that is observation or environmental analysis consisting of strengths, weaknesses, opportunities and threats done by Sinergi Foundation as material for strategy formulation. Strategy formulation is done by establishing mission vision, strategy implementation is done by strengthening institutional and organizational system by increasing the role of each division, evaluation and controlling by looking at the analysis of the number of donors from year to year and holding monthly internal evaluation meetings. Thus, this shows that the strategic management of Customer Relationship Management (CRM) Sinergi Foundation in maintaining donor loyalty is running well and get optimal results.

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Papulova, Zuzana, and Andrea Gazova. "Role of Strategic Analysis in Strategic Decision-Making." Procedia Economics and Finance 39 (2016): 571–79. http://dx.doi.org/10.1016/s2212-5671(16)30301-x.

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Grasseová-Motyčková, Monika, and Jiří Richter. "Methods of Strategic Analysis Used by Strategic Documents Processing in the Ministry of Defence." Vojenské rozhledy 25, no. 5 (October 3, 2016): 61–81. http://dx.doi.org/10.3849/2336-2995.25.2016.05.061-081.

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Dem’ianiuk, O., and A. Bojko. "Land demands strategic analysis." Visnyk agrarnoi nauky 97, no. 2 (February 15, 2019): 82–85. http://dx.doi.org/10.31073/agrovisnyk201902-11.

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Vining, Aidan, and Lindsay Meredith. "Metachoice for strategic analysis." European Management Journal 18, no. 6 (December 2000): 605–18. http://dx.doi.org/10.1016/s0263-2373(00)00053-0.

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Jasiulewicz-Kaczmarek, M., and A. Stachowiak. "Maintenance Process Strategic Analysis." IOP Conference Series: Materials Science and Engineering 145 (August 2016): 022025. http://dx.doi.org/10.1088/1757-899x/145/2/022025.

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Chang, Ping-Teng. "Fuzzy strategic replacement analysis." European Journal of Operational Research 160, no. 2 (January 2005): 532–59. http://dx.doi.org/10.1016/j.ejor.2003.07.001.

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Wilson, Robert B. "Strategic Analysis of Auctions." Econometrica 89, no. 2 (2021): 555–61. http://dx.doi.org/10.3982/ecta19347.

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Azarenkova, Galyna, Olena Golovko, Kateryna Oryekhova, and Sergii Yavorsky. "Implementation of strategic analysis methods to choose a development strategy for the enterprise’s foreign economic activity." Geopolitics under Globalization 3, no. 1 (January 14, 2020): 1–11. http://dx.doi.org/10.21511/gg.03(1).2020.01.

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The article considers stages and methods of strategic management of the enterprise’s foreign economic activity. PEST analysis, SWOT analysis and SPACE analysis of foreign economic activity are used on the basis of a particular enterprise. PEST analysis has highlighted political and legal, economic, social and technological factors influencing the foreign economic activity of the analyzed enterprise. SWOT analysis has allowed identifying strengths, weaknesses, opportunities and threats of the enterprise. SPACE analysis has revealed that in the absence of growth in the services market, the use of a strategy for the enterprise diversification is acceptable. This strategy involves the creation and development of new services. Therefore, it is necessary to constantly monitor the activity of the enterprise in the international economic environment.

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Hasanah, Nurul. "Evaluasi Kinerja Keungan Dengan Menggunakan Strategic Variance Analysis." JURNAL ILMU MANAJEMEN DAN BISNIS 11, no. 1 (March 28, 2020): 11–26. http://dx.doi.org/10.17509/jimb.v11i1.21581.

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AbstractThis study aims to evaluate the financial performance of Satuan Pendidikan Kerjasama X, a privately-owned Education Operation Unit in Jakarta. The growing amount of SPK schools in Jakarta demands a good competitive strategy with regards to cost leadership and product differentiation to better position the school in the market. The problem in this study is the absence of an evaluation method to assess the effectiveness of the implemented strategy and this research attempts to use Strategic Variance Analysis (SVA) to evaluate the change in the school’s operating income between the period of 2017-2018 and 2018-2019 academic year in the context of growth, price recovery, productivity and capacity underutilization components. This research was designed using a single case study with a mixed-method approach. The data used are primary data collected from interviews and document analysis (in the form of the school’s financial data). Data analysis was conducted using descriptive qualitative analysis approach. The study indicates that the growth, price-recovery, productivity and capacity underutilization components are showing unfavourable results. The declining student number, the increase of teachers’ remuneration and fee discount are the main causes of the decrease in operating income, while 77% of operating income drop comes from productivity component. It shows that the focused differentiation strategy implemented has not shown effective results and the school needs to increase its cost efficiency by considering the results shown by SVA in preparing for the upcoming budgeting. Keywords: Competitive Strategy; Financial Performance; Strategic Variance Analysis; Education Operation UnitAbstrakPenelitian ini bertujuan untuk mengevaluasi kinerja Keuangan pada Satuan Pendidikan Kerjasama (SPK) X, sebuah sekolah swasta internasional yang beroperasi di daerah Jakarta. Berkembangnya jumlah sekolah SPK di Jakarta menuntut adanya strategi kompetitif yang bagus dalam hal efisiensi biaya dan diferensiasi produk untuk memposisikan sekolah lebih baik dalam pasar. Masalah dalam studi ini adalah ketiadaan metode penilaian efektivitas strategi yang diimplementasikan dan penelitian ini berusaha untuk menggunakan Strategic Variance Analysis (SVA) untuk mengevaluasi perubahan pada pendapatan usaha sekolah di antara periode tahun ajaran 2017-2018 dan 2018-2019 dalam konteks komponen pertumbuhan, pemulihan harga, produktivitas dan utilisasi kapasitas. Penelitian ini dirancang sebagai studi kasus dengan pendekatan metode campuran. Data yang digunakan adalah data primer yang diperoleh dari wawancara dan analisis data keuangan sekolah. Analisis data dilakukan menggunakan descriptive qualitative analysis. Hasil penelitian menunjukkan komponen pertumbuhan, pemulihan harga, produktivitas dan utilisasi kapasitas tidak memuaskan. Penurunan jumlah siswa, peningkatan gaji guru dan pemberian diskon adalah penyebab utama penurunan pendapatan usaha dan 77% dari perubahan pendapatan usaha berasal dari komponen produktivitas sehingga dapat disimpulkan strategi diferensiasi terfokus yang diterapkan tidak menunjukkan hasil yang efektif dan sekolah perlu meningkatkan efisiensi biaya dengan mempertimbangkan hasil yang diperoleh dari SVA untuk penyusunan anggaran berikutnya.Kata kunci: Strategi Kompetitif; Kinerja Keuangan; Strategic Variance Analysis; Satuan Pendidikan Kerjasama.

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Latifah, Erlin, Yusuf Zaenal Abidin, and Ahmad Agus Sulthonie. "Manajemen Strategik Rumah Amal Salman dalam Meningkatkan Fundraising Zakat." Tadbir: Jurnal Manajemen Dakwah 2, no. 1 (March 30, 2017): 68–85. http://dx.doi.org/10.15575/tadbir.v2i1.152.

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Penelitian ini bertujuan untuk mengetahui bagaimana tahapan manajemen strategik yang dimulai dari Formulasi Strategi, Implementasi Strategi dan yang terakhir Evaluasi Strategi yang digunakan Rumah Amal Salman. Metode yang digunakan dalam penelitian ini menggunakan metode deskriptif dengan pendekatan kualitatatif. Adapun teknik pengumpulan data dengan menggunakan kajian pustaka,observasi, dan wawancara secara mendalam dengan Manajer Litbang Rumah Amal Salman sebagai data primer dan sekunder. Dari hasil penelitian menunjukan bahwa pada tahapan Formulasi Strategi tentang perumusan visi,misi dan tujuan Rumah Amal Salman dengan melakukan analisis lingkungan sekitarnya terlebih dahulu untuk mempertahankan kekuatan dan mengambil peluang yang ada sehingga bisa meminimalisir kelemahan dan ancaman yang terjadi pada lingkungan sekitar sehingga bisa meningkatkan fundraising zakat.Sedangkan pada tahap Implementasi Strategi yaitu penerapan perencanaan strategis pada program kerja jangka pendek yaitu pada program Salman Day Out Picnic, jangka menengah yaitu program Kampung bangkit, dan jangka panjang yaitu pada program Manajemen kinerja Ekselen Kriteria Zakat. Dan tahapan terakhir yaitu Evaluasi Strategi yaitu mengevaluasi seluruh kegiatan kerja yang berskala jangka pendek, jangka menengah, dan jangka panjang.Untuk menghasilkan inovasi terbaru pada perencanaan stretgis pada program berikutnya. Oleh karena itu, dapat disimpulkan bahwa manajemen strategik Rumah Amal Salman telah dijalankan dengan baik dan menunjukan keberhasilan yang signifikan dalam upaya meningkatkan Fundraising Zakat. This research aims to find out how the stages of Strategic Management that starts from Strategy Formulation, Strategy Implementation and the last Evaluasi Strategy used Rumah Amal Salman. The data collection techniques using literature review, observation and in depth interviews whit the Rumah Amal Salman research and development manager as secondary and primary data. From the result of the research indicate that in the Formulation Stage of Strategy on the Formulation of vision, mission and objectives of Rumah Amal Salman by conducting the analysis of the surrounding environment in advance to maintain the strength and take the existing opportunities so as to minimize the weaknesses and threats that occur in the surrounding environment so as to increase fundraising zakat. While at the Implementation Strategy stage is the implementation of strategic planning on short term work program that is on Salman Day Out Picnic Program, medium term that isin Kampung Bangkit, and long term that is in program of performance Management of Eccentric Criteria Of Zakat. And the last stage of the Strategy Evalution is to evaluate all work activities that are short term,medium term,and long term. To generate the latest innovations in strategic planning in thenext program. Therefore,it can beconcluded that Rumah Amal Salman Strategic Management has been well executed and shows significant success in efforts to increase the fundraising zakat.

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Ramaswamy, Kannan, and Mingfang Li. "Strategic Change among U.S. Business Schools: A Strategic Group Analysis." Journal of Education for Business 72, no. 6 (August 1997): 343–47. http://dx.doi.org/10.1080/08832323.1997.10116868.

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Flavián, Carlos, and Yolanda Polo. "Strategic groups analysis (SGA) as a tool for strategic marketing." European Journal of Marketing 33, no. 5/6 (June 1999): 548–69. http://dx.doi.org/10.1108/03090569910262116.

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Fattarani, Ari Arsyadi, Elvira Iskandar, and Fajri Fajri. "Strategi Pengembangan Usaha Kopi Arabika (Studi Kasus: Usaha "Kampung Kupi Gayo", Kabupaten Aceh Tengah)." Jurnal Ilmiah Mahasiswa Pertanian 2, no. 4 (November 1, 2017): 323–33. http://dx.doi.org/10.17969/jimfp.v2i4.5405.

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Abstrak. Dalam perekonomian Indonesia, kopi memiliki peranan penting baik sebagai sumber perolehan devisa maupun sebagai sumber penghidupan petani yang tersebar di seluruh Indonesia. Salah satu sentra produksi kopi nasional yang terkenal di Indonesia berada di Kabupaten Aceh Tengah yang terletak di Provinsi Aceh. Menghadapi persaingan usaha yang semakin ketat, perlu menerapkan strategi-strategi pengembangan yang dapat mendukung pengembangan industri tersebut. Penelitian ini dilakukan pada “Kampung Kupi Gayo”. Tujuan dari penelitian ini adalah untuk mengidentifikasi faktor internal dan eksternal yang dihadapi usaha “Kampung Kupi Gayo” serta menentukan strategi pengembangan usaha tersebut dengan menggunakan analisis faktor strategis Internal/ IFAS, analisis faktor strategis eksternal/ EFAS, dan analisis SWOT (Strength, Weakness, Opportunity, and Threat). Hasil penelitian menunjukkan bahwa faktor strategis internal yang menjadi faktor kekuatan dan kelemahan usaha Kampung Kupi Gayo ada tujuh faktor. Adapun faktor yang menjadi kekuatan dominan usaha Kampung Kupi Gayo yaitu Lokasi usaha strategis, dan harga produk bersaing. Sedangkan yang menjadi kelemahan dominan usaha Kampung Kupi Gayo yaitu Jenis produk yang dihasilkan masih kurang. Faktor-Faktor Strategis Eksternal yang menjadi faktor peluang dan ancaman bagi usaha "Kampung Kupi Gayo" ada lima faktor. Adapun faktor yang menjadi peluang dominan usaha Kampung Kupi Gayo yaitu pangsa pasar kopi olahan masih sangat besar. Sedangkan yang menjadi ancaman dominan bagi usaha "Kampung Kupi Gayo" yaitu persaingan usaha sejenis. Strategi yang dapat digunakan Kampung Kupi Gayo yang diperoleh dari analisis SWOT adalah strategi agresif, yaitu strategi yang memungkinkan usaha ini untuk terus mengembangkan usahanya, meningkatkan pertumbuhan, melakukan ekspansi dan meraih kemajuan secara maksimal.Business Development Strategies Arabica Coffee Processing (Case Study: "Kampung Kupi Gayo", Aceh Tengah RegencyAbstract. In the Indonesian economy, coffee has an important role both as a source of foreign exchange gain and as a source of livelihood of farmers spread throughout Indonesia. One of the most famous national coffee production centers in Indonesia is located in Aceh Tengah district located in Aceh Province. In the face of increasingly fierce business competition, it is necessary to implement development strategies that can support the development of the industry. This research was conducted on "Kampung Kupi Gayo". The purpose of this study is to identify internal and external factors facing the "Kampung Kupi Gayo" business as well as to determine the business development strategy using Internal / IFAS strategic factor analysis, external strategic factor analysis / EFAS, and SWOT analysis (Strength, Weakness, Opportunity , and Threat). The result of the research shows that internal strategic factors which become the strength and weakness factor of "Kampung Kupi Gayo" are seven factors. The factors that become the dominant strength of "Kampung Kupi Gayo" business is the location of strategic business, and the price of competing products. While the dominant weakness business "Kampung Kupi Gayo" that type of product produced is still lacking. External Strategic Factors that become the opportunity and threat factors for the "Kampung Kupi Gayo" business are five factors. The factors that become the dominant opportunity of Kupi Gayo Village business is the market share of processed coffee is still very large. While the dominant threat to the "Kampung Kupi Gayo" business is a similar business competition. The strategy that can be used "Kampung Kupi Gayo" obtained from the SWOT analysis is an aggressive strategy, a strategy that allows this business to continue to expand its business, increase growth, expand and achieve maximum progress.

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Hasanudin, Hasanudin, Dadang Kusnawan, and Dewi Sadiah. "Manajemen Strategik Pondok Pesantren Dalam Upaya Membentuk Santri Yang Berkarakter." Tadbir: Jurnal Manajemen Dakwah 4, no. 3 (September 30, 2019): 305–22. http://dx.doi.org/10.15575/tadbir.v4i3.1861.

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Penelitian ini bertujuan untuk menemukan kejelasan tentang formulasi strategi, implementasi strategi, dan evaluasi serta pengendalian strategi pada Pondok Pesantren Al-Masthuriyah dalam upaya membentuk santri yang berkarakter. Metode yang digunakan pada penelitian ini adalah metode deskriptif dengan pendekatana kualitatif. Pengumpulan data dilakukan dengan teknik observasi, wawancara, dan dokumentasi sehingga data dapat terkumpul dan dianalisis dengan baik. Penelitian ini menemukan bahwa manajemen strategik Pondok Pesantren Al-Masthuriyah telah diterapkan sesuai dengan tahap-tahap manajemen strategik, yaitu formulasi strategi yang didasarkan pada hasil analisis SWOT, kemudian dituangkan dalam keputusan strategi-strategi yang menjadi nilai jual inti pondok pesantren. Implementasi strategi telah berjalan dengan baik, yaitu dengan melaksanakan program-program yang tersusun, serta penerapan tata tertib santri. Evaluasi dan pengendalian strategi dilkaukan secara terus menerus oleh pimpinan, pengurus, dan karyawan dengan agenda dan jenis rapat yang berbeda. Akhirnya dari seluruh tahapan manajemen strategik yang telah ditetapkan dapat disimpulkan bahwa manajemen strategik pada Pondok Pesantren Al-Masturiyah telah dijalankan dengan baik dan menunjukan keberhasilan yang cukup signifikan dalam upaya membentuk santri yang bekarakter. This study aims to find clarity about strategy formulation, strategy implementation, and evaluation and strategy control at Al-Masthuriyah Islamic Boarding School in an effort to form santri with character. The method used in this research is descriptive method with a qualitative approach. Data collection is done by observation, interview, and documentation techniques so that the data can be collected and analyzed properly. This study found that the strategic management of Al-Masthuriyah Islamic Boarding School has been applied in accordance with the stages of strategic management, namely the formulation of strategies based on the results of the SWOT analysis, then poured into decisions on strategies that are the core selling points of Islamic boarding schools. The implementation of the strategy has been going well, namely by implementing structured programs, as well as the application of the santri code of conduct. Strategy evaluation and control are carried out continuously by leaders, management and employees with different agendas and types of meetings. Finally, from all the stages of strategic management that have been determined, it can be concluded that the strategic management at Al-Masturiyah Islamic Boarding School has been carried out well and has shown significant success in the effort to form students with character.

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Beltadze, Guram N. "Lexicographic Strategic Games' Nonstandard Analysis." International Journal of Intelligent Systems and Applications 5, no. 7 (June 1, 2013): 1–8. http://dx.doi.org/10.5815/ijisa.2013.07.01.

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Kuan, Jennifer. "Strategic Analysis of Nonprofit Production." Academy of Management Proceedings 2018, no. 1 (August 2018): 17926. http://dx.doi.org/10.5465/ambpp.2018.17926abstract.

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Al-Ali, Hajar, and Fahad Al-Saadi. "Caribou Coffee : A Strategic Analysis." International Journal of Excellence in Tourism Hospitality and Catering 4, no. 1-2 (2013): 1–36. http://dx.doi.org/10.12816/0026077.

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Haezendonck, Elvira, Alain Verbeke, and Chris Coeck. "Strategic Positioning Analysis for Seaports." Research in Transportation Economics 16 (January 2006): 141–69. http://dx.doi.org/10.1016/s0739-8859(06)16007-2.

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Rowold, Jens, and Martina Mönninghoff. "Strategic human resource utility analysis." Journal of Human Resource Costing & Accounting 9, no. 1 (January 2005): 10–25. http://dx.doi.org/10.1108/14013380510636676.

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Sanderson, S. M., and G. A. Luffman. "Strategic Planning and Environmental Analysis." European Journal of Marketing 22, no. 2 (1988): 14–30. http://dx.doi.org/10.1108/eum0000000005269.

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Bloom, Bernard, Roger Kropf, and James A. Greenberg. "Strategic Analysis for Hospital Management." Journal of Policy Analysis and Management 4, no. 3 (1985): 461. http://dx.doi.org/10.2307/3324221.

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Demihova, Alyona, Tatyana Olneva, and Anna Lyapunova. "The analysis in strategic marketing." Актуальные направления научных исследований XXI века: теория и практика 2, no. 3 (June 8, 2014): 392–96. http://dx.doi.org/10.12737/4622.

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Butler, Patrick, and Neil Collins. "Strategic analysis in political markets." European Journal of Marketing 30, no. 10/11 (October 1996): 25–36. http://dx.doi.org/10.1108/03090569610149773.

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Pickton, David W., and Sheila Wright. "What's swot in strategic analysis?" Strategic Change 7, no. 2 (March 1998): 101–9. http://dx.doi.org/10.1002/(sici)1099-1697(199803/04)7:2<101::aid-jsc332>3.0.co;2-6.

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Hussey, David. "Company analysis: determining strategic capability." Strategic Change 11, no. 1 (January 2002): 43–52. http://dx.doi.org/10.1002/jsc.568.

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Weigelt, Keith, and Ian Macmillan. "An interactive strategic analysis framework." Strategic Management Journal 9, S1 (1988): 27–40. http://dx.doi.org/10.1002/smj.4250090705.

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Sanderson, S. M., and G. A. Luffman. "Strategic Planning and Environmental Analysis." European Journal of Marketing 22, no. 2 (February 1988): 14–27. http://dx.doi.org/10.1108/eb027335.

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Siegel, Neil S. "Dole’s Future: A Strategic Analysis." Supreme Court Economic Review 16, no. 1 (February 2008): 165–204. http://dx.doi.org/10.1086/655884.

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Klausner, Arthur. "In Search of Strategic Analysis." Nature Biotechnology 3, no. 11 (November 1985): 1024. http://dx.doi.org/10.1038/nbt1185-1024a.

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Yanelle, Marie-Odile. "The strategic analysis of intermediation." European Economic Review 33, no. 2-3 (March 1989): 294–301. http://dx.doi.org/10.1016/0014-2921(89)90106-2.

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Anderson, Ronald W., Suresh Sundaresan, and Pierre Tychon. "Strategic analysis of contingent claims." European Economic Review 40, no. 3-5 (April 1996): 871–81. http://dx.doi.org/10.1016/0014-2921(95)00097-6.

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Majumdar, Mukul, and Seung Han Yoo. "Strategic analysis of influence peddling." International Journal of Game Theory 41, no. 4 (June 17, 2012): 737–62. http://dx.doi.org/10.1007/s00182-012-0340-z.

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Ginter, Peter M., and W. Jack Duncan. "Macroenvironmental analysis for strategic management." Long Range Planning 23, no. 6 (December 1990): 91–100. http://dx.doi.org/10.1016/0024-6301(90)90106-e.

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Jan-Willem Van Klinken, B., Alexandra W. C. Einerhand, Hans A. Büller, and Jan Dekker. "Strategic Biochemical Analysis of Mucins." Analytical Biochemistry 265, no. 1 (December 1998): 103–16. http://dx.doi.org/10.1006/abio.1998.2896.

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Dockner, Engelbert J., and Kazuo Nishimura. "Strategic Growth." Journal of Difference Equations and Applications 10, no. 5 (April 20, 2004): 515–27. http://dx.doi.org/10.1080/1023619042000193667.

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Worden, Skip. "Religion in Strategic Leadership: A Positivistic, Normative/Theological, and Strategic Analysis." Journal of Business Ethics 57, no. 3 (March 2005): 221–39. http://dx.doi.org/10.1007/s10551-004-6943-y.

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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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Ekowati, Dian. "Pengaruh Implementasi Quality Management System ISO 9001:2000 terhadap Kinerja Rumah Sakit Duren Sawit." Kesmas: National Public Health Journal 2, no. 3 (December 1, 2007): 127. http://dx.doi.org/10.21109/kesmas.v2i3.268.

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Upaya organisasi meningkatkan produksi jasa pelayanan kesehatan melalui implementasi Quality Management System ISO 9001:2000 secara sistematis, menyeluruh dan sinambung seharusnya mampu menampilkan kinerja yang efektif dan efisien. Penelitian ini bertujuan untuk memperoleh gambaran mengenai peran implementasi QMS ISO 9001:2000 terhadap kinerja Rumah Sakit Duren Sawit yang akan diukur melalui pendekatan kerangka strategis Balanced Scorecard serta identifikasi kesenjangan dalam organisasi untuk menganalisis kesiapan implementasi manajemen strategis Balanced Scorecard di Rumah Sakit Duren Sawit. Hasil penelitian menggambarkan bahwa melalui pemahaman dan implementasi yang QMS ISO 9001:2000 konsistensi, Rumah Sakit Duren Sawit mampu menghasilkan kinerja organisasi yang efektif dan efisien. serta berhasil menganalisis kesiapan Rumah Sakit Duren Sawit untuk mengimplementasikanmanajemen strategis Balanced Scorecard melalui identifikasi kesenjangan dalam mengumpulkan sumber informasi untuk mengukur indikator-indikator hasil yang merupakan rambu-rambu bagi keberhasilan pencapaian sasaran strategis organisasi.Kata kunci : QMS ISO 9001:2000, kerangka strategi, balance scorecardAbstractThe organization effort to improve health care service production through implementation of Quality Management System ISO 9001:2000 in a systematic, comprehensivelyand continuously should results in effective and efficient performance. This study objective is to observe the role of Quality Management System ISO 9001:2000 implementation on performance of Duren Sawit Hospital measured by Balance Scorecard strategic frame approach to analyze the readinessof the hospital to implement Balance Scorecard strategic management. The study results show that through understanding and consistent implementation of QMS ISO 9001:2000 Duren Sawit Hospital can produce effective and efficient organization performance. This study also provide analysis on the readiness of Duren Sawit Hospital to implement Balance Scorecard strategic management and identify the gaps of sources of information to measure indicators toachieve organization strategic objectives.Keywords : QMS ISO 9001:2000, strategic frame, balance scorecard

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Hidayat, Jati Arif, Ema Utami, and Anggit Dwi Hartanto. "Analisis Maturity Level Perencanaan Strategis Sistem Informasi Pemerintahan Daerah Di Indonesia: Systematic Literature Review." Syntax Literate ; Jurnal Ilmiah Indonesia 6, no. 6 (June 19, 2021): 2842. http://dx.doi.org/10.36418/syntax-literate.v6i6.2437.

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Meningkatnya kesadaran akan perlunya penyusunan rencana strategis dalam pengembangan sebuah sistem informasi terintegrasi dapat kita lihat pada penelitian yang dilakukan di beberapa pemerintah daerah di Indonesia, namun tidak semua perencanaan strategis sistem informasi (PSSI) yang disusun sudah memenuhi aspek kelengkapan sesuai tahapan PSSI sehingga kurang memberikan manfaat yang maksimal. Pada penelitan ini dilakukan analisis untuk mengetahui tren metode apa saja yang digunakan dari tahun ke tahun, mengukur aspek kelengkapan tahapan serta maturity level dari masing-masing tahapan PSSI menggunakan Systematic Literature Review. Dari 33 studi yang memenuhi inklusi dan eksklusi, terdapat 8 jenis metode yang digunakan dan metode yang paling banyak digunakan adalah metode Ward and Peppard yaitu 17 Studi (52%), metode Ward and Peppard menjadi paling populer karena memiliki alat analisis sangat lengkap seperti SWOT, PEST, Five Force Competitive, Value Chain, Critical Success Factors, Balance Scorecard, dan McFarlan’s Strategic Grid. Hasil pengukuran maturity level dari masing-masing tahapan PSSI menunjukkan tahapan yang sudah memenuhi mature level sebagai berikut 57,6% studi pada tahapan kesadaran strategis (strategic awareness), 42,4% studi pada tahapan analisis situasi (situation analysis), 39,4% studi pada tahapan konsepsi strategi (strategy conception), 54,6% studi pada tahapan perumusan strategi (strategy formulation), 36,3% studi pada tahapan perencanaan implementasi strategi (strategy implementation planning). Secara garis besar maturity level pada setiap tahapan PSSI menunjukkan hasil kurang baik dengan rata-rata keseluruhan di angka 46,1%.

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Kurniawan, Asep, A. Bachrun Rifa'i, and Arif Rahman. "Manajemen Strategik Pondok Pesantren dalam Pengkaderan Da’i Berkualitas." Tadbir: Jurnal Manajemen Dakwah 1, no. 1 (March 30, 2016): 51–68. http://dx.doi.org/10.15575/tadbir.v1i1.127.

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Penelitian ini menjelaskan manajemen strategik (formulasi, implementasi serta evaluasi strategi) pada Pondok Pesantren Terpadu Darussyifa Al-fitroh dalam rangka menyiapkan kader da’i yang berkualitas. Metode yang digunakan dalam penelitian ini adalah metode deskriptif, pengumpulan data dilakukan dengan menggunakan teknik observasi, studi dokumentasi dan wawancara. Penelitian ini menemukan bahwa keputusan strategi Pondok Pesantren Terpadu Darussyifa Al-fitroh adalah mendukung kebijakan pertumbuhan yang agresif yang diformulasikan dalam strategi utama berupa pertumbuhan terkonsentrasi, berdasarkan analisis lingkungan internal dan eksternalnya, juga implementasi yang terkoordinir, baik dalam (struktural, kepemimpinan maupun budaya), disertai program, anggaran dan prosedur pelaksanaan yang jelas. Serta tingkat evaluasi strategi yang intensif sehingga inovasi dan pengendalian strategi selalu sesuai dengan tuntutan dan perubahan zaman. Sehingga dapat disimpulkan bahwa manajemen strategik pada Pondok Pesantren Terpadu Darussyifa Al-fitroh telah di jalankan dengan baik dan menunjukan keberhasilan yang signifikan dalam upaya menyiapkan kader da’i berkualitas. This study explains strategic management (the formulation, implementation and evaluation of strategies) at Darussyifa Al-fitroh Integrated Islamic Boarding School in order to prepare qualified da'i cadres. The method used in this research is descriptive method, data collection is done using observation techniques, documentation studies and interviews. This study found that the strategic decision of Darussyifa Al-fitroh Integrated Islamic Boarding School was to support aggressive growth policies formulated in the main strategy of concentrated growth, based on internal and external environmental analysis, as well as coordinated implementation, both in (structural, leadership and cultural), accompanied by clear programs, budgets and implementation procedures. As well as an intensive level of strategy evaluation so that innovation and strategy control are always in accordance with the demands and changing times. So it can be concluded that strategic management at Darussyifa Al-fitroh Integrated Islamic Boarding School has been run well and shows significant success in the effort to prepare qualified da'i cadres.

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