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Di era new normal koperasi diharapkan dapat terus kreatif dan responsif dalam menjalankan bisnis usahanya. Melalui modernisasi koperasi dengan memanfaatkan teknologi digital menjadi strategi inovasi untuk mencapai efisiensi dan aktivitas layanan koperasi. Koperasi modern juga harus memiliki skala usaha dan kapasitas produksi besar, melakukan sinergi antar pihak berbasis ekosistem, serta dikelola oleh manajemen profesional. Koperasi pasar bisa jadi role model koperasi modern. Penelitian ini bertujuan untuk mengetahui faktor-faktor internal dan eksternal yang mempengaruhi kinerja Koperasi Himpunan Pedagang Pasar Cikapundung (KOHIPPCI) mengidentifikasi posisi koperasi dengan analisis matriks internal eksternal, grand strategy matrix, GE matriks, BCG matriks, dan TOWS matriks, serta menemukan alternatif strategi yang bisa dikembangkan untuk meningkatkan kinerja koperasi tersebut. Penelitian menggunakan metode deskriptif kualitatif dengan analisis SWOT yang dikembangkan untuk mengidentifikasi Strategic Factor Analysis Summary (SFAS). Hasil penelitian menunjukkan ada banyak kekuatan dan kelemahan dari lingkungan internal serta peluang dan ancaman dari faktor eksternal terhadap KOHIPPCI. Meski demikian, KOHIPPCI masih mampu mengelola faktor-faktor tersebut yang ditunjukkan dengan posisinya pada kelompok tumbuh dan bangun pada matriks internal eksternal serta kuadran I grand strategy matrix, GE matriks di kuadran V dan BCG matriks di posisi cash flow.

This paper is a strategic and management plan formulated to identify the company’s goals and objectives and to ensure its effective implementation. Amther Cooling System Co., Inc. is a contractor for cooling tower installation that sells cooling-tower-related products and provides 11 different services. The plan answered the questions: (1) How did the owner establish the business, (2) What are the significant challenges the owner experienced throughout its business operations, and (3) What is the competitive advantage of the owner over its competitors. It utilized a case study approach, single case—holistic, together with PESTEL analysis, and different matrices. First was the Competitive Profile Matrix which compared the corporation with its competitors. Second was the IFE and EFE matrices that answered internal and external forces, and the SWOT strategy that combined the two. Third, the Space Matrix, it determined the corporation as aggressive using a four-quadrant graphical axis. Fourth, the Boston Consulting Group Matrix, it evaluated the market position depending on the segments: rehabilitation; supply, installation, and commissioning; general preventive maintenance services; motor rewinding; and supply of parts. Fifth was the Internal-External Matrix, which plotted the scores of IFE and EFE matrices in a graph that determined Amther belonging to the “Grow and Build,” Quadrant I. Sixth, the Grand Strategy Matrix, which determined that Amther is positioned in Quadrant I, under the strategies: Market Development, Market Penetration, Product Development, Forward Integration, Backward Integration, Horizontal Integration, and Related Diversification. Lastly, the Quantitative Strategy Planning Matrix, it showed that the feasible techniques for Amther were Market Development such as the expansion of business locations in Visayas and Mindanao, and Market Penetration to improve marketing strategy by hiring sales agents. Recommendations included business expansion, employment of sales agents, direct supplies importation, additional services, sale of company shares, and provision of freebies and discounts., Journal of Strategic Management in Business Administration (Course Final Output; Preprint)

THM is a quick-service restaurant located at Monumento, Caloocan City. It is known for the wide variety of burgers, salads, and chicken meals that the entity offers since the 1980s. In the second quarter of the year 2022, THM went viral on social media because of the nostalgia wave that people experience while eating in this iconic fast-food chain. With this, the researchers analyzed the strategic management of THM as they face an unexpected and significant change that revived their venture. This paper investigates the quality-control procedures that THM employs, their strengths and weaknesses, as well as their strategies to sustain the competitive advantage that they have in the industry. The researchers collected the data needed by interviewing their management personnel and observing their daily operations. The PESTEL analysis was applied as the strategic management technique. To present the results, several matrices are utilized such as the Competitive Profile Matrix, IFE Matrix, EFE Matrix, SWOT strategy, SPACE Matrix, BCG Matrix, IE Matrix, Grand Strategy Matrix, and the QSPM. Lastly, the researchers formulated recommendations and conclusions based on the strategies that are most applicable for THM to use., Journal of Strategic Management in Business Administration (Course Final Output; Preprint)

Built in 2010, McTan Grocery Store is a supermarket in Novaliches, Quezon City. Even if everything is a calculated risk, the owner developed it by understanding how to operate a firm. It began as a tiny wholesaler and eventually had two or three branches, but it also shut down right away for several reasons. McTan Grocery Store carefully considers every aspect of how to run the business and what to do to increase sales. This strategic management document intends to offer tactical techniques for the creation of competitive advantage. To comprehend complicated issues in a practical setting, this study applied a case-study methodology. To assess the business environment, opportunities, and risks, the research also applied the PESTLE analysis. According to the study's findings, McTan Grocery Store's largest rival in their neighborhood of Novaliches, Quezon City, is Ever Grocery. Additionally, it was determined and advised that the company employ techniques like market penetration and development. Integration should also be considered in this circumstance. In general, the company should research additional business-growth methods if it wants to have a competitive advantage., Journal of Strategic Management in Business Administration (Course Final Output; Preprint)

Sragen Regency has the potential of natural resources that support the development of the tobacco commodity agricultural sector. The existence of a partnership program, assistance from the Tobacco Excise Production Sharing Fund (TEPSF) cannot be fully utilized in the context of developing partnership tobacco plants in Sragen Regency. The purpose of this research is to analyze the strengths, weaknesses, opportunities, and threats in the development of partnerships for tobacco cultivation in Sragen Regency and to determine the right strategy to be applied in the development of partnerships for tobacco cultivation in Sragen Regency. The research was conducted in Sragen Regency in September 2019. The method used was qualitative method using the basic method of analysis descriptive research. The results of the study showed that the IFE matrix score was 2.67 and the EFE matrix was 2.57. The grand strategy matrix diagram showed the coordinate position in quadrant I so that the strategy that can be applied is the S-O strategy. The S-O strategy SWOT analysis resulted in three strategic alternatives. The strategy that can be carried out is a market penetration strategy, which is increasing the area of tobacco in the current land location by increasing tobacco outreach activities (agricultural intensification) by optimizing the role of field extension agents maximally and utilizing supporting infrastructure through TEPSF assistance. For this reason, the participation of the local government, in this case the Sragen Regency Agriculture Service, is needed in the tobacco partnership by determining the quality and selling price of tobacco and opening new access for other tobacco partnership companies.

The objectives of present study were to formulate development strategies for dairy goat' farms that capable of supporting goat's milk agribusiness. Three medium scale dairy goat farms located in Bogor Regency which has population of more than 100 heads and has established more than 10 years were purposively selected for the study. Data were collected during February to May 2014. The design of this study was based on descriptive qualitative approach (rapid appraisal approach). Data were analized using internal factors evaluation (IFE) and external factors evaluation (EFE), strategic position and action evaluation (SPACE) matrix, and grand strategy matrix. It was revealed that dairy goat farms in Bogor Regency were located in quadrant I in SPACE matrix, which was on the aggressive strategy. Dairy goat farms have many resource advantages, despite facing various threats. The Grand Strategy Matrix analysis showed that dairy goat farms were in quadrant I. Dairy goat farms were in an excellent position to take advantage of the opportunities, overcome internal weaknesses and avoiding multiple external threats. The best strategies to be selected for dairy goat farms were market penetration and product development.

Present paper presents the results of strategic diagnostic performed in the case of a SME active in the field of distributive trades for automotive, with a significant presence in regional automotive business sector. Using functional diagnostic method an internal diagnostic was realized, leading to the revelation of strengths and weaknesses related to the internal environment of the firm. External diagnostic performed, based on Porter's Five forces model, allow us to assess the competitive position of the firm inside its business sector. Conclusions are based on a complex analyze that combines the results of internal and external diagnostics, using SWOT method and David's Grand strategy matrix.