<![CDATA[ABSTRAK Usaha Mikro, Kecil, dan Menengah (UMKM) berbasis komunitas, seperti warung kopi, menghadapi tantangan dalam merumuskan strategi pengembangan usaha yang selaras dengan aspirasi pelaku usaha sekaligus terukur secara sistematis. Penelitian ini bertujuan untuk merumuskan strategi pengembangan usaha UMKM Warkop Nabara melalui integrasi analisis Strengths, Opportunities, Aspirations, dan Results (SOAR) dengan Quantitative Strategic Planning Matrix (QSPM). Penelitian menggunakan pendekatan deskriptif kualitatif dan kuantitatif dengan pengumpulan data melalui observasi, wawancara, dan dokumentasi. Analisis SOAR digunakan sebagai tahap eksploratif untuk mengidentifikasi faktor strategis dan aspirasi pelaku usaha, yang selanjutnya diformalkan ke dalam matriks Internal Factor Evaluation (IFE) dan External Factor Evaluation (EFE). Posisi strategis usaha ditentukan menggunakan matriks Internal–External (IE), sedangkan strategi prioritas ditetapkan melalui QSPM. Hasil penelitian menunjukkan bahwa Warkop Nabara berada pada posisi Kuadran V (hold and maintain) dengan nilai IFE sebesar 2,77 dan EFE sebesar 2,70. Strategi optimalisasi promosi digital memperoleh nilai Total Attractiveness Score (TAS) tertinggi, sehingga menjadi prioritas utama untuk diimplementasikan. Penelitian ini memberikan kontribusi praktis berupa rekomendasi strategi yang aplikatif serta kontribusi akademik dalam memperkaya penerapan integrasi SOAR dan QSPM pada pengembangan UMKM berbasis komunitas. ABSTRACT Community-based Micro, Small, and Medium Enterprises (MSMEs), such as coffee shops, face challenges in formulating development strategies that align with entrepreneurs’ aspirations while remaining systematically measurable. This study aims to formulate an optimal business development strategy for Warkop Nabara MSME through the integration of Strengths, Opportunities, Aspirations, and Results (SOAR) analysis with the Quantitative Strategic Planning Matrix (QSPM). A descriptive qualitative and quantitative approach was employed, with data collected through observation, interviews, and documentation. SOAR analysis was used as an exploratory stage to identify strategic factors and business aspirations, which were subsequently formalized into the Internal Factor Evaluation (IFE) and External Factor Evaluation (EFE) matrices. The strategic position of the business was determined using the Internal–External (IE) matrix, while priority strategies were identified through QSPM. The results indicate that Warkop Nabara is positioned in Quadrant V (hold and maintain), with an IFE score of 2.77 and an EFE score of 2.70. The digital promotion optimization strategy achieved the highest Total Attractiveness Score (TAS), making it the top priority for implementation. This study contributes practically by providing applicable strategic recommendations and academically by enriching the application of integrated SOAR–QSPM analysis in the development of community-based MSMEs.]]>
