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All Journal MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah
Nazli, Rizal Syarief Sjaiful
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Economics, Econometrics & Finance Industrial & Manufacturing Engineering

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Strategi Pengembangan Pemasaran Batu Andesit (Studi Kasus pada PT Duta Keluarga Imfaco, Bogor Jawa Barat) Imron, Tubagus; Nazli, Rizal Syarief Sjaiful; Raharja, Sapta
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 13 No. 2 (2018): Manajemen IKM
Publisher : Institut Pertanian Bogor

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (620.518 KB) | DOI: 10.29244/mikm.13.2.127-136

Abstract

Andesite stone mining activities in Bogor area is now growing, one of the andesite stone processing business is PT Duta Keluarga Imfaco located in Bogor Regency, West Java. The economically valuable andesit stone is expected to be the mainstay of the income of the surrounding community, characterized by the increasing market demand and the growing interest of the community towards andesite stone. The purpose of this study are (1) to identify internal and external factors of PT Imfaco Family Ambassador; (2) Developing appropriate market development strategies; and (3) Develop alternative strategies of andesite stone marketing development. The study used descriptive and analytic methods that are case studies. Determination of respondents with purposive sampling method, with consideration that mastered the problems to be asked. Data analysis with IFE and EFE matrix to identify internal and external factor of company, then mapping with IE matrix, to see company position. Preparation of strategy with SWOT matrix, yield several alternative strategies that can be implemented. The final stage with the QSP matrix, to determine the priority of the most appropriate strategy to be implemented. Based on the results of IFE and EFE matrix analysis, indicates the company is in a stable position in responding to external situations. The result of analysis with IE matrix, company is in quadrant V, that is growth and stability, where strategy that can be done is market penetration and business development. Results of analysis with SWOT matrix obtained alternative strategies that can be implemented and with the QSP matrix obtained the most appropriate strategy to be implemented in order to develop the company's marketing strategy is to expand the marketing network.
Strategi Pengembangan Rantai Pasok Berbasis Sistem Kendali Internal pada Produksi Beras Organik Hakim, Shofia Nurul; Nazli, Rizal Syarief Sjaiful; Palupi, Nurheni Sri
MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Vol. 13 No. 2 (2018): Manajemen IKM
Publisher : Institut Pertanian Bogor

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (589.367 KB) | DOI: 10.29244/mikm.13.2.143-150

Abstract

The high demand for organic rice on the market indicates that the organic rice business has good potential and opportunities to be developed, so as to encourage organic agriculture to become competitive and sustainable. This is an opportunity for farmers, especially farmers who are under CV. Sirtanio Organic Indonesia is expected to provide high value added to its member farmers, so as to boost the economy of farmers towards prosperity. The purpose of this study are: (1) Assessing the simple feasibility of organic rice farming based on Internal Control System (ICS) organic farming in the company is seen from the financial aspect; (2) Describe and analyze the characteristics of organic rice products in supply chains based on ICS in organic farming; and (3) Formulate supply chain strategies for organic rice based ICS agricultural products. The analytical method used is business feasibility analysis which is then identified internal and external factors which are then accumulated using SWOT and formulated several strategies using QSPM. The conclusion of the research results are: (1) The advantage is quite good (>1), the analysis of the R/C ratio calculation for organic rice farming for farmers and companies, namely farmers (2.25) and CV Sirtanio (1.56); (2) Organic certification is an internal force with the opportunity to offer export market share that is quite open, so that it is obtained a ICS -based supply chain development strategy, namely: (a) Development of collaboration with online-shop (score 5,895); (b) Strengthening ICS-based supply chain functions through the implementation of internal audits conducted by the ICS team (score 5,671); and (c) Maintained the organic farming system based on the agreed ICS according to the rules of SNI 6729: 2016 (score 5,541).
Co-Authors Hakim, Shofia Nurul Imron, Tubagus Palupi, Nurheni Sri Sapta Raharja