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All Journal Jurnal Manajemen dan Organisasi MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah Jurnal Manajemen dan Agribisnis MATRIK: JURNAL MANAJEMEN, STRATEGI BISNIS, DAN KEWIRAUSAHAAN Jurnal Praktik Bisnis Jurnal Manajemen Teknologi Gadjah Mada International Journal of Business JAM : Jurnal Aplikasi Manajemen Indonesian Journal of Business and Entrepreneurship (IJBE) Jurnal Aplikasi Bisnis dan Manajemen (JABM) E-Journal Journal of Consumer Science Widyariset MIX : Jurnal Ilmiah Manajemen Jurnal Studi Manajemen dan Bisnis Journal of Consumer Sciences Jurnal Bina Praja Jurnal Ilmu Keluarga dan Konsumen International Research Journal of Business Studies (E-Journal) Economac: Jurnal Ilmiah Ilmu Ekonomi JURNAL PANGAN Journal of Innovation in Business and Economics Jurnal Bisnis Darmajaya Jurnal Ilmiah Edunomika (JIE) Widyariset BISNIS & BIROKRASI: Jurnal Ilmu Administrasi dan Organisasi
Kirbrandoko Kirbrandoko
Ibn Khaldun Bogor University
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FACTORS AFFECTING BRAND CHOICE OF THE CONSUMERS ON SPORTS DRINKS Galih Andihka; Lilik Noor Yuliati; Kirbrandoko Kirbrandoko
Indonesian Journal of Business and Entrepreneurship (IJBE) Vol. 2 No. 3 (2016): IJBE, Vol. 2 No. 3, September 2016
Publisher : School of Business, IPB University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/ijbe.2.3.208

Abstract

The growth of fitness centers in Indonesia has given a very good opportunity to the sports drink industry to grow. In general, a fitness center does not only provide services of sports facilities but also sell supplements and drinks to consumers for their exercises. The type of drinks highly in demand by consumers in the fitness center is sports drinks. The objective of this study was to identify the influences of brand positioning, brand image and perceived value on brand choices of sports drink products on the consumer fitness center. This study used a quantitative approach using a survey method to the customers of the fitness centers, and the data analysis method used was PLS (Partial Least Square). The results of the PLS analysis show that the perceived value, brand image and brand positioning have positive and significant influences on brand choice of drink sports drinks of the consumers of the fitness centers in Bogor. Keywords: perceived value, brand image, brand positioning, brand choice, PLS, sport drink
STRATEGI PENINGKATAN DAYA SAING PT ‘ABCD’ TBK. DI INDUSTRI MAKANAN OLAHAN PADA TAHUN 2015 Kanya Lakshmi Sidarta; Rina Oktaviani; Kirbrandoko Kirbrandoko
Jurnal Aplikasi Bisnis dan Manajemen (JABM) Vol. 2 No. 1 (2016): JABM Vol. 2 No. 1, Januari 2016
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.2.1.73

Abstract

The distribution of market share of Indonesia's processed food industry is dominated by only a few companies, i.e. one company representing 20% of market share, three companies representing 10% of market share, and 124 companies representing 35% of shares (2013, LEK insights). This condition is also shown by there are only 15 companies which are listed in Indonesian Stock Exchange (BEI) as sub-sectors of food and beverages. CV 'ABCD', known as the 'ABCD', is one of the companies listed on the BEI on the sub-sectors of food and beverages. Thus, the purposes of this study were to examine the factors influencing the competition in the processed food industry in Indonesia, to analyze the competitiveness of 'ABCD' among other competing companies listed on BEI, and to propose alternative strategies to improve the competitiveness of 'ABCD' within the developing and challenging market. The analytical tools used in the study were Porter's Diamond Model, Firm Value Creation and AHP. The results showed that the factors affecting the competitiveness of the processed food industry in Indonesia, in reference to Porter's Diamond Model, is the availability of products (good quality & innovative), the number of requests, the decision-making process with a clear purpose, value creation, and good internal and external relations. The alternative strategy proposed in enhancing the competitiveness of 'ABCD' is improving quality standards in an integrated system by the CEO (owner) and Director of Marketing as the main actors in the clear decision process.Keywords: AHP, competitiveness, diamond porter, processed food industry, BEI
Perencanaan Strategik SBU Mineral PT Sucofindo (Persero) Suprapto Suprapto; Lukman M. Baga; Kirbrandoko Kirbrandoko
Jurnal Aplikasi Bisnis dan Manajemen (JABM) Vol. 3 No. 2 (2017): JABM Vol. 3 No. 2, Mei 2017
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.3.2.172

Abstract

Strategic planning requires an organization in the face of today's business competition and a more complex future. Likewise, Mineral Gas Station also requires this strategic planning as a newly formed business unit of 2015. Therefore, the company analyzed its internal and external factors as well as a future review of the mineral service industry to stay afloat, grow and develop. The objectives of this study were to identify the internal performance and core competencies of Mineral Gas Station, to identify the external macro environment condition and external micro intensity of mineral service industry competition, to map the current position of the company, to recommend appropriate business strategy in facing competition pressure, and to develop the objectives and program of the company. This research used descriptive and quantitative analysis methods with a purposive sampling technique. The results show that the position of Mineral Gas Station on the intensity of mineral service competition is 'moderate' and is in quadrant of 'grow and build'. Therefore, the appropriate strategy is intensive strategy (market penetration, market development and product development). Mineral Gas Station require to conduct customer satisfaction surveys related to customer perspectives which becomes the most important strategic factor with a focus on customer complaint factor. Further research is needed by involving all external parties so that the results will be more independent.Keywords: mineral services, strategic planning, competition, mineral gas station, SucofindoABSTRAKPerencanaan strategik dibutuhkan organisasi dalam menghadapi persaingan bisnis saat ini dan masa depan yang semakin komplek. Demikian juga yang dibutuhkan SBU Mineral sebagai unit bisnis yang baru terbentuk 2015, dengan menganalisis faktor internal dan ekternal perusahaan serta tinjauan masa depan industri jasa mineral untuk tetap bertahan, tumbuh dan berkembang. Tujuan penelitian ini adalah untuk mengidentifikasi kinerja internal dan kompetensi inti SBU Mineral, mengidentifikasi kondisi lingkungan eksternal makro dan eksternal mikro intensitas persaingan industri jasa mineral, memetakan posisi SBU Mineral saat ini dan merekomendasikan strategi bisnis yang tepat dalam menghadapi tekanan persaingan serta menyusun tujuan dan program SBU Mineral. Penelitian ini menggunakan metode analisis deskriptif dan kuantitatif dengan teknik purposive sampling. Hasil penelitian menunjukkan bahwa posisi SBU Mineral pada intensitas persaingan jasa mineral 'tingkat sedang' serta berada pada kuadran 'tumbuh dan membangun'. Oleh sebab itu, strategi yang tepat adalah stretegi intensif (penetrasi pasar, pengembangan pasar dan pengembangan produk). SBU Mineral perlu melakukan survei kepuasaan pelanggan terkait dengan perspektif pelanggan yang menjadi faktor strategis paling penting dengan fokus pada faktor keluhan pelanggan. Diperlukan penelitian lebih lanjut dengan melibatkan semua responden dari pihak eksternal sehingga hasil yang diperoleh akan lebih independen.Kata kunci: jasa mineral, perencanaan strategik, persaingan, SBU mineral, Sucofindo
Bauran Pemasaran dan Kepuasan Konsumen Agen Laku Pandai PT. Bank XYZ Rano Hendranata; M. Syamsul Ma’arif; Kirbrandoko Kirbrandoko
Jurnal Aplikasi Bisnis dan Manajemen (JABM) Vol. 3 No. 3 (2017): JABM Vol. 3 No. 3, September 2017
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.3.3.398

Abstract

Marketing management is one element that is used by XYZ Bank to introduce its products widely known by the public. Laku Pandai is one of the Bank XYZ network developments with the concept of agency that promotes the development of the economy at the level of Laku Pandai Agent and increases customer satisfaction. The research used the Important Performance Analysis (IPA) aiming to determine the interest and performance of the customers of the Laku Pandai Agent. The results showed that the tools/technology variables used, product knowledge and good manner of the agents, and quick and easy transactions had high interests and satisfaction for the consumers. The study used the Structural Equation Modeling (SEM) to analyze the effects of marketing mix on customer satisfaction and loyalty. The results of the research showed that the empathy variable was the most determinant variable on satisfaction for the consumers of the agency when compared to the other variables of Tangible, Reliability, Assurance and Responsibility. Overall, the respondents were satisfied with the quality of services provided by Laku Pandai Agency.Keywords: agen laku pandai, marketing mix, IPA, SEMAbstrak: Manajemen pemasaran merupakan salah satu unsur yang dipergunakan oleh perusahaan untuk memperkenalkan produk-produk Bank XYZ sehingga dikenal oleh masyarakat. Laku Pandai merupakan salah satu pengembangan jaringan Bank XYZ dengan konsep keagenan yang mengutamakan pengembangan tingkat perekonomian Agen Laku Pandai dan peningkatan kepuasan pelanggan. Penelitian menggunakan Important Performance Analysis (IPA) bertujuan mengetahui kepentingan dan kinerja dari nasabah Agen Laku Pandai. Hasil menunjukkan bahwa variabel alat/teknologi yang digunakan, pengetahuan produk Agen Laku Pandai, sopan santun Agen Laku Pandai serta transaksi yang cepat, mudah, selalu berhasil memiliki kepentingan tinggi dan memberikan kepuasan bagi konsumen. Penelitian dengan menggunakan Structural Equation Modelling (SEM) dimaksudkan untuk menganalisis pengaruh bauran pemasaran terhadap kepuasan dan loyalitas konsumen. Hasil penelitian menunjukkan bahwa variabel emphaty merupakan variabel yang paling menentukan kepuasan konsumen Agen Laku Pandai bila dibandingkan dari variabel lainnya, yaitu Tangible, Realibility, Assurane dan Responsibility. Secara keseluruhan responden merasa puas dengan kualitas layanan yang diberikan oleh Agen Laku Pandai.Kata kunci: agen laku pandai, bauran pemasaran, IPA, SEM
Investasi Pengembangan Energi Alternatif Cangkang Sawit untuk Menurunkan Biaya Energi di PT XYZ Rianto Rianto; Bonar M Sinaga; Kirbrandoko Kirbrandoko
Jurnal Aplikasi Bisnis dan Manajemen (JABM) Vol. 4 No. 3 (2018): JABM Vol. 4 No. 3, September 2018
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.4.3.409

Abstract

Tujuan penelitian ini adalah menurunkan biaya energi dengan menggunakan bahan bakar alternatif. Selanjutnya, menghitung biaya investasi dan biaya operasional. Di samping itu, menghitung NPV, IRR, Payback Periode, dan analisis sensitifitas mesin dengan bahan bakar alternatif. Metode digunakan perbandingan eksponensial, dan untuk menghitung nilai investasi dipergunakan metode net present value (NPV), internal rate of return (IRR), dan payback period sedang prediksi jumlah produksi dihitung menggunakan metode regresi linier sederhana. Dengan metode perbandingan eksponensial diketahui bahwa mesin boiler dengan bahan bakar cangkang sawit menempati urutan prioritas pertama jika dibandingkan dengan mesin dengan bahan bakar gas, minyak dan batu bara. Cangkang sawit memiliki nilai kalori yang lebih tinggi daripada kayu akan tetapi lebih rendah daripada batu bara. Untuk dapat menggunakan cangkang sawit sebagai bahan bakar, perusahaan harus mengeluarkan investasi yang tinggi untuk pembelian mesin baru. Investasi yang dibutuhkan untuk pengadaan mesin baru sebesar Rp4,9 milyar, sedang NPV yang dihasilkan selama 5 tahun sebesar Rp5,9 milyar. Dengan menggunakan analisis sensitivitas didapatkan beberapa batasan terhadap perubahan variabel yang berpengaruh yaitu harga bahan bakar alternatif maksimum adalah Rp1.128,00 per kilogram, penurunan jumlah produksi tidak lebih dari 44,22%, harga bahan bakar gas minimum 6,02 USD per MMBTU dan kurs dolar minimum terhadap rupiah Rp9.795,00 per dolar amerika.Kata kunci: NPV, IRR, energi alternatif, MPE, cangkang sawit
Reformulasi Strategi untuk Meningkatkan Budaya Keselamatan Kerja di PT XYZ Tujuan Sanggam Silaen; Lukman M Baga; KirBrandoko KirBrandoko
Jurnal Aplikasi Bisnis dan Manajemen (JABM) Vol. 4 No. 1 (2018): JABM Vol. 4 No. 1, Januari 2018
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.4.1.63

Abstract

Upstream oil and gas sector has the characteristics of high-cost, high-tech and high-risk, and safety of operations. PT XYZ is a national company operating in the upstream oil and gas sector with operations spreading across Indonesia. This study aimed to evaluate the achievement of the current safety culture of the company, to analyze the behavioral factors that influenced safety culture and to redefine the strategy to improve the safety culture to minimize the occurrence of accidents. The research method used in the study included validity test and Reliability test, descriptive analysis, gap analysis and SEM analysis (Structural Equation Modelling). The results of the gap analysis show that safety culture in PT XYZ has not met the expectations. The results of the SEM analysis showed behavioral factors significantly influenced the safety culture. The combination between gap analysis and SEM Analysis showed that the strategies that should be carried out by PT XYZ in improving safety culture include strengthening the management commitment for safety, ensuring the process of investigation conducted objectively, maintaining the program rewards and consequences, writing safety aspects in the job description and job responsibilities and individual performance criteria, strengthening employee competence in occupational safety, intensifying communication of occupational safety aspects, analyzing workload and ensuring adequacy of the personnel number and application of SWA (stop work authority).Keywords: oil and gas, safety culture, SEM
Strategi Bersaing Industri Madu (Studi Kasus: CV Madu Apiari Mutiara) Debi Sarah; Rita Nurmalina Suryana; Kirbrandoko Kirbrandoko
Jurnal Aplikasi Bisnis dan Manajemen (JABM) Vol. 5 No. 1 (2019): JABM Vol. 5 No. 1, Januari 2019
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.5.1.71

Abstract

The amount of imported honey in Indonesia has been increasing since 2013. Import of honey has increased because due to high honey demands on industries of beverage, health, and beauty. The objectives of this research were to determine the internal and external environment factors of CV Madu Apiari Mutiara, to formulate alternative strategies and priorities in developing the company competitive strategy, and to map the recommendation of program and alternative strategy in developing competing strategy CV Madu Apiari Mutiara. The analytical tools used in this research were the internal and external corporate environment analysis, A'WOT integration between hierarchy process analysis (AHP) and SWOT, and the strategy architecture to determine the company's long-term plan. These six alternative strategies are used to determine strategic priorities. The three highest priority strategies are (1) expansion of the marketing area, (2) optimizing market penetration for all honey derivative products, (3) improving product quality and corporate credibility. The designs of the strategic architecture are to improve marketing in the first year, to make a mapping of marketing distribution channels the second year, and to innovate honey derivative products in the third year.Keywords: architecture strategy, A’WOT, CV Madu Apiari Mutiara, honey, competitive strategyAbstrak: Impor madu di Indonesia mengalami peningkatan pada tahun 2013 hingga saat ini. Impor meningkat karena banyaknya permintaan madu pada industri minuman, kesehatan dan kecantikan. Tujuan dari penelitian ini yaitu menentukan faktor lingkungan internal dan eksternal CV Madu Apiari Mutiara, merumuskan alternatif strategi serta prioritasnya dalam pengembangan strategi bersaing perusahaan, dan memetakan blue print strategi dalam pengembangan strategi bersaing CV Madu Apiari Mutiara. Alat analisis yang digunakan dalam penelitian ini adalah analisis lingkungan internal dan eksternal perusahaan, A’WOT integrasi antara analisis proses hierarki (AHP) dan SWOT, arsitektur strategi untuk menentukan rencana jangka panjang perusahaan. Terdapat enam alternatif strategi yang dapat direkomendasikan kepada CV Madu Apiari Mutiara. Enam alternatif strategi tersebut digunakan untuk menentukan prioritas strategi. Tiga prioritas strategi tertinggi, yaitu (1) perluasan wilayah pemasaran, (2) optimalisasi penetrasi pasar untuk semua produk turunan madu, (3) peningkatan kualitas produk dan kredibilitas perusahaan. Rancangan arsitektur strategi di tahun pertama yaitu melakukan peningkatan pemasaran, tahun kedua membuat pemetaan saluran distribusi pemasaran dan pada tahun ketiga membuat inovasi produk turunan madu.Kata kunci: arsitektur strategi, A’WOT, CV Madu Apiari Mutiara, madu, strategi bersaing
Strategi Pengembangan Bisnis PT. Adhi Persada Properti: Business Development Strategy of PT. Adhi Persada Properti Muhammad Irdy Eka Mahendra; Mukhamad Najib; Kirbrandoko Kirbrandoko
Jurnal Aplikasi Bisnis dan Manajemen (JABM) Vol. 6 No. 2 (2020): JABM Vol. 6 No. 2, Mei 2020
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.6.2.281

Abstract

The property industry is a highly developed industry in Indonesia. Several factors such as infrastructure development (toll roads, railroads, public transportation, etc.), the need for shelter, increasing population, etc. PT. Adhi Persada Properti (APP) is a subsidiary of PT. Adhi Karya (Adhi) which delayed the purchase of property in the industry (apartments, housing, etc.). The objectives of this study are internal, external, key success factors in the property industry and the Business Model Canvas to identify business models with the results of long-term and short-term strategies for APP to improve competitiveness in the property industry. Data analysis methods and methods used are PEST Analysis, Focus Group Discussions, and Business Model Canvas. The results show that APP's main threat as an apartment and housing developer is in terms of regulations. Opportunities that can be utilized by APP through external analysis are the level of public purchasing power, economic growth and advancement in information technology. The level of purchasing power and economic growth is more influential on the sale of APP products. The BMC results of identification of each section in APP can be clearly mapped, which parts should be developed and which are maintained as they are at present. Keywords: property, external and internal issue, business model canvas, strategic planning
Strategi Pengembangan Pengelolaan Pasar Oleh Perusahaan Daerah Pasar Pakuan Jaya: Pendekatan Bisnis Model Kanvas Khairunnisa Khairunnisa; Arief Daryanto; Kirbrandoko Kirbrandoko
Jurnal Aplikasi Bisnis dan Manajemen (JABM) Vol. 5 No. 3 (2019): JABM Vol. 5 No. 3, September 2019
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.5.3.501

Abstract

Perusahaan Daerah Pasar Pakuan Jaya (PDPPJ) is the company that manages the traditional market in the city of Bogor. The presence of the modern retail industry, the existence of society's stigma, and various problems have stalled the development of traditional markets. PDPPJ needs the right business model to achieve its vision and mission and develop its future business. An approach that suitable to evaluate PDPPJ’s problem is the business model canvas. The approach will be able to evaluate the existing PDPPJ business model. The objective of the study is to identify and map the current PDPPJ canvas business model, evaluate elements of business models with strength, weakness, opportunity, and threat (SWOT) analysis, and design the development of canvas business models. In addition, the research was conducted based on the traders’ and buyers’ perspectives concerning the services provided by PDPPJ. Another evaluation method was benchmarking analysis. The results of the two analyses were used as supporting data to develop the strategy based on the canvas business model at PDPPJ. The results of the study show that PDPPJ needed to give special attention to each element of its business model. PDPPJ might take advantage of existing opportunities to improve the quality of its services according to customer needs.Keywords: benchmarking, BMC, customer perception, SWOT, traditional marketAbstrak: Perusahaan Daerah Pasar Pakuan Jaya (PDPPJ) merupakan pengelola pasar tradisional di Kota Bogor. Hadirnya industri ritel modern, stigma masyarakat, serta berbagai permasalahan menyebabkan sulitnya pasar tradisional untuk berkembang. Agar dapat berkembang, PDPPJ membutuhkan model bisnis yang tepat guna mencapai visi dan misi perusahaan. Salah satunya dengan menggunakan pendekatan business model canvas (BMC) untuk mengetahui mengevaluasi model bisnis yang dijalankan oleh perusahaan agar dapat berjalan secara berkelanjutan. Penelitian ini bertujuan mengidentifikasi dan memetakan model bisnis kanvas PDPPJ saat ini, mengevaluasi elemen model bisnis dengan analisis strength, weakness, opportunity, dan threat (SWOT), serta membuat desain pengembangan model bisnis kanvas. Selain itu, dilakukan penelitian pandangan pedagang dan pembeli terhadap layanan yang diberikan oleh PDPPJ, serta analisis benchmarking. Hasil kedua analisis tersebut digunakan sebagai data pendukung dalam membuat desain strategi pengembangan model bisnis kanvas di PDPPJ. Hasil penelitian menunjukkan bahwa PDPPJ perlu memberikan perhatian khusus pada tiap-tiap elemen model bisnisnya, terutama pada elemen key activities dan key resources. PDPPJ dapat memanfaatkan peluang yang ada untuk meningkatkan kualitas layanannya sesuai dengan kebutuhan pelanggan.Kata kunci: benchmark, model bisnis kanvas, pasar tradisional, persepsi pelanggan, model bisnis kanvas
PENGEMBANGAN STRATEGI LABORATORIUM UJI PT XYZ : STRATEGY DEVELOPMENT FOR TEST LABORATORY OF PT XYZ Adi Mulyadi; Kirbrandoko; Sahara
Jurnal Aplikasi Bisnis dan Manajemen (JABM) Vol. 6 No. 1 (2020): JABM Vol. 6 No. 1, Januari 2020
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.6.1.14

Abstract

Increasing population, human welfare, awareness of product safety in order to meet the regulation requires a reliable test laboratory. Competition among service-laboratory made PT XYZ as a test laboratory faces competition with other laboratories. This research aimed to analyze the strategy development of PT XYZ in order to 1) analyze the company’s internal and external factors in the service laboratory industry, 2) determine company alternative strategies, 3) recommend the best strategy from these alternatives. The study used IFAS (Internal Factor Analysis Summary), and EFAS (External Factor Analysis Summary), IE (Internal External), and SWOT (Strengths Weakness Opportunities Threats) matrix. The internal analysis found five factors respectively, for strengths and weaknesses, while the external factor found five factors, respectively for opportunities and threats. The scores from IFAS and EFAS matrix analysis were of 2,785 and 2,583, respectively. These scores represented the company’s position in the IE matrix, which was on cell V. Thus, the related strategy was hold and maintain. The formulated alternative strategies were market penetration, product development, and service differentiation. Keywords: alternative strategies, EFAS, IE, IFAS, service laboratory, SWOT Abstrak: Populasi yang meningkat, kesejahteraan, kesadaran akan produk yang aman, dan untuk memenuhi kebutuhan regulasi diperlukan suatu laboratorium uji yang handal. Persaingan di bidang laboratorium layanan menjadikan PT XYZ sebagai laboratorium penguji harus mampu bersaing dengan laboratorium lain. Penelitian ini bertujuan 1) menganalisis faktor internal dan eksternal perusahaan dalam industri laboratorium jasa, 2) menentukan strategi alternatif yang dapat dilakukan oleh perusahaan, 3) merekomendasikan strategi terbaik dari berbagai alternatif. Metode yang digunakan pada penelitian ini adalah IFAS (Internal Factor Analysis Summary) dan EFAS (External Factor Analysis Summary), IE (Internal External), dan matriks SWOT (Strengths Weakness Opportunity Threaths). Analisis internal menunjukkan 5 faktor kekuatan dan 5 faktor kelemahan, sedangkan faktor eksternal menunjukkan 5 faktor peluang dan 5 faktor ancaman. Analisis matriks IFAS dan EFAS menunjukkan skor 2,785 dan 2,583. Skor ini menunjukkan bahwa posisi perusahaan pada matriks IE berada di sel V. Strategi yang tepat dalam kuadran ini adalah menjaga dan mempertahankan. Strategi alternatif yang dirumuskan untuk perusahaan adalah penetrasi pasar, pengembangan produk dan strategi diferensiasi layanan. Kata kunci: alternatif strategi, IFAS, IE, EFAS, laboratorium jasa, SWOT
Co-Authors Adi Mulyadi Aditya Galih Prihartono Aji Hermawan Aji Hermawan Aldi Noviandi Alfa Nursyamiza Nusifera Alla Asmara Annisa Dieni Lestari, Annisa Dieni Anwar Rahim Ari Surya Rusdiono Arief Daryanto Arief Daryanto Arief Daryanto Arif Satria Awisal Fasyni Benedictus Permadi, Benedictus Bonar M Sinaga Budi Suharjo Budi Susila Budi Wiharto Debi Sarah Djoni Djoni Dwi Intan Widyastutie Eko Subowo Entus Rahayu Erliza Noor Etriya Etriya Fidyani, Citra Galih Andihka Harianto Harianto Hasim Ashari Hera Laxmi Devi Septiani Hera Laxmi Devi Septiani Imam Zulkarnain Ira Agustina, Ira Isbandriyati Mutmainah Kanya Lakshmi Sidarta Khairunnisa Khairunnisa Lilik Noor Lilik Noor Yulianti Lilik Noor Yuliati Lukman M Baga Lukman M. Baga Luthfa Jamilah M. Syamsul Maarif M. Syamsul Ma’arif M. Syamsul Ma’arif MD. Djamaludin Megawati Simanjuntak Muh. Darmin Ahmad Pella Muh. Darmin Ahmad Pella Muhammad Irdy Eka Mahendra Mukhamad Najib Noor, Lilik Noviandi, Aldi Pella, Darmin Ahmad Priyo Kus Ambodo Rahmana, Adhitya Rano Hendranata Reni Heviandri Riandarini Reni Sanjaya Riandarini, Reni Heviandri Rianto Rianto Rina Oktaviani Rina Oktaviani Rita Nurmalina Ruswana Saraswati, Henny Subhan, . Subowo, Eko Sugiarman Sugiarman Suprapto Suprapto Tantry Nugroho Tegar Graha Adiwiguna Tofan Tri Nugroho Tujuan Sanggam Silaen Ujang Sumarwan Vharessa Aknesia Yandra Arkeman Yuni Krisnawati