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All Journal Sodality: Jurnal Sosiologi Pedesaan Jurnal Manajemen dan Agribisnis JURNAL BISNIS STRATEGI Jurnal Ilmiah Kesatuan (JIK) Indonesian Journal of Business and Entrepreneurship (IJBE) Jurnal Aplikasi Bisnis dan Manajemen (JABM) E-Journal Jurnal Manajemen Teori dan Terapan Cosmogov: Jurnal Ilmu Pemerintahan International Journal of Artificial Intelligence Research International Research Journal of Business Studies (E-Journal) Edukasi Islami: Jurnal Pendidikan Islam Al Qalam: Jurnal Ilmiah Keagamaan dan Kemasyarakatan Shirkah: Journal of Economics and Business Jurnal Maksipreneur: Manajemen, Koperasi, dan Entrepreneurship BHUMI: Jurnal Agraria dan Pertanahan Aptisi Transactions on Technopreneurship (ATT) Value: Jurnal Manajemen dan Akuntansi Jurnal Ekonomi Manajemen Sistem Informasi Jurnal Ilmiah Manajemen Kesatuan Jurnal Fokus Manajemen Bisnis Airlangga Journal of Innovation Management Business Review and Case Studies Indonesian Journal of Multidisciplinary Science Jurnal Locus Penelitian dan Pengabdian Journal of Management, Accounting, General Finance and International Economic Issues (MARGINAL) Journal Research of Social Science, Economics, and Management Journal of Economics and Management Scienties IIJSE Asian Journal of Social and Humanities International Research Journal of Business Studies Al-Infaq : Jurnal Ekonomi Islam Jurnal Agroindustri Halal
Yudha Heryawan Asnawi
Business School, IPB University
Aerospace Engineering Agriculture, Biological Sciences & Forestry Arts Humanities Automotive Engineering Computer Science & IT Decision Sciences, Operations Research & Management Earth & Planetary Sciences Economics, Econometrics & Finance Education Electrical & Electronics Engineering Engineering Environmental Science Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Library & Information Science Mathematics Public Health Social Sciences Other

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Formulation of Priority Strategy for Implementing Performance Management in F&B MSMEs Using SWOT and QSPM Approaches Zelinka Natalia Angelina; M. Syamsul Maarif; Yudha Heryawan Asnawi
Jurnal Ilmiah Manajemen Kesatuan Vol. 14 No. 3 (2026): JIMKES Edisi Mei 2026
Publisher : LPPM Institut Bisnis dan Informatika Kesatuan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37641/jimkes.v14i3.5314

Abstract

The food and beverage sector competition demands efficiency and digital readiness amid managerial and digital constraints. This study aims to determine priority strategies to improve the performance of MSMEs in the food and beverage sector, with a case study. The methods employed in this study use a mixed-method approach, combining qualitative analysis and quantitative strategic tools, including business model canvas for initial business mapping, internal factor evaluation matrix, external factor evaluation matrix, internal-external matrix, SWOT analysis, and quantitative strategic planning matrix. The results indicate that the F&B MSME is positioned in cell V (hold and maintain) based on the IE matrix. The SWOT analysis generates several alternative strategies, which are further evaluated using a quantitative strategic planning matrix to determine priority strategies. The main selected strategy is WO2, which focuses on improving internal management systems, including expanding cashier access and developing more structured operational standard operating procedures supported by the potential for increasing online-based sales volume, with the highest Total Attractiveness Score (TAS) of 4.18. The next strategies are WO1 (TAS 3.31) and WT2 (TAS 3.01), which emphasize improving human resource competencies and enhancing digital promotion activities.
Peningkatan Kepesertaan Aktif Jaminan Sosial Ketenagakerjaan Berbasis Ketahanan Dana Yayat Syariful Hidayat; Popong Nurhayati; Yudha Heryawan Asnawi; Mohamad Rhesa Adisty
Journal of Economics and Management Scienties Volume 8 No. 3, June 2026
Publisher : SAFE-Network

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37034/jems.v8i3.370

Abstract

Increasing employment social security coverage is a fundamental prerequisite for achieving Universal Social Security Coverage. However, the upward trend in membership, accompanied by rising claim ratios, poses significant challenges to fund sustainability. This study aims to analyze the impact of active membership coverage on the fund sustainability of BPJS Ketenagakerjaan and identify the influencing factors within the Old Age Security (JHT), Pension Security (JPN), Work Injury Security (JKK), and Death Security (JKM) programs. This research employs a quantitative method with a desk research approach, utilizing national secondary data sourced from the Actuarial and Social Security Research Deputy of BPJS Ketenagakerjaan. Data analysis was conducted using multiple linear regression via STATA software to examine the effects of several variables: number of cases, claim nominals, active participants, total contributions, and average participant age on fund sustainability. The findings reveal diverging patterns across the programs. In non-insurance schemes (JHT and JPN), the number of active participants and total cases exert a positive influence on fund sustainability. Conversely, in insurance-based schemes (JKK and JKM), the number of participants and average participant age show a negative correlation with fund sustainability. This study concludes that membership expansion must be balanced with risk management and fund sustainability strategies tailored to the specific characteristics of each program.
Business Strategies for Pest Control Services in Expanding the Retail and Residential Market Segments: A Case Study of PT XYZ Andriana Kartina Wingtyas; Yudha Heryawan Asnawi; Irvandi Gustari
Asian Journal of Social and Humanities Vol. 4 No. 9 (2026): Asian Journal of Social and Humanities
Publisher : Pelopor Publikasi Akademika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59888/ajosh.v4i9.742

Abstract

PT XYZ, an Indonesian facility management company, faces a liquidity crisis with its cash ratio below 10% and a declining current ratio (2020–2023). A major client mandates a minimum cash ratio of 10% for tender eligibility; failure would disqualify PT XYZ. This pressure drives the company to expand its pest control unit from B2B (oil and gas, state-owned enterprises) into retail and residential markets, which offer faster accounts receivable turnover. This research aims to map the existing business model using the Business Model Canvas (BMC), analyze internal and external factors, and determine strategic priorities via A'WOT (AHP+SWOT). Data were collected through interviews, observation, and expert questionnaires. The BMC reveals a model heavily reliant on tenders and personal service assistance. A'WOT results show that the top opportunity is Regulation PERMENKES No. 14/2021 (0.274), the key strength is the Termigon brand (0.070), the main threat is lower local prices (0.031), and the primary weakness is a 24-hour response time (0.019). The top strategic priority is Termigon brand differentiation against foreign multinationals and low-priced local competitors (0.170). Managerial implications include strengthening brand positioning, accelerating ERP-based digital reporting, and optimizing response speed.
Formulation of community driven business strategies for MSMEs using SWOT and QSPM Musa Mulyadi; Yudha Heryawan Asnawi; Heny Kuswanti Daryanto
Jurnal Fokus Manajemen Bisnis Vol. 16 No. 1 (2026)
Publisher : Universitas Ahmad Dahlan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.12928/fokus.v16i1.14779

Abstract

This study aims to formulate community-based business strategies for micro, small, and medium enterprises in the garment and doll sectors in Caringin, Bogor, Indonesia. Although micro, small, and medium enterprises in this area have significant potential, many still perform suboptimally despite abundant resources and opportunities. This study uses a qualitative case study design and methodology that combines forum group discussions, questionnaires, and strategic analysis using the strengths, weaknesses, opportunities, threats and quantitative strategic planning matrix. The research sample consists of 13 micro, small, and medium enterprises actors involved in the Caringin micro, small, and medium enterprises forum. The findings indicate that while micro, small, and medium enterprises have significant strengths in skilled labor and the quality of local raw materials, they face challenges in digital marketing, financial management, and limited production capacity. The formulated strategies include enhancing digital literacy, leveraging online platforms for marketing and sales, and developing products that leverage local design differentiation. The theoretical contribution of this study lies in applying participatory development theory to formulate community-based strategies for the micro, small, and medium enterprises sector, particularly in similar regions. Practically, this research provides more relevant and practical strategic guidance for micro, small, and medium enterprises to optimize their potential. This study fills a gap in the existing literature by providing new insights into the role of the community in formulating micro, small, and medium enterprises business strategies.
It Business Development Strategy of Zoom Infotek Telesindo Company in Public Sector Market With VTDF Business Model and VRIO Analysis Musbakri Musbakri; Yudha Heryawan Asnawi; Zenal Asikin
Jurnal Aplikasi Bisnis dan Manajemen Vol. 10 No. 2 (2024): JABM, Vol. 10 No. 2, May 2024
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.10.2.385

Abstract

Background: The Government Goods and Services Procurement Policy Agency (LKPP) plays a role in accelerating and simplifying the procurement process by implementing E-Catalog in accordance with Presidential Regulation Number 16/2018. The budget allocated by the government for electronic office equipment in 2021 is 50.1 trillion rupiah.Purpose: PT ZIT, which concentrates on hardware solutions, currently only reaches 0.086% of the huge market potential available. Implicating that PT ZIT needs to formulate a new strategy to achieve its target of 0.5% marketshare.Design/methodology/approach: In this research, PT ZIT used the Value Technology Distribution Finance (VTDF) method and Valueable, Rare, Inimitable, Organized (VRIO) Analysis.Findings/Result: The results show that PT ZIT has nine sustainable competitive advantages including the ability to retain labor, the ability to serve customers well, a large amount of portfolio, and has a good brand image and reputation in the IT business field. One of the main advantages is the ability to maintain a network with keyperson in the government which is valuable, rare, difficult to imitate, and organized. Conclusion: The study on PT ZIT's IT business model using the VTDF method and VRIO analysis identifies nine sustainable competitive advantages but highlights the need for further development. Advantages include a solid team, exceptional customer service, and a strong government network. The proposed strategy involves creating a public sector division, partnering with remote area businesses, collaborating with service centers and IT companies for after-sales service and HR, and improving the public sector consumer database to enhance competitiveness and market share.Originality/value (State of the art): This research significantly enhances understanding of IT business development in the public sector by uniquely combining the VTDF business model and VRIO analysis. It offers a comprehensive analysis of PT ZIT’s internal and external factors, providing a tailored strategy. Key findings emphasize strategic collaborations, specialized divisions, and improved customer relationship management. This study fills a literature gap on IT business strategies in the public sector, offering valuable insights and practical applications for other IT companies and future research. Keywords: IT business, public sector, strategic development, VRIO, VTDF
Strategi Adaptasi Perusahaan Konsultan Menghadapi Kebijakan Transformasi Digital pada Instansi Pemerintah: Studi Kasus PT ANS Amir Mutaqin; Yudha Heryawan Asnawi; Yunus Triyonggo
Jurnal Ekonomi Manajemen Sistem Informasi Vol. 6 No. 5 (2025): Jurnal Ekonomi Manajemen Sistem Informasi (Mei - Juni 2025)
Publisher : Dinasti Review

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/jemsi.v6i5.5196

Abstract

Transformasi digital di instansi pemerintah Indonesia terus dipercepat melalui berbagai kebijakan strategis, termasuk Sistem Pemerintahan Berbasis Elektronik (SPBE) dan inisiatif Satu Data Indonesia serta layanan terintegrasi berbasis GovTech. Perubahan ini meningkatkan tuntutan terhadap penyedia layanan konsultansi untuk beradaptasi mendukung kebutuhan digital pemerintah. Penelitian ini bertujuan merumuskan strategi adaptasi yang tepat bagi perusahaan konsultan PT ANS dalam menghadapi kebijakan transformasi digital sektor publik. Kerangka Technology-Organization-Environment (TOE) dan Dynamic Capability digunakan untuk mengidentifikasi faktor eksternal dan kapabilitas internal kunci, sementara Analytic Network Process (ANP) diterapkan untuk memprioritaskan alternatif strategi secara komprehensif. Hasil analisis menunjukkan lingkungan eksternal PT ANS berada pada kategori sangat turbulen, terutama dari segi perkembangan teknologi, dinamika pasar, dan tekanan kompetitif. Lima alternatif strategi adaptasi dirumuskan: (1) Optimalisasi Teknologi, (2) Transformasi Internal, (3) Respons terhadap Tren & Tekanan Pasar, (4) Penguatan Kolaborasi, dan (5) Inovasi Layanan Digital. Prioritasi dengan ANP menghasilkan urutan strategi utama: Respons terhadap Tren dan Tekanan Pasar (tertinggi), disusul Optimalisasi Teknologi, Inovasi Layanan Digital, Penguatan Kolaborasi, dan terakhir Transformasi Internal. Strategi utama menekankan peningkatan adopsi teknologi dan kemampuan merespons dinamika eksternal, sejalan dengan kebutuhan instansi pemerintah akan solusi digital. Kesimpulannya, PT ANS perlu memfokuskan sumber daya pada penguatan teknologi dan inovasi layanan berbasis digital serta kolaborasi pemangku kepentingan untuk sukses dalam era transformasi digital sektor publik, sembari secara bertahap melakukan pembenahan internal sesuai kebutuhan.
Optimizing Mortgage Lending Strategies: A Data-Driven Approach to Enhancing Bank BTN’s Non-Subsidized Credit Model Farid Alghofari; Joyo Winoto; Yudha Heryawan Asnawi
JOURNAL OF MANAGEMENT, ACCOUNTING, GENERAL FINANCE AND INTERNATIONAL ECONOMIC ISSUES Vol. 4 No. 2 (2025): MARCH
Publisher : Transpublika Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55047/marginal.v4i2.1636

Abstract

The rising demand for non-subsidized mortgages in Indonesia has intensified competition among banks, necessitating improvements in credit approval efficiency and risk management. This study evaluates the business model of PT Bank Tabungan Negara (Persero) Tbk (Bank BTN) in the non-subsidized mortgage sector using SWOT analysis and the Analytical Hierarchy Process (AHP) to prioritize strategic interventions. The findings highlight decision-making conflicts, weak initial verification processes, and fraud risks as critical weaknesses, with AHP results ranking Credit Decision-Making Integration (0.54) as the most urgent strategic action. Digital transformation (0.52) presents the greatest opportunity, while competition from more efficient banks (0.49) is the most significant external threat. Managerial implications suggest the necessity of process standardization, AI-driven credit risk assessment, and automation in document verification to enhance efficiency and mitigate fraud risks. Benchmarking against leading competitors like BCA and Mandiri underscores the importance of real-time verification and centralized decision-making in reducing non-performing loan (NPL) ratios. The study provides a data-driven roadmap for Bank BTN to enhance its competitiveness, optimize risk management, and improve operational efficiency. However, limitations include the study’s focus on internal process improvements without extensive consideration of external macroeconomic fluctuations and regulatory changes. Future research should incorporate predictive modeling techniques to refine credit evaluations and explore global best practices in mortgage lending.
BUSINESS STRATEGY ARCHITECTURE AT ESQ TOURS Bramanto Wibisono; Yudha Heryawan Asnawi; Asep Taryana
Asian Journal of Social and Humanities Vol. 4 No. 5 (2026): Asian Journal of Social and Humanities
Publisher : Pelopor Publikasi Akademika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59888/ajosh.v4i5.682

Abstract

The rapid growth of the Umrah and Hajj industry in Indonesia and globally presents both significant opportunities and competitive challenges for specialized travel organizers. This study examines the business strategy architecture at ESQ Tours (PT Fajrul Ikhsan Wisata), one of Indonesia's leading dedicated Umrah and Hajj travel agencies, established since 2005. The research aims to develop a comprehensive business strategy architecture aligned with the company's vision as a preferred and trusted halal tour operator in Southeast Asia. A qualitative descriptive approach was employed using a case study model, with data collected through direct observation, in-depth interviews, questionnaires, company annual reports, and literature reviews. Data analysis incorporated a multi-layered strategic framework, including foresight analysis, PESTLE, Porter's Five Forces, VRIO, Activity-Based Management (ABM), SWOT, TOWS Matrix, and the A'WOT (AHP-SWOT) method to prioritize strategic choices. The External Factor Evaluation (EFE) matrix yielded a score of 2.860 and the Internal Factor Evaluation (IFE) matrix scored 2.790, placing ESQ Tours in Quadrant V of the IE Matrix, recommending a "Hold and Maintain" strategy through market penetration and product development. Key findings reveal that ESQ Tours' primary competitive advantages lie in its unique ESQ 165-based meaning methodology and strong brand reputation, while its most critical weakness is the underutilization of the pilgrim waiting-period ecosystem. Three priority strategies were formulated: spiritual experience-based differentiation, strengthening unique value propositions, and service quality standardization. The resulting business strategy architecture for 2026–2030 is built upon two pillars—offensive differentiation and internal modernization—with a transformative shift from a transactional to a relational and sustainable business model through activation of the Hajj waiting congregation ecosystem.
Competitive Improvement Strategies of The Coconut Oil Industry at PT XYZ Muhammad Aulia Ramadhan; Yudha Heryawan Asnawi; Siti Jahroh
Journal Research of Social Science, Economics, and Management Vol. 4 No. 2 (2024): Journal Research of Social Science, Economics, and Management
Publisher : Publikasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59141/jrssem.v4i2.728

Abstract

This study aims to develop strategies for enhancing competitiveness in the coconut oil industry amidst intense competition. It analyzes the internal and external conditions of PT XYZ, focusing on optimizing strengths and opportunities while leveraging an Initial Public Offering (IPO) strategy. The study examines the internal and external conditions of PT XYZ to develop strategies for improving competitiveness. Utilizing qualitative methods, the research employs analytical tools such as the Internal Factor Evaluation (IFE) and External Factor Evaluation (EFE) matrices, SWOT analysis, and the Quantitative Strategic Planning Matrix (QSPM). The sample consists of 15 respondents, including 11 internal and 4 external participants. Results show that the company’s internal conditions, with 5 strengths and 4 weaknesses, yield an IFE score of 3.03. In contrast, the external conditions, featuring 5 opportunities and 4 threats, result in an EFE score of 2.92. This analysis places PT XYZ in Quadrant IV of the IE matrix, indicating a "grow and build" strategy, as both scores exceed the average benchmark of 2.50. These findings highlight significant potential for continuous improvement in strategy and operations. The next step involves formulating alternative strategies through the SWOT method, generating eight options based on the analysis. Ultimately, the QSPM identifies three primary strategies with the highest total scores: increasing production capacity to enhance revenue and market share, developing innovative products and services, and implementing business processes adhering to Good Agricultural Practice (GAP) standards. This study provides actionable insights for PT XYZ to bolster its competitiveness in the coconut oil industry.
Business Development Strategy at PT BPRS ABC Alam Sentosa; Yudha Heryawan Asnawi; Zenal Asikin
Journal Research of Social Science, Economics, and Management Vol. 5 No. 7 (2026): Journal Research of Social Science, Economics, and Management
Publisher : Publikasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59141/jrssem.v5i7.1318

Abstract

PT BPRS ABC has recorded strong financing growth in the MSME sector; however, this expansion has not been matched by improved credit quality, as indicated by a persistently high Non-Performing Financing (NPF) ratio. This imbalance threatens the company’s financial stability and long-term sustainability, underscoring the need for a targeted and sustainable business strategy to strengthen performance and manage risk. This research aims to formulate the right business strategy for PT BPRS ABC to improve business performance, particularly through controlling the risk of non-performing financing. The study employed a qualitative case study design. Primary data were collected through in-depth interviews with management and relevant divisions, supplemented by secondary data from financial reports and internal documents. Analytical frameworks, including RBV, VRIO, Porter’s Five Forces, IFE, EFE, IE, SWOT, and QSPM, were integrated to identify internal and external factors influencing business performance and to formulate appropriate strategic alternatives. The results of the study show that PT BPRS ABC has several internal strengths, including a commitment to strengthening financing analysis based on the 5C principle, a focus on productive financing for MSMEs, and the support of a relatively experienced remedial department. On the other hand, there remain internal weaknesses in the form of a suboptimal Early Warning System (EWS), weak post-disbursement monitoring, and inadequate quality of customer data. Externally, the main opportunities stem from government policy support for MSMEs and the use of Financial Information Service Systems (FISS), while threats include competition from digital banks and fintech, regulatory pressures, and property sector risks.
Co-Authors Abdul Azis Abeng, Andi Tenri Achmad Fachruddin Afdhal Affan Hilman Sutarto Agus Riyanto Ahmad Saomin Ali Aji Hermawan Alam Sentosa Alexander Febriyanto Alif, Muhammad Farras Alm. Idqan Fahmi Amir Mutaqin Amir Mutaqin Amzul Rifin Andriana Kartina Wingtyas Anggraini Sukmawati Ardi Rifai Asep Taryana Asep Taryana Asep Taryana Aswin Fajri Aufaa Afiffah Ainii Bambang Eka Muliano Bramanto Wibisono Budi Suharjo Dalu Agung Darmawan Darlina Kartika Rini Darmawan, Dalu Denny Bernadus Kurnia Elai Novita Mariani Banurea Endriatmo Soetarto Esti Rahayu Fadila, Rinda Farid Alghofari Fatriani Paloh, Meina Hadi S Alikodra Hadi Sukadi Alikodra Hafizh Akbar Handito Hadi Joewono Handito Hadi Joewono Hannika Fasya Harianto Harianto Harianto Harianto Harianto Harianto Hariyadi Hariyadi Heny Kuswanti Daryanto Hidayat, Yayat Syariful Hilda Wahyuni Idqan Fahmi Imam Teguh Saptono Irfan Syauqi Beik Irvandi Gustari Joyo Winoto Joyo Winoto, Joyo Kameswari, Ika Kamhar Lakumani Kartika, Emeralda Tria Kasaya Annisa Rahmaniah Laily Dwi Arsyianti Lukman M. Baga Lutfiyah, Konita M. Syamsul Maarif Mahasari, Jamaluddin Marpaung, Jenny Emile Paulina Mayang Sari Marchainy Megawati Simanjuntak Mohamad Rhesa Adisty Muhammad Aulia Ramadhan Mukhamad Najib Musa Mulyadi Musbakri Musbakri Naura Rahmalia Nurfrina Putri, Rizkia Paramitha, Dyah Pohan, Sheilla Yasmin Afriani Popong Nurhayati Pulunggono, Ahmad Heko Qoniah, Inas R. Dikky Indrawan Rachman, Mohammad Irfan Rahmana, Adhitya Rai Sita Rini, Darlina Kartika Rita Nurmalina Rizal Syarief Rizal Syarief Rokhani Hasbullah Roslina Roslina Rumampuk, Tasya Laudita Sandy Gunawan Setiadi Djohar Setiawan, Budi Susilo Setyo Ferry Wibowo Sianggaputra, Muhammad Danny Siti Jahroh Sitti Hadijah, Sitti Soeryo Adiwibowo Sri Hartono, Sri Sufrin Hannan Suhendi Sunandar, Muhammad Prayoga Suprehatin Teti Haryati Tulus Sajiwo Ujang Sumarwan Yayat Syariful Hidayat Yunus Triyonggo Yunus Triyonggo Yurika Rahayu, Yurika Rahayu Zelinka Natalia Angelina Zenal Asikin