<![CDATA[Food-processing micro, small, and medium enterprises (MSMEs) in resource-based regions often possess strong local inputs but struggle to convert these resources into scalable competitive advantage because of limited managerial capability, production equipment, promotion, and market access. This study prioritizes development strategies for food-processing MSMEs in East Kolaka Regency, Indonesia, by integrating internal-external diagnosis with strategic attractiveness assessment. A descriptive qualitative design supported by structured quantitative strategic analysis was employed. Primary data were obtained from purposively selected key informants representing active food-processing MSMEs and local government, using observation, interviews, documentation, and literature review. IFAS-EFAS, SWOT, and the Quantitative Strategic Planning Matrix (QSPM) were applied sequentially. The findings place the MSMEs in Quadrant I, indicating an aggressive-growth position in which internal strengths can be mobilized to capture external opportunities. Product innovation obtained the highest Total Attractiveness Score (6.25), followed by digital marketing (5.58) and distribution expansion (5.48). The results indicate that competitiveness is not generated by local resources alone; it depends on converting product quality, distinctive taste, and raw-material availability into differentiated offerings and connecting them to wider markets through digital and distribution capabilities. The study contributes by linking resource-based strengths, dynamic-capability logic, and structured strategy prioritization in a local food-MSME setting. Policy and managerial interventions should therefore sequence product innovation, digital market capability, and channel expansion rather than treat them as isolated programs.]]>
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