<![CDATA[This study examines the internal and external strategic factors shaping Tahu Top Toga Sumedang, a micro, small, and medium enterprise (MSME) in the traditional tofu industry located in Sukajaya Village, South Sumedang, West Java, with the aim of formulating a prioritized business development strategy to increase sales through a quantified SWOT analysis. Using a qualitative case-study approach, data were gathered through direct observation, semi-structured interviews with the manager and owner, in-depth interviews with four external customers for source triangulation, and documentation, then analyzed using Miles and Huberman's interactive model of data reduction, display, and conclusion drawing. To strengthen the objectivity of internal claims such as "distinctive taste" and "reputation," the qualitative SWOT matrix was quantified using Internal Factor Evaluation (IFE) and External Factor Evaluation (EFE) matrices, with strategy prioritization determined through the Quantitative Strategic Planning Matrix (QSPM). Results show internal strengths in soybean quality, brand reputation, distinctive taste, and affordable pricing, offset by weaknesses in offline-only sales, product perishability, limited diversification, family-based management, and minimal social media use. Externally, strong consumer trust and loyalty are countered by competitor pressure, fluctuating imported soybean prices, and a shift toward online transactions. IFE and EFE scores (2.725 and 2.70) place the business in the hold-and-maintain quadrant, with QSPM prioritizing WO strategies, digital marketing and product diversification, ahead of parallel ST strategies.]]>
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