<![CDATA[This study is based on the increasing competition between traditional foods and modern foods, which has resulted in the declining competitiveness of traditional food businesses. Sagun Bakar Mamayang has experienced a revenue decline of approximately 30–40% over the past few years due to competition from more innovative products and limited promotional activities. The focus of this study is to examine how Sagun Bakar Mamayang implements competitive and marketing strategies based on Sharia business ethics to increase sales and expand its market reach from the perspective of Sharia business ethics. This study applies a field research method using a descriptive qualitative approach. Data were collected through observation, interviews, and documentation involving the business owner, consumers, and family members who participated in the production and distribution processes. Furthermore, the data were analyzed using SWOT analysis supported by the Internal Factor Evaluation (IFE) Matrix and the External Factor Evaluation (EFE) Matrix. This analysis was conducted to identify the factors affecting the business conditions from both the internal and external environments. The findings indicate that the competitive strategies implemented include maintaining the product's distinctive taste, preserving product quality, offering affordable prices, and building good relationships with customers. The marketing strategies are carried out through direct selling, cooperation with souvenir shops, and promotion through customer recommendations. Based on the results of data analysis using SWOT, the Strengths–Opportunities (SO) approach was identified as the most appropriate strategy, with a score of 3.08, because it utilizes the business's strengths to capitalize on market opportunities and expand market reach. In addition, Sagun Bakar Mamayang has implemented the principles of Sharia business ethics in its business operations.]]>
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