Article Sidebar

Submitted
October 22, 2021
Accepted
December 29, 2021
Published
March 30, 2022
Download
PDF
Statistic
Read Counter : 246 Download : 227

Downloads

Download data is not yet available.

Main Article Content

Abstract

This research aims to determine internal and external factors, formulate strategies, and decide the priority of agribusiness MSME sustainability strategies in Sukoharjo Regency in the new normal era. This research uses basic descriptive and analytical methods. A total of 28 key informants were selected purposively. Data collection was completed through in-depth interviews. Data were analyzed using the IFE, EFE, IE, SWOT, and QSP matrices. The research results depict that the most essential strength is the support of experienced human resources with particular specialties and the most significant weakness is the limited business capital. Meanwhile, product diversification becomes the biggest opportunity and a decrease in production due to the COVID-19 pandemic serves as the most challenging threat. The IE matrix demonstrates that the position of agribusiness MSMEs in Sukoharjo Regency is in cell V, which means keeping and maintaining that can be done with product penetration and development strategies. Alternatives to agribusiness MSME sustainability strategies are building synergies to increase market share with online marketing; improving the quality of human resources through training; establishing partnerships with suppliers to suppress raw materials; strengthening quality control to maintain quality; innovating the product; maximizing the ability of human resources and the management of product competitiveness; introducing, promoting, and discounting products; and increasing partnerships with large businesses. In the new normal era, the priority of agribusiness MSME business sustainability strategy in Sukoharjo Regency is building synergies to improve the market with online marketing.

Keywords

MSMEs pandemic QSPM strategy SWOT

Article Details

License

Authors who publish with this journal agree with the following terms:

  1. Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a  Creative Commons Attribution-ShareAlike 4.0 International License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
  2. Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgment of its initial publication in this journal.
  3. Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).
  4. This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
How to Cite
Khomah, I., Kusnandar, K., Harisudin, M., Adi, R. K., Qonita, R. A., Setyowati, N., & Riptanti, E. W. (2022). BUSINESS SUSTAINABILITY STRATEGIES OF AGRIBUSINESS MSMEs IN THE NEW NORMAL ERA. Jurnal AGRISEP: Kajian Masalah Sosial Ekonomi Pertanian Dan Agribisnis, 21(1), 13–30. https://doi.org/10.31186/jagrisep.21.1.13-30
Download Citation
Endnote/Zotero/Mendeley (RIS)
BibTeX

References

  1. Aksoy, H. (2017). How do innovation culture, marketing innovation and product innovation affect the market performance of small and medium-sized enterprises (SMEs)?. Technology in Society, 51, 133–141. doi:10.1016/j.techsoc.2017.08.005
  2. Amri, A. (2020). Dampak COVID-19 terhadap UMKM di Indonesia. Jurnal BRAND, 2(1), 123–130.
  3. Andries, P., Debackere, K., & Van Looy, B. (2020). Simultaneous experimentation as a learning strategy: Business model development under uncertainty—Relevance in times of COVID-19 and beyond. Strategic Entrepreneurship Journal, 14(4), 556–559. doi: 10.1002/sej.1380
  4. David, F. R. (2009). Manajemen Strategis Konsep Edisi 12. Jakarta: Salemba Empat
  5. David, F. R. (2013). Strategic Management, Concepts & Cases Fourteenth Edition. England: Pearson Education Limited
  6. David, F. R. (2015). Manajemen Strategik Suatu Pendekatan Keunggulan Bersaing. Jakarta: Salemba Empat
  7. Dewi, R. M., & Hartono, T. (2019). E-Commerce Marketing Communication Strategies on Consumer Buying Interest. IOP Conference Series: Materials Science and Engineering, 662(3), 1-8. doi: 10.1088/1757-899X/662/3/032013
  8. Effendy, A. A., Mas’adi, M., & Murtiyoko, H. (2021). Implementation of Digital Marketing Strategies to Increase Sales during the Covid-19 Pandemic (Study on MSMEs in South Tangerang City). Jurnal Ilmiah Manajemen, 9(1), 155–163.
  9. Erlina, Y., Elbaar, E. F., & Wardie, J. (2021). Strategi Pengembangan Padi Lokal Spesifik Lokasi di Kabupaten Kapuas Provinsi Kalimantan Tengah. Jurnal AGRISEP, 20(1), 13–24. doi: 10.31186/jagrisep.20.1.13.24
  10. Harini, C., & Yulianeu, Y. (2018). Strategi penetrasi pasar UMKM Kota Semarang menghadapi era pasar global MEA. Jurnal Ekonomi Dan Bisnis, 21(2), 361–381. doi: 10.24914/jeb.v21i2.1967
  11. Harisudin, M. (2019a). Metode Penentuan Faktor-faktor Keberhasilan Penting dalam Analisis SWOT. AGRISAINTIFIKA: Jurnal Ilmu-Ilmu Pertanian, 3(2), 109–121. doi: 10.32585/ags.v3i2.546
  12. Harisudin, M. (2019b). Strategi Bersaing Pasar Legi Kota Surakarta dalam Menghadapi Pasar Modern. AGRARIS: Journal of Agribusiness and Rural Develpoment Research, 5(1), 43–54. doi: 10.18196/agr.5174
  13. Humaidi, E., Asriani, P. S., & Priyono, B. S. (2021). Strategi Keberlanjutan Agribisnis Beras Organik. Jurnal AGRISEP, 20(1), 207–226. doi: 10.31186/jagrisep.20.1.207-226
  14. Khomah, I., Setyowati, N., Harisudin, M., Adi, R. K., & Qonita, A. (2021). The factors contributing to the sustainability of agribusiness MSMEs in Sukoharjo Regency during the Covid-19 pandemic. IOP Conference Series: Earth and Environmental Science, 746, 012013. doi: 10.1088/1755-1315/746/1/012013
  15. Muditomo, A., & Wahyudi, I. (2021). Conceptual Model for Sme Digital Transformation During the Covid-19 Pandemic Time in Indonesia: R-Digital Transformation Model. BASKARA : Journal of Business and Entrepreneurship, 3(1), 13. doi: 10.24853/baskara.3.1.13-24
  16. Novita, D., Herwanto, A., Khasanah, Andriani, J., Cahyomayndarto, E., & Insana, D. R. M. (2021). Dampak Covid-19 Melalui Digitalisasi UMKM. Prosiding Seminar Stiami, 8(1), 28–31, 022021
  17. Raharja, S. J., Kostini, N., Muhyi, H. A., & Rivani. (2019). Utilisation analysis and increasing strategy: e-commerce use of SMEs in Bandung, Indonesia. International Journal of Trade and Global Markets, 12(3/4), 287–299. doi: 10.1504/IJTGM.2019.101557
  18. Rangkuti, F. (2018). Analisis SWOT: Teknik Membedah Kasus Bisnis. Jakarta: PT Gramedia Pustaka Utama
  19. Ratnawati. (2019). Partnership Strategy and Competitive Advantage to Improve The Performance of MSMEs in The Creative Industry. Journal of Applied Management (JAM), 17(4), 668–676. doi: 10.21776/ub.jam.2019.017.04.11
  20. Rauch, P., Wolfsmayr, U. J., Borz, S. A., Triplat, M., Krajnc, N., Kolck, M., … Handlos, M. (2015). SWOT analysis and strategy development for forest fuel supply chains in South East Europe. Forest Policy and Economics, 61, 87–94. doi: 10.1016/j.forpol.2015.09.003
  21. Sarfiah, S. N., Atmaja, H. E., & Verawati, D. M. (2019). UMKM Sebagai Pilar Membangun Ekonomi Bangsa. Jurnal REP (Riset Ekonomi Pembangunan), 4(1). doi: 10.31002/rep.v4i2.1952
  22. Shaferi, I., & Pinilih, M. (2020). Pergeseran Fokus Usaha Sebagai Strategi Baru UMKM dalam Menghadapi New Normal. Jurnal Pro Bisnis, 13(2), 1–10.
  23. Suciati, R., Utami, K., & Jaya, B. P. M. (2021). Analisa SWOT Strategi Digitalisasi pada Era New Normal untuk Pertumbuhan Ekonomi di Sumatera, Indonesia. Jurnal Ilmiah Aset, 23(1), 63–83. doi: 10.37470/1.23.1.178
  24. Suhaeni, T. (2018). Pengaruh Strategi Inovasi terhadap Keunggulan Bersaing di Industri Kreatif (Studi Kasus UMKM Bidang Kerajinan Tangan di Kota Bandung). Jurnal Riset Bisnis Dan Investasi, 4(1), 57–74. doi: 10.35697/jrbi.v4i1.992
  25. Sumarni, Y. (2020). Pandemi Covid-19: Tantangan Ekonomi dan Bisnis. Al- Intaj: Jurnal Ekonomi Dan Perbankan Syariah, 6(2), 46–58. doi: 10.29300/aij.v6i2.3358
  26. Supriaddin, N., Abbas, B., Razak, A., Anaam, N., & Muthalib, D. A. (2018). Marketing Strategy Of Micro Small And Medium Enterprises (MSME) In The Framework Of Public Welfare Improvement In Southeast Sulawesi Province. International Journal of Scientific & Engineering Research, 9(1), 933-937. Retrieved from http://www.ijser.org
  27. Wella, S. F., & Chairy. (2020). Implementasi Sustainability sebagai Alat Pemasaran pada Era Pandemi Covid-19. Jurnal Muara Ilmu Ekonomi Dan Bisnis, 4(2), 343–354.
  28. https://doi.org/10.24912/jmieb.v4i2.8284
  29. Wijoyo, H., & Widiyanti. (2020). Digitalisasi Usaha Mikro, Kecil dan Menengah Pandemi COVID-19. Prosiding Seminar Nasional Kahuripan I, (Oktober), 10–13, 2020