PROPOSED BUSINESS STRATEGY FOR SMALL MEDIUM ENTERPRISE IN CREATIVE INDUSTRY (CASE STUDY IN MONOPONIK STUDIO)

• Main Author: Justisia Sulaiman/29116489, Haryaman
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/27764
• Institution: Institut Teknologi Bandung

In 2015 creative economy was a potential economy because it produce GDP of IDR 852 trillion. The government established Bekraf, an institution that specifically developed creative economy in Indonesia. However, marketing has not been optimal become highest obstacles as a problem that the creative industry should be faced. Monoponik Studio was a studio that provide the product of one of the fastest growing subsectors among 16 other subsectors, visual communication design. Revenue that not achieve the target becomes the main problem of Monoponik that must be immediately solved. This research produced the business strategy for Monoponik issues. <br /> <br /> This study used qualitative methods combined quantitatively, conducted interview and distribute questionnaires to thirty respondents. Consumer analysis used importance and performance analysis, also used internal and external analysis. This stage produced good customer satisfaction data. But there were thing to be improved about promotion, price and marketing. SWOT analysis used as root cause analysis was created to know all the problem faced. <br /> <br /> The next stage used TOWS matrix analysis to formulate alternative strategies. The combination of four factors resulted in five alternative business strategies. There were pros and cons for each alternative strategy already created. Differentiation strategy as one solution to compete in this creative industry market. Differentiation such as better product quality, unusual features, unique specifications, technology utilization, competitive pricing, and responsive service. Monoponik must build brand awareness to brand loyalty. Small and medium enterprises as Monoponik targets were expect in accordance with alternative strategy steps that applied. <br /> <br /> The final stage was to plan the implementation of alternative strategies that have been made before. Consists of determining the time line until 2019, person in charge for alternative strategy steps and estimated cost of the company almost two hundred million Rupiah to implement the strategy. In addition, Resources such as financial, technology, innovation and reputation should be develop to support the strategy. Alternative strategies that have been made were expected to be a solution for the problems.