ANALYSIS COMPETITIVE STRATEGY (CASE STUDY: RUMAH BATIK KOMAR)

• Main Author: Mirza Pratama, Irfan
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/67975
• Institution: Institut Teknologi Bandung

Indonesia is a country with diverse cultures. One of the cultures that Indonesia has is batik culture. Batik in Indonesia consists of various types and forms. This is because each region has its own characteristics. The existence of prominent characteristics in Indonesian batik, makes batik internationally recognized as Indonesian cultural heritage. Of course this is a strength for the Indonesian people to promote batik. One of the batik producers in Indonesia is the production of the Komar Batik House, where this batik has the characteristics of Cirebon and West Java batik. In the current era of globalization, batik competition is increasing. In 2020 the Indonesian Ministry of Industry noted that there were around 47 thousand batik business units spread across 101 centers throughout Indonesia and had absorbed a workforce of more than 200 thousand people. By looking at the competition that exists in the Indonesian Batik Industry, batik business actors are certainly competing to provide the best quality and innovation to their consumers. This is also what Komar Batik House has done. Coupled with the Covid-19 pandemic that hit the whole world and also Indonesia, which had a bad impact on all business people. One of the sectors that have been severely affected by the Covid-19 pandemic in Indonesia is MSMEs, this is because MSME businesses are daily in nature and rely a lot on direct interaction, especially for MSMEs producing batik cloth in Indonesia. The emergence of uncertainty regarding the ongoing Covid-19 pandemic situation, of course, is a threat to companies, especially batik companies. So that the challenges faced by batik entrepreneurs are getting stronger. To address these challenges, it is necessary to have a strategy that allows them to continue to run the sales wheel. The process starts from the analysis of external and internal factors that are narrowed using a SWOT analysis. Then used IFAS and EFAS Matrix analysis to give rating and weighting in order to find out which quadrant the company's position is in by using IE Matrix analysis. This certainly helps the author to find out the company's position and alternative strategies that are suitable for use based on the results of these calculations. Alternative strategies are then formulated using QSPM analysis in the form of alternative strategy choices that are suitable for use in the company's current position. The implementation of the strategic plan is then formed using a strategic plan that is in accordance with this research.