Analisis SWOT dan Strategi Pengembangan Usaha Toko Pertanian UD Trijaya Tani Di Kabupaten Nganjuk
DOI:
https://doi.org/10.30737/jintan.v6i1.7223Keywords:
Agricultural facilities, Business development, Strategy, SWOT analysisAbstract
The agricultural sector is supported by input supply businesses, which inform the development strategy for UD. Trijaya Tani is essential to maintaining its business sustainability amid competition. This research aims to identify and analyze the business development strategy of the agricultural store UD. Trijaya Tani is using a combined qualitative and quantitative approach through SWOT Analysis. The research was conducted in Nganjuk, with data obtained through observation and in-depth interviews with the store owner. Quantitative analysis results indicate that UD. Trijaya Tani has a relatively strong internal condition (IFAS score 2.80), supported by strengths such as affordable pricing, a reward system, and credit services. However, weaknesses exist in its limited marketing system and minimal use of digital media. Externally, opportunities are relatively more dominant than threats (EFAS score 2.85), including the potential for market expansion through digital media and cooperation with farmer groups. Overall, it is concluded that the appropriate strategy is to leverage existing strengths (competitive pricing and improved services) to anticipate threats, while simultaneously seizing opportunities to increase sales volume and expand market reach, thereby providing a scientific basis for enhancing business competitiveness.
Sektor pertanian didukung oleh usaha penyedia sarana, sehingga strategi pengembangan UD. Trijaya Tani sangat dibutuhkan untuk menjaga keberlanjutan usahanya di tengah persaingan. Penelitian ini bertujuan mengidentifikasi dan menganalisis strategi pengembangan usaha toko pertanian UD. Trijaya Tani menggunakan pendekatan gabungan kualitatif dan kuantitatif melalui Analisis SWOT. Penelitian dilaksanakan di Nganjuk dengan data diperoleh melalui observasi dan wawancara mendalam dengan pemilik toko. Hasil analisis kuantitatif menunjukkan bahwa UD. Trijaya Tani memiliki kondisi internal yang relatif kuat (skor IFAS 2,80) dengan kekuatan pada harga terjangkau, sistem reward, dan layanan kredit, namun terdapat kelemahan pada sistem pemasaran yang terbatas dan minimnya pemanfaatan media digital. Secara eksternal, peluang relatif lebih dominan dibandingkan ancaman (skor EFAS 2,85), seperti potensi perluasan pemasaran melalui media digital dan kerja sama dengan kelompok tani. Secara keseluruhan, disimpulkan bahwa strategi yang tepat adalah memanfaatkan kekuatan yang ada (penetapan harga kompetitif dan peningkatan pelayanan) untuk mengantisipasi ancaman, sekaligus memanfaatkan peluang untuk meningkatkan volume penjualan dan memperluas jaringan pasar, yang akan menjadi landasan ilmiah untuk peningkatan daya saing usaha.
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