Ipung Dwiansyah, Budi Santoso, Nursaidah Nursaidah

Strategi Pemasaran Pasca Pandemi Covid-19 Pada UMKM Mie Nyaman Rembangan, Jember

Introduction

Strategi pemasaran pasca pandemi covid-19 pada umkm mie nyaman rembangan, jember. Kaji strategi pemasaran UMKM Mie Nyaman pasca pandemi COVID-19 di Jember. Dengan analisis SWOT dan QSPM, penelitian ini memprioritaskan pengembangan & inovasi produk untuk daya saing bisnis.

Abstract

Pada saat pasca pandemic covid-19 di indonesia sangat berdampak pada kelangsungan kehidupan masyarakat, salah satunya pada sektor perekonomian seperti para pelaku usaha mikro, kecil serta menengah (UMKM). Agar usaha Mie Nyaman dapat bertahan dan bersaing untuk mencapai tujuan yang tepat, maka dibutuhkan strategi. Strategi yang dirumuskan dengan mengidentifikasi lingkungan internal dan eksternal dari usaha UMKM tersebut. Tujuan dari penelitian ini adalah untuk mengidentifikasi faktor-faktor internal dan eksternal yang digunakan untuk merumuskan alternatif strategi bisnis yang tepat untuk diterapkan oleh Mie Nyaman. Metode yang digunakan dalam penelitian ini adalah matriks IFE, matriks EFE, matriks IE, matriks SWOT, dan matriks QSPM. Matriks IFE dan EFE menunjukkan respon terhadap kondisi internal yang kuat dengan selisih nilai 1,66 dimana faktor kekuatan lebih dominan dan respon terhadap kondisi eksternal yang tinggi dengan selisih nilai 0,99 dimana dominan terhadap peluang. Matriks IE menunjukkan posisi Mie Nyaman berada pada kuadran satu yaitu tumbuh dan membangun. Matriks SWOT menghasilkan tujuh alternatif strategi dengan prioritas strategi yaitu melakukan pengembangan dan inovasi produk yang diperoleh dari hasil analisis matriks QSPM

Review

This paper addresses a highly pertinent and critical issue concerning the survival and growth of Micro, Small, and Medium Enterprises (MSMEs) in the post-COVID-19 pandemic era, a period marked by significant economic disruption. Focusing on "Mie Nyaman Rembangan, Jember," the study sets out to formulate effective marketing strategies by systematically analyzing the internal and external environments of this specific MSME. The objective is clearly articulated: to identify key factors that will inform the development of appropriate business strategies, thereby contributing valuable insights into economic resilience and recovery efforts at the local enterprise level. The methodological approach adopted is robust and comprehensive, employing a suite of strategic management tools including IFE (Internal Factor Evaluation), EFE (External Factor Evaluation), IE (Internal-External), SWOT (Strengths, Weaknesses, Opportunities, Threats), and QSPM (Quantitative Strategic Planning Matrix) matrices. The application of these tools effectively allows for a structured analysis, progressing from environmental assessment to strategic formulation and prioritization. The findings indicate a strong internal position driven by dominant strengths and a high external response to opportunities, positioning Mie Nyaman in a favorable "grow and build" quadrant. Crucially, the QSPM analysis successfully prioritizes product development and innovation as the most viable strategic direction among the seven alternatives identified. Overall, this research offers a valuable case study demonstrating a systematic approach to strategic planning for MSMEs navigating challenging economic landscapes. The specific recommendations, particularly the emphasis on product development and innovation, provide actionable insights for Mie Nyaman and potentially serve as a model for other similar businesses. While the study effectively addresses the strategic needs of a single enterprise, future research could explore the generalizability of these findings across a broader spectrum of MSMEs or delve into the implementation challenges and long-term impact of the proposed strategies. Nevertheless, the paper's clear methodology and practical output make a significant contribution to understanding and supporting MSME recovery in the post-pandemic context.

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