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Analisis Strategi Pemasaran Menggunakan Matriks SWOT Dan Industria: Jurnal Teknologi dan Manajemen Agroindustri Volume 5 Nomor 1: 46-53 46 Industria: Jurnal Teknologi dan Manajemen Agroindustri 5(1): 46-53 (2016) ISSN 2252-7877 (Print) ISSN 2549-3892 (Online) Tersedia online di http://www.industria.ub.ac.id Analisis Strategi Pemasaran Menggunakan Matriks SWOT dan QSPM (Studi Kasus: Restoran WS Soekarno Hatta Malang) Marketing Strategy Analysis Using SWOT Matrix and QSPM (Case Study: WS Restaurant Soekarno Hatta Malang) Hany Setyorini, Mas’ud Effendi*, Imam Santoso Department of Agro-industrial Technology, Faculty of Agricultural Technology University of Brawijaya, Malang, Indonesia * [email protected] Received: 02nd February, 2016; 1st Revision: 17th March, 2016; 2nd Revision: 05th April, 2016; Accepted: 07th April, 2016 Abstrak Tujuan penelitian adalah untuk mengembangkan strategi pemasaran yang dapat diterapkan bagi Restoran Waroeng Steak & Shake (WS) Cabang Soekarno-Hatta Malang. Dengan menggunakan matriks SWOT dan Quantitative Strategic Planning Matrix (QSPM), alternatif strategi yang didapatkan yaitu mempertahankan citra atau image perusahaan, fasilitas restoran, mempertahankan kualitas dan pelayanan produk untuk menarik konsumen, meningkatkan kemampuan manajemen dan kerjasama untuk tujuan perusahaan, memberikan layanan delivery order untuk konsumen, memanfaatkan kemajuan teknologi untuk pemasaran, melayani pangsa pasar menengah ke bawah dengan menyediakan paket atau porsi khusus, dan menjaga hubungan baik dengan pemasok atau wilayah sekitar restoran. Strategi pemasaran prioritas yang disarankan adalah mempertahankan citra perusahaan. Kata kunci: matriks EFE, matriks IFE, pemasaran, SWOT, QSPM. Abstract The purpose of research was to develop a marketing strategy that can be applied to Waroeng Steak & Shake (WS) Restaurant Branch Soekarno-Hatta Malang. By using SWOT Matrix and Quantitative Strategic Planning Matrix (QSPM), strategies alternative obtained were maintain the image of the company, the restaurant facility, sustaining services and products quality to attract customers, improve management capabilities and cooperation for company’s goal achievement, providing delivery order service for the consumer, utilizing technological advances for marketing activities, serving middle-market share by providing special package or portion, and maintaining good relationships with suppliers and the restaurant neighbourhood. The priority marketing strategy suggested is to maintain the image of the company. Keywords: EFE matrix, IFE matrix, marketing, SWOT, QSPM PENDAHULUAN dan lain-lain, akan tetapi masih dilakukan secara tidak kontinyu. Hal ini berdampak pada Bisnis kuliner saat ini berkembang pesat penurunan pendapatan yang mempengaruhi sebagai dampak pengaruh masuknya budaya profit perusahaan, sehingga perusahaan perlu asing baik dalam bentuk gaya hidup maupun merumuskan strategi pemasaran supaya tidak bidang makanan. Konsep Waroeng Steak & Shake terjadi penurunan pendapatan. (WS) berupa warung biasa dengan menyediakan Strategi pemasaran adalah pola pikir menu utama berupa steak, dengan harga yang pemasaran yang akan digunakan oleh unit ditawarkan sebanding dengan kualitasnya. bisnis untuk mencapai tujuannya. Strategi Waroeng Steak & Shake (WS) sudah melakukan pemasaran juga menetapkan suatu target pasar berbagai strategi pemasaran diantaranya melalui dan suatu bauran pemasaran terkait. Hal ini sertifikasi halal dari Majelis Ulama Indonesia, merupakan suatu gambaran besar dari apa yang sehingga konsumen akan lebih tertarik untuk perusahaan akan lakukan dalam beberapa pasar mengkonsumsinya. Persaingan bisnis makanan (Pasaribu, 2008). Metode yang digunakan untuk semakin meningkat, terutama di sepanjang jalan memprioritaskan strategi pemasaran yaitu AHP Soekarno-Hatta yang terdapat berbagai macam dan QSPM (Quantitative Strategic Planning restoran sehingga semakin kuat persaingan bisnis Matrix). Keuntungan dengan menggunakan di daerah tersebut. Waroeng Steak & Shake (WS) matriks QSPM adalah strategi-strategi dapat sudah melakukan berbagai macam pemasaran diperiksa secara berurutan dan bersamaan, serta melalui media sosial, brosur, pamflet, spanduk tidak ada batas untuk jumlah strategi yang 47 Analisis Strategi Pemasaran … dapat dievaluasi secara sekaligus (Zulkarnaen Shake. dan Sutopo, 2013). QSPM mengevaluasi 3. Studi Literatur kemenarikan relatif dari beberapa pilihan Studi literatur digunakan untuk mencari alternatif strategi secara objektif (Bhandari and informasi dan landasan teori yang mendukung Verna, 2013; Umar, 2011). Metode-metode ini penelitian. Studi literatur berasal dari buku, dapat diaplikasikan pada Waroeng Steak & jurnal, majalah dan lain-lain. Shake (WS) untuk merencanakan strategi 4. Identifikasi Variabel Penelitian pemasaran dengan mengidentifikasi faktor Identifikasi variabel penelitian berupa internal dan eksternal perusahaan kemudian variabel lingkungan eksternal dan variabel dianalisis dengan merumuskan beberapa internal perusahaan. Identifikasi faktor-faktor strategi alternatif melalui analisis matriks internal diperoleh melalui wawancara dengan SWOT dan dievaluasi melalui QSPM untuk pihak manajemen perusahaan. Variabel internal mendapatkan prioritas strategi pemasaran persahaan terdiri dari manajemen (planning, Waroeng Steak & Shake (WS). organizing, actuating, controlling), pemasaran (product, price, place, promotion, process, METODE PENELITIAN person, physical evidence, productivity and quality) penelitian dan pengembangan serta Penelitian ini dilakukan di Restoran sistem informasi. Variabel eksternal terdiri dari Waroeng Steak & Shake Soekarno-Hatta No 14 lingkungan mikro (pemasok, pelanggan, Malang pada Februari hingga Desember 2014. pesaing), lingkungan industri (ancaman produk Analisa data dilakukan di Laboratorium subtitusi, persaingan antar perusahaan, ancaman Komputasi dan Analisis Sistem, Fakultas pendatang baru) dan lingkungan makro Teknologi Pertanian Universitas Brawijaya. (demografi, ekomomi, sosial, politik, dan Batasan masalah penelitian ini hanya teknologi). membahas mengenai faktor-faktor internal dan 5. Penentuan Responden eksternal perusahaan yang didapatkan melalui Responden dipilih secara purposive wawancara dengan pihak manajemen perusa- sebanyak tiga orang, yaitu berasal dari divisi haan Waroeng Steak & Shake: manajemen pemasaran, manajer outlet dan 1. Lingkungan internal perusahaan mencang- penanggung jawab makanan, di mana respon- kup manajemen (planning, organizing, den tersebut dianggap mengetahui informasi actuating, controlling), pemasaran (pro- mengenai faktor-faktor strategi internal dan duct, price, place, promotion, process, eksternal serta berperan dalam merumuskan person, physical evidence, productivity and strategi pemasaran dan memasarkan produk dan quality) penelitian dan pengembangan serta mengetahui kondisi perusahaan pada saat ini sistem informasi. secara menyeluruh. 2. Lingkungan eksternal perusahaan mencang- 6. Uji Validitas kup lingkungan mikro (pemasok, pelang- Uji validitas pada penelitian ini gan, pesaing), lingkungan industri (ancam- menggunakan face validity. Face validity an produk subtitusi, persaingan antar merupakan suatu keputusan apakah instrumen perusahaan, ancaman pendatang baru) dan yang ditanyakan mengukur konsep yang lingkungan makro (demografi, ekomomi, diinginkan. Keputusan-keputusan tentang face sosial, politik, dan teknologi). validity juga subyektif dan biasanya meliputi 3. Tidak membahas permasalahan mengenai suatu proses di mana para ahli dengan bidang keuangan dan sistem produksi pada tes kontruksi dan bidang minat menilai perusahaan Waroeng Steak & Shake. instrument untuk melihat jika dalam pendapat Prosedur penelitian yang dilakukan sebagai mereka, instrument mengukur apa yang berarti berikut: untuk diukur. Face validity merujuk pada 1. Survei Pendahuluan pendapat orang tentang kredibilitas tes tersebut. Survei pendahuluan digunakan untuk Pertanyaan yang tidak relevan akan membuat mengetahui kondisi perusahaan, sehingga penu- peserta tes meragukan validitas tes dan lis dapat mengetahui gambaran yang jelas menghasilkan jawaban yang kurang kredibel mengenai Waroeng Steak & Shake. (Browning, 2007). 2. Identifikasi Masalah 7. Analisis Data Masalah diidentifikasi melalui wawancara Penyusunan strategi pemasaran menggu- langsung dengan pihak Waroeng Steak & nakan metode SWOT dan Quantitative Industria: Jurnal Teknologi dan Manajemen Agroindustri, 5(1): 46-53 (2016) 48 Analisis Strategi Pemasaran … Strategic Planning Matrix (QSPM) dengan meraih faktor peluang tersebut dan menggunakan tiga tahap pelaksanaan analisis faktor ancaman memberikan data. Secara lebih terperinci tahapan analisis pengaruh yang kuat terhadap data sebagai berikut (Ginting, 2006): perusahaan a. Tahap Pemasukan (The Input Stage) iv. Perkalian bobot dan rating Matriks yang digunakan dalam tahap ini Menentukan nilai tertimbang tiap faktor yaitu Internal Factor Evaluation (IFE) dan yang diperoleh dari perkalian bobot Eksternal Factor Evaluation (EFE). dengan rating (peringkat) setiap faktor. Tahapan-tahapan dalam penyusunan Nilai tertimbang setiap faktor kemudian matriks IFE dan EFE adalah: dijumlahkan untuk memperoleh total i. Identifikasi faktor Internal dan nilai tertimbang. Eksternal Perusahaan b. Tahap Pencocokan (The Mathcing Stage) Tahap identifikasi faktor-faktor internal i. Matriks IE (Internal Eksternal) yaitu dengan cara mendaftarkan semua Matriks ini bermanfaat untuk mempo- kekuatan dan kelemahan yang dimiliki sisikan persahaan ke dalam matriks perusahaan. Penyajian data dengan yang terdiri dari 9 sel. Matriks IE terdiri
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