Business Development Strategies for a Traditional Food SME Using BMC, SWOT, and QSPM
Abstrak
Indonesian SMEs contribute to employment but face management and marketing challenges. Rakik Kacang Amai Baja, a traditional Minangkabau peanut cracker producer in Payakumbuh, faces declining production, limited distribution, and underused digital marketing. This study develops strategies to expand market reach and competitiveness using the Business Model Canvas (BMC), SWOT, Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), Internal–External (IE) matrix, and Quantitative Strategic Planning Matrix (QSPM). Data were obtained through interviews, observations, questionnaires, sales records, and literature. IFE and EFE scores of 2.98 and 3.29 placed the business in IE Cell II (grow and build). SWOT identified intensive, integration, and diversification strategies. QSPM prioritized intensive strategies (TAS 7.120), followed by integration (6.278) and diversification (6.076). Recommendations include improving branding, distribution, product quality, customer service, loyalty, and packaging. The proposed BMC addresses value propositions, customer relationships, channels, and customer segments to support sustainable business development.
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