Strategic Decision of Sudimampir Market Traders Banjarmasin in Dealing with Changes in the Business Environment

Authors

  • Nailiya Nikmah Politeknik Negeri Banjarmasin
  • Julkawait Politeknik Negeri Banjarmasin
  • Nurul Qalbiah Politeknik Negeri Banjarmasin
  • Hikmahwati Politeknik Negeri Banjarmasin

DOI:

https://doi.org/10.53893/ijrvocas.v2i3.115

Keywords:

strategic management, business environment, sudimampir market

Abstract

The business environment is always changing rapidly and continuously because the world has entered the era of economic globalization, politics, the era of information technology, and the era of a management revolution. Changes in the environment cause business units to have to make adjustments to these changes and the competition to use their capabilities to the maximum extent possible, to excel in the competition. Business units make the right decisions in determining strategies that can be used to face competition. This study aims to explain strategic decision-making in dealing with changes in the business environment carried out by traders at Sudimampir Banjarmasin Market. The type of research conducted is descriptive qualitative research. The research was conducted at the Sudimampir Market, conducted from June to November 2022.

Based on the results of the study, it can be concluded that the strategic decisions used by the traders of Pasar Sudimampir Banjarmasin in the internal business environment are selling goods not depending on certain brands, maintaining the availability of merchandise, selling goods that are easy to obtain, setting selling prices cheaper than competitors, looking for places strategic business, maintain customer satisfaction with the goods sold, pay attention to the number of employees sufficient to serve buyers and provide good service to attract consumers' interest, maintain the quality of products sold to gain consumer confidence, the availability of sufficient capital to manage the business, and not make loans to increase capital. The strategic decisions used in the external business environment are to pay attention to the ability of consumers to buy and this affects the selling price and quality of the products offered; have a permanent supplier to maintain the quality of the products offered; keep selling offline during the covid-19 pandemic; and offline sales are the main focus of sales and the use of digital technology in sales and promotions carried out by some traders in the Sudimampir Market, Banjarmasin.

References

Deni Arifin, “Pengambilan Keputusan Dalam Menetapkan Strategi Persaingan Showroom Spring Bed Di Jl.Hr.Muhammad Surabaya Dengan Menggunakan Analisa Swot,” Open Science Framework, preprint, Feb 2018. doi: 10.31219/osf.io/cygzh.

R. B. Robinson Jr dan J. A. Pearce, “The impact of formalized strategic planning on financial performance in small organizations,” Strateg. Manag. J., vol. Volume4, Issue3, hlm. 197–207, Sep 1983, doi: https://doi.org/10.1002/smj.4250040302.

A. M. Calder, “Organizational Change: Models for Successfully Implementing Change,” Organ. CHANGE, hlm. 20, 2013, doi: https://doi.org/10.26076/c90a-83f5.

I. M. Narsa, “Perubahan Lingkungan Bisnis Dan Pengaruhnya Terhadap Sistem Manajemen Biaya,” J. Akunt., vol. 2, no. 1, hlm. 8, Mei 2000.

L. D. C. R. Cahyadi dan N. L. P. S. P. Pradnyani, “Keputusan Strategis Pelaku Umkm Dalam Menghadapi Krisis Ekonomi,” E-J. Ekon. Dan Bisnis Univ. Udayana, hlm. 223, Apr 2021, doi: 10.24843/EEB.2021.v10.i04.p05.

T. Tatik, “Analisis Pengambilan Keputusan Taktis Pelaku UMKM (Usaha Mikro, Kecil Dan Menengah) Di Masa Pandemi Covid’19,” RELASI J. Ekon., vol. 17, no. 1, Art. no. 1, Jan 2021, doi: 10.31967/relasi.v17i1.416.

H. Hikmahwati dan W. A. Sahla, “Technological Capital Mediation on the Effect of Digital Marketing in Increasing Msme Sales in Batola Regency,” Ilomata Int. J. Soc. Sci., vol. 3, no. 3, hlm. 337–349, Jul 2022, doi: 10.52728/ijss.v3i3.497.

R. Caturini, “Ini Strategi Bertahan bagi Pelaku UKM di Tengah Penjualan Tertekan Corona,” 2020. [Daring]. Tersedia pada: https://industri.kontan.co.id/news/ini-strategi-bertahan-bagi-pelaku-ukm-di-tengah-penjualan-tertekan-corona

F. R. David, Strategic Manajemen Strategis Konsep, 12 ed. Jakarta: Salemba Empat, 2011.

N. N. Yuliati, S. Wardah, dan B. Widuri, “Penerapan Akuntansi pada Usaha Mikro Kecil dan Menengah (Studi pada UMKM Kerupuk Kulit Tradisional Kelurahan Seganteng),” J. Akunt. Dan Keuang. Syariah ALIANSI, vol. Vol. 3 No. 2, 2019.

F. Rangkuty, The Power Of Brand Teknik Mengelola Brand Equity Dan Strategi Pengembangan Merek. Jakarta: Pt. Gramedia Pustaka Utama, 2008.

H. Umar, Desain penelitian manajemen strategik. Jakarta: Raja Grafindo, 2010.

Argytis, Strategy Change And Defensive Routines. Marshfield: Ma: Pitman Pub, 1985.

X. Huang, “Strategic decision making in Chinese SMEs,” vol. 3, no. 2, hlm. 87–101, Jun 2009, doi: https://doi.org/10.1108/17506140910963602.

S. M. S, Psikologi kognitif, Revisi. Surabaya: Srikandi Ghalia, 2005.

M. Nooraie, “Factors influencing strategic decision-making processes,” Int. J. Acad. Res. Bus. Soc. Sci., vol. 2, no. 7, hlm. 405, 2012.

I. Syamsi, Pengambilan Keputusan dan Sistem Informasi. Jakarta: Bumi Aksara, 2021.

L. Lahindah, “Proses Pengambilan Keputusan Stratejik Pada Usaha Kecil Menengah: Sebuah Kajian Literatur,” vol. 04, no. 01, hlm. 21, 2015.

M. B. Miles, A. M. Huberman, dan J. Saldana, Qualitative Data Analysis: A Methods Sourcebook. SAGE Publications, 2018.

Additional Files

Published

2022-12-15

How to Cite

Nikmah, N. ., Julkawait, Qalbiah, N. . ., & Hikmahwati. (2022). Strategic Decision of Sudimampir Market Traders Banjarmasin in Dealing with Changes in the Business Environment. International Journal of Research in Vocational Studies (IJRVOCAS), 2(3), 07–15. https://doi.org/10.53893/ijrvocas.v2i3.115