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Title: MARKETING STRATEGY OF LEATHER BUSINESSES WITH QSPM METHOD IN RANGKASBITUNG DISTRICT LEBAK-BANTEN
Authors: Rosali Sembiring, Tati Handayani , Miguna Astuti and Nurhafifah Matondang
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1Rosali Sembiring, 2Tati Handayani , 3*Miguna Astuti and 4Nurhafifah Matondang 1,2,3,4. Lecturer Of Economics and Business Faculty, Universitas Pembangunan Nasional Veteran Jakarta, Indonesia
MLA 8 Sembiring, Rosali, et al. "MARKETING STRATEGY OF LEATHER BUSINESSES WITH QSPM METHOD IN RANGKASBITUNG DISTRICT LEBAK-BANTEN." Int. j. of Social Science and Economic Research, vol. 3, no. 11, Nov. 2018, pp. 6203-6220, ijsser.org/more2018.php?id=433. Accessed Nov. 2018. APA Sembiring, R., Handayani, T., Astuti, M., & Matondang, N. (2018, November). MARKETING STRATEGY OF LEATHER BUSINESSES WITH QSPM METHOD IN RANGKASBITUNG DISTRICT LEBAK-BANTEN. Int. j. of Social Science and Economic Research, 3(11), 6203-6220. Retrieved from ijsser.org/more2018.php?id=433 Chicago Sembiring, Rosali, Tati Handayani, Miguna Astuti, and Nurhafifah Matondang. "MARKETING STRATEGY OF LEATHER BUSINESSES WITH QSPM METHOD IN RANGKASBITUNG DISTRICT LEBAK-BANTEN." Int. j. of Social Science and Economic Research 3, no. 11 (November 2018), 6203-6220. Accessed November, 2018. ijsser.org/more2018.php?id=433.
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Abstract: Small and medium enterprises (SMEs) in rural areas have a strategic role in national economic development activities. One of the small household and handicraft industry is a leather craft business in the Rangkasbitung sub-district, Lebak-Banten. The purpose of this research is to make leather craftsmen to market leather products with the right strategies so that there is an increase in income by: (1) analyzing any internal and external factors of leather that can affect the marketing of leather crafts; (2) analyze alternative marketing strategies that can be applied in the marketing of leather crafts. With the SWOT and QSPM analysis through questionnaires to 15 respondents consisting of business actors, figures and relevant officials in the Rangkas subdistrict, the results obtained are as follows: (1) alternative strategies obtained through the analysis of SWOT positions in 2017 are different from those in 2018, where in 2017 the SO strategy was obtained with an alternative strategy priority was the market penetration strategy, while the analysis results in 2018 analysis showed that the alternative business strategy was more to the WT strategy. The alternative WT strategies include a merger strategy, a strategy to maintain existence, and a liquidation strategy; (2) as for the priority sequence of strategies based on QSPM analysis in 2018 based on the value of interest by respondents in the first order is the strategy to maintain existence, the second is the merger strategy and the third is the liquidation strategy.

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