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Analisis SWOT untuk Menetapkan Strategi Bersaing Pada PT. Tarindo

Economics Development Analysis Journal · Vol. 6 No. 1 (2018) · pp. 86–94

DOI
10.15294/edaj.v6i1.22205
ISSN
2252-6560
Published
2018-03-14
Publisher
Economics Development Department, Universitas Negeri Semarang, Indonesia
Language
eng

Abstract

Tujuan penelitian ini, mengetahui dan menganalisis kondisi lingkungan internal dan eksternal, serta alternatif strategi yang dapat dipilih. Data yang digunakan dalam penelitian ini adalah data data primer dan sekunder dan dianalisis menggunakan analisis deskriptif terhadap SWOT. Hasil penelitian menunjukkan; 1). Kondisi lingkungan internal PT. Tarindo dari faktor strenght terdiri dari umur perusahaan, karyawan, mutu produk, peralatan/mesin, jaringan pemasaran, dan standar ISO 9001:2008. Faktor weaknesses terdiri dari: variasi produk, tenaga ahli, pendidikan karyawan, dan divisi R&D. 2). Kondisi lingkungan eksternal faktor opportunity terdiri dari: pertumbuhan jumlah penduduk, ekspor, bahan baku, dan desain baru. Faktor threath terdiri dari: produk substitusi, gaya hidup modern, harga bahan baku, dan BBM. 3). Alternatif strategi S-O dengan teknis growth yang terfokus pada stabel growth. Alternatif strategi W-O dengan teknis stability yang terfokus pada aggressive maintenance. Alternatif strategi ST dengan teknis diversification yang terfokus pada conglomerate. Alternatif strategi W-T dengan teknis survival yang terfokus pada turn arround. The purpose of this study, investigate and analyze the internal and external environmental conditions, as well as alternative strategies can be chosen. The data used in this study is data and the primary and secondary data were analyzed using descriptive analysis of SWOT. The results showed; 1). PT Tarindo internal environmental conditions of strenght factors consist of: the age of the company, employees, product quality, equipment / machinery, network marketing, and ISO standards. Factors weaknesses consist of: the variety of products, expertise, employee education, and R & D division. 2). External environmental conditions opportunity factors consist of: population growth, export, raw materials, and designs. Threath factor consisting of product substitution, modern lifestyle, the price of raw materials, and fuel. 3). Alternative strategies S-O with growth. Alternative strategies W-O with stability. ST strategic alternatives with technical diversification. Alternative strategies W-T with survival.

Collaboration network of the authors

40 authors · 123 co-authorship links · showing the 40 most connected

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  • Universitas Halu Oleo
  • Universitas Bhayangkara Surabaya
  • Institut Teknologi Sepuluh Nopember
  • Affiliation unknown
  • Different organisations
  • Same organisation
  • Affiliation unknown
  • Thicker line = more joint articles · bigger circle = more articles
Show as table
Co-authorOrganisationJoint articles
Nina OktarinaAffiliation unknown5
Tri SuminarAffiliation unknown4
Tri Joko RaharjoAffiliation unknown4
Ketut SudarmaAffiliation unknown4
Wijang SakitriAffiliation unknown3
Muhammad KhafidAffiliation unknown3
Masrukhi MasrukhiAffiliation unknown3
Haryono HaryonoUniversitas Bhayangkara Surabaya3
Heri YantoAffiliation unknown3
Dorojatun PrihandonoAffiliation unknown3
Agus WahyudinAffiliation unknown3
P. Eko PrasetyoAffiliation unknown3
Kardoyo KardoyoAffiliation unknown3
Andryan SetyadharmaAffiliation unknown3
Suyatno SuyatnoAffiliation unknown2
I Made SudanaAffiliation unknown2
Titi PrihatinAffiliation unknown2
Amin YusufAffiliation unknown2
Samsudi SamsudiAffiliation unknown2
Beni HabibiAffiliation unknown2
Soesanto SoesantoAffiliation unknown2
Widiyanto WidiyantoAffiliation unknown2
Amin PujiatiAffiliation unknown2
Murwatiningsih MurwatiningsihAffiliation unknown2
Fahrur RoziInstitut Teknologi Sepuluh Nopember2
Sucihatiningsih Dian Wisika PrajantiAffiliation unknown2
Eko HandoyoAffiliation unknown2
Wagiran WagiranAffiliation unknown2
Sumiman UduUniversitas Halu Oleo1
La Ode SahidinUniversitas Halu Oleo1
Siti RahmawatiAffiliation unknown1
Bambang SubaliAffiliation unknown1
Harianingsih HarianingsihAffiliation unknown1
Kiki ZuliasantiAffiliation unknown1
Renita SariAffiliation unknown1
Naelatun Ni'mahAffiliation unknown1
Ratih RahmawatiAffiliation unknown1
Nur Amilatus SaadahAffiliation unknown1

Affiliations come from OpenAlex; journal OAI-PMH metadata carries none. Authors without an OpenAlex ID are matched by name, which can merge or split people.

Metadata source: OAI-PMH (metadata jurnal) https://journal.unnes.ac.id/sju/index.php/edaj/oai, first harvested 5 Nov 2026, last seen 5 Nov 2026.
Original metadata (oai_dc) 
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	<dc:title xml:lang="en-US">Analisis SWOT untuk Menetapkan Strategi Bersaing  Pada PT. Tarindo</dc:title>
	<dc:creator>Sunaryo, Sunaryo</dc:creator>
	<dc:creator>Rusdarti, Rusdarti</dc:creator>
	<dc:description xml:lang="en-US">Tujuan penelitian ini, mengetahui dan menganalisis kondisi lingkungan internal dan eksternal, serta alternatif strategi yang dapat dipilih. Data yang digunakan dalam penelitian ini adalah data data primer dan&amp;nbsp;&amp;nbsp; sekunder dan dianalisis menggunakan analisis deskriptif terhadap SWOT. Hasil penelitian menunjukkan; 1). Kondisi lingkungan internal PT. Tarindo dari faktor strenght terdiri dari umur perusahaan, karyawan, mutu produk, peralatan/mesin, jaringan pemasaran, dan standar ISO 9001:2008. Faktor weaknesses terdiri dari : variasi produk, tenaga ahli,&amp;nbsp; pendidikan karyawan, dan divisi R&amp;amp;D. 2). Kondisi lingkungan eksternal faktor opportunity terdiri dari : pertumbuhan jumlah penduduk, ekspor, bahan baku, dan desain baru.&amp;nbsp; Faktor threath terdiri dari : produk substitusi, gaya hidup modern, harga bahan baku, dan BBM. 3). Alternatif strategi S-O dengan teknis growth yang terfokus pada stabel growth. Alternatif strategi W-O dengan teknis stability yang terfokus pada aggressive maintenance. Alternatif strategi ST dengan teknis diversification yang terfokus pada conglomerate. Alternatif strategi W-T dengan teknis survival yang terfokus pada turn arround.
The purpose of this study, investigate and analyze the internal and external environmental conditions, as well as alternative strategies can be chosen. The data used in this study is data and the primary and secondary data were analyzed using descriptive analysis of SWOT. The results showed; 1). PT Tarindo internal environmental conditions of strenght factors consist of: the age of the company, employees, product quality, equipment / machinery, network marketing, and ISO standards. Factors weaknesses consist of: the variety of products, expertise, employee education, and R &amp;amp; D division. 2). External environmental conditions opportunity factors consist of: population growth, export, raw materials, and designs. Threath factor consisting of product substitution, modern lifestyle, the price of raw materials, and fuel. 3). Alternative strategies S-O with growth. Alternative strategies W-O with stability. ST strategic alternatives with technical diversification. Alternative strategies W-T with survival.</dc:description>
	<dc:publisher xml:lang="en-US">Economics Development Department, Universitas Negeri Semarang, Indonesia</dc:publisher>
	<dc:date>2018-03-14</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:type xml:lang="en-US">Peer-reviewed Article</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://journal.unnes.ac.id/sju/edaj/article/view/22205</dc:identifier>
	<dc:identifier>10.15294/edaj.v6i1.22205</dc:identifier>
	<dc:source xml:lang="en-US">Economics Development Analysis Journal; Vol 6 No 1 (2017): Economics Development Analysis Journal; 86-94</dc:source>
	<dc:source>2252-6560</dc:source>
	<dc:language>eng</dc:language>
	<dc:relation>https://journal.unnes.ac.id/sju/edaj/article/view/22205/10551</dc:relation>
	<dc:rights xml:lang="en-US">Copyright (c) 2018 Economics Development Analysis Journal</dc:rights>
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