Please use this identifier to cite or link to this item:
http://repository.ipb.ac.id/handle/123456789/156835
Title: | Strategi Pemasaran pada Lezat’s Cafe 88 Sentul |
Other Titles: | Marketing Strategy at Lezat’s Cafe 88 Sentul |
Authors: | Jahroh, Siti Taryana, Asep Zhafirah, Khansa Haura |
Issue Date: | 2024 |
Publisher: | IPB University |
Abstract: | KHANSA HAURA ZHAFIRAH. Strategi Pemasaran pada Lezat’s Cafe 88 Sentul.
Dibimbing oleh SITI JAHROH dan ASEP TARYANA.
Lezat’s Cafe 88 Sentul mengalami penurunan omset dalam empat bulan
terakhir sehingga perlu mengatasi masalah ini. Tujuan penelitian ini adalah
mengidentifikasi lingkungan internal dan eksternal, merumuskan alternatif strategi,
dan prioritas strategi pemasaran untuk Lezat’s Cafe 88 Sentul. Penelitian dilakukan
dari bulan Desember 2023 – Juni 2024. Data dikumpulkan melalui wawancara dan
kuesioner. Total responden internal dan eksternal sebanyak 44. Analisis dilakukan
dengan tiga tahap formulasi strategi mencakup matriks IFE-EFE, matriks IE,
SWOT, dan QSPM. Hasil penelitian ini menunjukkan kekuatan utama perusahaan
adalah harga sebanding dengan kualitas, pelayanan ramah, dan variasi menu dengan
cita rasa baik dengan kelemahan utama kurang optimalnya kegiatan pemasaran dan
penyebaran konten. Peluang utama yang dimiliki adalah segmen pasar yang luas
pada industri kuliner dengan ancaman utama adanya produk lebih inovatif dan
fasilitas lebih menarik dari pesaing. Terdapat enam alternatif strategi dari hasil
matriks SWOT. Strategi prioritas utama berdasarkan matriks QSPM, yaitu
meningkatkan kualitas promosi melalui media sosial atau pada lokasi perusahaan. Lezat’s Cafe 88 Sentul has experienced a decline in revenue over the past four months and needs to address this issue. This research aims to identify internal and external environments, formulate alternative strategies, and prioritize marketing strategies for Lezat’s Cafe 88 Sentul. The research was conducted from December 2023 to June 2024. Data were collected through interviews and questionnaires with a total of 44 internal and external respondents. This study employed three stages of strategy formulation, encompassing the IFE-EFE matrix, IE matrix, SWOT, and QSPM. The analysis results showed that the company's main strengths were the price-quality ratio, friendly service, and a variety of menus with good taste, while the main weaknesses was the suboptimal marketing activities and content distribution. The main opportunity that was available was a wide market segment in the culinary industry, with the main threat being competitors offering more innovative products and more attractive facilities. Six alternative strategies were formulated from the SWOT matrix. The main priority strategy identified based on the QSPM matrix was to improve promotion quality through social media or leveraging the company’s strategic location. |
URI: | http://repository.ipb.ac.id/handle/123456789/156835 |
Appears in Collections: | UT - Business |
Files in This Item:
File | Description | Size | Format | |
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cover_K1401201004_17e161bce7d142a8ab31b45490701d2a.pdf | Cover | 1.03 MB | Adobe PDF | View/Open |
fulltext_K1401201004_566a2b2b6c58498782e70cdf09183aec.pdf Restricted Access | Fulltext | 1.38 MB | Adobe PDF | View/Open |
lampiran_K1401201004_24efb061bac64835b2d898be3bc0a6e0.pdf Restricted Access | Lampiran | 1.32 MB | Adobe PDF | View/Open |
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