Strategi Pengembangan Bisnis Makanan Beku pada PT X

Abstract

garah ke produk yang praktis dan tahan simpan. PT X bergerak pada perdagangan produk beku dengan fokus utama daging sapi impor. PT X juga menjual kentang beku, ikan beku, ayam, dan produk olahan. PT X menghadapi masalah fluktuasi omzet dari Desember 2023 sampai November 2024. Pencapaian omzet juga masih berada di bawah target yang diinginkan oleh perusahaan. Tekanan persaingan frozen food semakin tinggi. Risiko eksternal juga meningkat karena kuota impor, perubahan regulasi, dan pergerakan nilai tukar. Hambatan internal juga muncul dari biaya listrik dan BBM, keterbatasan armada distribusi, serta ketahanan rantai dingin. Penelitian ini bertujuan: (1) menganalisis faktor internal dan eksternal yang memengaruhi PT X, (2) merumuskan alternatif strategi pengembangan bisnis, dan (3) menentukan prioritas strategi yang paling tepat untuk diterapkan. Metode yang digunakan meliputi Business Model Canvas untuk analisis internal dan PESTEL untuk analisis eksternal. Tahap selanjutnya memakai matriks IFE dan EFE. Posisi perusahaan dianalisis dengan matriks IE. Alternatif strategi dirumuskan dengan matriks SWOT. Prioritas strategi ditentukan dengan A’WOT melalui AHP. Penelitian dilaksanakan pada Agustus sampai November 2025. Data primer diperoleh melalui wawancara dan kuesioner. Responden terdiri dari 3 pihak internal dan 3 pihak eksternal. Hasil analisis internal menghasilkan tujuh kekuatan dan tiga kelemahan. Kekuatan utama ada pada keberagaman produk olahan beku dan kualitas produk daging beku. Kelemahan utama ada pada biaya listrik dan BBM yang sulit dikendalikan. Hasil analisis eksternal menghasilkan tiga peluang dan tujuh ancaman. Peluang penting muncul dari perubahan iklim yang membuka ruang penjualan varian protein lain serta isu halal dan kepercayaan konsumen. Ancaman utama muncul dari persaingan yang semakin ketat dan penurunan daya beli. Skor tertimbang IFE sebesar 2,91 mengindikasikan posisi internal perusahaan berada pada kategori sedang dalam memaksimalkan kekuatan dan meminimalisir kelemahan perusahaan. Skor tertimbang EFE sebesar 3,16 menunjukkan bahwa PT X memiliki kemampuan yang cukup baik dalam merespons semua peluang dan ancaman yang ada. Berdasarkan posisi pada matriks IE, PT X berada pada kuadran II yang menunjukkan strategi grow and build. Fokus strategi perlu mengarah pada pertumbuhan pasar dan penguatan kemampuan internal. Matriks SWOT menghasilkan sepuluh alternatif strategi. Strategi tersebut mencakup good better best price untuk segmen berbeda. Strategi tersebut juga mencakup pengembangan produk unggulan ready to cook. Strategi lain mencakup layanan pick up point, program membership, dan transparansi informasi halal. Ada juga strategi penyesuaian harga berbasis nilai tukar dan biaya impor. Ada juga strategi multi vendor dan buffer stock untuk menjaga kontinuitas stok. Alternatif ini disusun untuk memperkuat daya saing dan menekan risiko pasokan serta biaya. Hasil prioritas A’WOT menempatkan strategi good better best price sebagai peringkat pertama. Strategi ini memperjelas struktur harga per segmen dan meningkatkan peluang penetrasi pasar. Strategi peringkat kedua adalah pengembangan produk unggulan ready to cook. Strategi ini memperkuat diferensiasi dan mendorong ekspansi ke segmen yang mengutamakan kepraktisan. Strategi peringkat ketiga adalah layanan pick up point untuk pengiriman produk beku. Strategi ini meningkatkan efisiensi distribusi dan memperluas akses pelanggan. Penelitian merekomendasikan fokus pada tiga strategi prioritas tersebut. Implementasi perlu disertai evaluasi berkala agar strategi tetap relevan terhadap perubahan pasar dan risiko operasional. Implikasi manajerial penelitian ini menunjukkan bahwa PT X perlu menjalankan strategi pengembangan bisnis melalui tahapan implementasi yang bertahap dan terarah. Pada jangka pendek, perusahaan perlu memprioritaskan penerapan good better best price dengan penataan struktur harga dan diferensiasi produk untuk mendorong peningkatan volume penjualan dan perluasan segmen pelanggan. Pada jangka menengah, fokus diarahkan pada pengembangan produk unggulan ready to cook melalui pemilihan produk dengan permintaan tinggi, penguatan konsistensi mutu, serta penyempurnaan kemasan agar meningkatkan nilai tambah dan loyalitas pelanggan. Pada jangka panjang, perusahaan perlu memperkuat sistem distribusi melalui pengembangan layanan pick up point sebagai solusi efisiensi logistik dan perluasan jangkauan pasar yang berkelanjutan. Implikasi manajerial ini sejalan dengan posisi PT X pada strategi grow and build, dengan penekanan pada pertumbuhan pasar, diferensiasi produk, dan peningkatan efisiensi operasional.

Micro, small, and medium enterprises (MSMEs) play a major role in Indonesia’s economy. MSMEs contribute about 61% to national GDP and absorb around 97% of employment. The frozen food industry is one of the fastest-growing segments. Consumer preferences increasingly shift toward products that are practical, easy to store, and consistent in quality. PT X operates as a frozen food trader. Its main product is imported beef. PT X also sells frozen potatoes, frozen fish, chicken, and processed frozen products. PT X faces fluctuating sales turnover from December 2023 to November 2024. The turnover achievement is also still below the target desired by the company. Competitive pressure in the frozen food market continues to intensify. External risks also increase due to import quotas, regulatory changes, and exchange rate movements. Internal constraints appear through electricity and fuel costs, limited distribution capacity, and cold chain reliability. This study aimed to: (1) analyze internal and external factors affecting PT X, (2) formulate alternative business development strategies, and (3) determines the most appropriate priority strategies for implementation. The research employed the Business Model Canvas to analyze internal conditions and the PESTEL framework to assess the external environment. Furthermore, the IFE and EFE matrices were applied to evaluate internal and external strategic positions, followed by the IE matrix to identify the company’s strategic posture. Alternative strategies were formulated using the SWOT matrix, while strategic priorities were determined using the A’WOT method integrated with the Analytic Hierarchy Process (AHP). The study was conducted from August to November 2025. Primary data were collected through interviews and questionnaires involving three internal stakeholders and three external stakeholders. The internal analysis identified seven strengths and three weaknesses. The main strengths were found in the diversity of processed frozen food products and the quality of frozen meat products, while the primary weakness was the limited controllability of electricity and fuel costs. The external analysis revealed three opportunities and seven threats. Key opportunities arose from climate-related changes that opened potential markets for alternative protein variants, as well as increasing consumer awareness regarding halal assurance and trust. Major threats stemmed from intensifying competition within the frozen food market and declining consumer purchasing power. The weighted IFE score of 2.91 indicated that the company’s internal position was moderate in maximizing strengths and minimizing weaknesses. Meanwhile, the weighted EFE score of 3.16 demonstrated that PT X had a relatively strong capability to respond to external opportunities and threats. Based on the IE matrix, PT X was positioned in Quadrant II, indicating a grow and build strategy. Strategic focus needed to be directed toward market expansion and strengthening internal capabilities. The SWOT analysis generated ten alternative strategies, including the implementation of a good-better-best pricing strategy for different customer segments, development of flagship ready-to-cook products, establishment of pick up point distribution services, implementation of membership programs, and enhancement of halal information transparency. Additional strategies involved exchange rate based price adjustments, multi-vendor sourcing, and buffer stock management to ensure supply continuity. These alternatives were formulated to strengthen competitiveness while mitigating supply and cost-related risks. The A’WOT analysis identified three priority strategies. The highest priority was the implementation of the good–better–best pricing strategy, which clarified price structures across market segments and increased market penetration potential. The second priority was the development of flagship ready-to-cook products to strengthen differentiation and capture convenience-oriented consumer segments. The third priority was the establishment of pick up point services to improve distribution efficiency and expand customer accessibility. The managerial implications of this study indicated that PT X needed to implement its business development strategy through a phased and structured approach. In the short term, the company needed to prioritize the application of the good–better–best pricing strategy through price restructuring and product differentiation to increase sales volume and expand customer segments. In the medium term, PT X needed to focus on developing ready-to-cook flagship products by selecting high-demand items, strengthening quality consistency, and improving packaging to enhance added value and customer loyalty. In the long term, the company needed to strengthen its distribution system through the development of pick-up point services as a sustainable solution for logistics efficiency and market expansion. These managerial implications were aligned with PT X’s grow and build strategic position, emphasizing market growth, product differentiation, and operational efficiency improvement.