Analisis Strategi Bisnis untuk Mencapai Keunggulan Kompetitif di UMKM Nukida Jati Bojonegoro Analysis of Business Strategies to Achieve Competitive Advantages in MSME Nukida Jati Bojonegoro

This study aims to identify business strategies implemented by MSMEs Nukida Jati to have a competitive advantage. The research method uses descriptive qualitative. Sources of data used are primary and secondary data sources. The technique of collecting data is the interview, observation, and documentation. Data analysis techniques used data reduction, presenting information data, and drawing conclusions. The calculation results of the IFE (internal factors) and EFE (external factors) matrices show that Nukida Jati MSMEs are in quadrant one. Combining these matrices in the SWOT analysis shows that the company's position allows it to maximize the opportunities and strengths. An alternative business strategy that can be applied to Nukida Jati MSMEs in this position is related diversification. This business strategy allows the company to produce various kinds of handicrafts with different specifications according to consumer demand with the same raw materials. Further product diversification can create wider market opportunities, especially if added with adequate digital marketing support.


INTRODUCTION
Business strategy is a direction of action or a series of decisions to help achieve goals. The business strategy combines all management decisions to gain a competitive advantage in the market. This strategy is a long-term plan that becomes a reference or guideline in carrying out all operational activities.
With increasing competition, business strategy is essential for the design and development of business sustainability. Business strategy is part of the design of a business. When determining the business strategy design objectives, it is necessary to know the strengths and weaknesses of the company. If each step is designed, each source will be devoted so that business activities will automatically become more effective and efficient. Business strategy refers to the business strengths used and utilized to gain an edge in business competition in the right way.
The competitive advantage can be achieved through quality control. Tight control starting from product planning, production processes to products to customers.
MSMEs must also prioritize competitive advantage. Bojonegoro is one of the districts with many MSMEs that utilize natural resources in the form of teak. Nukida Jati produces teak wood handicrafts in various shapes, designs, and varieties in Batokan Village, Kasiman District, Bojonegoro Regency. MSME Nukida Jati also faces multiple problems in running its business, both from internal and external conditions. Lack of human resources, less than optimal production capacity, inaccurate recording of financial re-ports, and competitors' numbers are also problems for Nukida MSMEs.
The fluctuating economic situation also affects product prices, so it needs the right way to survive in business. Knowing its status can help decide the right strategy based on internal and external conditions. The references of this research are Umar et al. (2016), which state that by conducting a SWOT analysis, to achieve competetive advantage. This is in line with Abdillah et al. (2017) Several studies have documented that differrent industry segments will produce other strategic policies depending on the firm's combined internal and external matrices when performing the SWOT analysis. Umar et al. (2016) and Januarwati & Poernomo (2014) document that maximizing the strengths and opportunities is the best choice when a company is in quadrant I. Meanwhile, when the company is in quadrant 4, the company must suppress its threats and weaknesses (Hidayat, 2016).
However, Abdillah et al. (2017) revealed that every MSMEs must focus on being achieved.
Even though it is in the same quadrant position, it is likely to produce different strategic policies. Sari & Suprapto (2018) show that companies are implementing a future integration strategy, Januarwati & Poernomo (2014) show a market development strategy, while Umar et al. (2016) using market penetration. This condition supports Rahmanto & Rahayu (2017)

RESEARCH METHODS
The research method is descriptive qualitative research-initial observations at MSME Nuki-da Jati Bojonegoro. Furthermore, Nukida Jati employees and consumers will be interviewed to analyze business strategies to achieve a competitive advantage in Nukida Jati Bojonegoro MSMEs. The research data is in the form of primary data, namely interviews and preliminary observations. Secondary data are supporting documents. Data collection techniques used interviews, observation, and documentation, while data analysis techniques began with data reduction, presenting information data, and draw-ing conclusions. The results of the interview can be accepted and tested using triangulation techniques.

RESULTS AND DISCUSSION
Nukida Jati MSMEs are growing, but Nukida Jati also faces obstacles. The owner of Nukida Jati has not thoroughly followed technology development to market their products, so the marketing has not been maximized. The expertise of human resources in producing handicrafts is still low, so that at the beginning of the business, there were not too many types of products made. However, until now, Nukida Jati MSMEs have progressed. Nukida Jati MSMEs can produce more than 500 handicraft products in one week. There are various models and designs for clocks, tissue boxes, drink holders, trays, jars, wall hangings, lamps, miniature vehicles, etc.

Figure 1 Nukida Jati MSMES Products
The prices for Nukida Jati products range from Rp. 25,000 to Rp. 500,000. Nukida Jati innovates products from shape, size, type, and color. The marketing is also expanding. Once a week, MSMEs Nukida Jati sends goods to Jepara, Surabaya, Jakarta, and Bali. As the business grows, many similar enterprises continue to emerge. This is a threat to Nukida Jati MSMEs in running their business. Until now, Nukida Jati MSMEs, while maintaining product quality, will still attract consumer interest in their products.

The problem of limited capital causes MSMEs
Nukida Jati to experience obstacles in increasing production capacity to meet demand. Also, MSME Nukida Jati does not have a financial report book.
The recording system only uses sales notes, so there is no financial report.
Like any business in general, a craft business also requires careful planning. The planning carried out by Nukida Jati MSMEs is not optimal. It does not have a target and is not well documented. Teak Nukida MSMEs rarely evaluate their business in financial performance, product innovation, and other performance. Nukida Jati MSMEs make products to follow the latest market trends and demands. Creating new product designs is done when there is a decrease in demand for available products.
"All models depend on market demand; as long as they are still in demand, they will still make it, then later when it is a bit decreased, then make more designs." The statement from Mr. A also supports this statement as the artisan of Nukida Jati: "There are many problems with that model, miss. The shape of the color depends on the request. " Product sales are an indicator of the success or failure of a company in implementing a strategy. Nukida Jati sells to various groups, but primarily to regular customers who have been in large numbers for a long time with multiple marketing methods. In marketing its products, Nukida Jati also carries out promotions to become increasingly recognized by the wider community.

"Yes, the promotion is via cellphones, whether via Facebook or what it is. It is being
photographed and then uploaded. There will be something interesting, definitely contact. Now, the promotion goes through it faster. If there is a participating exhibition event, it will help marketing. " However, until now, Nukida Jati does not have a brand. Business owners feel that there is no significant influence on the presence or absence of their products. According to him, the most crucial thing in business is that sales can increase. Thus, superior regional products' potential has not been maximally utilized because there is no brand strength in the product. The availability of stock items is also a point of concern for Nukida Jati. Usually, companies always provide a stock of goods as a backup if, at any time, there is a product order that must be done suddenly. The location of MSMEs Nukida Jati, which is on the border between Padangan District and Cepu District, is a strategic area because many immigrants have crossed the site. It is an opportunity for Nukida Jati to increase its sales.
Financial condition is one of the most critical factors for a related business in obtaining capital, using business costs, and calculating profits. The capital of Nukida Jati MSMEs only comes from business owners, so that it is constrained. The production function in a company consists of turning input activities into output in teak After knowing the total score on the IFE matrix and the EFE matrix, an IE matrix analysis is carried out to determine the position of Nukida Jati MSMEs. This step was taken to determine the alternative strategies that could be applied. The IE matrix is structured based on two key dimensions. The horizontal axis of the IE matrix shows the total score of the IFE matrix, while the vertical axis of the IE matrix shows the total score of the EFE matrix. Figure 2 shows the results of the IE matrix analysis at Nukida Jati MSMEs. Based on the strengths, weaknesses, opportunities, and threats of MSMEs Nukida Jati, a SWOT matrix analysis is carried out to be able to survive in the face of increasingly fierce competition, and produce four strategies, namely: Also, promotion through social media must be further improved to expand the marketing 1. We are promoting through social media so that the marketing area can cover national and global scales. 2. Excellent product quality and various designs and types of products can increase consumer interest in the product.
1. Increase the ability to use technology to be able to sell internet-based products. 2. We are creating a brand on the product to increase the quality of the product into a superior product. Another strategy that needs to be applied is the manufacture of brands for Teak Nukida handicraft products. The strength of the brand on the product is very influential in making sales.

Threat (T) S-T Strategy W-T Strategy
The existence of a brand on the product will make it easier for MSME Nukida Jati to carry out marketing or promotional activities, get protection for product characteristics, and create

c. S-T strategy
The S-T strategy utilizes the existing strengths in the company to avoid various threats that arise. Some of the resulting strategies are maintaining product quality and providing excellent service to consumers, thereby creating consumer confidence in Nukida Jati products to compete with competitors.
Another strategy that needs to be done is always to set competitive prices by paying attention to product prices from competitors. By consistently providing competitive prices, it will attract consumer interest so that the business carried out will survive the actual competition. In line with that, Agusri (2019) and Halin et al. (2017) state that determining the price of a company's product has a positive effect on sales volume.

d. W-T strategy
The W-T strategy aims to reduce or minimize the weaknesses that exist in the company to avoid emerging threats. Nukida Jati MSMEs must be able to increase human resources that are still lacking in the use of technology. Also, Nukida Jati MSMEs must raise business capital, which is also a disadvantage of Nukida Jati by innovating products. Sales will increase, and the profits obtained will also increase. By having sufficient capital and proper financial management, Nukida Jati can run a business well and compete by implementing the right strategy. This is in line with Berkova et al.