Strategi Pertumbuhan Usaha Kecil Menengah (UKM)
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Published:
Feb 11, 2017
Keywords:
Business Growth Strategy, SMEs
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Abstract
This study aims to analyze the strategies needed for SMEs to improve business performance. Research conducted on the owners of SMEs in Malang Regency as many as 50 SMEs. Data collection techniques used questionnaires, and data analysis using Confirmatory Factor Analysis. The results showed that the implementation of small and medium enterprise business growth strategy includes penetration strategy, market development, product development, and diversification strategy. A penetration strategy is a factor that plays a major role in improving the growth strategy. Another finding is that product development strategy is a strategy preferred by small and medium business owners by generating products or services with different characteristics from competitors, and utilizing technology to make production processes more efficient. A penetration strategy is the most important type of strategy for SME growth, but it is the most widely applied product development strategy. The implication of this research is that SMEs should begin to improve the implementation of penetration strategies to improve business performance by attracting old customers to buy more SME products.
Penelitian ini bertujuan untuk menganalisis strategi diperlukan UKM untuk meningkatkan kinerja usaha. Penelitian dilakukan terhadap pemilik UKM di Kabupaten Malang sebanyak 50 UKM. Teknik pengumpulan data menggunakan angket, dan analisis data menggunakan Analisis Faktor Konfirmatori. Hasil penelitian menunjukkan bahwa pelaksanaan strategi pertumbuhan usaha usaha kecil menengah meliputi strategi penetrasi, pengembangan pasar, pengembangan produk, dan strategi diversifikasi. Strategi penetrasi merupakan faktor yang berperan paling besar meningkatkan strategi pertumbuhan. Temuan lain adalah bahwa strategi pengembangan produk merupakan strategi yang lebih banyak dipilih oleh para pemilik usaha kecil menengah dengan cara menghasilkan produk atau jasa dengan ciri-ciri yang berbeda dari pesaing, dan memanfaatkan teknologi agar proses produksi lebih efisien. Strategi penetrasi merupakan jenis strategi yang paling penting bagi pertumbuhan UKM, namun justru strategi pengembangan produk yang paling banyak diterapkan. Implikasi penelitian ini bahwa UKM harus mulai meningkatkan implementasi strategi penetrasi agar mampu meningkatkan kinerja usaha, dengan cara menjaring para pelanggan lama untuk membeli lebih banyak produk UKM.
Penelitian ini bertujuan untuk menganalisis strategi diperlukan UKM untuk meningkatkan kinerja usaha. Penelitian dilakukan terhadap pemilik UKM di Kabupaten Malang sebanyak 50 UKM. Teknik pengumpulan data menggunakan angket, dan analisis data menggunakan Analisis Faktor Konfirmatori. Hasil penelitian menunjukkan bahwa pelaksanaan strategi pertumbuhan usaha usaha kecil menengah meliputi strategi penetrasi, pengembangan pasar, pengembangan produk, dan strategi diversifikasi. Strategi penetrasi merupakan faktor yang berperan paling besar meningkatkan strategi pertumbuhan. Temuan lain adalah bahwa strategi pengembangan produk merupakan strategi yang lebih banyak dipilih oleh para pemilik usaha kecil menengah dengan cara menghasilkan produk atau jasa dengan ciri-ciri yang berbeda dari pesaing, dan memanfaatkan teknologi agar proses produksi lebih efisien. Strategi penetrasi merupakan jenis strategi yang paling penting bagi pertumbuhan UKM, namun justru strategi pengembangan produk yang paling banyak diterapkan. Implikasi penelitian ini bahwa UKM harus mulai meningkatkan implementasi strategi penetrasi agar mampu meningkatkan kinerja usaha, dengan cara menjaring para pelanggan lama untuk membeli lebih banyak produk UKM.
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How to Cite
Sarwoko, E. (2017). Strategi Pertumbuhan Usaha Kecil Menengah (UKM). Jurnal Ekonomi Modernisasi, 13(1), 46–52. https://doi.org/10.21067/jem.v13i1.1764
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References
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Lumpkin, G. T., & Dess, G. G. (2001). Linking two dimensions of entrepreneurial orientation to firm performance: The moderating role of environment and industry life cycle. Journal of Business Venturing, 16(5), 429–451. http://doi.org/10.1016/S0883-9026(00)00048-3
Rue, L.W. and Ibrahim, N.A. (1998), The relationship between planning sophistication and performance in small businesses, Journal of Small Business Management, 36(4), 24-32.
Sarwoko, E., & Hadiwidjojo, D. (2013). Entrepreneurial Characteristics and Competency as Determinants of Business Performance in SMEs. IOSR Journal of Business and Management (IOSR-JBM), 7(3), 31–38. http://doi.org/10.9790/487X-0733138
Verheul, I., Uhlaner, L. and Thurik, A.R. (2002), ‘‘What is an entrepreneur? Self-image, activities and gender’’, Proceedings of the International Council for Small Business, 47th World Conference, San Juan, 16-19 June.
Wiklund, J. & Shepherd, D. (2005), Entrepreneurial orientation and small business performance: a configurational approach, Journal of Business Venturing, 20 (1): 71-91. http://dx.doi.org/10.1016/j.jbusvent.2004.01.001.
Zahra, S.A, and Covin, J.G. (1995). Contextual influences on the corporate entrepreneurship performance relationship: Alongitudinal analysis. Journal of Business Venturing 10(1), 43–58. http://dx.doi.org/10.1016/0883-9026(94)00004-E.
Boohene, R., Sheridan, A., & Kotey, B. (2008). Gender, personal values, strategies and small business performance: A Ghanaian case study. Equal Opportunities International, 27(3), 237–257. http://doi.org/10.1108/02610150810860075
Chen, G., Li, J., & Matlay, H. (2006). Who are the Chinese private entrepreneurs?: A study of entrepreneurial attributes and business governance. Journal of Small Business and Enterprise Development, 13(2), 148–160. http://doi.org/10.1108/14626000610665863
Covin, J. G., & Slevin, D. P. (1989). Strategic Management of Small Firms in Hostile and Benign Environments. Strategic Management Journal, 10(1), 75–87. http://doi.org/10.1002/smj.4250100107
Covin, J.G., & Covin, T. (1990). Competitive aggressiveness, environmental context, and small firm performance. Entrepreneurship: Theory and Practice, 14(4), 35–50.
Gibcus, P. & Kemp, R. (2003). Strategy and small firm performance, Research Report H200208, January, EIM, Zoetermeer.
Hashim, M. K. (2000). Business strategy and performance in Malaysian SMEs: A recent survey. Malaysian Management Review, 35(2), 1-10.
Hisrich, R.D., Peter, M.P., and Shepherd, D.A., (2008). Entrepreneurship. Chriswan Sungkono dan Diana Angelica (penerjemah), Kewirausahaan, Salemba Empat, Jakarta.
Kemp, R.G.M., & Verhoeven, W.H.J. (2002). Growth patterns of medium-sized, fastgrowing firms: the optimal resource bundles for organisational growth and performance, EIM SCALES Research Report H200111, EIM, Zoetermeer
Li, H., Zhang, Y., & Chan, T. S. (2005). Entrepreneurial strategy making and performance in China’s new technology ventures - The contingency effect of environments and firm competences. Journal of High Technology Management Research, 16(1), 37–57. http://doi.org/10.1016/j.hitech.2005.06.003
Li, Y.-H., Huang, J.-W., & Tsai, M.-T. (2009). Entrepreneurial orientation and firm performance: The role of knowledge creation process. Industrial Marketing Management, 38(4), 440–449. http://doi.org/10.1016/j.indmarman.2008.02.004
Lumpkin, G. T., & Dess, G. G. (2001). Linking two dimensions of entrepreneurial orientation to firm performance: The moderating role of environment and industry life cycle. Journal of Business Venturing, 16(5), 429–451. http://doi.org/10.1016/S0883-9026(00)00048-3
Rue, L.W. and Ibrahim, N.A. (1998), The relationship between planning sophistication and performance in small businesses, Journal of Small Business Management, 36(4), 24-32.
Sarwoko, E., & Hadiwidjojo, D. (2013). Entrepreneurial Characteristics and Competency as Determinants of Business Performance in SMEs. IOSR Journal of Business and Management (IOSR-JBM), 7(3), 31–38. http://doi.org/10.9790/487X-0733138
Verheul, I., Uhlaner, L. and Thurik, A.R. (2002), ‘‘What is an entrepreneur? Self-image, activities and gender’’, Proceedings of the International Council for Small Business, 47th World Conference, San Juan, 16-19 June.
Wiklund, J. & Shepherd, D. (2005), Entrepreneurial orientation and small business performance: a configurational approach, Journal of Business Venturing, 20 (1): 71-91. http://dx.doi.org/10.1016/j.jbusvent.2004.01.001.
Zahra, S.A, and Covin, J.G. (1995). Contextual influences on the corporate entrepreneurship performance relationship: Alongitudinal analysis. Journal of Business Venturing 10(1), 43–58. http://dx.doi.org/10.1016/0883-9026(94)00004-E.