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American Journal of  Economics and 
Business Innovation (AJEBI)

What is the Development Strategy for a Service-based Business?
Otong Karyono1*

Volume 1 Issue 3, Year 2022
ISSN: 2831-5588 (Online)

DOI: https://doi.org/10.54536/ajebi.v1i3.824
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Article Information ABSTRACT

Received: October 23, 2022

Accepted: November 11, 2022

Published: November 27, 2022

This study aims to map out how to develop strategies for service-based businesses to take 
advantage of  opportunities and maximize the role of  resources by anticipating weaknesses 
and threats. This research was conducted on a service-based business. The research method 
used is descriptive qualitative, with research subjects being business owners, employees, and 
some consumers in the laundry business in Watampone City. The analytical technique used 
in this research is SWOT analysis (Strength, Weakness, Opportunity, Treatment) as an 
alternative mapping strategy that will be implemented in future business development. From 
the results of  research using swot analysis in the laundry business in Watamponen City, 
implementing a laundry business development strategy has excellent prospects and 
opportunities, so the strategy that is considered suitable is based on the research results using 
a Growth-oriented strategy.

Keywords
Service Business, Strategy 
Development, SWOT Analysis.

1 Department of  Business and Economics Sharia, Institut Agama Islam Negeri Bone, Indonesia
* Corresponding author’s e-mail: otong.karyono@iain-bone.ac.id

INTRODUCTION
The service industry is one of  the business fields that focus 
on service, so in its implementation, the service industry 
focuses on customer satisfaction. Customer satisfaction 
will be created from how much benefit is received or 
felt by the customer compared to the sacrifices incurred. 
The vital role of  the service industry today dramatically 
affects the dynamics of  an increasingly competitive 
business because services are an effort to meet customer 
needs and provide satisfactory service to customers 
among the quite competitive competition. Competition 
in the service industry in this digitalization era is very 
complex, along with the increasingly critical customers in 
assessing whether a service is a quality or not. Business 
defense against increasingly competitive dynamics for 
the service industry and other industries. The key word 
in strengthening and maintaining competitiveness in the 
competitive era is the strategy (Stephen P Kaufman; A 
Steven Walleck, 1980). This statement is reinforced by 
several research results which show that strategy is a 
tool that is considered effective in building competitive 
advantage (Abdulwase et al., 2021; Maryani & Chaniago, 
2019; S et al., 2021). More specifically (Milano, 2021) 
states that one way to create a competitive advantage is to 
make your product’s features or benefits superior to your 
competitors.
Problems in small and medium-sized businesses, based 
on products and services, are lack of  business capital, 
lack of  knowledge about how to develop a business, 
lack of  product innovation, and lack of  understanding 
of  digital marketing and bookkeeping factors manual 
(Luthfa, 2021). Highlighting the problem of  lack of  
knowledge about how to develop a business, this 
research will try to contribute empirically to conducting 
business development studies in small and medium-sized 

enterprises by identifying external and internal factors 
as inputs in strategy assessment. The development 
of  business strategies in the service industry in the 
current era is a concern for researchers because business 
development will become a driving force or motivation 
factor for business actors in determining future strategic 
steps. Previous researchers who were interested in 
conducting studies on business strategies in small and 
medium enterprises, such as those conducted by (Abdillah 
et al., 2018; Raymond & Bergeron, 2008; Sawangchai et al., 
2018), each conducted research on strategy formulation 
in developing alternative strategies for small and medium 
enterprises. 
The difference with the research that will be carried 
out lies in the aspect of  the study and output, that the 
research to be carried out will try to provide empirical 
confirmation regarding the identification of  business 
opportunities in the service industry by paying attention 
to and analyzing external and internal environmental 
factors so that this will make it easier business actors in 
carrying out their strategies following the research results.
A laundry business is a business whose core business is 
customer service. 
The core business of  laundry is the activity of  washing 
textile materials or a place to wash textiles. This business 
activity is very much needed by people with a dense activity 
so that an alternative community can use this laundry 
service. However, this business is because it is easy to 
practice, resulting in higher competition. This is also felt 
in the laundry business in Bone Regency, South Sulawesi, 
which shows increasingly competitive competition in the 
Laundry business, whether the business can still grow 
by taking advantage of  opportunities and strengths and 
minimizing existing weaknesses and threats. Therefore, 
this study aims to map the potential and opportunities of  

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the laundry business in a very competitive environment 
for the future. Therefore, the role of  this research is 
significant as an empirical reference on how a business 
can survive and have a competitive advantage so that it 
can continue to meet customer needs. The maximum is 
to meet customer satisfaction, ultimately providing added 
value for customers and enabling the business to survive 
in an increasingly competitive business environment.

LITERATURE REVIEW
Strategy, according to Porter, is a tool to achieve a 
competitive advantage. Strategy is a joint means to 
achieve long-term targets. Strategy can also be regarded 
as an action potential that, in its implementation, requires 
managerial decisions in allocating or deploying relatively 
large amounts of  resources. The strategic importance 
of  its position in a company because the strategy can 
affect the company’s development in the long term, for 
example, for the next five years, so it can be said that 
the strategy is always oriented to the future. The strategy 
has multifunctional or multidivisional consequences and 
must consider the company’s external and internal factors 
(David, 2011).
Hamel and Prahalad argue that strategy is an action 
that has an incremental (increasing) and continuous 
nature and is carried out based on aspects of  what 
customers expect in the future (Umar, 2005). Strategic 
planning always begins with the question “what can 
happen,” not “what happens.” The speed of  new market 
innovation and changes in consumer patterns must 
require core competencies, so companies must look 
for core competencies in their business. Strategy is a 
comprehensive plan of  how the company will achieve 
its mission and goals (Thomas L. Wheleen and J. David 
Hunger, 2010). The strategy will maximize competitive 
advantage and minimize competitive limitations (Thomas 
L. Wheleen and J. David Hunger, 2010). In conclusion, the 
strategy is a series of  decisions and actions implemented 
to win the competition and achieve company goals.
Business development is the commitment of  business 
actors to achieve the desired growth pattern through 
profit acquisition from new or existing customers. A 
business development strategy is a process used to 
identify, maintain and acquire new customers and capture 
business opportunities to achieve maximum business 
growth. The scope of  business development will differ 
from one company to another; this depends on the 
business model implemented. Eight strategic steps in the 
business development process are considered adequate, 
as quoted by (Redaksi OCBC NISP, 2021), including:

Building a Brand
A brand or brand is a sign associated with a product. A 
brand has a purpose as a differentiator between a product 
and other products, making it easier for consumers or 
potential consumers to recognize the products to be sold. 
Therefore, to get the public’s attention, it is imperative 
to increase consumer awareness of  a brand. One way is 

to be diligent in introducing brand identity to potential 
consumers through social media.

Increase Capital
For a business development plan to run smoothly, 
adequate capital is needed. Capital is needed to fulfill 
several things, from increasing production capacity to 
maximizing promotions to increasing sales. Several 
alternative ways can obtain additional capital, including 
savings or selling assets. Another step is to apply for 
credit from the bank. Third, ask for financial support 
from investors.

The Right Sales Strategy
The business development strategy cannot be separated 
from the sales strategy used. Several sales strategies are 
commonly used today. One buys a market share, selling 
the same product to the same people. In this case, three 
things will be compared: quality, service, and price. 
Another sales strategy is hunting for new customers 
(hunt) or managing existing customers (farm). Hunting 
for new customers requires much effort because you 
must introduce the product from scratch. Meanwhile, 
managing old customers is the easiest and most likely way 
for business owners.

Visible Expert with Content Marketing
One strategy to develop a contemporary business is 
visible experts using content marketing. This strategy aims 
to make one or the entire team look like experts in their 
field to potential customers. This business development 
strategy is very effective if  you apply it, especially to 
service businesses such as agencies or outsourcing. One 
way for the visible expert strategy to work is by writing, 
speaking, or uploading content that discusses expertise/
business and how the shared content can solve client 
problems. Many experts have built their reputations with 
this strategy so that their business brands become strong 
and known by potential consumers. However, executing 
this strategy takes a good part of  a would-be expert’s 
career. One example of  the implementation of  this 
strategy is being a speaker at various webinars, being a 
guest writer on reputable sites, to sharing freely on social 
media about expertise. Even today, many experts have 
turned to social media such as YouTube.

Optimizing SWOT Analysis
Although it sounds classic, the SWOT (Strength, 
Weakness, Opportunity, Threats) analysis method is still 
quite relevant for business development. This method 
can be used to determine a company’s current conditions. 
Strengths are various strengths owned by the company 
and can have a positively impact. Weakness is a weakness 
owned by the company and harms the company’s 
development. Weaknesses should be improved so as 
not to hinder the company’s progress. Opportunity is an 
opportunity that can be optimized by the company so that 
it survives in the market. Threats are threats that can hinder 

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the development of  the company. Knowing these four 
things will make making effective and profitable decisions 
easier.

Join the Community
Currently, there are many communities or business 
forums initiated by entrepreneurs. A business can join 
the community to get information, share, and establish 
relationships. It is not impossible, and a well-established 
relationship can be a gateway for business collaboration to 
reach new business consumers and develop the business.

Participate in Charity Events
The following business development strategy is to 
participate in charity events. One of  them is being one of  
the sponsors to make the event a success. In addition, it 
can also help victims experiencing disasters, be it natural 
disasters from earthquakes to forest fires. Not only 
financially, but the company can also help by sending an 
emergency response team in the company if  there is one. 
Indirectly, these things will impact increasing the brand 
of  a business.

Innovate
If  you want your business to grow, another step that 
should not be ignored is to innovate. Business innovation 
can prevent loyal customers from switching to other 
brands while attracting the attention of  new consumers. 
New things embedded in innovative products are expected 
to increase the interest of  potential buyers. However, 
innovation should not be carried out at random. There 
must be careful consideration and calculation so the user 
will need the innovation results. Well, the principal capital 
to innovate is research and customer data. 
Based on the description above, this research is focused 
on how to develop a business by maximizing SWOT 
analysis. Based on the information above, although the 
SWOT analysis is a classic analysis, in practice, it is still 
essential to do, considering this analysis is very relevant 

in assessing and identifying external and internal factors 
so that, in reality, this analysis can adapt to a dynamic 
environment. Based on the description above, building a 
strategy in this study, a SWOT analysis is used. Previous 
researchers have used SWOT analysis to study empirically, 
from strategic planning to choosing alternative strategies 
for large-scale and small-scale businesses (Dilfuza 
Ilhomovna, 2021; Hashemi et al., 2012; Wardhani, 2020). 
Based on previous research, this research focuses on 
building and developing a business through SWOT 
analysis to analyze how many opportunities and strengths 
are owned and how to anticipate weaknesses and threats. 
Conceptually and theoretically, SWOT analysis is a 
strategic planning method used to evaluate strengths, 
weaknesses, opportunities, and threats that occur in a 
project or a business venture or evaluate own product 
lines or competitors. 
To perform the analysis, the business objectives are 
determined or identify the object to be analyzed. Strengths 
and weaknesses are grouped into internal factors, while 
opportunities and threats are identified as external factors 
(Rangkuti, 2014). Pearce and Robinson’s SWOT stands 
for the company’s internal strengths and weaknesses and 
the opportunities and threats in the environment facing 
the company. SWOT analysis is a systematic way to 
identify factors and strategies that represent the best fit 
between them. 
This analysis assumes that an effective strategy will 
maximize strengths and opportunities and minimize 
weaknesses and threats. When applied accurately, this 
simple assumption profoundly impacts the design of  a 
successful strategy (A. Pearce II, John dan Richard B. 
Robinson, 2008). This analysis can logically help in the 
decision-making process. 
The decision-making process is related to the company’s 
vision and mission as well as the company’s goals. So 
SWOT analysis can be used as an effective tool to analyze 
the factors that affect the company and as a decision-
making process to determine the strategy.

Figure 1: SWOT Analysis of  a Company

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• Quadrant 1: This is a very favorable situation. The 
organization has opportunities and strengths to take 
advantage of  current opportunities. The strategy applied 
in this condition is a strategy that supports an aggressive 
growth policy (growth-oriented strategy).

• Quadrant 2: Despite facing various threats, the 
organization still has internal strength. The strategy 
applied is to use strength to take advantage of  long-term 
opportunities using a diversification strategy (Product/
Market).

• Quadrant 3: The organization faces enormous 
opportunities but, on the other hand, faces some internal 
constraints/weaknesses. This organization’s strategy 
focuses on minimizing the company’s internal problems 

to seize better opportunities.
• Quadrant 4: Quadrant 4 shows a very unfavorable 

situation; the organization faces various internal threats 
and weaknesses. Immediately find a strategy to survive 
(defensive) Wiradhana dalam (Haerawan & Magang, 
2019; Wattimena, 2017). Furthermore, another source 
mentions an example of  a SWOT analysis matrix. SWOT 
Matrix is a tool used in compiling the organization’s 
strategic factors. This matrix clearly illustrates how the 
internal opportunities and threats can be adjusted to 
their internal strengths and weaknesses. This matrix can 
generate four sets of  possible strategic alternatives, as 
shown in the following table:
Based on the SWOT Matrix, the following 4 strategic 

Table 1: SWOT Matrix
EFI / EFE Strength (S)

(Determine the internal strength factor)
Weaknesses (W)
(Determine internal weakness)

Opportunities (O)
(Determine the external 
opportunity factor)

Strategi SO
List of  strengths to take advantage of  the 
opportunities that exist

Strategi WO
Register to minimize weaknesses 
by taking advantage of  existing 
opportunities

Threats (T)
(Determine external threat 
factors)

Strategi ST
List of  forces to avoid threats

Strategi WT
Sign up to minimize weaknesses and 
avoid threats

steps are obtained:
• a) SO Strategy. This strategy is made based on the 

organization’s way of  thinking, namely by utilizing all 
strengths to seize and take advantage of  opportunities as 
much as possible. The SO strategy uses the company’s 
internal strengths to take advantage of  external 
opportunities.

• b) ST strategy. This strategy uses the strengths of  
the organization to overcome threats. ST strategy uses 
the company’s internal strengths to avoid or reduce the 
impact of  external threats.

• c) WO Strategy. This strategy is implemented based 
on the utilization of  existing opportunities by minimizing 
existing weaknesses. WO strategy to improve internal 
weaknesses by taking advantage of  external opportunities.

• d) WT strategy. This strategy is based on activities 
that are defensive in nature and seek to minimize 
weaknesses and avoid threats. WT strategy aims to reduce 
internal weaknesses by avoiding external threats

MATERIALS AND METHODS
The qualitative research method is a research method 
based on the philosophy of  postpositivism, used to 
examine the condition of  natural objects (as opposed 
to experimentation) where the researcher is the key 
instrument, data collection techniques are carried out 
by Triangulation (combined), data analysis is inductive/
qualitative, and the results of  qualitative research 
emphasize meaning rather than generalization (Sugiyono, 
2015, p. 9). The method used in this research is qualitative. 
The qualitative research method is a research method 
based on the philosophy of  postpositivism, used to 

examine the condition of  a natural object (as opposed to 
an experiment) where the researcher is the key instrument, 
the data collection technique is done by Triangulation 
(combined), the data analysis is inductive/qualitative, and 
the results of  qualitative research emphasize meaning 
rather than generalization (Sugiyono, 2015).
This study uses a descriptive qualitative research approach, 
and as an analytical tool, a SWOT analysis is used to 
process and produce a strategy formulation. In this study, 
observations on the laundry business unit in Watampone 
City, Indonesia, are both business situations, business 
locations, business activities and activities, owners and 
employees in the work process in the laundry service 
business as well as observing interactions with consumers, 
this research is an implementation of  a SWOT analysis 
that will be implemented in laundry service businesses in 
Watampone City including Bunda Laundry, Hail Laundry, 
King Laundry Bone, Oxygen laundry, Daeng Laundry, 
Laundry Barokah 313, Armi Klin Laundry Bone, Laundry 
Dede, Aliyah Laundry, Family Laundry, Laundry 27 Dry 
& Clean, Ambo Laundry, Nurul Laundry, Myka Laundry, 
and Citra Laundry, all of  which are located in Watampone 
City, Indonesia. 
Analysis in the laundry service business research, while 
the unit of  observation is the owner, employees, and 
also the situation and condition of  the laundry service 
business, as a source of  information that can be extracted 
information about things needed by researchers. To 
test whether the data obtained is valid or not then, it is 
necessary to do testing; the test used is Triangulation.
Identification of  the internal and external environment 
in the laundry service business needs a particular 

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approach to obtain objective information. At the same 
time, the nature of  this research is a case study, wherein 
the object of  research some cases need to be solved, and 
for that, it needs to be explored in depth. The types of  
data used are primary data and secondary data. Primary 
data is obtained directly in the field, either in the form 
of  interviews or filling out questionnaires conducted by 
research informants. Secondary data is used as supporting 
data in the form of  company statistical data documents, 
books, journals, or other information related to research. 
Informant determination techniques must meet several 
criteria, which are explained as follows:

• 1. The subject has long and intensively integrated 
with the laundry service business activities, 

• 2. the subject is still fully and actively engaged as a 
laundry service business entrepreneur, 

• 3. the subject has time and providing opportunities 
to be asked for information about laundry service 
businesses, 

• 4. Subjects in providing information as it is, honest 
and not fabricated or engineered by Spradley in research 
(Inayati et al., 2018). 
Data collection techniques were conducted by conducting 
initial observations and interviews, filling out a list of  
statements, and collecting the required documents. 
Analysis of  the data used in this study with qualitative 
methods and using SWOT analysis. According to 
(Rangkuti, 2014), the SWOT analysis is the result of  
systematically identifying various factors to formulate 
how the opportunities for developing a laundry service 
business strategy can be carried out as follows: 

• 1. Identifying internal and external factors, weighting, 
and ranking. The weight multiplied by the rating of  each 
factor gets a score for that factor. 

• 2. Determine the weight based on the contribution 
of  the influence of  the strength or weakness on the 
achievement of  the company’s goals and mission or vision. 
The greater the weight, the higher the contribution/
influence on achieving the goal of  making a laundry 
service business development strategy. 

• 3. Determine the branch by comparing the position 
of  each factor with the leading competitors. Strengths and 
Weaknesses rating values and opportunities, and threats are 
always contradictory in assigning values to strengths and 
weaknesses. SWOT analysis, based on the score obtained, 
whether there is an opportunity (positive value) or threat 
(negative) and whether the strength factor outperforms 
(+) weakness (-), then we get four recommendation 
quadrants. 

• 4. Performing the analysis stage, the values of  internal 
factors and external factors are described in the form of  
a SWOT diagram; the next weighting score shows the 
position of  the laundry service business quadrant. All 
information is compiled in a matrix, then analyzed to 
obtain a suitable strategy for optimizing efforts to achieve 
effective, efficient, and sustainable performance. 

• 5. Decision-Making Stage. IE Matrix (Internal 
External) is a portfolio matrix that promotes laundry 

service businesses in a 9-cell display. The position is 
determined from the results of  the IFAS and EFAS 
analysis. The total score from the IFAS matrix on the X 
axis and the total score from EFAS on the Y axis. The 
results of  this IE matrix will be the basis for making 
decisions to determine the right business development 
strategy in determining future opportunities for the 
laundry service business.

RESULTS AND DISCUSSION
The stages in developing a strategy for a service-based 
business are the same as those of  a product-based 
business. However, the most fundamental difference is 
related to the final product received. Companies based 
on products are tangible, and services are the value of  
the benefits obtained from these service providers. At 
the same time, the processes in business development 
have one thing in common: how to survive in a dynamic 
competitive environment. The initial stage in developing 
a strategy for a laundry service business is to map external 
and internal conditions obtained from direct observation 
or a study of  the literature related to the research theme. 
The external and internal factors successfully identified 
by researchers are as follows.

Table 2: SWOT Analysis on Laundry Business
Strength 
a) Quality and service to 
consumers
b) Conducive work 
atmosphere
c) Supervision of  work 
processes
d) Shuttle service
e) Have a complaint 
number

Weakness
a) Not yet using 
sophisticated technology
b) Financial management 
that has not been well 
organized
c) Lack of  promotion
d) Location is not strategic
e) Lack of  human 
resources

Opportunity
a) Changes in people’s 
lifestyles
b) Business location 
c) Weather changes
d) Lack of  household 
assistants
e) The existence of  
several college campuses

Threat
a) The price of  raw 
materials is not stable
b) Difficult to get 
employees
c) The rental price of  the 
place is always going up
d) The number of  
competitors
e) Quality that must be 
maintained properly

IFAS Matrix (Internal Factor Analysis Summary)
The next step is to formulate these internal strategic 
factors in the company’s strengths and weaknesses 
framework. The stages are:

• 1. Determine the factors that are the strengths and 
weaknesses of  the company in column 1.

• 2. Give each factor a weight on a scale from 1.0 (most 
important) to 0.0 (not significant) based on the influence 
of  these factors on the company’s strategic position. (All 
these weights must not exceed the total score of  1.00).

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• 3. Give a rating of  1 to 4 for each factor to indicate 
whether the factor has a significant weakness (rating = 1), 
a minor weakness (rating = 2), a small strength (rating = 
3), and a significant strength (rating = 4). So, the rating 
refers to the company, while the weight refers to the 
industry in which the company is located.

• 4. Multiply each weight by its rating to get a score
• 5. Add up the total score of  each variable. Regardless 

of  how many factors are included in the IFAS matrix, 

the total weighted average ranges from a low of  1.0 and 
a high of  4.0 with an average of  2.5. If  the total average 
is below 2.5, the company is internally weak, while a total 
value above 2.5 indicates a strong internal position.
From the analysis results in table 2 of  IFAS, the strength 
and weakness factors have a total score of  2,267. Because 
the total score is above 2.0, the company’s internal 
position is quite strong.

Table 3: IFAS Matrix (Internal Factor Analysis Summary)
Internal factors Weight Rating Score
Strength
Quality and service to consumers 0.113 4 0.452
Conducive work atmosphere 0.070 3 0.210
Work process supervision 0.087 3 0.261
Shuttle service 0.115 3 0.460
Have a complaint number 0.088 4 0.352
Total Strength 1.735
Weakness
Not yet using advanced technology 0.058 2 0.116
Financial management that has not been well organized 0.054 2 0.108
Lack of  promotion 0.046 2 0.092
Location is not strategic 0.049 2 0.098
Lack of  human resources 0.059 2 0.118
Number of  Weaknesses 0.532
Total 2.267

EFAS Matrix (External Factor Analysis Summary)
There are five stages of  compiling the external strategy 
factor matrix, namely:

• 1. Determine the factors that become opportunities 
and threats.

• 2. Give each factor a weight from 1.0 (very important) 
to 0.0 (unimportant). These factors are likely to have an 
impact on strategic factors. The sum of  all weights must 
equal 1.0.

• 3. Calculate the rating for each factor by giving a scale 
from 1 to 4, where 4 (excellent response), 3 (above average 
response), 2 (average response), and 1 (below average 
response). This rating is based on the effectiveness of  
the company’s strategy; thus, the value is based on the 

company’s condition.
• 4. Multiply each weight by its rating to get a score.
• 5. Add up all scores to get the company’s total score. 

This total value shows how a particular company reacts 
to its external strategic factors. Of  course, in the EFAS 
matrix, the highest possible total score is 4.0, and the 
lowest is 1.0. A total score of  4.0 indicates that Street 
Vendors respond to opportunities particularly and avoid 
threats in their industrial markets. The total score of  1.0 
shows that the strategies implemented by Ms. Daeng do 
not take advantage of  the need.
The analysis results in the EFAS table show that the 
opportunity and threat factors have a total score of  
2.22. Because the total score is close to 3.0, the laundry 

Table 4: EFAS Matrix (External Factor Analysis Summary)
External Factors Weight Rating Score
Opportunity
Changing people's lifestyle 0.118 4 0.432
Business location 0.112 4 0.306
Changes in the weather 0.095 3 0.285
The minimum number of  household assistants 0.090 2 0.180
College campus 0.085 3 0.255
Number of  Opportunities 1.640
Threat
Raw material prices are unstable 0.064 2 0.128

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Difficult to get employees 0.072 2 0.144
The rental price is always going up 0.083 2 0.166
Number of  competitors 0.083 2 0.166
Quality that must be maintained properly 0.079 2 0.158
Number of  Threats 0.765
Total 2.402

business responds well to the opportunities that exist by 
avoiding threats in the market. Furthermore, the total 
score of  each factor can be broken down, strength 2.735, 
weakness 0.532, opportunity 1.640, and threat 0.765. 
Then it is known that the difference in the total score of  

the strength and weakness factors is (+) 1.203, while the 
difference in the total score of  the opportunity and threat 
factors is (+) 0.875.
The Cartesian diagram above clearly shows that the 
laundry business in Watampone is in the growth 

Figure 2: Cartesian diagram

quadrant, where this quadrant is a perfect situation. The 
laundry business has opportunities and strengths to take 
advantage of  current opportunities. 
The strategy that must be applied in this condition is to 
support an aggressive growth policy (Growth Oriented 
Strategy); with the implementation of  GOS, the laundry 
business can maximize its strengths to take advantage of  
various opportunities to balance other competitors who 
sell similar products.

SWOT Matrix
The SWOT matrix is a tool used to measure the company’s 
strategic factors. This matrix can clearly describe how 
external opportunities and threats are owned. This matrix 
can produce four possible alternative strategy cells, as 
seen in the table below.
Based on the results of  the analysis above, it can be 
concluded that the opportunity for the laundry business 
is in a position with good prospects, namely being in a 

Opportunity (O)
a) Changes in people’s lifestyles
b) Business location
c) Weather changes
d) Lack of  household assistants
e) The existence of  several college 
campuses

Ancaman (W)
a) The price of  raw materials is not 
stable
b) Difficult to get employees
c) The rental price of  the place is 
always going up
d) The number of  competitors
e) Quality that must be maintained 
properly

Strength (S)
a) Quality and service to 
consumers
b) Conducive work atmosphere
c) Supervision of  work processes
d) Shuttle service
e) Have a complaint number

Strategy (SO)
a) Provide the best service so that 
customers feel comfortable and safe
b) Complete facilities to support 
employees and consumers
c) Increase employees to take care of  
their consumer goods
d) Provide pick-up and drop-off  
services at an affordable cost
e) Providing services to receive 
complaints from consumers

Strategy (WO)
a) Updating all systems to facilitate 
service and work
b) Using technology for management
c) Utilizing social media as a medium 
for promotion
d) The location is not far from the 
highway and easy to pass by the 
community

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Weakness (W)
a) Not yet using sophisticated 
technology
b) Financial management that has 
not been well organized
c) Lack of  promotion
d) Location is not strategic
e) Lack of  human resources

Strategy (ST)
a) Availability of  adequate raw materials 
can improve quality and service
b) Keeping the location clean so that it 
attracts consumers
c)Creating price promotions or 
discounts that attract consumers

Strategy (WT)
a) Improving a better service system, 
so that consumers feel comfortable
b) Opening employee vacancies 
to produce maximum work and 
according to target

growth strategy position with a total IFAS value of  2,267 
and an EFAS value of  2,402. The primary purpose of  
this study is to answer how to build a laundry business 
development strategy in Watampone City, which has 
been answered empirically, namely by implementing and 
improving and focusing on the ST strategy. ST strategy 
is a strategy by using all internal strengths possessed in 
order to take full advantage of  opportunities. The ST 
strategies that can be carried out by the laundry business 
based on research findings include providing the best 
service so that customers feel comfortable and safe, 
focusing on facilities, focusing on employee attitudes, 
and maintaining consistently good consumer goods and 
innovation breakthroughs, namely providing services. 
Shuttle at a cost that is affordable to consumers.

CONCLUSIONS
From the results of  research using swot analysis in the 
laundry business in Watampone City, implementing a 
laundry business development strategy has excellent 
prospects and opportunities, so the strategy that is 
considered suitable is based on the research results using a 
Growth-oriented strategy. This is because, on the Cartesian 
diagram, the SWOT analysis shows that the highest total 
score is in the first quadrant, where the quadrant is a very 
profitable situation owned by the laundry business in 
Watampone City. After all, it has many opportunities and 
strengths to maximize the opportunities that arise. Exist 
while minimizing weaknesses and can overcome various 
kinds of  threats.

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