FORMULASI STRATEGI KEUNGGULAN KOMPETITIF UMKM B2B2C BERBASIS E-COMMERCE
Abstract
Rouze Fashion is a start-up MSME with a hybrid B2B2C business model that combines e-commerce-based procurement and local social networks in areas far from shopping centers, thus requiring the right strategy to maintain competitiveness and business sustainability. This study aims to analyze the right strategy formulation to keep Rouze Fashion growing sustainably. The research uses a descriptive qualitative approach with primary data derived from interviews and questionnaires with business owners. Data analysis techniques use Strength, Weakness, Opportunity & Threat (SWOT) analysis to identify internal and external factors, as well as Quantitative Strategic Planning Matrix (QSPM) to determine the main strategies. The results show that there are three priority strategies that Rouze Fashion must implement, namely maintaining sales based on local trends and culture, optimizing procurement through controlled e-commerce suppliers, and implementing performance-based incentives for third parties. These three strategies are able to address challenges related to supply variability, distribution coordination, and cash flow stability. Practically, these findings can be used as a guide for similar MSMEs, while theoretically, this research enriches the study of Resource Based View (RBV), Transaction Cost Economics (TCE), and Agency Theory in the context of hybrid supply chains.
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References
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[2] A. Awa, A. Riyanti, and A. Safari, “Eksplorasi Model Bisnis E-Commerce dan Penerapannya pada Industri Pariwisata,” Tour. Sci. J., vol. 10, no. 1, pp. 103–129, 2024.
[3] S. Iankova, I. Davies, C. Archer-Brown, B. Marder, and A. Yau, “A comparison of social media marketing between B2B, B2C and mixed business models,” Ind. Mark. Manag., vol. 81, pp. 169–179, Aug. 2019, doi: 10.1016/j.indmarman.2018.01.001.
[4] M. Mingione and L. Leoni, “Blurring B2C and B2B boundaries: corporate brand value co-creation in B2B2C markets,” J. Mark. Manag., vol. 36, no. 1–2, pp. 72–99, Jan. 2020, doi: 10.1080/0267257X.2019.1694566.
[5] Y. Wang, F. Jia, T. Schoenherr, and Y. Gong, “Supply Chain-Based Business Model Innovation: The Case of a Cross-Border E-Commerce Company,” Sustainability, vol. 10, no. 12, p. 4362, Nov. 2018, doi: 10.3390/su10124362.
[6] E. N. Sarinastiti and N. K. Vardhani, “Co-Branding Online Food Delivery: Perubahan Model Bisnis Wisata Kuliner Lokal Khas Yogyakarta,” AdBispreneur, vol. 3, no. 3, p. 177, Feb. 2019, doi: 10.24198/adbispreneur.v3i3.19157.
[7] S. S. Wachyuni and D. Hardiningsih, “Analisis Penggunaan Aplikasi Gofood Dalam Pemasaran Umkm Kuliner Di Bekasi,” Sains Terap. Pariwista, vol. 7, no. 3, pp. 212–222, 2022.
[8] B. T. Rahmanto, “Model Bisnis E-Commerce,” in E-Commerce, Purbalingga: CV Eureka Media Aksara, 2024, ch. 2, pp. 17–36.
[9] A. S. Putri, D. I. Sari, K. Marzuki, and A. Taryana, “Penerapan Design Thinking Eco-Boba dalam Pemanfaatan Limbah Cacahan Plastik dan Kemasan Paket E-commerce,” vol. 3, no. 2, pp. 71–81, 2022, [Online]. Available: https://jtebr.unisan.ac.id
[10] F. Cassia and F. Magno, “Leveraging cross-border e-commerce platforms for export strategies: a model for exporters in B2B markets,” Rev. Int. Bus. Strateg., vol. 35, no. 4, pp. 527–550, Jun. 2025, doi: 10.1108/RIBS-01-2025-0003.
[11] H. Christiadi and M. Alamsyah, “Evaluating Strategic Options Using QSPM: Enhancing Plaza Indonesia Realty’s Competitive Edge,” Int. J. Indones. Bus. Rev., vol. 3, no. 2, pp. 125–134, Sep. 2024, doi: 10.54099/ijibr.v3i2.1109.
[12] A. Qanita, U. Sunan, and A. Surabaya, “Analisis Strategi Dengan Metode SWOT Dan QSPM (Quantitative Strategic Planning Matrix): Studi Kasus Pada D’gruz Caffe Di Kecamatan Bluto Sumenep,” 2020.
[13] I. B. D. Bhaskara, “Business Strategy Analysis for Green Start Up Through Quantitative Strategic Planning Matrix,” Eur. J. Bus. Manag. Res., vol. 10, no. 2, pp. 59–66, Apr. 2025, doi: 10.24018/ejbmr.2025.10.2.2580.
[14] D. S. Wahmil, S. N. W. Pramono, and M. M. Ulkhaq, “Optimizing Business Strategy through SWOT and QSPM: A Case Study of CV Cita Nasional’s Strategic Challenges,” J. Econ. Anal., vol. 4, no. 3, pp. 65–89, Sep. 2025, doi: 10.58567/jea04030004.
[15] N. Y. Kuan and F. C. Yang, “An Application of Quantitative Strategic PlanningMatrix for Small Business: A Case of a Beauty Salon,” An Int. J., vol. 12, no. 2, pp. 24–34, 2020.
[16] R. Setiawati, P. Fachrial, and R. Widia, “Formulasi Strategi Peningkatan Penjualan Cargo Service Center PT Citilink Indonesia di Jakarta,” J. Manaj., vol. 11, no. 1, p. 35, Jun. 2020, doi: 10.32832/jm-uika.v11i1.2925.
[17] J. Barney, “Firm Resources and Sustained Competitive Advantage,” 1991.
[18] P. S. Marito, M. Deden, R. R. L. Radi, and T. A. Rahmat, “Building the Brand Identity through Brand Differentiation Based Value of Culture and Locally-global Product Principles (Case on the City of Art),” Int. J. Bus. Adm. Stud., vol. 5, no. 2, Apr. 2019, doi: 10.20469/ijbas.5.10002-2.
[19] Nurhilalia, A. Rahman Kadir, M. Mahlia, Jusni, and H. P. K. P. Aditya, “Determinant of market orientation on SME performance: RBV and SCP perspective,” J. Distrib. Sci., vol. 17, no. 9, pp. 35–45, 2019, doi: 10.15722/jds.17.09.201909.35.
[20] R. Christianty and W. Tabelessy, “Fintech Sebagai Faktor Moderasi Local Brand Untuk Meningkatkan Keunggulan Bersaing UMKM,” Media Bina Ilm., vol. 20, no. 3, pp. 7449–7460, 2025.
[21] O. E. Williamson, “The Economics of Organization: The Transaction Cost Approach,” 1981. [Online]. Available: http://links.jstor.org/sici?sici=0002-9602%28198111%2987%3A3%3C548%3ATEOOTT%3E2.0.CO%3B2-A
[22] E. Beltran-Salomon, R. E. Saavedra-Leyva, G. Tortorella, J. Limon-Romero, D. Tlapa, and Y. Baez-Lopez, “Critical Success Factors for Supplier Selection and Performance Enhancement in the Medical Device Industry: An Industry 4.0 Approach,” Processes, vol. 13, no. 5, May 2025, doi: 10.3390/pr13051438.
[23] S. Kotcharin, B. Dehe, and P. Boonchoo, “‘All you need is trust’: examining trust, information sharing, and supplier performance perception in SMEs from a social exchange perspective,” Cogent Bus. Manag., vol. 11, no. 1, pp. 1–18, 2024.
[24] T. I. Priambodo, S. Sasmoko, S. B. Abdinagoro, and A. Bandur, “The Effect of E-Commerce Capabilities on Firm Performance: An Empirical Study in Indonesia,” J. Asian Financ. Econ. Bus., vol. 8, no. 6, pp. 483–0489, 2021, doi: 10.13106/jafeb.2021.vol8.no6.0483.
[25] P. A. Cakranegara, M. M. M. Zuana, E. Sestri, B. Surahman, and Kurniawansyah, “Implementation Of The E-Commerce Platform To Improve Technology Adaptation In MSMES,” J. Ekon., vol. 11, no. 3, pp. 1713–1719, 2022.
[26] C. Rundel, K. Salemink, and T. Haartsen, “The potential of local online shopping platforms for villages and small and medium-sized towns,” J. Rural Stud., vol. 112, Dec. 2024, doi: 10.1016/j.jrurstud.2024.103422.
[27] A. T. Abtahi, N. Farhana, and M. M. Hasan, “A Study On The Impact Of E-Commerce Adoption For Enhancing Supply Chain Efficiency In Bangladesh SMES,” Bus. Econ. Dev. Ctries., vol. 1, no. 1, pp. 29–33, Apr. 2023, doi: 10.26480/bedc.01.2023.29.33.
[28] S. Kim, “The Critical Role of Trust, Information Sharing, and Agility in Advancing Sustainable Supply Chain Performance in Korea,” SAGE Open, vol. 15, no. 3, Jan. 2025, doi: 10.1177/21582440251367158.
[29] M. C. Jensen and W. H. Meckling, “Theory Of The Firm: Managerial Behavior, Agency Costs And Ownership Structure,” Q North-Holland Publishing Company, 1976.
[30] D. N. Utama, M. D. Hurulaini, and A. F. F. I. Airlangga, “Supply-Chain-based e-Business for Small Medium Enterprise,” J. Syst. Manag. Sci., vol. 12, no. 6, pp. 239–251, 2022, doi: 10.33168/JSMS.2022.0615.
[31] D. Park, J. Jo, and D. Ryu, “Incentive contracts for sustainable growth of small or medium-sized enterprise,” Sustain., vol. 13, no. 9, May 2021, doi: 10.3390/su13094964.
[32] B. Lira et al., “Large Studies Reveal How Reference Bias Limits Policy Applications of Self-Report Measures,” Sci. Rep., vol. 12, pp. 1–2, 2022, doi: 10.1038/s41598-022-23373-9.
Published
2025-11-27
How to Cite
KILAY, Trisye Natalia; MAWAR, Sholeha Johat; WALLY, Firna.
FORMULASI STRATEGI KEUNGGULAN KOMPETITIF UMKM B2B2C BERBASIS E-COMMERCE.
Journal of Information System, Applied, Management, Accounting and Research, [S.l.], v. 9, n. 4, p. 1660-1671, nov. 2025.
ISSN 2598-8719.
Available at: <https://journal.stmikjayakarta.ac.id/index.php/jisamar/article/view/2152>. Date accessed: 02 dec. 2025.
doi: https://doi.org/10.52362/jisamar.v9i4.2152.
Section
Articles
This work is licensed under a Creative Commons Attribution 4.0 International License.
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