International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR

DEVELOPMENT OF BUSINESS STRATEGIES TO INCREASE SALES
TURNOVER OF AGRICULTURAL MECHANIZATION EQUIPMENT
WITH THE QSPM METHOD AT PT GOLDEN PRATAMA GEMILANG
Okky Aditya Pratama1, Damelina Basauli Tambunan2
Magister Management Universitas Ciputra Surabaya1,2
E-mail: damelina@ciputra.ac.id

Abstract:

This study aims to formulate marketing strategies for PT Golden Pratama
Gemilang (GPG) to increase the sales turnover of agricultural mechanization
tools by employing the SWOT approach and the Quantitative Strategic Planning
Matrix (QSPM) method. The research utilizes a qualitative method by collecting
data through in-depth interviews, document analysis, and direct observations.
The SWOT analysis revealed that PT GPG’s strengths include a strong company
reputation, high-quality products meeting international standards, effective
after-sales services, robust relationships with key clients, and efficient product
demonstrations. However, the company faces weaknesses such as relatively
high product prices, limited promotional capacity, and challenges in workforce
regeneration. External opportunities identified include agricultural
modernization policies, growing demand for mechanization, strategic
partnerships with state-owned enterprises (BUMN) and private sectors, and
advancements in mechanization technologies. Conversely, major threats include
price competition from local competitors, macroeconomic challenges,
insufficient market education, and negative perceptions of consumable parts.
Through QSPM analysis, strategies with the highest Total Attractiveness Scores
(TAS) were prioritized for implementation. The top-priority strategy identified
is collaborating with local Original Equipment Manufacturers (OEMs) to reduce
the cost of consumable parts, which achieved the highest TAS value. Other
prioritized strategies include offering flexible payment options to small and
medium-scale farmers, developing products tailored to specific land needs, and
collaborating with the Ministry of Agriculture to promote agricultural
modernization. The findings of this study emphasize the importance of a
systematic approach in formulating marketing strategies. The proposed
strategies are expected to assist PT GPG in enhancing competitiveness,
expanding market share, and achieving sustainable sales growth in the
agricultural mechanization industry.

Keywords:

Marketing strategies, strategic partnership, sales turnover, quantitative
strategic planning matrix, agricultural mechanization

Submitted: 2025-07-07; Revised: 2025-07-14; Accepted: 2025-09-12
1. Introduction
The agricultural sector is a strategic pillar of the Indonesian economy, contributing 12.72% to
the national Gross Domestic Product (GDP) in 2022 (BPS, 2023), with the sugarcane plantation

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International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
subsector as one of the main components in the sugar industry, which is a basic necessity for
society. In East Java, as the center of national agricultural production, this sector plays an
important role in driving the regional economy. However, challenges such as low productivity
and minimal application of mechanization remain significant obstacles (BPS, 2023; Ministry
of Agriculture, 2021). Until now, the adoption of mechanization technology has only been
limited to replacing human and animal labor, not yet reaching the optimal automation stage.
Farmers' access to agricultural tools and machinery (alsintan) is also still limited in terms of
price and technical support.
The low productivity of sugarcane compared to producing countries such as Thailand and
Brazil is caused by non-optimal cultivation practices, minimal use of mechanization, and lack
of technological innovation (Sudiarso et al., 2016). The government through Presidential
Regulation No. 40 of 2023 has targeted sugar self-sufficiency in 2028, which is supported by
increasing sugarcane productivity through policies from the Directorate General of Plantations
(2023). Mechanization is proven to increase labor productivity by 30% and reduce production
costs by 20% (Ministry of Agriculture, 2021), but its application still faces technical and
structural challenges such as adaptation of farming systems and limitations of suitable
technology (Nadhilah, 2024). Therefore, an effective and directed business strategy is needed
to encourage increased mechanization in sugarcane plantations as a national strategic
commodity.
PT Golden Pratama Gemilang (GPG) is an EPC (Engineering Procurement Construction)
company in Indonesia that has been operating for more than 30 years as a service provider and
authorized distributor of leading industrial machinery. Established in 1994, GPG has become
a trusted partner in various industries, such as sugar, cement, fertilizer, power generation, and
others. In 2019, the company began expanding its business to the sugarcane plantation sector
by offering modern mechanization solutions, from land preparation to post-harvest. However,
as a new player in the sugarcane mechanization market in Indonesia, GPG still faces challenges
in competing with older competitors. Business strategy is key in facing this competition.
Therefore, this study aims to design an effective marketing strategy for PT Golden Pratama
Gemilang to increase sales of agricultural mechanization equipment in the Indonesian market.

Figure 1. Sales Chart of Agricultural Mechanization Equipment of PT Golden Pratama
Gemilang
Source: Internal Data, processed (2024)

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International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
Figure 1 is taken from the last 4 years of data (2021-2024) from the company's internal
data. the time period was taken because PT Golden Pratama Gemilang had just recruited a
marketing manager in 2021. Based on Figure 1, it shows that the highest sales were in 2023
where sales reached 8.8 billion Rupiah. In 2024 there was a decrease in sales turnover of more
than 50% due to changes in the organizational structure of PT Perkebunan Nusantara (PTPN)
at the beginning of the year. This change in structure hampered some marketing movements at
PT Golden Pratama Gemilang. Other background problems faced by the company include
several aspects. First, the traditional business and marketing strategy applied so far, namely
direct visits to customers from East Java to Sumatra, is considered less than optimal in
increasing sales. Second, changes in business dynamics at the company's main customers,
namely State-Owned Enterprises (BUMN) such as PT Perkebunan Nusantara (PTPN), where
there is a shift in focus from factories to on-farm, as well as the tendency of PTPN to prefer to
use vendor services rather than make direct purchases of agricultural implementation tools.
In the ecosystem of the agricultural mechanization industry, private factories play an
important role despite having different dynamics from BUMN. While BUMN tend to purchase
equipment in a structured and coordinated manner, private factories often make independent
decisions without involving equipment providers, so the equipment purchased does not always
match the technical needs in the field. This leads to suboptimal use of the equipment, such as
the case of purchasing high-tech equipment that is not compatible with the operational system.
The agricultural mechanization industry in Indonesia itself is still developing, with a low level
of adoption of modern tools, especially among small farmers (Ministry of Agriculture, 2021).
In this ecosystem, PT Golden Pratama Gemilang (GPG) acts as a provider of modern
mechanization tools for sugarcane, establishing relationships with global machinery
manufacturers, state-owned enterprises, private factories, and farmers. As a new player, PT
GPG offers mechanization solutions from upstream to downstream to increase productivity and
cost efficiency. However, the company faces challenges from existing competitors and local
vendors who have extensive networks and more competitive prices. This research uses the
QSPM method to formulate business strategies to strengthen PT GPG's position in a
competitive market.
Table 1. Growth of sugar demand in Indonesia
Year
2023
2028
Challenges
Number
of
Sugar
65
85 - 90
Factories
Land Area
504,8 thousand hectares ± 1,200 million hectares
Sugarcane Yield
7,42 %
11, 2 %
Sugarcane Productivity
70 Ton/Ha
90 Ton / Ha
per Hectare
Source: Internal Data, processed (2024)
Presidential Regulation No. 40 of 2023 on National Sugar Self-Sufficiency is an important
driver for the modernization of the sugarcane sector through agricultural mechanization. This
policy opens up opportunities for technology providers such as PT Golden Pratama Gemilang
(GPG) to introduce modern tools that improve farming efficiency. However, this regulation
also tightens industry competition, especially with local vendors offering lower prices. Other
challenges include farmers' limited access to alsintan and the perceived difficulty of operating
the technology. To respond to these dynamics, the study used the Quantitative Strategic

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International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
Planning Matrix (QSPM) method, which, according to David & David (2019), is effective in
analyzing and prioritizing alternative strategies objectively based on SWOT data. The
advantage of QSPM lies in its systematic, measurable, and relevant approach for various
industrial sectors, including agricultural mechanization. Prasasti & Feranika (2024) research
also confirmed that QSPM is superior to other methods such as Balanced Scorecard and Porter's
Five Forces in determining the most appropriate initial strategy quantitatively.
2. Research Method
This research uses a descriptive qualitative approach with phenomenological methods
(Moleong, 2010 in Damayanti & Firmansyah, 2019) to understand the subject's experience in
depth. Data collection was conducted through semi-structured interviews (Creswell, 2018) and
observation, with participants selected by purposive sampling (Patton, 2015). The sample
consisted of 6 informants: 2 internal employees (marketing manager & sales supervisor), 1
competitor (benchmarking), and 3 customers, as recommended by Smith et al. (2021) for
phenomenological research (3-10 participants). The business strategy analysis used
Quantitative Strategic Planning Matrix (QSPM) to evaluate internal and external factors. The
research was conducted in three stages:
1. Input Stage - Analysis of internal (IFE) and external (EFE) factors through primary
(interviews, observations) and secondary (BPS reports, company documents) data.
2. Matching Stage - Strategy formulation using SWOT analysis.
3. Decision Stage - Determination of strategy priorities using QSPM.
The research was conducted at PT Golden Pratama Gemilang (an agricultural machinery
import company) from May-December 2024, with primary data collection in November 2024.
This combination of primary and secondary data ensured a holistic and contextual analysis.
Semi-structured interviews were used to explore informants' perceptions in depth
(Creswell & Poth, 2018). This technique allows flexibility in topic exploration while still being
guided by the interview guide (Sugiyono, 2018). Observation was carried out to observe
behavior and work processes related to product use, with a participant/non-participant
observation approach (Sugiyono, 2018).
Data Validity Test
Data validity testing is done through triangulation of sources, techniques, and time
(Sugiyono, 2018). Source triangulation involved three different perspectives: (1) three
customers of PT Golden Pratama Gemilang, (2) the senior marketing manager of PT Golden
Pratama Gemilang, and (3) the marketing manager of a competing company. This approach
compares data from multiple sources to increase the validity and reliability of the research
findings.
Triangulation
a. Source Triangulation
According to Sugiyono (2018), the credibility of the data in this study was tested through
source triangulation by checking data that had been obtained from several sources. Source
triangulation is applied by utilizing data from interviews, observations, and internal
company documents. Data obtained through interviews with marketing managers,
customers, and competitors were compared with internal documents such as sales reports
and market analysis to find the suitability of the information. Observations made in the

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International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
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field were also used to validate these findings, by observing how customers use tools that
they consider more economical.
b. Technical Triangulation
According to Sugiyono (2018), technical triangulation in testing data credibility is done
by checking data from the same source using different techniques. In addition, technical
triangulation is carried out by comparing data obtained from interviews with observations
and documents. Observations showed whether customers' opinions matched the reality on
the ground, while internal documents helped provide a supporting quantitative picture.
This approach ensures that the information obtained is more in-depth and does not rely
solely on one data collection method.
c. Time Triangulation
According to Sugiyono (2018), time often affects the credibility of data. Data collected
through interviews in the morning, when the interviewee is fresh and has not faced many
problems, tends to be more valid and credible. Similarly, observations were conducted
both in the harvest season and off-season to understand how specific time conditions may
influence customers' decisions to use or purchase mechanization tools.
Through the application of this triangulation, the research ensures that the data
obtained is not only valid but also reliable as it comes from different sources, methods and
time. This process results in more comprehensive and in-depth findings, so it can be used
as a strong basis for formulating relevant and targeted business strategy recommendations.
3. Results and Discussion
Description of PT. Golden Pratama Gemilang
PT. Golden Pratama Gemilang (GPG) is an EPC (Engineering, Procurement, and
Construction) company that was established in 1994 and has more than three decades of
experience in distributing world-class industrial machines. This company serves various
national industrial sectors such as sugar, cement, fertilizer, cigarettes, power plants, and oil and
gas. GPG's organizational structure consists of:
1. Director, who leads the company and is responsible for the vision, mission, and strategic
decisions.
2. General Manager, who oversees daily operations and bridges the director with department
managers.
3. Marketing Manager, who designs marketing strategies, builds relationships with stateowned and private customers, and pursues sales targets.
4. Finance Manager, who is responsible for managing budgets, cash flow, and financial
reports.
5. Project Manager, who manages the implementation of mechanization equipment projects
in the field, ensures budget and time compliance, and coordinates with customers.
6. Logistics Department, which handles procurement, distribution, and storage of equipment
and the availability of spare parts.
7. HRD, which manages employment aspects such as recruitment, training, employee
development, and compliance with employment regulations.
Internal Environmental Analysis
The results of the study indicate that PT Golden Pratama Gemilang (GPG) has a number
of significant internal strengths, which directly contribute to the competitive advantage and

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International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
sustainability of the company's operations. Based on the results of interviews and supporting
documentation, several main aspects were successfully identified as dominant strengths.
a. Strengths
● Company Experience and Reputation
PT. GPG has more than 30 years of experience in the agricultural mechanization
industry, which has given it a strong reputation among customers. Long-term
relationships with state-owned enterprises and large sugar factories strengthen sales
stability and customer trust. This advantage is supported by a deep understanding of
market needs and responsive after-sales support.
● International Standard Product Quality
PT. GPG products meet international standards, with modern technology features that
provide long-term operational efficiency. Customers appreciate the quality and
durability of the products, which makes the higher price considered comparable to the
benefits obtained.
● Effective After-Sales Service
The company provides comprehensive after-sales service, including technical support,
official warranty, and complete spare parts availability. This responsive service
strengthens customer loyalty, especially in providing quick solutions to technical
problems.
● Strong Relationships with Key Customers
PT. GPG maintains close relationships with its key customers, especially state-owned
enterprises and large sugar factories. A solution-based approach that is appropriate and
well-maintained ensures long-term customer satisfaction and loyalty. This strategy
strengthens the company's position in the market and minimizes business risks.
● Effective Product Demonstrations
The company regularly conducts product demonstrations that allow customers to see
firsthand the benefits of the tools offered. This increases customer understanding and
trust in the product, and strengthens marketing based on real-world experience.
b. Weaknesses
● Dependence on Key Customers
PT. GPG shows high dependence on the BUMN segment and large sugar factories.
Interviews with informants indicate that although these segments provide stable
income, the company is vulnerable to policy changes and slow procurement
bureaucracy. This dependence also hinders market diversification, increasing the risk
of economic and political fluctuations.
● Relatively High Product Prices
PT. GPG's products have higher prices than local competitors due to superior quality
and after-sales service. However, this is an obstacle in reaching the small farmer
segment or customers with limited budgets. Lack of market education regarding the
long-term benefits of quality products also reinforces negative perceptions of price.
● Challenges of Human Resource Regeneration
The company faces a gap in human resource regeneration as many senior employees
approach retirement. New workers who are skilled in modern agricultural technology
are needed. In addition, attracting the interest of the younger generation to the
agribusiness sector is a challenge in itself due to the low attractiveness of this sector
compared to other fields such as digital technology.

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International Journal of Economics, Business and Accounting Research (IJEBAR)
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● Limited Promotion Capacity
PT. GPG's promotional capacity is still limited, especially in terms of utilizing digital
strategies. Promotion is still dominated by conventional methods such as exhibitions
and customer visits, which are not widely available. Lack of resources and training in
digital marketing makes it difficult for companies to reach new market segments
optimally.
External Environmental Analysis
a. Opportunities
● Government Policy for Agricultural Modernization
Government support in agricultural modernization through regulations and subsidies is
a great opportunity to expand the market. PT. GPG can take advantage of this policy by
providing mechanization tools that support the efficiency and productivity of the
agricultural sector.
● Increasing Demand for Agricultural Mechanization
The increasing demand for mechanization tools, especially in the sugarcane plantation
sector, provides an opportunity to expand market share. Government policy support and
the need for operational efficiency strengthen this trend.
● Partnerships with BUMN and the Private Sector
Long-term relationships with BUMN and growing partnerships with private companies
open up opportunities for revenue stability and market expansion. Although
dependence on BUMN has its risks, strengthening relationships with the private sector
can diversify the customer portfolio.
● Development of Mechanization Tool Technology
Technological advances such as automation and IoT sensors in agricultural tools
provide opportunities for innovation and competitiveness for PT. GPG, along with
global demand for sustainable technology.
b. Threats
● Price Competition with Local Competitors
Price competition with local competitors offering lower prices can be a challenge,
especially in more price-sensitive customer segments. PT. GPG needs to strengthen
market education about the added value of quality products.
● Macroeconomic Challenges
Inflation and global economic fluctuations affect raw material costs and customer
purchasing power. Economic uncertainty can slow investment in agricultural
modernization, so PT. GPG must adjust its marketing strategy and offer more flexible
payment schemes.
● Lack of Market Education
Lack of understanding about the long-term benefits of PT. GPG's products can reduce
competitiveness in the market. Local competitors offering low prices without market
education can take market share. PT. GPG needs to increase education efforts through
digital media and workshops.
● Bad Perception of Consumable Parts
Customer complaints about the quality of consumable parts that wear out quickly can
reduce trust in PT. GPG's products. The company needs to improve the quality of spare
parts and transparency regarding equipment operating costs.

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International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
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Internal-External Matrix
Based on the analysis of the internal and external environment above, we can describe the
matrix as follows:
Table 2. Internal Matrix
Internal Analysis
Strength

Company
Experience
and
Reputation

International
Standard
Product
Quality

Weakness Dependence
Relatively
on
Key High Product
Customers
Prices
(BUMN)

Effective After- Strong
Effective
Sales Service
Relationships
Product
with
Key Demonstrations
Customers
Challenges of Limited
Human
Promotion
Resources
Capacity
Regeneration

Source: Processed Data, 2025
Table 3. External Matrix
External Analysis
Opportunity Government Policy Increasing Demand Partnerships with Development
of
for
Agricultural for
Agricultural BUMN and the Mechanization
Modernization
Mechanization
Private Sector
Tool Technology
Threat

Price Competition Macroeconomic
with
Local Challenges
Competitors

Lack of Market Bad Perception of
Education
Consumable Parts

Source: Processed Data, 2025
After identifying internal factors (strengths and weaknesses) and external factors
(opportunities and threats) of PT GPG, the next step is to hold a discussion with the company's
internal team as respondents. At this stage, significance and importance level analysis is used
to evaluate and prioritize each SWOT factor. The significance level measures the magnitude
of a factor's impact on the company's performance, while the importance level assesses how
much the factor contributes to achieving strategic goals. This assessment allows the company
to determine the most relevant, efficient, and appropriate strategic priorities according to the
actual conditions in the internal and external environments.
The level of significance in this study is expressed through weight, where the weight is a
scale value that when added up must reach a total of 100% or 1. This weight reflects the level
of relative influence of a factor, so the smaller the weight given, the lower the level of
significance of the factor to the overall analysis.
Meanwhile, the level of importance is represented in the form of a score, with an ordinal
scale from 1 to 5, where a value of 5 indicates a very high level of importance, and a value of
1 indicates a very low level of importance.
1=Not Important
4=Important
2=Less Important
5=Very Important
3=Fair

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International Journal of Economics, Business and Accounting Research (IJEBAR)
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E-ISSN: 2614-1280 P-ISSN 2622-4771
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This approach provides a quantitative structure for measuring and comparing the relevance
of each factor in the SWOT analysis framework.

STRENGTH

Table 4. Internal Factor Evaluation Matrix-Strength
Level of
Level of
significance
interest

Critical Factor (1)

LoS Weight

Weight
(2)

Score (3)

Total
Score
(4)

Company Experience and
2,9
Reputation

0,22

22%

5,0

1,1

International
Product Quality

2

0,15

15%

3,0

0,5

3

0,23

23%

4,0

0,9

2,4

0,18

18%

4,0

0,7

2,7

0,21

21%

5,0

1,0

Standard

Effective After-Sales Service
Strong Relationships with
Key Customers
Effective
Product
Demonstration
Total Strength Score

WEAKNESS

13
1,00
100%
Source: Processed Data (2025)

4,3

Table 5. Internal Factor Evaluation Matrix-Weakness
Level of
Level of
significance
interest

Critical Factor (1)
Dependence
on
Key
Customers (BUMN)
Relatively High Product
Prices
Challenges
of
Human
Resource Regeneration
Limited Promotion Capacity
Total Weakness Score

LoS Weight

Weight (2)

Score (3)

Total
Score (4)

3

0,33

33%

4,0

1,3

1,6

0,18

18%

2,0

0,4

2,3

0,25

25%

5,0

1,3

2,0

0,5
3,4

2,2
0,24
24%
9,1
1,00
100%
Source: Processed Data (2025)

The Internal Factor Evaluation (IFE) table evaluates the strengths and weaknesses of PT.
Golden Pratama Gemilang (GPG) based on the level of significance and importance. The main
strength factors such as "Company Experience and Reputation" and "Effective After-Sales
Service" recorded the highest weights (22% and 23%), with a total strength score reaching 4.3.
On the weakness side, "Dependence on Major Customers (BUMN)" is the most dominant
factor (33%), followed by "HR Regeneration" and "Limited Promotion Capacity", with a total
weakness score of 3.4. These results indicate that although the strengths are superior, the
company's weaknesses still need to be addressed strategically.

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International Journal of Economics, Business and Accounting Research (IJEBAR)
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Table 6. External Factor Evaluation Matrix-Opportunity
OPPORTUNITY
Critical Factor (1)
Government
Policy
for
Agricultural Modernization
Increasing
Demand
for
Agricultural Mechanization
Partnership with BUMN and the
Private Sector
Development of Mechanization
Tool Technology
Total Opportunity Score

Level of
significance

Level of
interest

LoS

Weight

Weight (2)

Score (3)

Total
Score (4)

2

0,27

27%

3,0

0,8

1,6

0,22

22%

4,0

0,9

2,5

0,34

34%

5,0

1,7

1,3

0,18

18%

2,0

0,4

7,4

1,00

100%

3,7

Source: Processed Data (2025)
Table 7. External Factor Evaluation Matrix-Threat
Level of
significance

Level of
interest

Weight (2)

Score (3)

Total Score
(4)

0,29

29%

4,0

1,1

0,20
0,25
0,27
1,00

20%
25%
27%
1,0

3,0
4,0
5,0

0,6
1,0
1,3
4,1

THREAT
Critical Factor (1)

LoS Weight

Price
Competition with Local
2,9
Competitors
Macroeconomics Challenges
2
Lack of Market Education
2,5
Bad Perception of Consumable Parts 2,7
10,1
Total Threat Score

Source: Processed Data (2025)
The External Factor Evaluation (EFE) table shows that PT. GPG's main strategic
opportunities are "Partnership with State-Owned Enterprises and the Private Sector" with the
highest weight (34%) and a score of 1.7, followed by "Government Policy for Agricultural
Modernization" (27%) and "Increased Demand for Agricultural Mechanization" (22%), with a
total opportunity score of 3.7. On the threat side, "Price Competition with Local Competitors"
is the dominant factor (29%) with a score of 1.1, followed by "Bad Perception of Consumable
Parts" and "Lack of Market Education". The total threat score of 4.1 confirms that even though
great opportunities are available, the company must still focus on overcoming external
challenges to maintain competitiveness.
SWOT Analysis
SWOT analysis arranged in the form of a matrix serves to identify and provide
visualization of the position of internal resources and the external environment of the
organization, with a focus on the elements of strength, weakness, opportunities, and threats.
This matrix produces four main types of strategies, namely SO (Strengths and Opportunities)
strategy, WO (Weaknesses and Opportunities) strategy, ST (Strengths and Threats) strategy,
and WT (Weaknesses and Threats) strategy. The results of the SWOT matrix analysis can be
seen through the following graphic representation:

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International Journal of Economics, Business and Accounting Research (IJEBAR)
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Figure 2. SWOT Analysis Chart
Source: Internal Data, processed (2025)
The SWOT graph shows that the ST (Strength-Threat) strategy has the highest score (8.3),
followed by SO (Strength-Opportunity) at 8.0. This indicates that PT GPG needs to prioritize
internal strengths such as product quality and reputation to face external threats, such as price
competition and bad market perception. A high score on the SO strategy also indicates the
importance of taking advantage of opportunities, such as strategic partnerships and
mechanization requests. Meanwhile, the WT (7.5) and WO (7.1) strategies highlight the need
to improve internal weaknesses to be better prepared to face threats and take advantage of
opportunities.
Based on the SWOT analysis, PT GPG's main strategy is the ST strategy, which is to
develop land-specific products such as Mulcher to address the regulation prohibiting sugarcane
burning, as well as offering maintenance contracts and digital education to address market
threats. The SO strategy includes collaboration with the Ministry of Agriculture and flexible
payment schemes to expand the adoption of mechanization tools. The WO strategy involves
recruiting retired BUMN employees as advisors to address HR weaknesses. Meanwhile, the
WT strategy is carried out by collaborating with local OEMs to reduce spare part prices and
improve market perception. All of these strategies are designed to strengthen the company's
competitiveness and adaptability in the dynamic agricultural market.
QSPM Analysis
The final step of this research is analysis with Quantitative Strategic Planning Matrix
(QSPM), through interviews with experienced agricultural experts, Ir. Wayan Sukasedana,
MM. The assessment is carried out by giving an attractiveness score (AS) to each strategy using
a scale of 1-4, to determine the priority of strategy implementation based on its relevance and
potential contribution to the development of PT GPG. This stage is the basis for formulating
objective and applicable strategic recommendations.
Table 8. QSPM (Quantitative Strategic Planning Matrix)
Alternative Strategy

Weight

AS*

TAS

Ranking

STRATEGY 1
STRATEGY 2

0,204082
0,102041

2
3

0,408163
0,306122

3
5

International Journal of Economics, Business and Accounting Research (IJEBAR) Page 655

International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
STRATEGY 3
STRATEGY 4
STRATEGY 5
STRATEGY 6
STRATEGY 7

0,088435
0,163265
0,176871
0,081633
0,183673

1
2
4
3
4

0,088435
0,326531
0,707483
0,244898
0,734694

7
4
2
6
1

Source: Processed Data (2025)
Description:
Strategy 1 : Developing products according to the needs of each land
Strategy 2 : Offering periodic maintenance contracts and discounts for the purchase of
original spare parts for existing customers
Strategy 3 : Creating easy-to-understand and exciting digital product education
content
Strategy 4 : Collaborating with the Ministry of Agriculture to support agricultural
modernization
Strategy 5 : Providing more flexible payment methods for small and medium farmers
Strategy 6 : Recruiting Retired BUMN Employees as Advisors
Strategy 7 : Collaborating with local Original Equipment Manufacturers (OEMs) to
produce consumable parts for Cheaper Prices
The strategy with the highest TAS value is the main priority that must be implemented by
the company. Based on the results of the TAS (Total Attractiveness Scores) calculation listed
in Table 4.7, the following is the priority order for alternative marketing strategy development.
1. Collaborate with local Original Equipment Manufacturers (OEMs) to produce consumable
parts to make them cheaper
2. Provide more flexible payment methods to small and medium farmers
3. Develop products according to the needs of each land area
4. Collaborate with the Ministry of Agriculture to support agricultural modernization
5. Offer regular maintenance contracts and discounts for the purchase of genuine spare parts
for existing customers
6. Recruit Retired State-Owned Enterprise Employees as Advisors
7. Create easy-to-understand and fun digital product education content
The QSPM results show that Strategy 7—collaborating with local OEMs to produce
cheaper consumable parts—is the top priority with the highest TAS value (0.73), due to its
potential to reduce costs and increase competitiveness. This is followed by Strategy 5 (TAS
0.71), which provides flexible payment options for small-medium farmers to expand market
access. Strategy 1 is in third place (TAS 0.41), focusing on developing products according to
land needs, such as the introduction of Mulcher tools as a solution to the ban on burning
sugarcane leaves outside Java. Strategies 4 (collaboration with the Ministry of Agriculture), 2
(maintenance contracts), and 6 (recruiting retired BUMN) are in the next positions, while
Strategy 3 (digital education) is the lowest priority. Thus, PT GPG is advised to focus resources
on Strategies 7 and 5, followed by other strategies gradually according to resource availability.
4. Conclusion
This study aims to formulate an appropriate marketing strategy for PT GPG in the agricultural
mechanization equipment industry by utilizing SWOT and Quantitative Strategic Planning
Matrix (QSPM) approaches. Through SWOT analysis, it was found that PT GPG has strengths

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International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
such as good corporate reputation, international standard product quality, effective after-sales
service, strong relationships with key customers, and effective product demonstrations.
However, weaknesses such as relatively high product prices, limited promotional capacity, and
HR regeneration are also challenges that need to be overcome. The internal HR aspect at PT
GPG shows that workforce regeneration is a significant challenge that affects the company's
ability to adapt to market dynamics and the application of new technologies. The existing
workforce is still limited in the digital and technical skills needed to support product
innovation, modern promotions, and more responsive after-sales services. This hinders the
company from maximizing its internal potential. Therefore, HR development through
structured and focused training on technical capabilities, digitalization, and market
understanding is an important solution to strengthen the company's internal foundation. By
strengthening HR capabilities, PT GPG can improve the competitiveness and sustainability of
its business strategy in the agricultural mechanization equipment market.
On the external side, there are significant opportunities such as agricultural modernization
policies, increased demand for mechanization, partnerships with BUMN and the private sector,
and technological developments in mechanization equipment. Meanwhile, threats such as price
competition from local competitors, macroeconomic challenges, lack of market education, and
poor perception of consumable parts need to be mitigated with the right strategy.
QSPM analysis helps in prioritizing the implementation of strategies based on their relative
attractiveness to the company's objectives. The results show that Strategy 7 (working with local
OEMs to reduce the cost of consumable parts) has the highest Total Attractiveness Score (TAS)
value, making it the top priority. The next strategies are Strategy 5 (provide flexible payment
options for small and medium farmers) and Strategy 1 (develop products according to land-byland needs) by developing and marketing Mulcher as the main solution for post-ban sugarcane
burning, PT GPG not only meets the urgent market needs, but also strengthens its position as
a pioneer of environmentally friendly and innovative agricultural mechanization tools. This
strategy also supports compliance with new regulations, enhances the company's
competitiveness, and contributes significantly to sustainable agriculture in Indonesia. Other
strategies, such as collaboration with the Ministry of Agriculture (Strategy 4) and after-sales
service development (Strategy 2), are also important but have lower priority. Overall, this study
successfully provided strategic directions that can help PT GPG improve competitiveness,
expand market share, and face challenges in the agricultural mechanization equipment industry.
This study has several limitations that need to be considered. First, the data obtained from
interviews has a limited scope and may not fully represent all stakeholders, potentially resulting
in perspective bias. In addition, the focus of this research is mainly on the internal scope of the
company, with limited exploration of external factors such as competitor dynamics and
regulations. The use of QSPM as an analytical tool also has shortcomings in evaluating the
relationship between strategies or the synergistic impact between factors, so the analysis is
more focused on linear ranking. The strategies developed tend to be oriented towards the short
to medium term, so there is less discussion of the implications for long-term plans. Limited
access to quantitative data, such as market trends or implementation costs, meant that the
assessment relied heavily on qualitative data. In addition, the results of this study are specific
to PT GPG in the agricultural mechanization equipment industry, so they cannot be generalized
to other sectors. Finally, the limited research time meant that some aspects, such as in-depth
case studies or broader surveys, could not be incorporated into the analysis.

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International Journal of Economics, Business and Accounting Research (IJEBAR)
Peer Reviewed – International Journal
Vol-9, Issue-3, 2025 (IJEBAR)
E-ISSN: 2614-1280 P-ISSN 2622-4771
https://jurnal.stie-aas.ac.id/index.php/IJEBAR
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