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Showing 2 results for Ikatrinasari
Oasis Pool Corporate Strategy Planning Using AHP-SWOT and ISM Methods
Dede Rukmayadi, Yayan Saputra, Rifki Muhendra, Zulfa Fitri Ikatrinasari,
Volume 35, Issue 1 (IJIEPR 2024)
Abstract 
Although the existence of swimming pools is very important for people who need to exercise or just have fun with their families, there are still few studies conducted to explore how to analyze the strategic planning of swimming pool companies in order to grow and develop. For this reason, this research will carry out strategic planning for the company Oasis Pool. The research stage consists of analyzing the internal and external strategies of the Oasis Pool company using the AHP SWOT method. In the second stage, a structural analysis of Oasis Pool's corporate strategy is carried out using the interpretative structural modeling (ISM) method. The results showed that the most appropriate strategy in the development of Oasis Pool's business is a growth strategy. This strategy can be implemented by maximizing fast response services and always maintaining spare parts availability to increase customer satisfaction. Furthermore, the key element of the strategy that will determine the success of Oasis Pool's corporate strategic planning is to maintain fast response to improve service quality. In order to maintain Oasis Pool's business to grow and develop and win the market competition, it is necessary to do the following things such as: design a good work system, active management to make improvements and innovations and keep up with technological developments. The main contribution of this article is to assist swimming pool managers such as Oasis Pool in carrying out effective strategic planning using AHP - SWOT and ISM methods.

Digital Transformation Framework for SMEs: Study of Consumer Goods Wholesale in Indonesia
Hasbullah Hasbullah, Zulfa Fitri Ikatrinasari, Humiras Hardi Purba,
Volume 35, Issue 4 (IJIEPR 2024)
Abstract
SMEs (Small and Medium Enterprises) play a vital role in developing countries like Indonesia, contributing 12.85% to the GDP. However, Indonesia ranks low in the Global Index of Digital Entrepreneurship Systems by the Asian Development Bank. A study in  Bekasi regency found that nearly 100% of SMEs still rely on conventional systems, facing common issues like low stock accuracy and lack of transparency. While software solutions exist, they often fail to address the real issues SMEs face in the real world. This research aims to create a digital transformation framework tailored to the real issues of SMEs, confirmed by stakeholders. This study used exploratory mixed methods, identifying seven steps for digital transformation: defining customer needs, identifying gaps, setting goals, selecting technology, addressing current problems, planning and financing, and evaluation. These steps cover six dimensions: Customer needs, Processes, Planning and Strategy, Technology, Resources, and Financing. The findings highlight that digital transformation is not just about adopting technology but involves a comprehensive approach grounded in customer needs. This framework offers significant value as a main contribution to academics, practitioners, policymakers, and stakeholders by addressing SMEs’ real-world challenges and ensuring that digital transformation is effective and relevant
 
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