Strategic Planning for Pola Lampau to Improve Bussiness Performance


  •   Fauzan Aiman Margono

  •   Alvanov Zpalanzani Mansoor


The fashion industry is a very important industry because the fashion industry is one of the largest contributors to GDP for Indonesia. In addition, the fashion industry is also growing all the time and always has new trends. To maintain existence, it is necessary to carry out new business strategies that are acceptable to the market. As a business actor in the fashion industry, Pola Lampau still lacks product variations and has not carried out product development. To improve business performance and be able to compete in the market, Pola Lampau wants to make updates in business strategies. This research will discuss relevant business strategies for Pola Lampau engaged in the fashion industry, to be able to compete in the fashion industry. This research is the basis for the company to maintain competition with competitors by first analyzing the company's existing conditions internally and externally. Internal analysis uses several methods that refer to several literature studies such as, Value Proposition Canvas, VRIO Analysis, Business Model Canvas & 7P Analysis, Market Analysis, Porter's Five Force Model & Competitor Analysis. The entire Internal and External analysis is processed through a SWOT diagram to map where the company's position is located. By conducting an interview, it can be noticed that the company will have to make updates in the business strategy. The final results of the analysis carried out show a proposed business strategy for the company using the Ansoff Matrix as a formulation method. The proposed strategy is categorized as Product Development & Diversification Strategy. These two strategies are aligned with action plans and an implementation schedule is made.

Keywords: Ansoff Matrix, Business Model Canvas, Fashion Industry, Strategy Business.


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How to Cite
Margono, F. A., & Mansoor, A. Z. (2022). Strategic Planning for Pola Lampau to Improve Bussiness Performance. European Journal of Business and Management Research, 7(5), 125–132.