Strategic Management of Sinar Berkat Farma Pharmacy for Enhancing Competitiveness in Bandung City

Nining Yuningsih; Erliany  Syaodih; Mira  Venita

doi:10.46799/adv.v4i10.674

Authors

Nining Yuningsih Universitas Adhirajasa Reswara Sanjaya
Erliany Syaodih Universitas Adhirajasa Reswara Sanjaya
Mira Venita Universitas Adhirajasa Reswara Sanjaya

DOI:

https://doi.org/10.46799/adv.v4i10.674

Keywords:

Business Strategy, SWOT, IFAS, EFAS, QSPM, Pharmacy, Service Diversification

Abstract

Intense competition among urban pharmacies requires independent businesses to adopt strategies that integrate commercial sustainability with professional pharmaceutical services. Sinar Berkat Farma Pharmacy in Bandung faces strong competitive pressures, limited digital promotion, and underdeveloped delivery services. This study aimed to formulate strategic management priorities for maintaining and strengthening the pharmacy’s competitiveness. A qualitative descriptive case study was conducted from October to December 2025. Data were collected through observations, interviews, and document reviews and were subsequently analyzed using the Internal Factor Evaluation (IFE) Matrix, External Factor Evaluation (EFE) Matrix, Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis, and the Quantitative Strategic Planning Matrix (QSPM). The findings identified responsive staff, pharmacist availability, specialist physician services, a strategic location, and product availability as key strengths. Strengths scored 2.52, weaknesses 0.71, opportunities 1.13, and threats 2.48, positioning the pharmacy in SWOT Quadrant II. This position supported strategies that leverage internal strengths to address external threats. Service diversification achieved a Total Attractiveness Score (TAS) of 6.85, exceeding the score of 6.41 for product diversification. These results suggest prioritizing pharmacist-led education, differentiated services, and healthcare partnerships, supported by digital marketing and the gradual development of delivery services. The study concludes that service diversification offers the preferred strategic direction; however, its effects on customer retention, profitability, and competitiveness require subsequent empirical evaluation following implementation over a sustained observation period.

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