Vol.4, No.04, April 2023

E-ISSN: 2723-6692

P-ISSN: 2723-6595

http://jiss.publikasiindonesia.id/

Journal of Indonesian Social Science, Vol. 4, No. 04, April 2023 334

Selection of Recommended Marketing Strategy of Arrowroot Cereal

at PT Serela Prima Nutrisia Using Analytical Hierarchy Process

Budiarto

, Stefanus Dannydra Prasetyo

1,2

Program Studi Agribisnis, Fakultas Pertanian, Universitas Pembangunan Nasional Veteran

Yogyakarta

Email: [email protected],

Corresponding Author: [email protected]

ARTICLE INFO

ABSTRACT

Submitted

:02-04-2023

Received

:05-04-2023

Approved

:15-04-2023

PT Serela Prima Nutrisia is a company engaged in the arrowroot

(Maranta Arundinacea)-based processing product. (1) This research

aimed to identify and analyze alternative strategies that could be

applied in Oriflakes marketing activities and (2) to identify the

company’s marketing strategy that could be recommended

according to the segmentation, targeting, and positioning. This

research used a descriptive approach. The location determination

method used case studies whereas the determination of the

respondents used a purposive method. Types of data used in this

research were primary and secondary data. The data collection

methods used in this research were observation, interviews,

documentation, recording, and questionnaires. The analytical

techniques used in this research were Descriptive Analysis, Internal

and External Factors Matrix, IE Matrix (Internal External), and AHP

(Analytical Hierarchy Process). The results from this research

showed that the marketing mix applied by the company were

product, price, promotion, place, and the STP concept, which were

segmentation, targeting, and positioning. The results from the IE

matrix showed that the company position was on hold and maintain.

The results of the AHP matrix showed that the highest socre was

obtained on the product development strategy. An alternative

strategy recommended for the company was a product development

strategy.

Keywords: AHP, IE, Marketing

Mix, Marketing Strategy, STP

Attribution-ShareAlike 4.0 International (CC BY-SA 4.0)

1. Introduction

Arrowroot (Maranta arundinacea L.) has been announced by the government as one

of the local food commodities which has priority for cultivation because it has the potential

to substitute for wheat flour. The high levels of carbohydrates and energy make arrowroot

tubers can be used as a substitute for carbohydrates in the body, although the protein content

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is relatively low compared to rice flour or corn flour, but it is equivalent to sago protein,

cassava flour (tapioca), potato starch and cornstarch. The lack of arrowroot tuber protein

content can be circumvented by combining it with food sources of protein. Like other roots

and tubers, arrowroot tubers have low gluten levels so they are good for people with blood

sugar. Compared to other starches, arrowroot tubers have shorter fiber forms so they are

easily digested and can be used as food for babies, children with autism and Down syndrome

as well as diets for the elderly and for patients in the convalescent period (Amalia, 2014).

Arrowroot plants can be found in almost all parts of Indonesia, can grow well on

shaded land so they are easy to cultivate and maintain. In the Special Region of Yogyakarta,

arrowroot growing centers are located in Sleman, Kulon Progo and Gunung kidul Regencies

(Ratnaningsih, 2010). Seeing the business opportunity from the many benefits of arrowroot

tubers that have not been widely used, Sukoy Triono and Fandy Akhmad founded PT Serela

Prima Nutrition, a business that produces processed arrowroot tubers which are made into

Oriflakes products (arrowroot tuber cereal). Oriflakes means cereal flakes which are made

from natural ingredients and are beneficial for health. With several product benefits, among

others Gastro, Low IG, Slim, Daily and Kids. The Oriflakes product "arrowroot cereal" is much

loved by healthy food and drink lovers because of its many health benefits, especially for

maintaining the health of digestive metabolism, so that Oriflakes is safe for consumption by

anyone, both toddlers (at least 1 year old) to old age, and not have side effects on health.

Marketing offline Oriflakes is marketed through partner intermediaries including,

salesman, reseller, agents and distributors. Oriflakes direct marketing by the company

through the program sponsorship, shops, following bazaars and opening outlets in crowded

places. Marketing online currently through marketplace (Shopee) and social media

(Facebook, Instagram and Official Website) as well as using direct massage (WhatsApp). PT

Serelia Prima Nutrition failed to achieve sales target offline. It causes for sales offline

company sets a total sales target for Oriflakes products of 15,000 products per month. For

sales Online, the company has set a sales target of a total of 25,000 products per month. In

2022, the company is carrying out a market penetration business strategy, but still has not

been able to achieve the predetermined marketing targets. The issue is important because of

the expectations of the CEO and Founder going to sales offline Those who do not meet the

target will threaten the purpose of holding marketing offline which can be used by companies

to get closer to and with DIY consumers and its surroundings so that when they need a

product they can get the product at the desired or nearest place, but in reality it doesn't even

match the sales target to the point that sometimes the goods being marketed have to be

withdrawn because they have expired.

Based on the explanation of the existing background, it is necessary to review the

Oriflakes marketing strategy that should be implemented by PT Serela Prima Nutrition. For

this reason, the objectives of this study are 1) to identify and analyze alternative strategies

that can be applied to Oriflakes marketing activities at PT Serela Prima Nutrition. 2) To

identify marketing strategies that can be recommended to PT Serela Prima Nutrition

according to the marketing mix, segmentation, targeting and product positioning.

2. Materials and Methods

The method used in this research is a quantitative descriptive method with a case

study approach. Descriptive method is a method used to describe or analyze a research result

but not used to make broader conclusions. Descriptive research is not used to test certain

hypotheses but only to describe the symptoms and conditions that already exist in the field

(Sugiyono., 2017). A purposive approach is used because this research is about the status of

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research subjects with respect to a specific or typical phase of the whole personality

(Maxfield in Nazir, 2017). Retrieval of respondents was done intentionally (purposive).

Purposive is a technique for determining respondents with certain considerations that aim

to make the data obtained more representative (Sugiyono, 2016). Respondents selected in

this study were CEO (Chief Executive Officer), Regional Sales Manager, and Supervisor Sales

and marketing staff at PT Serelia Prima Nutritiona. The types of data in this study are grouped

into two sources, namely primary data and secondary data. Methods of data collection is done

by interviews, questionnaires and documentation. Before conducting data analysis, first to

test the validity and reliability.

A. Input Level

The input stage is a qualitative analysis of the internal and external marketing

environment. Analysis qualitative internal marketing environment is a process that is used

by strategic planners to monitor factors that directly affect the company, originating from

within the scope of the company, including an analysis of the strengths (strenghts) which is

the advantage of the company's resources against competitors and weaknesses

(weaknesses) namely company limitations that can be a barrier for companies to develop

(Santana et al., 2023). Internal environmental factors are analyzed using the STP approach

(Segmentation, Targeting and Positioning) and the 4Ps marketing mix (Product, Price, Place

and Promotion) (Assauri, 2019). External environment analysis is a process used by strategic

planners to monitor external environmental factors in determining opportunities and threats

to the company (Taufiqurokhman, 2016). Opportunities are important profitable situations

in a corporate environment. Threats are important but unfavorable situations in the

corporate environment (Mashuri & Zaman, 2022). External environmental factors use a macro-

environmental approach (companies, suppliers, marketing intermediaries, customers,

competitors and society) and micro (demographics, economy, nature, technology, politics

and culture). From the qualitative analysis of the internal and external marketing

environment above, qualitative data on the marketing environment will be obtained, the data

is analyzed quantitatively by quantifying qualitative data using Internal Factors Evaluation

Matrix (IFE) and External Factors Evaluation Matrix (EFE). Internal environmental data

(strengths, weaknesses) were analyzed using the Internal Factor Evaluation Matrix (EFI) and

external (opportunities and threats) were analyzed using the External Factor Evaluation

(EFE) matrix.

B. Matching Stage

The second analysis stage is matching (matching stage) use Internal-External Matrix

(IE). The IE matrix is based on IFE weighted scores (x axis) and EFE weighted scores (y axis).

The EFE and IFE weight scores can determine whether a business is in a quadrant. The results

of this IE matrix can determine the company's position in a particular quadrant cell which

has implications for different strategic alternatives. By knowing the position of the company,

the company can find appropriate alternative strategies to achieve company goals.

C. Decision Level

The final stage is the decision (decision stage) use AHP (Analytical Hierarchy Process).

The analytical technique used in the third stage of the strategic planning framework

formulation(Novianto, 2019; Rosiana & Bintama, 2023). Also called the decision stage (decision

stage) using (AHP). In the AHP method, the following steps are carried out:

a. Hierarchical arrangement

The first step in designing AHP (Analytical Hierarchy Process) namely identifying

problems by conducting an in-depth analysis of the problems faced and want to be solved.

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The next process is the identification and selection of elements that will enter the system

components such as focus, forces, actors, objectives, and alternatives in the AHP structure

later. Then create a hierarchical structure starting with the main goal. The hierarchical

structure can be seen in Figure 1. AHP is used because it represents complex problems into

a logical and simple hierarchical model. AHP is used in making decisions on several criteria

by providing procedures to check consistency in assessments thereby reducing bias in

decision making. The tool used to process the data is Expert Choice.

The results of horizontal processing show related elements in one hierarchical level

compared to other elements at different hierarchical levels. While the results of vertical

processing describe the relationship and level of influence between elements at one

hierarchical level and elements at other hierarchical levels. Processing results indicating the

selection of alternative marketing strategies are obtained from vertical processing.

Figure 1.Hierarchy in the Analytical Hierarchy Process (AHP).

Image source: Saati (2008)

b. Pairwise Comparison

Create a pairwise comparison matrix that describes the relative contribution or

influence of each element to the objectives or criteria at the level above it. To start the

pairwise comparison process, a criterion is selected from the highest level of the hierarchy,

for example K, and then from the level below, the elements to be compared are taken, for

example K

, K

, K.

Table 1.Pairwise Comparison Matrix

Criteria-1

Criterion-2

Criterion-3

Criteria-N

Criteria-1

K1/K1

K1/K2

K1/K3

K1/Kn

Criterion-2

K2/K1

K2/K2

K2/K3

K2/Kn

Criterion-3

K3/K1

K3/K2

K3/K3

K3Kn

Criteria-n

Kn/ K1

Kn/K2

Kn/K3

Kn/Kn

Source: Saati (2008)

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c. Comparison Scale Value

Defines pairwise comparisons so that the results of the comparison of each element

use a pairwise comparison scale value that shows the comparison of the importance of an

element.

Table 2 Paired Comparison Scale Value

Importance

Intensity

Definition

Explanation

Both elements are equally

important

Two elements contribute equally to the trait

One element is slightly more

important than the other

Experience and judgment strongly favor one

element over the other.

One element is more

important than the other

Experience and judgment strongly favor one

One element is clearly more

important than the other

elements

One element is strongly supported and its

dominance is shown in practice

One element is absolutely

more important than the

other

Evidence in favor of one element over the

other has the highest possible corroboration

level

2, 4, 6, 8

Values between two adjacent

values

A compromise is considered between two

considerations

opposite

If activity i gets one point when compared to activity j, then j has the opposite

value when compared to i

Source:Saati (2008)

d. Eigen Value

Normalize the matrix where each column is multiplied by the matrix and calculates

the eigenvalues and tests its consistency. If it is inconsistent then the data collection is

repeated. Repeat steps 2.3.3, 2.3.4 and 2.3.5 for all hierarchical levels.

If A is a pairwise comparison matrix, then the weight vector is of the form:

(A)(WT)=(n))(WT)

can be approached by:

a) Normalize each column j in matrix A, such that:

i a(i,j)=1

Namely as A'

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b) Compute the average value for each row i in A':

A’: wi =





i a(i,j)

With Wi is the i objective weight of the weight vector.

e. Hierarchical Consistency

Checking the consistency of the hierarchy. For example A is the pairwise comparison

matrix and w is the weight vector, then the consistency of the weight vector w can be tested

as follows:

a) Compute: (A)(v

)

 











󰇛

  

󰇛



󰇜󰇛





󰇜

  



󰇜

b) Calculate the consistency index

CI =





Information :

CI = Deviation ratio (consistency index)

t = Max =eigenvalue maximum

n = matrix size

c) Index random key-n (Rin)

Table 3.Random Index Value

…

0,58

0,90

1,12

1,24

…

Source:Saati (2008)

d) Calculate consistency ratio (CR)

 







If CI = 0, then the hierarchy is consistent

If CR < 0.1, then the hierarchy is quite consistent

If CR > 0.1, then the hierarchy is highly inconsistent

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3. Results and Discussions

3.1 Results of Identification of Internal and External Factors

3.1.1 Marketing Mix Analysis and STP (Segmentation, Targeting and Positioning)

Analysis of the marketing mix and STP used at PT Serela Prima Nutisia uses the 4Ps of

the marketing mix, namely product, price, promotion, place and the STP concept, namely

segmentation, targeting, positioning. In each factor, the three differentiations that have the

most influence on each factor are taken. The three differentiations taken earlier will be used

as sub-criteria in the decision-making hierarchy at AHP (Analytic Hierarchy Process) (Alfian,

2021).

The product mix at PT Serela Prima Nutritiona applies several product mix

differentiations based on Assauri's theory (2017), namely quality, packaging and variety. The

price mix at PT Serelia Prima Nutritiona applies several price mix differentiation criteria

based on Assauri's theory (2017), namely product weight (quantity), product sales packages

and partner prices. Place mix at PT Serelia Prima Nutritiona applies several place mix

differentiation criteria based on Assauri's theory (2017), namely location, coverage and

channel. The promotion mix at PT Serelia Prima Nutritiona applies several promotion mix

differentiation criteria based on Assauri's theory (2017), namely advertising, offline

marketing and online marketing.

In the concept of STP (segmentation, targeting, positioning) three differentiations will

be taken according to the segmentation criteria according to Tjiptono (2015), namely age,

lifestyle, benefits sought. Targeting at PT Serelia Prima Nutritiona applies several targeting

differentiation criteria based on Tjiptono's theory (2015), namely target market, segment

attractiveness, company resources. Positioning at PT Serelia Prima Nutritiona applies several

positioning differentiation criteria based on Tjiptono's theory (2015), namely cost,

credibility, service (Purwati et al., 2019).

3.1.2 Analysis of Internal Environment and External Environment

a. Internal Environment Analysis

The IFE matrix describes internal factors that influence the determination of

alternative strategies at PT Serela Prima Nutrition.

Table 4.Internal Factors Evaluation Matrix (WE)

Internal factors

Weight

Rating

core

Strength

Has been certified Halal, and BPOM

.073

3.167

.231

Packaging ergonomic and presentative health product

.063

3.000

.188

Alternative breakfast replacement

.076

2.667

.204

Has a variety of different benefits

.073

3.000

.219

There is a discount

.063

2.833

.177

Direct sales and partners

.073

2.833

.207

Segmenting consumer age as a marketing segment

(children, adults, elderly)

.063

2.500

.156

Marketing creative content through media online

.069

2.667

.185

The only arrowroot tuber cereal product in Bantul

district

.056

2.333

.130

Being a local food processing company focused on health

.066

3.000

.198

Amount

.894

Weakness

Brand Oriflakes is still little known

.069

2.500

.174

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Internal factors

Weight

Rating

core

Lack of widespread promotion

.069

2.833

.197

Sale offline unable to meet sales targets

.059

2.333

.138

Not yet distributed to many areas

.069

2.667

.185

Segment nice market hard to find

.059

3.167

.187

Amount

.880

Total

.774

Source: Primary Data Analysis (2023)

Based on the IFE matrix in table 4, the total score obtained is 2.774 which exceeds the

weighted average score of 2.5, this shows that PT Serelia Prima Nutritiona has a strong

internal position in dealing with internal environmental dynamics (Ulfah et al., 2021). The

strength factor that has the highest score is Halal and BPOM Certified with a score of 0.231.

By carrying out quality control of raw materials and hygiene controls as well as standardized

production processes, Oriflakes has been certified by BPOM and Halal so that by having

production permits from the Food and Drug Supervisory Agency and the Indonesian Ulema

Council, Oriflakes products are proven to be safe and halal.

b. External Environment Analysis

The EFE matrix describes the external factors that influence the determination of

alternative strategies at PT Serelia Prima Nutritiona.

Table 5.External Factors Evaluation Matrix (WHAT)

External Factors

Weight

Rating

Score

Opportunity

95 million users smartphone Indonesian population in

2020

0.072

2.833

0.229

Market offline beyond DIY

0.056

3.000

0.219

Economic Policy XIV

0.065

3.500

0.188

Market online not limited by space and time

0.069

3.667

0.230

Healthy living culture

0.075

3.167

0.229

Purchase trend online Indonesian society

0.065

3.333

0.240

Many product promotion media

0.078

3.500

0.219

Feedback Good customer testimonials

0.052

2.333

0.205

Human resource support around the production site

0.059

3.000

0.128

Not many competitors yet

0.075

2.833

0.177

Amount

2.064

Threat

Delay in delivery of raw materials

0.066

1.500

0.099

Location of multiple partners retailer that are not spread

across the marketing area

0.069

1.833

0.127

Marketing offline hampered by Covid-19

0.059

2.667

0.158

Advertising costs online expensive

0.072

2.000

0.145

Market tastes are always changing

0.069

2.833

0.196

Amount

0.724

Total

2.788

Source: Primary Data Analysis (2023)

Based on the results of the EFE matrix analysis in table 5 it is known that the total

score of the EFE matrix is 2.788. This figure is more than the average total score of 2.5 which

indicates that PT Serelia Prima Nutritiona, in facing the dynamics of the external

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environment, has a relatively strong business position or the company responds well to the

opportunities and threats that exist in its industry. The external opportunity factor that has

the highest score is the online purchasing trend of the Indonesian people with a score of

0.240. The threat factor that has the highest score is market tastes that are always changing

with a score of 0.196.

3.2 Marketing Strategy Identification and Analysis Results

After going through the analysis of internal factors and external factors, the next stage

is the matching stage. The analysis used uses the IE (Internal-External) Matrix by mapping

the scores of the IFE and EFE matrices that have been generated from the input stage which

consists of 9 cells to determine the position of PT Serelia Prima Nutritiona. The nine cells are

formed by the X axis and Y axis. The X axis is formed by the total IFE score in the form of the

sum of the dimensions of strengths and dimensions of weaknesses of PT Serelia Prima

Nutritiona, while the Y axis is formed by the total EFE score in the form of the sum of the

dimensions of opportunities and dimensions of threats of PT Serelia Prima Nutritiona. The

results of this IE matrix will be used as a focus on decision-making methods using AHP

(Analytic Hierarchy Process) (Ishizaka, 2019).

Table 6.Internal-External (IE) Matrix

X axis

Strategic Factors

Total Shoes

Strength

1,894

Weakness

0,880

Total Shoes IFE

2,774

Y axis

Strategic Factors

Total Shoes

Opportunity

2,064

Threat

0,724

Total Skor EFE

2,788

Source: Primary Data Analysis (2022)

Based on table 6, the calculation of the coordinates of the X axis and Y axis determines

the strategic position of the matrix (Internal-External). The X axis is located at coordinate

2.774 and the Y axis is located at coordinate 2.788. The coordinates (X,Y) will show the

position of the cell containing alternative strategies that PT Serelia Prima Nutritiona can

implement.

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Figure 2.Internal-External (IE) Matrix Quadrant

Image source: Primary Data Analysis (2023)

Based on figure 2 the results of the Internal-External matrix of PT Serelia Prima

Nutritiona, it can be determined that the strategic position based on the IE (Internal-

External) matrix is in cell V, namely guard and maintain, where there are two alternatives

used, namely market penetration and product development.

3.3 Recommended Marketing Strategy Identification Results

Analysis of alternative strategies recommended will use AHP (Analytical Hierarchy

Process). After getting the alternative strategy results from the IE Matrix where the business

position is in the fifth quadrant (maintain and maintain), then the next stage is making

alternative strategic decisions using AHP. The main focus taken based on the business

strategy in the current guard and maintain position is market penetration. The goals taken

based on the Vision and Mission of PT Serelia Prima Nutritiona are to focus on developing

local processed food products. The criteria taken are based on the 4P marketing mix

(product, price, promotion, place) and STP (Segmentation, Targeting, Positioning). The sub-

criteria taken are three differentiations of the 4P and STP marketing mix according to the

conditions in the field. Alternatives are taken based on the marketing strategy obtained based

on the position of the business to maintain and maintain, namely market penetration and

product development. After obtaining the focus, objectives, criteria, sub-criteria and

alternative strategies, the AHP hierarchy can be made as follows:

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Figure 3.Alternative Priority Hierarchy of PT Serelia Prima Nutritiona's Marketing Strategy

Image source: Primary Data Analysis (2023)

3.3.1 PT Serelia Prima Nutritiona Priority Marketing Objectives Based on Business Level

Strategy

Table 7.Oriflakes Marketing Weight and Priority

Objective

Weight

priority

AND

Focusing on the Development of Local Processed

Food Products

0,00

Source:Primary Data Analysis (2023)

Based on the results of the AHP analysis in table 7, it can be seen that the priority of

PT Serelia Prima Nutritiona's first goal is to focus on developing local food ingredients.

Development of foodstuffs is an activity carried out in the face of the possibility of changing

a material into a product in a better direction, so as to provide greater usability and

satisfaction. This product must involve a new or improved product offering for an existing

market. By focusing on product development, companies can understand market needs and

wants, and see the possibility of adding or changing the special characteristics of the product,

in order to create quality improvements or add types or sizes to better satisfy the available

market (Tjiptono, 2015).

3.3.2 Priority Criteria Based on Objectives Focus on Development of Local Processed Food

Products.

Table 8.Weight and Priority of Criteria Based on Objectives Focus on the Development of

Local Processed Food Products

Criteria

Weight

priority

Product (Product)

0,337

Price(Price)

0,095

Promotion(Promotion)

0,038

Placed(Place)

0,075

Segmentation

0,088

Targeting

0,118

Positioning

0,250

Total

IR (Inconcistency Ratio)

0,03

Source: Primary Data Analysis (2023)

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Based on the results of table 8, the first priority criteria is obtained with the aim of

focusing on the development of local processed food products, namely products with a

weight of 0.337. From the point of view of producers or marketers, a product is anything that

can be offered by a producer to be noticed, demanded, purchased, used or consumed by the

market to fulfill the needs or wants of the relevant market. From a consumer perspective, a

product is everything that a customer receives from an exchange with a marketer (Tjiptono,

2015). PT Serelia Prima Nutritiona always tries to make Oriflakes products have advantages

that can compete with their competitors. Such as having BPOM and Halal certification for

their products, designs and packaging that represent health products that display the brand

name, nutritional content and how to use them, as well as the many variations of flavors and

benefits that adjust the segmentation of Oriflakes marketing. In addition, to focus on

developing local processed food products, skills and knowledge are needed in the field of

arrowroot root falkes processing. Because the company has experience and qualified

capabilities in product processing, it will be easier to focus on developing local food

preparations, namely arrowroot tuber flakes as the basic ingredient for Oriflakes. Having a

product that meets consumer needs will be a strong basis for companies to compete in the

competition, making it easier for marketers to offer their products.

3.3.3 Priority of Sub-Criteria Based on Vision Focuses on the Development of Local

Processed Food Products.

Table 8.Weight and Priority of Criteria Based on Vision Focusing on the Development of

Local Processed Food Products

Source:Primary Data Analysis (2023)

Criteria

Dimensions

Weight

IR(Inconsistency Ratio)

Product

top quality

0,176

0,0002

Packaging

0,167

Variation

0,657

Price

Product weight

0,500

0,03

Package product sales

0,335

Partner Price

0,165

Promotion

0,267

0,0001

Sales offline

0,482

Marketing oonline

0,251

Place

Location

0,355

0,03

Scope

0,528

Channels

0,117

Segmentation

Age

0,136

0,005

Benefits Wanted

0,636

Lifestyle

0,228

Targeting

Target Market

0,119

0,03

Segment Attraction

0,210

Enterprise Resources

0,671

Positioning

Credibility

0,660

0,04

Cost

0,227

Service

0,113

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Based on the results obtained from table 8, product mix, variation is the first priority

with a weight of 0.657. Quality and packaging respectively on the second and third priority

with a weight of 0.176 and 0.167. According to (Kotler & Armstrong, 2008) defines product

variety as a separate unit within a brand or product line that can be differentiated based on

size, price, appearance or some other characteristic. This product variation is done to provide

choices to consumers so they don't get bored with just one product and have different

elements from other common products and provide solutions to consumer needs with the

variety of benefits offered (Tjiptono, 2015). In line with the growth of the company, which

initially only targeted diabetics, it has developed a variety of products that can now benefit

people with stomach acid, diet programs and are good for children's consumption as a

substitute for breakfast. Increasing variety also supports marketing for the company, where

at the beginning of the company's establishment in 2014, Oriflakes sold 100 boxes until 2022

sales of Oriflakes reached 25,000 boxes. Therefore, variety is the first priority in driving

marketing capabilities at PT Serelia Prima Nutritiona to be more effective in market

competition and increase sales of Oriflakes with a continuously growing selection of product

variations.

3.3.4 Appropriate Alternative Strategies to be Suggested to PT Serelia Prima Nutrisa

In the IE matrix, PT Serelia Prima Nutritiona's business position has been obtained,

namely guard and maintain position. From the guard and maintain position, several

alternative strategies are obtained according to David (2015), namely market penetration

and product development. Market penetration, namely increasing sales of existing products

and markets through more aggressive efforts. Product development is increasing sales by

offering new or modified products to current market segments. The following is the result of

a comparison of alternative strategies using expert choice.

Table 9.Weight and Priority of Appropriate Marketing Strategy Alternatives to be

Suggested to PT Serelia Prima Nutritiona

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Journal of Indonesian Social Science, Vol. 4, No. 04, April 2023 347

Source:Primary Data Analysis (2023)

Based on the results of six respondents by analyzing the AHP (Analytic Hierarchy

Process) questionnaire using the expert choice application, alternative strategies for market

penetration and product development were obtained (Purba & Simangunsong, 2021). The graph

of the highest and lowest percentage of alternative strategy weights is obtained as follows:

Criteria

Sub-criteria

Alternative Strategy

Weight

IR(Inconsis

tency

Ratio)

Product

Quality

Market penetration

0,176

0,00

Product Development

0,824

Packaging

Market penetration

0,442

0,00

Product Development

0,558

Variation

Market penetration

0,210

0,00

Product Development

0,790

Price

Product weight

Market penetration

0,421

0,00

Product Development

0,579

Place

Sales Package

Market penetration

0,656

0,00

Product Development

0,344

Partner Price

Market penetration

0,746

0,00

Product Development

0,254

Promotion

Market penetration

0,720

0,00

Product Development

0,280

Sale Offline

Market penetration

0,696

0,00

Product Development

0,304

Marketing Online

Market penetration

0,746

0,00

Product Development

0,254

Place

Location

Market penetration

0,483

0,00

Product Development

0,517

Scope

Market penetration

0,377

0,00

Product Development

0,632

Channels

Market penetration

0,766

0,00

Product Development

0,224

Segmentation

Age

Market penetration

0,245

0,00

Product Development

0,755

Benefits Wanted

Market penetration

0,190

0,00

Product Development

0,810

Healthy lifestyle

Market penetration

0,257

0,00

Product Development

0,743

Targeting

Target Market

Market penetration

0,430

0,00

Product Development

0,570

Segment

Attraction

Market penetration

0,290

0,00

Product Development

0,710

Enterprise

Resources

Market penetration

0,155

0,00

Product Development

0,845

Positioning

Credibility

Market penetration

0,314

0,00

Product Development

0,686

Cost

Market penetration

0,340

0,00

Product Development

0,660

Service

Market penetration

0,746

0,00

Product Development

0,254

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Journal of Indonesian Social Science, Vol. 4, No. 04, April 2023 348

Figure 1.Graph of Alternative Strategy Weights for PT Serelia Prima Nutritiona

Image source: Primary Data Analysis (2023)

In Figure 5.3, the strategy alternative that has the greatest weight is product

development with a value of 66.8%. While the strategy alternative that has the lowest weight

is market penetration with a weight of 33.2%.

4 Conclusion

Alternative strategies obtained are market penetration and product development

strategies. The alternative strategy recommended for PT Serelia Prima Nutritiona is a

product development strategy. PT Serelia Prima Nutritiona is advised to make good use of

online market opportunities that are not limited by space and time in overcoming the threat

of ever-changing market tastes. PT Serelia Prima Nutritiona is advised to expand the

Oriflakes marketing promotion to overcome the weaknesses of offline sales which have not

been able to meet sales targets. PT Serelia Prima Nutritiona is advised to use alternative

product development strategies. In the product development strategy, this can be done by

developing new products or developing existing products in the arrowroot cereal market

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