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��ࡱ�>��	jm����efghi���������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������y�	���Vbjbj��	8b�{�{u��a��������	�	����������8$*$�Wj�N!d�$�$�$�$�4�4�4vixixixixixixi$�k��nL�iu��4�1��4�4�4�i�$�$$
jB_B_B_�4���$��$hhB_�4viB_B_�`���`�$�����\���������M��`�g'j0Wj�`,�n�\��n�`�`��n��a8�4�4B_�4�4�4�4�4�i�iB_�4�4�4Wj�4�4�4�4���������������������������������������������������������������������n�4�4�4�4�4�4�4�4�4�	 �:	FINDING MOST EFFECTIVE STRATEGY FOR MSMEs FOOD SOUVENIR IN INDONESIA
Nofrizal, Universitas Lancang Kuning
Efrita Soviyanti, Universitas Lancang Kuning
Zulia Khairani, Universitas Lancang Kuning 
ABSTRACT
There are so many businesses of souvenir food in Indonesia will no longer survive and develop from business competition caused by a lack of product innovation, capital, entrepreneurial skills, lack of government roles, etc. In Riau province, the condition of souvenir food business condition is almost the same as other provinces in Indonesia; some souvenir food businesses have problems regarding product innovation, marketing strategies, entrepreneurial skills, business competition. As a result of this condition leads the food souvenir business unable to develop and advance. Therefore, it is important to make the most effective strategies to develop the food souvenir business and make this condition better in the future. The object research of this is MSMES souvenirs in 6 residences in Riau province, research methods with mixed methods using surveys, and in-depth interviews. The respondents of this study are from the government, MSME entrepreneur�s food souvenirs, and academics from universities in Riau province. Data collection from 100 respondents from 6 residents in Riau province. Data analysis to make effective strategies using PEST, five force porter, SWOT-24K, and QSPM matrix. The results of this study indicate that the most effective strategies is stabile strategy growth (maintain growth) there are innovation strategies, promotion strategies, training development, government roles, industry roles, and human resource development.
Keyword: Strategy, SWOT, Entrepreneurship, Development.
INTRODUCTION
The existence of Micro Small & Medium Enterprises (MSMEs) has a big influence on a nation because MSMEs can be a source of economic tightening, especially after the economic crisis. The contribution of MSMEs to Gross Domestic Product (GDP) reached 54%-57%. The contribution of MSMEs to employment reaches 96% ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Tambunan","given":"Mangara dan Ubaidillah","non-dropping-particle":"","parse-names":false,"suffix":""}],"id":"ITEM-1","issued":{"date-parts":[["2011"]]},"title":"Positioning Small Medium Enterprises in Competition Global Markets Build the power of Medium Enterprises as Work Horse","type":"article-journal"},"uris":["http://www.mendeley.com/documents/?uuid=14e9389d-8e41-4af2-82a2-34c5a2caac36"]}],"mendeley":{"formattedCitation":"(Tambunan, 2011)","plainTextFormattedCitation":"(Tambunan, 2011)","previouslyFormattedCitation":"(Tambunan, 2011)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Tambunan, 2011). In Indonesia, the development of MSMEs in 2014 reached 52.8 million spread across all provinces in Indonesia. From the labor sector, the MSMEs sector is still dominantly derived from agriculture with 95.5%, services and trade 4.28% ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"T. Sultan Mulia Nurrahman","given":"Fikriah","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Jurnal Ilmiah Mahasiswa (JIM)","id":"ITEM-1","issue":"2","issued":{"date-parts":[["2017"]]},"page":"320-328","title":"Analysis of micro and small and medium enterprises (SMEs) in the trade sector in the city of Banda Aceh","type":"article-journal","volume":"2"},"uris":["http://www.mendeley.com/documents/?uuid=e7c344ba-b200-4a80-8a5d-7a84a51a160d"]}],"mendeley":{"formattedCitation":"(T. Sultan Mulia Nurrahman, 2017)","plainTextFormattedCitation":"(T. Sultan Mulia Nurrahman, 2017)","previouslyFormattedCitation":"(T. Sultan Mulia Nurrahman, 2017)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Sultan, 2017). But MSMEs also have many problems, such as limited working capital, low-skilled human resources, and lack of knowledge on how to use technology ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Sudaryanto dan Hanim","given":"Anifatul","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Jurnal Ekonomi Akuntansi dan Manajemen","id":"ITEM-1","issue":"2","issued":{"date-parts":[["2002"]]},"title":"Evaluastion For SMEs to Face Free trade Asean (AFTA):Analysis Perspective and Theoretical Review","type":"article-journal","volume":"1"},"uris":["http://www.mendeley.com/documents/?uuid=056669a9-a5bc-4eb2-bf0e-73c9e1a2e954"]}],"mendeley":{"formattedCitation":"(Sudaryanto dan Hanim, 2002)","plainTextFormattedCitation":"(Sudaryanto dan Hanim, 2002)","previouslyFormattedCitation":"(Sudaryanto dan Hanim, 2002)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Sudaryanto, 2002). Limitations of other MSMEs are plans, visions, and business missions that are not related to business prospects. This is caused by business owners by families; MSMEs do not have separate financial capital with personal needs. The main problems and constraints faced by the analysis MSMEs is difficulties in obtaining financial support, bureaucracy, lack of credit options and unfriendly business environment ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Ahmad","given":"Syed Zamberi","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"World Journal of Entrepreneurship, Management and Sustainable Development","id":"ITEM-1","issue":"4","issued":{"date-parts":[["2012"]]},"page":"217-232","title":"Micro, small and medium sized enterprises development in the Kingdom of Saudi Arabia: Problems and constraints","type":"article-journal","volume":"8"},"uris":["http://www.mendeley.com/documents/?uuid=ac4e02b6-4acc-48f7-b75f-516570678730"]}],"mendeley":{"formattedCitation":"(Ahmad, 2012)","plainTextFormattedCitation":"(Ahmad, 2012)","previouslyFormattedCitation":"(Ahmad, 2012)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Ahmad, 2012). The condition of MSMEs in Riau province was based on Riau provincial government data; see Figure 1 below the total MSMEs of Riau province in 2015.

FIGURE 1
 TOTAL MSMES RIAU PROVINCE 2015
 Source: (Cooperative Service, and MSMEs Riau Province)
Based on the picture above, Pekanbaru city gets a high score with a total of 68 thousand units, and the lowest was Indragiri Hulu with 20 thousand units. Meanwhile, the condition of MSME food products in Indonesia has always fluctuated; some regions have a lot of growth and development such as tourist cities (Yogyakarta, Bandung, Bali, Jakarta, Central Java, and others). But for some provinces which are not tourism cities like Riau province, which are developing the souvenirs food products are not developed yet. In fact, some food sources come from other provinces such as West Sumatra province, Jambi province, and Palembang province, but Riau province has great potential to develop this industry because Riau province has many sources of raw materials for making souvenirs such as sago trees in meranti resident, coconut trees, bananas in Indragiri Hilir resident and fish from Rokan Hilir resident, etc.
LITERATURE REVIEW
According to presidential decree no. 99/1999, the Indonesian government defines small companies as companies with total assets of up to Rp 200 million excluding land and buildings, total annual sales of no more than Rp. 1 billion is owned by citizens of Indonesia, not subsidiaries or branches of medium or large companies, private companies. While medium enterprises are companies with total assets of more than Rp. 200 million but not exceeding Rp. 10 billion does not include land and buildings. The central bureau of statistics defines MSMEs based on the number of employees. Small companies employ 5 to 19 people; medium companies employ 20-99 people ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"DOI":"10.1016/S2212-5671(12)00337-1","ISSN":"2212-5671","author":[{"dropping-particle":"","family":"Hamdani","given":"Jahja","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Wirawan","given":"Christina","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Procedia Economics and Finance","id":"ITEM-1","issue":"Icsmed","issued":{"date-parts":[["2012"]]},"page":"223-233","publisher":"The Authors","title":"Open Innovation Implementation to Sustain Indonesian SMEs","type":"article-journal","volume":"4"},"uris":["http://www.mendeley.com/documents/?uuid=1dc6a278-389d-4532-aed1-5bb715185e30"]}],"mendeley":{"formattedCitation":"(Hamdani & Wirawan, 2012)","plainTextFormattedCitation":"(Hamdani & Wirawan, 2012)","previouslyFormattedCitation":"(Hamdani & Wirawan, 2012)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Hamdani & Wirawan, 2012). To make the business survive in the completion of the business environment so that the company must have a strategy in the future and competition. According to ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Porter","given":"Michael","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Harvard Business School Press","id":"ITEM-1","issued":{"date-parts":[["1986"]]},"title":"Competitive Strategy","type":"article-journal"},"uris":["http://www.mendeley.com/documents/?uuid=cefec889-7e0d-4be2-9919-42135490d040"]}],"mendeley":{"formattedCitation":"(M. Porter, 1986)","plainTextFormattedCitation":"(M. Porter, 1986)","previouslyFormattedCitation":"(M. Porter, 1986)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Porter, 1986) �a broad formula for how a business is going to compete, what its goals should be, and what policies will be needed to carry out those goals.� and from ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Chandler","given":"Alfred Jr","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"MIT","id":"ITEM-1","issued":{"date-parts":[["1962"]]},"title":"Strategy and Structure: Chapters in the History of the American Industrial Enterprise","type":"article-journal"},"uris":["http://www.mendeley.com/documents/?uuid=2d01a33e-bfcb-44c4-835c-d23e574f6251"]}],"mendeley":{"formattedCitation":"(Chandler, 1962)","plainTextFormattedCitation":"(Chandler, 1962)","previouslyFormattedCitation":"(Chandler, 1962)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Chandler, 1962) �the strategy is the determination of the basic goals and long-term goals of a company, and the adoption of actions and allocation of resources to carry out these objectives�. So according to the definition above to make the development of strategies for MSMEs can use several involving stakeholders (government, universities, NGOs, associations and the private sector) through coordinated and integrated programs and activities ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"DOI":"10.1242/jeb.019752","ISSN":"19396104","PMID":"2124078115","abstract":"The purpose of this study was to design model and development strategy of core competencies cocoa. Research activities initiated by revealing the root causes for the development of competitiveness cocoa, identify and establish the criteria or the priority factors that determine the competitiveness of cocoa, and finally to design a model of the pattern of development of core competencies in improving the competitiveness of commodity cocoa in Mamuju district, West Sulawesi. The respondents of this study consisted of government, businesses, universities, NGOs, and the private sector. The method of analysis using descriptive statistics and AHP. The results showed that there are three leading sectors namely plantation, manufacturing, and trading and services. Three leading commodities and their respective weights are cocoa (0.4385), palm oil (0.1820) and paddy rice (0.1550). Then, development of Cocoa must involve stakeholders (governments, universities, NGOs, associations and private) through programs and activities that are coordinated and integrated.","author":[{"dropping-particle":"","family":"Pono","given":"Maat","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Mappigau","given":"Palmarudi","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Mursalim","given":"","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Hamid","given":"Nurjannah","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Amar","given":"Muh Yunus","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Munizu","given":"Musran","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Munir","given":"Abdul Razak","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Meutia","given":"A. S.","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Academy of Strategic Management Journal","id":"ITEM-1","issue":"4","issued":{"date-parts":[["2018"]]},"page":"1-5","title":"Strategy of development on core competencies in improving competitiveness of cocoa in Mamuju Regency, West Sulawesi Province","type":"article-journal","volume":"17"},"uris":["http://www.mendeley.com/documents/?uuid=11f9864b-9dfb-40ce-a14f-0f3886d9414a"]}],"mendeley":{"formattedCitation":"(Pono et al., 2018)","plainTextFormattedCitation":"(Pono et al., 2018)","previouslyFormattedCitation":"(Pono et al., 2018)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Pono et al., 2018).
To create strategy company can use SWOT analytical tools and techniques were developed, such as SWOT (strengths, weaknesses, opportunities, and threats) analysis ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"DOI":"10.1108/1409170610665068","ISBN":"1409170610665","ISSN":"01409174","abstract":"Purpose � Findings on the nature and practice of strategic planning are presented from a sample of 135 large companies based in Turkey. Attitudes towards a range of strategic planning issues and the use of a variety of tools and techniques of strategic planning are reported.Design/methodology/approach � Economic forecasting models, strength, weaknesses, opportunities, and threats (SWOT) analysis, scenario construction and financial analysis of competitors are the most frequently used tools/techniques of analysis.Findings   Respondents indicate a very favorable attitude towards strategic planning which is seen as important by firms in the sample. Comparison of foreign owned firms and local firms indicates that the foreign owned firms adopt a broader and deeper repertoire of tools and techniques of strategic planning than do local firms, and they tend to believe that the strategy process is more deliberate than do local firms.Research limitations/implications � Need to look at the relationship between strat...","author":[{"dropping-particle":"","family":"Dincer","given":"Omer","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Tatoglu","given":"Ekrem","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Glaister","given":"Keith W.","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Management Research News","id":"ITEM-1","issue":"4","issued":{"date-parts":[["2006"]]},"page":"206-219","title":"The strategic planning process: Evidence from Turkish firms","type":"article-journal","volume":"29"},"uris":["http://www.mendeley.com/documents/?uuid=cfde5473-32da-44d9-b475-dcafe17eb630"]}],"mendeley":{"formattedCitation":"(Dincer, Tatoglu, & Glaister, 2006)","plainTextFormattedCitation":"(Dincer, Tatoglu, & Glaister, 2006)","previouslyFormattedCitation":"(Dincer, Tatoglu, & Glaister, 2006)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Dincer et al., 2006). Result research form ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"DOI":"10.1108/17554251011064837","ISBN":"1755-425X","ISSN":"17554268","PMID":"758229537","abstract":"Purpose � The purpose of this study is to examine the use of the strategic management tool, Strengths-Weaknesses-Opportunities-Threats or SWOT analysis, and to assess how the methodology has been used as well as changes to the methodology. The findings both for and against SWOT analysis should lead to a balanced view of the technique as well as yield ideas for needed theory building. Design/methodology/approach � Using the ABInform Global� database, academic peer-reviewed articles were compiled indicating SWOT as one of the article's key index and search words. Findings � The use of SWOT analysis continues to permeate the academic peer-reviewed literature. Research supports SWOT analysis as a tool for planning purposes. Over the past decade, SWOT research has focused on analyzing organizations for recommended strategic actions. As a methodology for strategic positioning, SWOT analysis has been extended beyond companies to countries and industries and is used in virtually every published business case positioned for business student analysis. Additional use of SWOT is as teaching tools by consultants, trainers and educators. This paper provides a summary of the research studies and suggests paths for future research. Research limitations/implications � This paper is limited to analyzing reports found in a selection of academic peer-reviewed business journals. However, research implications for applying SWOT analysis provides a broad spectrum of industry analysis in North America, Europe, and Asia. Additional limitations are the need to link SWOT analysis to other strategic tools and methodologies for further theory building, since past research continues to lack quantifiable findings on the success of the SWOT analysis. Practical implications � A fresh view of new directions and implementations for SWOT analysis, as well as other strategic planning tools that can be combined with SWOT, provides guidance for practitioners and policy makers alike. Originality/value � The article adds value to the existing literature as the first summary of SWOT research indicating its uses and limitations. Support of its usage and place in the strategic literature is validated. The SWOT methodology is pervasive, in large part, due to its simplicity. In addition, the use of SWOT as a proven developmental, results-oriented strategic planning tool is also extended, although further research leading to theory building is warranted and recommended.","author":[{"dropping-particle":"","family":"Helms","given":"Marilyn M.","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Nixon","given":"Judy","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Journal of Strategy and Management","id":"ITEM-1","issue":"3","issued":{"date-parts":[["2010"]]},"number-of-pages":"215-251","title":"Exploring SWOT analysis � where are we now?: A review of academic research from the last decade","type":"book","volume":"3"},"uris":["http://www.mendeley.com/documents/?uuid=faef0826-cc42-4c70-9d5d-f6d28d958d31"]}],"mendeley":{"formattedCitation":"(Helms & Nixon, 2010)","plainTextFormattedCitation":"(Helms & Nixon, 2010)","previouslyFormattedCitation":"(Helms & Nixon, 2010)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Helms & Nixon, 2010) Findings the use of SWOT analysis continues to spread to peer-reviewed academic literature. Research supports SWOT analysis as a tool for planning purposes. Over the past decade, SWOT research has focused on organizational analysis for recommended strategic actions. As a methodology for strategic positioning, SWOT analysis has been extended beyond companies to countries and industries and is used in almost every business case that is published that is positioned for analysis of business students. Additional use of SWOT is a teaching tool by consultants, trainers, and educators. SWOT is also an easy-to-use tool as a business analysis tool, while it is not competent enough for strategic formulation ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"DOI":"10.1108/JSMA-06-2018-0055","ISSN":"1755-425X","author":[{"dropping-particle":"","family":"Zakeri","given":"Shervin","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Yang","given":"Yingjie","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Hashemi","given":"Melika","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Journal of Strategy and Management","id":"ITEM-1","issued":{"date-parts":[["2018"]]},"page":"JSMA-06-2018-0055","title":"Grey strategies interaction model","type":"article-journal"},"uris":["http://www.mendeley.com/documents/?uuid=78728e98-5f1a-45c4-a4d5-f84ae8976916"]}],"mendeley":{"formattedCitation":"(Zakeri, Yang, & Hashemi, 2018)","plainTextFormattedCitation":"(Zakeri, Yang, & Hashemi, 2018)","previouslyFormattedCitation":"(Zakeri, Yang, & Hashemi, 2018)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Zakeri et al., 2018). On rare earth industries must protect the key resources based on research ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"DOI":"10.1016/j.resourpol.2016.07.003","ISSN":"03014207","abstract":"China monopolizes the rare earths resource, production, consumption, and export of rare earth products, while it has less opportunity to control the international market price. The issues of over-exploitation, excessive production and environmental pollution in China tend to be serious for a long time. In addition, poor scientific and technological innovation abilities limit the development of domestic rare earth industry. The Chinese government has implemented a series of export restriction policies to solve these problems. Due to the trade tension, the export restriction policies are abolished, and the China's rare earth firms will meet new problems. This study aims to provide an ANP-SWOT approach for interdependent analysis and prioritizing the rare earth industry in China. We analyze the internal and external environment factors, develop five short-term strategies and four long-term strategies to determine the optimal strategy of rare earth industry development plan. The results show that the best short-term development strategies for China's rare earth industry are the protection of key resources, mining right integration, and the best long-term strategies are establishing of national strategic reserve system of rare earth and improving the technical innovation capacity.","author":[{"dropping-particle":"","family":"Zh�","given":"k�y�","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Zhao","given":"Shuang yao","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Yang","given":"Shanlin","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Liang","given":"Changyong","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Gu","given":"Dongxiao","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Resources Policy","id":"ITEM-1","issued":{"date-parts":[["2016"]]},"page":"349-357","title":"Where is the way for rare earth industry of China: An analysis via ANP-SWOT approach","type":"article-journal","volume":"49"},"uris":["http://www.mendeley.com/documents/?uuid=7e1e656d-0dbb-45a1-a116-114152cc170d"]}],"mendeley":{"formattedCitation":"(Zh�, Zhao, Yang, Liang, & Gu, 2016)","plainTextFormattedCitation":"(Zh�, Zhao, Yang, Liang, & Gu, 2016)","previouslyFormattedCitation":"(Zh�, Zhao, Yang, Liang, & Gu, 2016)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Zh� et al., 2016). MSMEs must have competitiveness among MSME sectors is mostly affected by demand conditions followed by firm strategy, structure and rivalry ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Manjeet Kharub","given":"Rajiv Sharma","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Competitiveness Review: An International Business Journal","id":"ITEM-1","issue":"2","issued":{"date-parts":[["2017"]]},"page":"132-160","title":"Comparative analyses of competitive advantage using Porter diamond model (the case of MSMEs in Himachal Pradesh","type":"article-journal","volume":"27"},"uris":["http://www.mendeley.com/documents/?uuid=dc828a1f-5608-49b5-8e18-9f7540c8be4c"]}],"mendeley":{"formattedCitation":"(Manjeet Kharub, 2017)","plainTextFormattedCitation":"(Manjeet Kharub, 2017)","previouslyFormattedCitation":"(Manjeet Kharub, 2017)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Manjeet, 2017).
But according to ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Swarsono M","given":"","non-dropping-particle":"","parse-names":false,"suffix":""}],"id":"ITEM-1","issued":{"date-parts":[["2008"]]},"publisher":"UPP STIM YKPN","publisher-place":"yogyakarta","title":"Matriks & Skenario dalam Strategi,","type":"book"},"uris":["http://www.mendeley.com/documents/?uuid=be9adbc0-4bce-43f4-927f-76a2bceff958"]}],"mendeley":{"formattedCitation":"(Swarsono M, 2008a)","plainTextFormattedCitation":"(Swarsono M, 2008a)","previouslyFormattedCitation":"(Swarsono M, 2008a)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Swarsono, 2008a) SWOT has been developed from 4 quadrants to 24 quadrants consisting of 8 strategy choices with names SWOT-24K. The SWOT analysis can also be used for entrepreneurship according to the results of research ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"DOI":"10.1108/10595421111134859","ISBN":"1755425101106","ISSN":"20513143","abstract":"Purpose � The purpose of this paper is to examine the external macro-environmental forces along with the internal country-specific attributes of Argentina as they influence entrepreneurship. The experiences with Argentina's financial crisis of 2001-2002 have highlighted concerns as to whether the past prosperity can ever be regained. Entrepreneurial ability has received much attention in public discussions as a means to revitalize the lagging economy. Design/methodology/approach � The popular strategic management tool of strengths, weaknesses, opportunities, threats (SWOT) analysis is used to group a number of current and emerging issues for the country. Their impact on entrepreneurship is then evaluated. Findings � Argentina has numerous natural resources that can be developed into new businesses. The slow growth of new venture creation in Argentina can be attributed to the difficulties in obtaining capital financing as well as the new business start-up licenses and procedures. Further limiting entrepreneurship is corruption, the lack of copyright protection, and difficulty hiring employees. However, the government of Argentina has implemented monetary changes to provide funds and other services for supporting new start-up companies and a key strength of Argentina for entrepreneurship is the country's resources and products. Major opportunities exist in tourism and investments in the growing wine production industry. The major threat to new venture creation, however, is the current worldwide recession. Research limitations/implications � Research implications for applying SWOT analysis to a country are discussed. While this tool is largely focused on companies and their issues for strategy development, this paper discusses ways to use the methodology to include ranking or weighting variables in their importance to entrepreneurship. A larger sample of experts is suggested for future research along with surveys of industry leaders to refine the ordering of variables. Practical implications � Implications for practitioners and policy makers within the country and areas for future research are discussed. Originality/value � The paper adds value to the existing research about new venture creation and start-ups in Argentina. In addition, the use of SWOT as a country-analysis methodology is also extended. [ABSTRACT FROM AUTHOR]","author":[{"dropping-particle":"","family":"Helms","given":"Marilyn M.","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Rodr� Guez","given":"Mart�n A.","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"R�os","given":"Lisandro De Los","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Hargrave","given":"William Bill","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Competitiveness Review","id":"ITEM-1","issue":"3","issued":{"date-parts":[["2011"]]},"page":"269-287","title":"Entrepreneurial potential in Argentina: A SWOT analysis","type":"article-journal","volume":"21"},"uris":["http://www.mendeley.com/documents/?uuid=fc87d378-c984-4c2b-8589-fc9692311676"]}],"mendeley":{"formattedCitation":"(Helms, Rodr� Guez, R�os, & Hargrave, 2011)","plainTextFormattedCitation":"(Helms, Rodr� Guez, R�os, & Hargrave, 2011)","previouslyFormattedCitation":"(Helms, Rodr� Guez, R�os, & Hargrave, 2011)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Helms et al., 2011) the Argentine word has key strengths for entrepreneurship, namely raw resources, products, tourism, and wine production.
METHOD
The object of research in this study is MSMEs food souvenirs in 6 districts and cities in Riau province, consisting of Pekanbaru City, Kampar, Indragiri Hilir, Rokan Hilir, Bengkalis, and Meranti. Location considerations, all residences are areas that have many MSMEs food and local souvenir food developed by the Riau provincial government. Data and information from primary and secondary uses surveys, questionnaires, and in-depth interviews. Respondents from this study came from the government, MSMEs business food souvenirs, and academics from universities in Riau province, data collection from 100 respondents from 6 districts and cities in Riau province. The analytical methods used in this study are descriptive analysis, PEST analysis (politics, economics, social sciences)ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"DOI":"10.1016/j.ijme.2016.06.003","ISSN":"14728117","abstract":"SWOT is one of the oldest and best-known organizing frameworks in management. Originally intended as an integrative framework (Mintzberg, 1990), it often degenerates into a series of lists (Valentin, 2001). We seek to revitalize SWOT's role in the classroom by highlighting its critical role in integrating internal and external analysis by drawing upon advances in the field (Porter's five forces, PEST analysis, and the RBV) that occurred subsequent to its original development. This is vital because integration remains a critical, yet unrealized, goal of strategy (Barney, 2001a; Priem & Butler, 2001a), and \"understanding parts and wholes is the first mission of teaching strategy\" (Lampel, 2005, p.20). A revised model of SWOT could serve an important integrating function to help students understand parts and wholes, a task not done by other frameworks.","author":[{"dropping-particle":"","family":"Bell","given":"Geoffrey G.","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Rochford","given":"Linda","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"International Journal of Management Education","id":"ITEM-1","issue":"3","issued":{"date-parts":[["2016"]]},"page":"310-326","publisher":"Elsevier Ltd","title":"Rediscovering SWOT's integrative nature: A new understanding of an old framework","type":"article-journal","volume":"14"},"uris":["http://www.mendeley.com/documents/?uuid=01b7e8f8-e784-42dc-9076-6e342498803d"]}],"mendeley":{"formattedCitation":"(Bell & Rochford, 2016)","plainTextFormattedCitation":"(Bell & Rochford, 2016)","previouslyFormattedCitation":"(Bell & Rochford, 2016)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Bell & Rochford, 2016), five force porter analysis (competitive rivalry, supplier power, buyer power, threat of substitution, threat of new and entry)ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"DOI":"10.5465/AMR.1985.4279094","ISBN":"0263276027618","ISSN":"0363-7425","PMID":"4279094","abstract":"A review of the entrepreneurship literature suggests that differences among entrepreneurs and among their ventures are as great as the variation between entrepreneurs and nonentrepreneurs and between new firms and established firms. A framework for describing new venture creation integrates four major perspectives in entrepreneurship: characteristics of the individual(s) who start the venture, the organization which they create, the environment surrounding the new venture, and the process by which the new venture is started. [ABSTRACT FROM AUTHOR]","author":[{"dropping-particle":"","family":"Gartner","given":"William B.","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Academy of Management Review","id":"ITEM-1","issue":"4","issued":{"date-parts":[["1985"]]},"page":"696-706","title":"A Conceptual Framework for Describing the Phenomenon of New Venture Creation.","type":"article-journal","volume":"10"},"uris":["http://www.mendeley.com/documents/?uuid=5d784986-0743-4f38-a222-776dce0527f5"]}],"mendeley":{"formattedCitation":"(Gartner, 1985)","plainTextFormattedCitation":"(Gartner, 1985)","previouslyFormattedCitation":"(Gartner, 1985)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Gartner, 1985), SWOT-24K matrix ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Swarsono M","given":"","non-dropping-particle":"","parse-names":false,"suffix":""}],"id":"ITEM-1","issued":{"date-parts":[["2008"]]},"publisher":"UPP STIM YKPN","publisher-place":"yogyakarta","title":"Matrixs & Scenario in Strategy","type":"book"},"uris":["http://www.mendeley.com/documents/?uuid=2e2e5cbb-ac5d-4242-bfbe-0c60741113b9"]}],"mendeley":{"formattedCitation":"(Swarsono M, 2008b)","plainTextFormattedCitation":"(Swarsono M, 2008b)","previouslyFormattedCitation":"(Swarsono M, 2008b)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Swarsono, 2008b), and QSPM matrix ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"abstract":"This study is a strategic management analysis at PT. Ultrajaya measured by matrix strategies including Boston Consulting Group Matrix, SWOT Matrix, Space Matrix and QSPM Matrix. This study will describe matrices strategy implementation at PT. Ultrajaya. Based on the matrix calculations, PT.Ultrajaya are in the market leader position with innovation, improvement and learning in every field, thus affecting value for company by new product creation, provide more value for customer and efficiency continuously so that company can perform a wider market penetration in order to increase the annual revenue and margin.","author":[{"dropping-particle":"","family":"Nurlaelasari","given":"Rina","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Yopita","given":"Marza","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Durahman","given":"Acep","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"International journal of science and research (IJSR)","id":"ITEM-1","issue":"6","issued":{"date-parts":[["2014"]]},"page":"2178-2183","title":"Corporate Strategic Management Analysis of PT Ultrajaya Milk Industry and Trading Company Tbk","type":"article-journal","volume":"3"},"uris":["http://www.mendeley.com/documents/?uuid=0e8db8ce-29ed-42ef-9993-0186c49b535d"]}],"mendeley":{"formattedCitation":"(Nurlaelasari, Yopita, & Durahman, 2014)","plainTextFormattedCitation":"(Nurlaelasari, Yopita, & Durahman, 2014)","previouslyFormattedCitation":"(Nurlaelasari, Yopita, & Durahman, 2014)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Nurlaelasari et al., 2014).
FINDING
Table 1
 RESPONDENT INFORMATIONQuestionPercentWomen78 %Business duration 2-4 Year27 %Level of education D1-D359 %Mentor by government74 %Based on the information Table 1 above, it shows that based on sex is dominant by women with a total score of 78%. Results the duration of the business shows that 2-4 years means that the average MSMEs food souvenir is still young with 27%. While the education level shows that in D1-D3 with a total score of 59%, the last is the mentor by the government for the development of souvenir MSMEs shows a total score of 74%. This means that some MSMEs have never received mentors by the Riau provincial government such as training, workshops, financial support, and others. 
PEST Analysis
This analysis will provide information about the influence of politics, economy, social, and technology on MSMES of souvenirs food in Riau province. First, influence of politics on MSMES souvenirs food, namely some rules and policies of the Indonesian government and the Riau government such as the policy on the government of Indonesia MSMES policy number 17 of 2013 concerning MSMEs in clauses 64, 12, 16, 37 and clause 39. On the other hand, the government also has a program to develop MSMEs by financing MSME loans or people business credit program (KUR) is a financing program for MSMEs that do not have collateral to obtain capital as in banks ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"abstract":"Belum kokohnya fundamental perekonomian Indonesia mendorong pemerintah untuk membangun struktur ekonomi dengan mempertimbangkan keberadaan Usaha Mikro, Kecil dan Menengah (UMKM). Sektor ini telah terbukti memberikan lapangan kerja dan memberikan kesempatan bagi UKM untuk berkembang di masyarakat. Keberadaan UMKM tidak dapat diragukan karena terbukti mampu bertahan dan menjadi penggerak ekonomi, terutama setelah krisis ekonomi. Di sisi lain, UKM juga menghadapi banyak masalah, yaitu keterbatasan modal kerja, sumber daya manusia yang rendah, dan kurang cakapnya penguasaan ilmu pengetahuan dan teknologi (Sudaryanto dan Hanim, 2002). Kendala lain yang dihadapi oleh UKM adalah hubungan dengan prospek bisnis yang kurang jelas dan visi perencanaan dan misi yang belum stabil. Pemberian informasi dan jaringan pasar, kemudahan akses pendanaan dan pendampingan serta peningkatan kapasitas teknologi informasi merupakan beberapa strategi peningkatan daya saing UMKM Indonesia. Oleh karena itu diperlukan sinergi semua pihak terutama antara pemerintah dan lembaga keuangan mikro.","author":[{"dropping-particle":"","family":"Sudaryanto, R., & Wijayanti","given":"R. R.","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Pusat Kebijakan Ekonomi Makro. Badan Kebijakan Fiskal. Kementerian Keuangan, Jakarta","id":"ITEM-1","issued":{"date-parts":[["2013"]]},"title":"Strategi pemberdayaan UMKM menghadapi pasar bebas Asean","type":"article-journal"},"uris":["http://www.mendeley.com/documents/?uuid=6ca6541c-8045-4e9c-8034-4309a22aaf83"]}],"mendeley":{"formattedCitation":"(Sudaryanto, R., & Wijayanti, 2013)","plainTextFormattedCitation":"(Sudaryanto, R., & Wijayanti, 2013)","previouslyFormattedCitation":"(Sudaryanto, R., & Wijayanti, 2013)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Sudaryanto & Wijayanti, 2013). Data from the ministry of finance of the Indonesian government said that from 2007 to 2014 the total distribution of public business credit (KUR) was Rp. 159 trillion to 12,145,201 debtors ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Abidin","given":"M. Z.","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Retrieved from Ministry of Trade: http://www. kemenkeu. go. id/en/node/47721","id":"ITEM-1","issued":{"date-parts":[["2015"]]},"title":"Kebijakan Fiskal dan Peningkatan Peran Ekonomi UMKM","type":"article-journal"},"uris":["http://www.mendeley.com/documents/?uuid=4bb8cb0a-2224-4444-af4c-11762d9869f7"]}],"mendeley":{"formattedCitation":"(Abidin, 2015)","plainTextFormattedCitation":"(Abidin, 2015)","previouslyFormattedCitation":"(Abidin, 2015)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Abidin, 2015). Second, economic influence on MSMEs food souvenirs is very dependent on the economic conditions of a country ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Munandar","given":"A.","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"AdBispreneur","id":"ITEM-1","issue":"2","issued":{"date-parts":[["2016"]]},"title":"The Strategy Development and Competitive Advantages of Micro Small Medium Entreprise Business Institution Toward Regional Development","type":"article-journal","volume":"1"},"uris":["http://www.mendeley.com/documents/?uuid=75ccfc95-3221-4ea9-b91c-f232fd1261e7"]}],"mendeley":{"formattedCitation":"(Munandar, 2016)","plainTextFormattedCitation":"(Munandar, 2016)","previouslyFormattedCitation":"(Munandar, 2016)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Munandar, 2016), based on Riau province BPS, Gross Regional Domestic Product (GRDP) with a total of 177.45 trillion in 2017.
On the production side, the growth of the business sector comes from company services with a total of 8.86 percent ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Gultom","given":"Aden","non-dropping-particle":"","parse-names":false,"suffix":""}],"id":"ITEM-1","issued":{"date-parts":[["2017"]]},"publisher-place":"Pekanbaru","title":"Pertumbuhan Ekonomi Riau Triwulan III-2017","type":"report","volume":"6 november"},"uris":["http://www.mendeley.com/documents/?uuid=8f71a481-5810-4b77-8944-17e14be0af50"]}],"mendeley":{"formattedCitation":"(Gultom, 2017b)","plainTextFormattedCitation":"(Gultom, 2017b)","previouslyFormattedCitation":"(Gultom, 2017b)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Gultom, 2017b) in terms of inflation in Riau province from 2017 data with a total of 0.49 percent Consumer Price Index (CPI) with a total of 133.43 percent. On the production side, the growth of the business sector comes from company services with a total of 8.86 percent ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Gultom","given":"Aden","non-dropping-particle":"","parse-names":false,"suffix":""}],"id":"ITEM-1","issued":{"date-parts":[["2017"]]},"publisher-place":"Pekanbaru","title":"Keadaan Angkatan Kerja Di Provinsi Riau","type":"report"},"uris":["http://www.mendeley.com/documents/?uuid=89c89cf2-d2e9-4485-8b56-a26316846137"]}],"mendeley":{"formattedCitation":"(Gultom, 2017a)","plainTextFormattedCitation":"(Gultom, 2017a)","previouslyFormattedCitation":"(Gultom, 2017a)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Gultom, 2017a). in terms of inflation in Riau province from 2017 data with a total of 0.49 percent Consumer Price Index (CPI) with a total of 133.43 percent. In unemployment, Riau province, the total unemployment with a total of 2.97 million people in August 2017 decreased by 22.37 thousand people (0.75) percent compared to August 2016 (Gultom, 2017a). Exports and imports show that the export value of Riau province has increased by a total of 20.35 percent. Third, reviewing the influence of the social side of the MSMES food souvenirs. The total population of Riau province in 2017 with a total of 6,188,442 people with a higher distribution population of Riau province from Pekanbaru city with a total population of 1,011,467 people, around 16.34%. Fourth, the effects of the technological environment on food MSMEs can help MSMEs to adapt technology by using online marketing. On the government side, improving MSME services and corporations has always been developed using applied technology and easily obtained permits for MSMEs. Riau province also has an apple technology program with the go it program and economy-based tourism industry ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Admin","given":"","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"http://radarpekanbaru.com","id":"ITEM-1","issued":{"date-parts":[["2016"]]},"title":"Peningkatan Pelayanan Koperasi Dan UKM Riau","type":"webpage"},"uris":["http://www.mendeley.com/documents/?uuid=e5175cf1-cb45-4f16-be90-629cc6186b45","http://www.mendeley.com/documents/?uuid=f26526e3-2fae-47ab-a50e-7056cef2c2dc"]}],"mendeley":{"formattedCitation":"(Admin, 2016)","plainTextFormattedCitation":"(Admin, 2016)","previouslyFormattedCitation":"(Admin, 2016)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Admin, 2016).


Five Force Porter Analysis
The industrial environment has many effects of developing MSMEs; Many MSMEs cannot deal with this condition. To analyze this condition ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Porter","given":"Michael E.","non-dropping-particle":"","parse-names":false,"suffix":""}],"id":"ITEM-1","issued":{"date-parts":[["1995"]]},"publisher":"Erlangga","publisher-place":"Jakarta","title":"Strategi Bersaing, Teknik Menganalisis Industri dan Pesaing","type":"book"},"uris":["http://www.mendeley.com/documents/?uuid=64fdf578-2877-4da0-91d0-43b2d627749c"]}],"mendeley":{"formattedCitation":"(M. E. Porter, 1995)","plainTextFormattedCitation":"(M. E. Porter, 1995)","previouslyFormattedCitation":"(M. E. Porter, 1995)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Porter, 1995) Giving five porter powers based on this study shows several effects. First, the effect among competitors on MSMEs food souvenirs in Riau province come from imports of products from Malaysia and Singapore such as chocolate, wafers, biscuits, oatmeal, etc. Competitors also came from large companies such as Coca-Cola, PepsiCo, Unilever, Danone, Mars, Mondelz International, Kellogg, Garuda Foods, Indofood, General Mills, Nestle, and related British foods ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"URL":"https://economy.okezone.com/read/2016/01/27/320/1298447/daftar-10-perusahaan-makanan-yang-menguasai-dunia","author":[{"dropping-particle":"","family":"Adila","given":"R.","non-dropping-particle":"","parse-names":false,"suffix":""}],"id":"ITEM-1","issued":{"date-parts":[["2016"]]},"title":"Daftar 10 Perusahaan Makanan yang Menguasai Dunia","type":"webpage"},"uris":["http://www.mendeley.com/documents/?uuid=9cbc9685-8a9a-4c5d-9944-24130aa09e33"]}],"mendeley":{"formattedCitation":"(Adila, 2016)","plainTextFormattedCitation":"(Adila, 2016)","previouslyFormattedCitation":"(Adila, 2016)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Adila, 2016). 
Table 2
 VALUE SCORE PEST AND FIVE FORCE PORTER MSMES FOOD SOUVENIRIndicatorScoreLevel InfluencePolitic4.00HighEconomic3.00MediumSocial2.00LowTechnology2.00MediumCompetitor rivalry4.00HighPower of buying2.00LowPower of supplier2.00LowThreat of substitution3.00MediumThreat of new entry3.00MediumCompetition from other competitors came from local Chinese businesses and MSME products from West Sumatra because the closest provinces spread all the population in Riau province such as Jacek crackers, Sanjai, and Balado, etc. Second, the threat of new entry influences MSMEs because to enter this industry must not have much budget because MSMEs can find easy raw materials such as bananas, sago, and fruits, etc. 
Third, the influence of the power of buying has an effect on MSMEs food souvenirs in Riau province but few; it causes consumers of MSMEs not to have many consumers. This is consistent with ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"DOI":"www.ccsenet.org/ijbm","ISSN":"18333850","abstract":"Abstract Information edge and 3rd millennium predisposed so many of revolutions. Business organization with emphasize on information systems is try to gathering desirable information for decision making. Because of comprehensive change in business background and emerge of computers and internet, the business structure and needed information had change, the competitiveness as a major factor for life of organizations in information edge is preyed of information technology challenges. In this article we have reviewed in the literature of information systems and discussed the concepts of information system as a strategic tool. Keywords: Strategic information systems, Information technology, Information sciences, Decision support systems, Competitive advantages","author":[{"dropping-particle":"","family":"Hemmatfar","given":"Mahmood","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Ph","given":"D","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"International Journal of Business and Management","id":"ITEM-1","issue":"7","issued":{"date-parts":[["2010"]]},"page":"158-170","title":"Competitive Advantages and Strategic Information Systems","type":"article-journal","volume":"5"},"uris":["http://www.mendeley.com/documents/?uuid=4be76041-4b37-4a02-bb41-e16c43e6945b"]}],"mendeley":{"formattedCitation":"(Hemmatfar & Ph, 2010)","plainTextFormattedCitation":"(Hemmatfar & Ph, 2010)","previouslyFormattedCitation":"(Hemmatfar & Ph, 2010)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Hemmatfar et al., 2010) that consumers have a large influence on the company if consumers buy many products. Fourth, in Riau province, the influence of supplier power did not have much effect on MSMEs food because raw materials in Riau province were easily found. Sources of data in 2015 total agricultural land 106,037 hectares. Add some residents in Riau such as Meranti regency with sago. Fifth, on the last influence of the threat of substitution on MSMEs food souvenirs have little effect because there are only a few product substitutions see Table 2 value of PEST and five force porters.
Based on information and analysis from external consist with politic, economic, social, technology and five force porter consist with competitor rivalry, power of buying, power of supplier, threat of substitution, and threat of the new entry. Showed positive value with score 1.67 see it at Table 3 below.


Table 3
EXTERNAL AND INTERNAL ANALYSIS MSMES FOOD SOUVENIROpportunityWeightRatingScoreDevelopment technology food process0.0120.02Policy government about development MSMEs0.1640.64One of vision Riau Province to development MSMEs0.1740.68As investor destination0.1130.33Program (UMI)0.0220.04Technology development0.0420.08Regulation about MSMEs0.1340.52Economic growth 4.11% to 5.03%0.0530.15Near with Malaysia and Singapure0.0110.01Development central industry0.0420.08Threat2.55Easy to enter this industry0.0630.18Technology Food process to create product0.0120.02Competitor rivalry food product MSMEs local and competitor product import from Malaysia and Singapure0.1140.44Much product substitution0.0830.24Total10.88Score1.67StrengthWeightRatingScoreSEMs is Power of Nation0.0210.02All product of MSMEs have been known by society0.0830.24SEMs can survive from crisis0.140.4Low cost of Human Resource0.0320.06Society have believe with product MSMEs Souvenir Food0.0930.27Easy to create and process MSMEs business0.0120.02Several area in Riau have local unique product and raw material0.0630.18Easy to open and closed the business0.0220.04Much of population0.0320.06Much available of raw material0.0540.2Weakness1.49Didn�t know how to promote business0.130.3Didn�t know how to arrange financial report0.0520.1Law to development their knowledge and education0.0530.15Still low knowledge of packaging0.0730.21Didn�t have management process0.0330.09Location of production still no clean and healthy0.0230.06Didn�t know how to sell their product modern market and export0.0130.03Limited capital resources0.0940.36Didn�t have strategic plan in the future0.0430.12MSMEs don�t know how to get capital from private and government0.0540.2Total11.62Score-0.13              
Source: (Data Process, 2018)

After an external analysis consisting of PEST and five force porter, the next analysis is Internal Analysis consisting of human resources, operational business, marketing, products, prices, distribution, and promotion. Based on the results of observations and questionnaires showing First, the Influence of human resources on food SMEs Souvenirs in Riau are very important in developing this industry, and a key factor in the success of this industry is the quality of human resources to make decisions and make policies for their business. From the education level, some are dominated by elementary schools (SD), junior high schools (SMP) and high schools (SMA), only a few of which have a bachelor education (S1). So, the effects of these conditions make their mindsets and knowledge become their weaknesses, and that must be resolved, and the average MSMEs business for food has been thirty years. Secondly, the operational influence of MSMEs Food souvenirs is quite important because some production processes are carried out by type and long term and all production support are available in Riau province. Third, about marketing consisting of products, prices, distribution, and promotions.
MSMEs products souvenir food has good quality with a quality level in the middle of the packaging that has plastic and cardboard materials, plus logos, brands, contact person, product composition, etc. On the price, side shows that MSMES food souvenirs have competitive prices on average Rp.10.000-40.000 depending on size and weight. Furthermore, in the analysis of the distribution of all MSMES souvenirs food products have distribution in the local market to big cities such as Pekanbaru, Jambi, West Sumatra but the distribution channels are not extensive because some products sell to collectors and direct to consumers. The last is the promotion of several products that have promotional strategies to promote their products to consumers through social media, from month to month but only a few do not use this strategy, and the rest use traditional methods to promote their products.
After an internal analysis, based on data collection from respondents showed that the position of food MSMEs souvenirs in Riau with a total deviation of -0.13 see in Table 3 above. 
SWOT-24K Matrix

The greatest influence on the strength of MSMEs food is society have believe with product MSMEs souvenir food with total score 0.27 and MSMEs can survive the crisis with a total score of 0.4, but weaknesses indicate that limited capital resources factors a score of 0.36 it suitable result research ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Suwastika Naidu","given":"Anand Chand","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"International Journal of Emerging Markets","id":"ITEM-1","issue":"3","issued":{"date-parts":[["2012"]]},"page":"245-262","title":"A comparative study of the financial problems faced by micro, small and medium enterprises in the manufacturing sector of Fiji and Tonga","type":"article-journal","volume":"7"},"uris":["http://www.mendeley.com/documents/?uuid=dd490a3c-0f70-41dd-9fb9-5497ccc8be6a"]}],"mendeley":{"formattedCitation":"(Suwastika Naidu, 2012)","plainTextFormattedCitation":"(Suwastika Naidu, 2012)","previouslyFormattedCitation":"(Suwastika Naidu, 2012)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Suwastika, 2012) the study concluded that financial problems faced by the MSMEs could be divided into three broad categories: financing problems; operational and administrative problems; and sales and debtors problems and MSMEs have no effort to develop their skills and knowledge to get a score of 0.15.












 IIA3IB3

 
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IIB1IB1

 
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IVA3	


FIGURE 1
 SWOT-24K MSMES FOOD SOUVENIR RIAU PROVINCE
After external and internal analysis, then make a SWOT-24 matrix. To find the right strategy, this must know the results of the analysis from the external and internal before. Based on the analysis of the total external score is 1.67. While the total internal score is -0.13, so the results of this analysis indicate that the position of the MSMES food by Riau Province is a strategy of aggressive maintenance, see Figure 1 above. According to ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Swarsono M","given":"","non-dropping-particle":"","parse-names":false,"suffix":""}],"id":"ITEM-1","issued":{"date-parts":[["2008"]]},"publisher":"UPP STIM YKPN","publisher-place":"yogyakarta","title":"Matriks & Skenario dalam Strategi,","type":"book"},"uris":["http://www.mendeley.com/documents/?uuid=be9adbc0-4bce-43f4-927f-76a2bceff958"]}],"mendeley":{"formattedCitation":"(Swarsono M, 2008a)","plainTextFormattedCitation":"(Swarsono M, 2008a)","previouslyFormattedCitation":"(Swarsono M, 2008a)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Swarsono, 2008a) if company in this position MSMEs Souvenir food must survive their self-using theirs capability. And that MSMEs souvenir food must reduce their weakness and kept to maintain their own market shared. It means MSMEs must hold their competitive position as priority right now and kept build competitive advantage. In ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Kuncoro","given":"M.","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"South East Asian Journal of Contemporary Business, Economics, and Law","id":"ITEM-1","issue":"2","issued":{"date-parts":[["2013"]]},"page":"17-33","title":"Economic geography of Indonesia: can MP3EI reduce inter-regional inequality","type":"article-journal","volume":"2"},"uris":["http://www.mendeley.com/documents/?uuid=54de48f2-f649-4f73-9fb3-ea9d9dd1cd55"]}],"mendeley":{"formattedCitation":"(Kuncoro, 2013)","plainTextFormattedCitation":"(Kuncoro, 2013)","previouslyFormattedCitation":"(Kuncoro, 2013)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Kuncoro, 2013) stability strategy is organization hold their organization right now. Stability strategy also as short strategy cause environment always change although organization used this strategy, therefore stability strategy isn�t use by organization for long time. In ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Rahajeng Widyasih AV, Sucherly, Umi Kaltum","given":"Rita Komaladewi","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Academy of Strategic Management Journal","id":"ITEM-1","issue":"2","issued":{"date-parts":[["2018"]]},"page":"1-12","title":"BUSINESS ENVIRONMENT AND COMPANY REPUTATION IN FORMULATING COMPETITIVE","type":"article-journal","volume":"17"},"uris":["http://www.mendeley.com/documents/?uuid=7cbb75da-f857-4eda-b142-ee8bcbc13547"]}],"mendeley":{"formattedCitation":"(Rahajeng Widyasih AV, Sucherly, Umi Kaltum, 2018)","plainTextFormattedCitation":"(Rahajeng Widyasih AV, Sucherly, Umi Kaltum, 2018)","previouslyFormattedCitation":"(Rahajeng Widyasih AV, Sucherly, Umi Kaltum, 2018)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Rahajeng et al., 2018) said that environment have significant effect to competitive strategy and MSMEs must create competitive strategy to growth business performance ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Ramdani","given":"Dani","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Padjadjaran","given":"Universitas","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Primiana","given":"Ina","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Padjadjaran","given":"Universitas","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Kaltum","given":"Umi","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Padjadjaran","given":"Universtas","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Azis","given":"Yudi","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Padjadjaran","given":"Universitas","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Academy of Strategic Management Journal","id":"ITEM-1","issue":"3","issued":{"date-parts":[["2018"]]},"page":"1-9","title":"BUSINESS GROWTH STRATEGY ON TELCO INDONESIA THROUGH DYNAMIC CAPABILITY AND SUPPLY CHAIN MANAGEMENT WITH COMPETITIVE STRATEGY AS DRIVER FACTOR","type":"article-journal","volume":"17"},"uris":["http://www.mendeley.com/documents/?uuid=934354b1-ecb5-4754-a0b1-66b1f7a9137c"]}],"mendeley":{"formattedCitation":"(Ramdani et al., 2018)","plainTextFormattedCitation":"(Ramdani et al., 2018)","previouslyFormattedCitation":"(Ramdani et al., 2018)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Ramdani et al., 2018). MSMEs Souvenir food also must use their competitive advantage to push marketing performance and their innovation product ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Nuryakin","given":"","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Academy of Strategic Management Journal","id":"ITEM-1","issue":"2","issued":{"date-parts":[["2018"]]},"page":"1-17","title":"COMPETITIVE ADVANTAGE AND PRODUCT INNOVATION : KEY SUCCESS OF BATIK SMES MARKETING PERFORMANCE IN INDONESIA","type":"article-journal","volume":"17"},"uris":["http://www.mendeley.com/documents/?uuid=7b5ad232-e444-4564-b9a6-898bdb64bc51"]}],"mendeley":{"formattedCitation":"(Nuryakin, 2018)","plainTextFormattedCitation":"(Nuryakin, 2018)","previouslyFormattedCitation":"(Nuryakin, 2018)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Nuryakin, 2018) but to implementation this strategy MSMEs souvenir food need reputation to solve their problem ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Sarjana","given":"Sri","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Kartini","given":"Dwi","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Rufaidah","given":"Popy","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Academy of Strategic Management Journal","id":"ITEM-1","issue":"2","issued":{"date-parts":[["2018"]]},"page":"1-11","title":"REPUTATION DEVELOPMENT STRATEGY FOR CORPORATE OPERATING IN INDUSTRIAL ESTATE","type":"article-journal","volume":"17"},"uris":["http://www.mendeley.com/documents/?uuid=d2ff4aa3-2632-400d-b6ad-3c2df2a638b6"]}],"mendeley":{"formattedCitation":"(Sarjana, Kartini, & Rufaidah, 2018)","plainTextFormattedCitation":"(Sarjana, Kartini, & Rufaidah, 2018)","previouslyFormattedCitation":"(Sarjana, Kartini, & Rufaidah, 2018)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Sarjana et al., 2018) and MSMEs need to strategy partnership with all of stakeholder ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Purnomo","given":"Dwi Sasongko","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Padjadjaran","given":"Universitas","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Padjadjaran","given":"Universitas","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Sari","given":"Diana","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Padjadjaran","given":"Universitas","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Academy of Strategic Management Journal","id":"ITEM-1","issue":"2","issued":{"date-parts":[["2018"]]},"page":"1-12","title":"THE EFFECT OF BUSINESS PARTNERSHIP AND INNOVATION MANAGEMENT TO BUSINESS PERFORMANCE OF BUSINESS UNITS OF MULTIPLAY PROVIDER IN INDONESIA","type":"article-journal","volume":"17"},"uris":["http://www.mendeley.com/documents/?uuid=9a181163-2796-4ae7-9cb0-315643c9a063"]}],"mendeley":{"formattedCitation":"(Purnomo, Padjadjaran, Padjadjaran, Sari, & Padjadjaran, 2018)","plainTextFormattedCitation":"(Purnomo, Padjadjaran, Padjadjaran, Sari, & Padjadjaran, 2018)","previouslyFormattedCitation":"(Purnomo, Padjadjaran, Padjadjaran, Sari, & Padjadjaran, 2018)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Purnomo et al., 2018).
QSPM Matrix
This analysis is used to analyze and determine the most appropriate strategy of two or more strategies that are appropriate to the needs. In QSPM analysis only uses two strategic choices that can only be used by MSMES provincial food Riau souvenirs, there are aggressive strategies (penetration, market development, and product development) and stable growth strategies (maintaining growth) see Table 4 below.
Table 4
ALTERNATIVE STRATEGY MSMES SOUVENIR FOOD RIAU PROVINCEQSPMAggressive Strategy (Penetration, Development market, and Development product)Stabile Strategy Growth
(Maintain growth)FactorWightASTASASTAS(Opportunity)Development technology food process0.1730.5140.68Policy government about development MSMEs0.0630.1840.24One of vision Riau Province to development MSMEs0.0820.1630.24As investor destination0.0720.1430.21Program (UMI)0.0930.2740.36Technology development0.0110.0110.01Regulation about MSMEs0.0410.0420.08Economic growth 4.11% to 5.03%0.0920.1820.18Near with Malaysia and Singapure0.02-0-0Development central industry0.05(Threat)Easy to enter this industry0.1330.3940.52Technology Food process to create product0.130.340.4Competitor rivalry food product MSMEs local and competitor product import from Malaysia and Singapure0.0130.0340.04Much product substitution0.0830.2440.32(Strength)SEMs is Power of Nation0.0630.1840.24All product of MSMEs have been known by society0.0820.1620.16SEMs can survive from crisis0.0240.0840.08Low cost of Human Resource0.0920.1840.36Society have believe with product MSMEs Souvenir Food0.0130.0340.04Easy to create and process MSMEs business0.0730.2140.28Several area in Riau have local unique product and raw material0.0630.1840.24Easy to open and closed the business0.0730.2140.28Much of population0.0530.1540.2Much available of raw material0.0530.1540.2(Weakness)Didn�t know how to promote business0.0820.1640.32Didn�t know how to arrange financial report0.0530.1540.2Law to development their knowledge and education0.0420.0830.12Still low knowledge of packaging0.0630.1840.24Didn�t have management process0.0230.0640.08Location of production still no clean and healthy0.0630.1830.18Didn�t know how to sell their product modern market and export0.0110.0140.04Limited capital resources0.0530.1540.2Didn�t have strategic plan in the future0.0610.0640.24MSMEs don�t know how to get capital from private and government0.01-0-0Total5.015.98Source: (Data Process, 2018)
Based on the table from the QSPM matrix above, the results show that of the two strategy choice strategies that have the greatest value is the strategy of maintaining existing growth with a score of 5.98. MSMEs food souvenirs are advised to correct all existing weaknesses while maintaining a competitive advantage. Among these weaknesses is strengthening existing product promotion techniques, making customer reports that are the owners of MSMEs companies to continue learning to make product innovations, MSMEs owners must increase knowledge when packaging production products can collaborate with government and universities, improve the production process. better, improve cleanliness in the production process, look for working capital from other sources, make clear goals for the future of MSMEs food souvenirs, MSMEs owners seek information on how to get government and private funds.
DISCUSSION
This study used two analyzes, namely the SWOT-24K matrix to find the most effective strategy for food by SMEs in Riau province. The SWOT-24K results show a position that is in line with the aggressive maintenance strategy. That means MSMEs have opportunities, but on the other hand, MSMEs do not have a competitive advantage to explore available market opportunities. MSMES food souvenirs only have weaknesses. Therefore, MSME owners must recover their weaknesses and maintain their market share. Based on Figure 1 shows that MSMEs in sub-quadrant IIA1 mean that MSMEs by food have small opportunities, but at the same time MSMEs do not have a competitive advantage. So, MSMEs can hardly effort to improve this condition. MSMEs only hope that the business environment will change (Swarsono, 2008a; Kanagal, 2015).  Recommendations for strategies for implementing innovative strategies and product innovation strategies because they are the main weapon for marketing strategies. In ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"DOI":"http://dx.doi.org/10.4314/ejesm.v8i6.6","author":[{"dropping-particle":"","family":"Obasan, K.A., Ariyo, O.O. And Hassan","given":"B.A","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Ethiopian Journal of Environmental Studies & Management","id":"ITEM-1","issue":"6","issued":{"date-parts":[["2015"]]},"page":"669-674","title":"Marketing Strategy And Product Performance: A Study Of Selected Firms In Nigeria","type":"article-journal","volume":"8"},"uris":["http://www.mendeley.com/documents/?uuid=1a5e5571-7f8e-4256-bf34-da80523a405f"]}],"mendeley":{"formattedCitation":"(Obasan, K.A., Ariyo, O.O. And Hassan, 2015)","plainTextFormattedCitation":"(Obasan, K.A., Ariyo, O.O. And Hassan, 2015)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Obasan et al., 2015) recommendations for using marketing strategies consist of pricing strategies, product strategies, distribution strategies, and promotion strategies and the most important promotional strategies for developing companies in Nigeria.
Another solution to this condition originates ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Nofrizal","given":"N.","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"HUMAN FALAH: Jurnal Ekonomi dan Bisnis Islam","id":"ITEM-1","issue":"1","issued":{"date-parts":[["2017"]]},"title":"Developing Formulation Strategy Areas Msmes Banana Chips Based On Superior Commodities In Inhil County","type":"article-journal","volume":"1"},"uris":["http://www.mendeley.com/documents/?uuid=b56b3b57-d427-4499-8e8a-7d0924b11acd"]}],"mendeley":{"formattedCitation":"(Nofrizal, 2017)","plainTextFormattedCitation":"(Nofrizal, 2017)","previouslyFormattedCitation":"(Nofrizal, 2017)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Nofrizal, 2017) to use the influence of funds from the government and local governments to make local product promotions by creating national events. On the other hand, looking at it from the QSPM matrix shows that the QSPM recommendation for using stabile strategy growth means that MSMEs must focus on their weaknesses using their strengths and opportunities accordingly ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"DOI":"10.1108/00070700810868997","ISBN":"0007-070X","ISSN":"0007-070X","abstract":"Purpose - Application of the horizontal alliance paradigm has particularly relevance to small retailers. It is a powerful mechanism for independents and non-integrated chain retailers to develop competitive advantage, maintaining and improving their performance. The purpose of this article is to analyse the theory of alliance in the context of the retail sector. Design/methodology/approach - Both quantitative and qualitative research was carried out with horizontal retail alliances in Brazil. Findings - Focusing on the alliances among independents and non-integrated chain retailers, our discussion covers specifically the following issues: the reasons for forming a strategic alliance in retail; minimum criteria for the alliance activity amongst retailers; steps that managers must take to create a competitive retail alliance; critical core competencies to be developed on the retail alliance; types of retail alliances; and, finally, forms of strategic retail alliances and stages/steps to develop a retail alliance over time. Research limitations/implications - The study considers horizontal alliances in a Brazilian retail context, which is in some ways unique, however, key principles and findings are very much transferable. Practical implications/implications - The study is of value not only to researchers of retail horizontal alliances, but offers retail practitioners specific experience and guidance. Originality/value - It was identified from the literature that there have been relatively few theoretical and practical studies available that analyse the relationship between the outlined themes concerned with alliances and small retailers. The discussion in our paper provides useful information and new insights to both academics and practitioners.","author":[{"dropping-particle":"","family":"Ghisi","given":"Fl�via A.","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Silveira","given":"Jos� A.G.","non-dropping-particle":"da","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Kristensen","given":"Tore","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Hingley","given":"Martin","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Lindgreen","given":"Adam","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"British Food Journal","id":"ITEM-1","issue":"4/5","issued":{"date-parts":[["2008"]]},"page":"514-538","title":"Horizontal alliances amongst small retailers in Brazil","type":"article-journal","volume":"110"},"uris":["http://www.mendeley.com/documents/?uuid=a7279917-47ce-4073-8e0e-2ed9394f66f7"]}],"mendeley":{"formattedCitation":"(Ghisi, da Silveira, Kristensen, Hingley, & Lindgreen, 2008)","plainTextFormattedCitation":"(Ghisi, da Silveira, Kristensen, Hingley, & Lindgreen, 2008)","previouslyFormattedCitation":"(Ghisi, da Silveira, Kristensen, Hingley, & Lindgreen, 2008)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Ghisi et al., 2008) suggest to use strategic alliances with stakeholders but according to according ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Gupta","given":"M","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Journal of Applied Packaging Research","id":"ITEM-1","issued":{"date-parts":[["2015"]]},"title":"Strategy Formulation for Performance Improvement of Indian Corrugated Industry: An Application of SWOT Analysis and QSPM Matrix","type":"article-journal"},"uris":["http://www.mendeley.com/documents/?uuid=0d756f45-bbe5-3928-8d6a-753e6ad74bcb"]}],"mendeley":{"formattedCitation":"(Gupta, 2015)","plainTextFormattedCitation":"(Gupta, 2015)","previouslyFormattedCitation":"(Gupta, 2015)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Gupta, 2015) MSMEs can use human resource development using the development of training created by universities, industry, government, and private businesses. Training effects for MSMEs have a positive effect on the development of appropriate MSMEs ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"DOI":"10.1108/APJIE-06-2018-0041","ISSN":"2398-7812","author":[{"dropping-particle":"","family":"Raghuvanshi","given":"Juhi","non-dropping-particle":"","parse-names":false,"suffix":""},{"dropping-particle":"","family":"Garg","given":"Chandra Prakash","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Asia Pacific Journal of Innovation and Entrepreneurship","id":"ITEM-1","issue":"3","issued":{"date-parts":[["2018"]]},"page":"279-299","title":"Time to get into the action","type":"article-journal","volume":"12"},"uris":["http://www.mendeley.com/documents/?uuid=a43be830-bbf8-4cbe-8abc-dd57255f970e"]}],"mendeley":{"formattedCitation":"(Raghuvanshi & Garg, 2018)","plainTextFormattedCitation":"(Raghuvanshi & Garg, 2018)","previouslyFormattedCitation":"(Raghuvanshi & Garg, 2018)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Raghuvanshi & Garg, 2018) knowledge management is the most important and creativity and management of ideas and culture to develop the MSMEs.
The real contribution of this study is every stakeholder such as government, university, industry and own MSMEs food souvenir must work together to develop MSMEs food souvenir in Riau province. Role of government to develop MSMEs is create police for development and control all police, provide budget for capital MSMEs and when existing public policies in other domains are in conflict with policies to promote entrepreneurship and MSME development ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Edoho","given":"Felix Moses","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"African Journal of Economic and Management Studies","id":"ITEM-1","issue":"2","issued":{"date-parts":[["2015"]]},"page":"127-147","title":"Entrepreneurship and socioeconomic development: Catalyzing African transformation in the 21st century","type":"article-journal","volume":"6"},"uris":["http://www.mendeley.com/documents/?uuid=49667aac-6cd9-48b0-9ca2-9a0ae43b2b65"]}],"mendeley":{"formattedCitation":"(Edoho, 2015)","plainTextFormattedCitation":"(Edoho, 2015)","previouslyFormattedCitation":"(Edoho, 2015)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Edoho, 2015). According ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Davinder Singh, J.S. Khamba","given":"Tarun Nanda","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"International Journal of Productivity and Performance Management","id":"ITEM-1","issue":"7","issued":{"date-parts":[["2017"]]},"page":"838-856","title":"Influence of technological innovation on performance of small manufacturing companies\"","type":"article-journal","volume":"66"},"uris":["http://www.mendeley.com/documents/?uuid=d386b0db-2a44-466d-bd81-2cd48becfb76"]}],"mendeley":{"formattedCitation":"(Davinder Singh, J.S. Khamba, 2017)","plainTextFormattedCitation":"(Davinder Singh, J.S. Khamba, 2017)","previouslyFormattedCitation":"(Davinder Singh, J.S. Khamba, 2017)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Singh et al., 2017) the most important for small firms are entrepreneurial capability, technology infrastructure capability and government initiatives. According ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Mar�a Jos� Rodr�guez-Guti�rrez, Pilar Moreno","given":"Pilar Tejada","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Journal of Organizational Change Management","id":"ITEM-1","issue":"2","issued":{"date-parts":[["2015"]]},"page":"194-212","title":"Entrepreneurial orientation and performance of SMEs in the services industry","type":"article-journal","volume":"28"},"uris":["http://www.mendeley.com/documents/?uuid=0ba9f276-cfef-49c6-a031-0a6958c0e9f6"]}],"mendeley":{"formattedCitation":"(Mar�a Jos� Rodr�guez-Guti�rrez, Pilar Moreno, 2015)","plainTextFormattedCitation":"(Mar�a Jos� Rodr�guez-Guti�rrez, Pilar Moreno, 2015)","previouslyFormattedCitation":"(Mar�a Jos� Rodr�guez-Guti�rrez, Pilar Moreno, 2015)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Rodr�guez et al., 2015) the findings reveal that entrepreneur characteristics, firm features and managerial attributes have significant effect on the business performance. 
Next, role of university is all of lecture must create program to development MSMEs such as training and workshop. Role of industry is create program such as workshop or provide budget and given opportunity MSMEs to sell their product. Last is role of own MSMEs food souvenir must active if any workshop and training provide by government, university and industry and create product with focus on market orientation and technology orientation and managerial network and political network ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Panda","given":"Debadutta Kumar","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Journal of Strategy and Management","id":"ITEM-1","issue":"4","issued":{"date-parts":[["2014"]]},"page":"376-397","title":"Managerial network and strategic orientation in SMEs:Experience from a transition economy","type":"article-journal","volume":"7"},"uris":["http://www.mendeley.com/documents/?uuid=4e2e6223-312f-40d6-abd9-465f1816d020"]}],"mendeley":{"formattedCitation":"(Panda, 2014)","plainTextFormattedCitation":"(Panda, 2014)","previouslyFormattedCitation":"(Panda, 2014)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Panda, 2014). According ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Manex Bule Yonis, Tassew Woldehanna","given":"Wolday Amha","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"International Journal of Emerging Markets","id":"ITEM-1","issue":"5","issued":{"date-parts":[["2018"]]},"page":"1108-1131","title":"Impact of public intervention on micro and small enterprises performance in Ethiopia: A firm level empirical evidence","type":"article-journal","volume":"13"},"uris":["http://www.mendeley.com/documents/?uuid=27cdcd2a-2417-4523-84f7-60893951b27d"]}],"mendeley":{"formattedCitation":"(Manex Bule Yonis, Tassew Woldehanna, 2018)","plainTextFormattedCitation":"(Manex Bule Yonis, Tassew Woldehanna, 2018)","previouslyFormattedCitation":"(Manex Bule Yonis, Tassew Woldehanna, 2018)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Manex & Tassew, 2018) the public intervention encouraged MSEs to develop innovative business practices and improve their human capital development process. MSMEs also create effective SME marketing ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Sheilagh Mary Resnick, Ranis Cheng, Mike Simpson","given":"Fernando Louren�o","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"International Journal of Entrepreneurial Behavior & Research","id":"ITEM-1","issue":"1","issued":{"date-parts":[["2016"]]},"page":"155-174","title":"Marketing in SMEs: a �4Ps� self-branding model","type":"article-journal","volume":"22"},"uris":["http://www.mendeley.com/documents/?uuid=b5dc4094-ed6e-48b7-b688-906de28b72ff"]}],"mendeley":{"formattedCitation":"(Sheilagh Mary Resnick, Ranis Cheng, Mike Simpson, 2016)","plainTextFormattedCitation":"(Sheilagh Mary Resnick, Ranis Cheng, Mike Simpson, 2016)","previouslyFormattedCitation":"(Sheilagh Mary Resnick, Ranis Cheng, Mike Simpson, 2016)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Sheilagh et al.,  2016) SME marketing is effective in that it embraces some relevant concepts of traditional marketing, tailors activities to match its customers and adds its own unique attribute of self-branding as bestowed by the SME owner-manager also SMEs should take a strategic focus and plan their use of social media ADDIN CSL_CITATION {"citationItems":[{"id":"ITEM-1","itemData":{"author":[{"dropping-particle":"","family":"Margaret McCann","given":"Alexis Barlow","non-dropping-particle":"","parse-names":false,"suffix":""}],"container-title":"Journal of Small Business and Enterprise Development","id":"ITEM-1","issue":"2","issued":{"date-parts":[["2015"]]},"page":"273-287","title":"Use and measurement of social media for SMEs","type":"article-journal","volume":"22"},"uris":["http://www.mendeley.com/documents/?uuid=106c0b95-373d-4eec-82bb-d2944d89fce8"]}],"mendeley":{"formattedCitation":"(Margaret McCann, 2015)","plainTextFormattedCitation":"(Margaret McCann, 2015)","previouslyFormattedCitation":"(Margaret McCann, 2015)"},"properties":{"noteIndex":0},"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"}(Margaret, 2015). 


CONCLUSION
The objective of this study is to determine what the most effective strategies are for MSMEs in Riau province by using two methods, namely SWOT-24 K and QSPM matrix. The results of the two methods show that using the strategy of positioning the SWOT-24K matrix from the food and beverage MSMEs of the province of Riau in the IIA1 quadrant meant that MSMEs food souvenirs had few opportunities, but at the same time, MSMEs did not have competitive advantages. So, MSMEs cannot do much to improve this condition. MSMEs only hope that the business environment will change. However, using the QSPM matrix shows the recommended strategy for MSME food souvenirs is the stabile growth strategy (maintaining growth) that means MSMEs must focus on their weaknesses using their strengths and opportunities. So, the recommendation of this research is that MSMES food souvenirs must use several strategies, namely innovation strategy, promotion strategy, training development, government role, industry role, and HR development.
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                                                                                               PAGE   \* MERGEFORMAT 12                                                                                      1939-6104-18-2 



Quadrant I:
(Growth)

Quadrant II:
(Consolidation)

S

FACTOR


INTERNALL

Aggressive Maintenance strategy

Stable Growth Strategy

Aggressive Growth Strategy

Selective Maintenance Strategy

Turn Around Strategy

Conglomerate strategy

Guerrilla Strategy

Concentric Diversification

Quadrant IV:
(Diversification)

Quadrant III:
(Survival)

T

O

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