Strategi Peningkatan Kinerja Inovasi dan Customer Relationship Management pada Industri Inti Klaster Furniture Jepara Studi Kasus CV.Nania Bintang Utama

Maharani, Dipti Sotya (2026) Strategi Peningkatan Kinerja Inovasi dan Customer Relationship Management pada Industri Inti Klaster Furniture Jepara Studi Kasus CV.Nania Bintang Utama. Other thesis, Institut Teknologi Sepuluh Nopember.

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Abstract

Penelitian ini dilatarbelakangi oleh pentingnya peningkatan daya saing industri furniture di tengah persaingan yang semakin ketat, khususnya bagi usaha kecil dan menengah (UKM) dalam Klaster Furniture Jepara. CV. Nania Bintang Utama merupakan usaha kecil yang berperan sebagai salah satu pelaku industri inti dalam klaster tersebut. Sejalan dengan skala dan perkembangan usahanya, pengelolaan inovasi di perusahaan masih berlangsung informal dan belum sistematis, sedangkan pengelolaan hubungan pelanggan (Customer Relationship Management) belum didukung oleh sistem dan basis data pelanggan yang terstruktur. Kondisi tersebut menyebabkan perusahaan belum mampu memanfaatkan informasi pelanggan secara optimal sebagai dasar dalam pengembangan inovasi, penyusunan strategi pemasaran, maupun pengambilan keputusan bisnis. Oleh karena itu, penelitian ini bertujuan untuk menganalisis kondisi saat ini kinerja inovasi dan CRM, mengidentifikasi faktor strategis internal dan eksternal perusahaan, merumuskan alternatif strategi, menentukan prioritas strategi, serta menganalisis implikasi implementasi strategi terhadap pengembangan perusahaan dan penguatan Klaster Furniture Jepara. Penelitian menggunakan pendekatan manajemen strategi dengan analisis kinerja inovasi dan CRM, Value Chain Analysis, PESTEL Analysis, Matriks Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), Matriks Internal-Eksternal (IE), Matriks TOWS, dan Quantitative Strategic Planning Matrix (QSPM). Hasil penelitian menunjukkan bahwa kapabilitas inovasi memperoleh nilai sebesar 49,1%, sedangkan kinerja inovasi sebesar 55,0%. Evaluasi faktor strategis menghasilkan skor IFE sebesar 2,84 dan EFE sebesar 2,60, sehingga menempatkan perusahaan pada Sel V Matriks IE (Hold and Maintain). Perumusan strategi menghasilkan 18 alternatif strategi, sedangkan hasil QSPM menunjukkan bahwa strategi market penetration menjadi prioritas utama dengan nilai STAS sebesar 5,40, diikuti strategi product development dengan nilai STAS sebesar 5,04. Strategi tersebut diimplementasikan melalui roadmap lima tahun yang disusun secara bertahap dengan menjadikan implementasi CRM sebagai fondasi penguatan pemasaran, pengembangan inovasi, peningkatan kapasitas operasional, hingga ekspansi pasar. Implementasi roadmap tersebut diharapkan mampu meningkatkan daya saing CV. Nania Bintang Utama sekaligus memperkuat perannya sebagai pelaku industri inti dalam mendukung daya saing Klaster Furniture Jepara.
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This research was motivated by the increasing need to enhance the competitiveness of the furniture industry amid intensifying market competition, particularly for small and medium-sized enterprises (SMEs) within the Jepara Furniture Cluster. CV. Nania Bintang Utama is a small-scale enterprise that serves as one of the core firms in the cluster. As the company has grown, innovation management has remained informal and unsystematic, while Customer Relationship Management (CRM) has not been supported by an integrated system or a structured customer database. As a result, customer information has not been optimally utilized to support innovation development, marketing strategies, or strategic decision-making. Therefore, this study aims to analyze the existing conditions of innovation performance and CRM, identify the company's internal and external strategic factors, formulate strategic alternatives, determine strategic priorities, and analyze the implications of strategy implementation for both the company's development and the strengthening of the Jepara Furniture Cluster. This study employed a strategic management approach using innovation performance and CRM assessments, Value Chain Analysis, PESTEL Analysis, the Internal Factor Evaluation (IFE) Matrix, the External Factor Evaluation (EFE) Matrix, the Internal–External (IE) Matrix, the TOWS Matrix, and the Quantitative Strategic Planning Matrix (QSPM). The results indicate that the company's innovation capability achieved a score of 49.1%, while innovation performance reached 55.0%. The strategic evaluation produced an IFE score of 2.84 and an EFE score of 2.60, positioning the company in Cell V (Hold and Maintain) of the IE Matrix. The TOWS Matrix generated 18 strategic alternatives, while the QSPM identified market penetration as the top strategic priority with a STAS value of 5.40, followed by product development with a STAS value of 5.04. These strategies were subsequently translated into a five-year implementation roadmap, with CRM serving as the foundation for strengthening marketing activities, innovation development, operational capacity, and market expansion. The implementation of this roadmap is expected to enhance the competitiveness of CV. Nania Bintang Utama while reinforcing its role as a core enterprise in strengthening the competitiveness of the Jepara Furniture Cluster.

Item Type:	Thesis (Other)
Uncontrolled Keywords:	Customer Relationship Management (CRM), Furniture, Kinerja Inovasi, PESTEL, Quantitative Strategic Planning Matrix, The Gartner’s Competency Model, Value Chain,Customer Relationship Management (CRM), Furniture, Innovation Performance, PESTEL, Quantitative Strategic Planning Matrix, The Gartner’s Competency Model, Value Chain.
Subjects:	T Technology > TT Handicrafts Arts and crafts T Technology > TT Handicrafts Arts and crafts > TT199.7 Wood-carving.
Divisions:	Faculty of Industrial Technology > Industrial Engineering > 26201-(S1) Undergraduate Thesis
Depositing User:	Dipti Sotya Maharani
Date Deposited:	31 Jul 2026 00:47
Last Modified:	31 Jul 2026 00:47
URI:	http://repository.its.ac.id/id/eprint/140308

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