95
BUSINESS MANAGEMENT STRATEGIES AFTER THE COVID-19
PANDEMIC
1.0 Introduction:
These problems require stakeholders to work together to maintain the sustainability of
MSMEs and carry out structuralization and revitalization after the Covid-19 pandemic in the
MSME sector with the aim of creating commitment and trust in MSMEs (Hadi et al, 2020).
To reduce the negative impact on the MSME sector, appropriate and rapid innovation is
needed to create new activities to ensure business sustainability. (Septina, 2020). By utilizing
technological advances such as the use of social media and online shops as an alternative
solution due to the forced closure of businesses by the government. MSME players are faced
with the problem of losing stalls caused by the implementation of PSBB and WFH (Salam,
2020).
To overcome the above problems, a strategy is needed to restore the existence of
business actors in the MSME sector after the Covid-19 pandemic. One of the strategies is to
use the concept of strategy put forward by Henry Mintzberg in Pedersen and Ritter (2020)
defining strategy as 5P, namely (Plan, Ploy, Pattern, Position and Perspective). Pedersen and
Ritter (2020) explain that the definition of Strategy as a plan is a strategic plan before it is
implemented and followed up through implementation. Strategy as a ploy is a special activity
that distinguishes the business strategy of a business actor from competitors with the aim of
outperforming competitors. Strategy as a pattern shows company activities that can be
explained through patterns that arise from previously planned and implemented activities.
Strategy as a position, that is, business actors can use existing resources, both physical and
knowledge to provide distinctive products to find market niches aimed at blocking and
outperforming competitors. Finally, strategy as perspective refers to the organizational culture
of business people to view themselves and their environment as a strategy.
The importance of business management for business actors in the MSME sector can be
seen in several areas of management strengthening, namely marketing, human resources,
finance and operations (Wahyuni, Endang, and Wibawani, 2020). In the marketing sector, it is
necessary to develop a digital marketing system that is right on target and can reach the wider
community (Rangkuti, 2013; Tasruddin, 2015). For example, by distributing brochures in
strategic locations, promoting through radio, newspapers, social media such as Facebook,
Instagram, Whatsapp or other social networks. In the field of strengthening human resource
management, increasing knowledge, insight and skills so that they are able to manage their
business in a more planned and well-organized manner (Sandiasa and Widnyani, 2017).
Strengthening in the field of financial management includes effective and efficient financial
management related to access to capital and bookkeeping/financial administration (Putri,
2018; Setyawardani et al, 2019). Finally, strengthening in the field of operational management
includes quality improvement, cost efficiency and appropriate distribution targets.
This research aims to confirm Henri Mirtberg's 5P theory through a list of questions that
have been provided. This research also explores the answers to the questions posed by
Pedersen and Ritter (2020) 5 (five) Ps namely: position, plan, perspective, projects, and
prepare which are adapted from Henry Mintzberg's 5P theory. These questions can guide
respondents as business people to bounce back from the crisis so that MSME players can take
the right steps to save their business due to the Covid-19 pandemic.
2.0 Methods:
This research uses qualitative methods with data collection tools, namely in-depth
interviews and phased interviews. The interviews were through voice notes, video calls,
telephone and email, each of which was interviewed for 1 hour due to the implementation of
social distancing. The way of dissemination This interview begins with the researcher
sending a request as a potential research respondent via text message containing the identity
of the researcher and the reason for conducting the research, asking permission to record the
conversation, regarding the length of time of the interview, asking for the respondent's time
and making follow-up contact if there is no response (Rowley, 2009). The next stage was to
send questions to the respondents as materials during the interview by giving them four to five
days and after that the researcher contacted the respondents to ensure their willingness to be
interviewed. The questions in the interview were based on Henry Mintzberg's theory which
adapts the framework to five question concepts as the 5 Ps strategy, which include:
1. What position do businesses want to be in during and after the pandemic?
2. What are your plans as a business owner to bounce back?
3. Will your business culture and identity change?
4. What new projectss are you launching?
5. How prepared are you to execute these plans and projectss?
The number of respondents in this study were 27 people (Three people from the Fourth
97
Semester Finance and Banking Study Program and 24 people from the Second Semester and
Six people in the Management Study Program). These respondents came from parents of
students of the Faculty of Economics and Management of Samawa University who work only
as business people in the trade MSME sector in Sumbawa Regency. The data analysis used is
descriptive qualitative, which is a research technique that describes and explains the data that
has been collected by paying attention to and recording as many aspects as possible so as to
get a comprehensive picture of the actual conditions (Creswell, 2016). The steps of qualitative
data analysis in this study are: data collection, data reduction, data presentation, and
conclusion drawing/verification.
3.0 Results And Discussion
Data analysis in qualitative descriptive research is carried out during data collection and
after completion of data collection.
1. Data Collection
Data collection conducted by researchers through data forms in the form of interview
transcripts, interview recordings and online audio from 27 respondents. Then the results
of this form of data are grouped according to the questions in the research, namely
regarding position, plan, perspective, projects, and prepare.
2. Data Reduction
At this stage the activity carried out is to roughly select from notes or interview results.
The data that passes the reduction stage through a series of interview processes with
respondents, namely regarding the fields of marketing, human resources, finance and
operations.
3. Data Presentation
At this stage, it is an activity to draw data that has been reduced from information with
the aim of making it easier to draw conclusions. Research data can be presented in the
form of descriptions supported by previous research with relevant theories related to
business management strategies after the Covid-19 pandemic.
4. Inference
The data that has been collected, reduced and presented in a way that is easy to
understand, then conclusions are drawn based on comprehensive observations from the
results of interviews with respondents. During the research process, data obtained from
MSME actors in Sumbawa Regency were collected, studied to be processed and then
analyzed. In the process of analyzing the data, information was found which was then
relevant to theories and previous research as a source of reference.
The results of the recording of respondents' interviews related to "Strategies for Micro,
Small and Medium Enterprises After the Covid-19 Pandemic" are strategies as position, the
position of MSME business actors in Sumbawa Regency during and after the pandemic is to
develop the right marketing strategy to achieve better sales and productivity targets. Planning
and developing business products at affordable prices must attract consumer interest.
Determining the right product distribution channel as a means of outperforming competitors.
Promotional activities by utilizing technology become their creativity and innovation (Müller,
2018). This is in line with previous research which states that e-commerce-based MSME
players have different business strategies from MSME players who do not use e-commerce in
running their business (Helmalia and Afrinawati. 2018; Shahzad et al, 2020.
Strategy as a plan, the strategic plan for the sustainability of MSME business efforts to
rise from the Covid-19 pandemic is to focus on resources that are always available quickly
and precisely, information systems and good communication with customers, available
facilities in utilizing technology, and access and services to customers or consumers are the
main focus in planning or designing MSME businesses going forward. The results of this
study differ from the results of research by Sumiati, Rofiq, and Promono (2019) which
explain that strategy as planning plays an important role in mediating the influence of
consumer-oriented business performance. He also added in his research that strategic planning
as a mediator also has an influence on the relationship between the internal and external
environment on consumer orientation.
Strategy as a perspective, the view of MSMEs in terms of identity and organizational
culture affects business performance. High identity efforts from business people and
consumers will improve business performance and be responsible for the success of the back
and forth of the business being run. Efforts for business organizational culture must have a
mission, involvement and consistency in running their business. MSME players see the
Covid-19 pandemic as a challenge as well as an opportunity in developing their business.
They gained many new things during this pandemic, knowledge about consumer behavior in
dealing with the pandemic and the behavior of MSMEs in responding to this pandemic. In
line with research by Sternad, Krenn, and Schmid (2017) which explains that MSME actors
must respond to customer and market complaints and needs to achieve business excellence.
One of the obstacles faced by MSMEs to achieve business excellence is the conceptual
problems owned by MSMEs to achieve business excellence.
99
Strategy as a projects, MSME players start new business activities as a strategy to
respond to the Covid-19 pandemic in various ways. For example, a sales strategy to deliver to
the consumer's destination address, diversify products to maintain their business, then MSME
players also innovate product packaging to make products more durable and carry out process
innovations to blind the support system as an effort to achieve business excellence. In line
with research by Sternad, Krenn, and Schmid (2017) which explains that MSME actors face
several obstacles, one of which is resource constraints to start several new projectss or
business activities to achieve business excellence faced by MSMEs, one of which is the
conceptual problems owned by MSMEs to achieve business excellence.
Strategy as a prepare, basically MSME actors do not have the readiness to face the
Covid-19 pandemic. MSME actors are required to have absorptive capacity to get as much
information about the Covid-19 pandemic both about consumer behavior, business behavior
and government policies so that they can prepare themselves to continue their business. This
is in line with research from Haa, Lob, and Wang (2016) which explains that the knowledge
management process can provide insight to entrepreneurs to help them identify and develop
effective strategies to improve their overall performance. In this study, MSMEs are
encouraged to develop their ability to manage knowledge that will move them to become
more competitive and innovative. The results of his research showed that the ability of the
knowledge management process became the most important antecedent of the performance
(financial and non-financial) of MSMEs (Oktafia and Hidayat, 2018).
Problems and solutions from MSME actors in Kabupaten Sumbawa towards the
sustainability of their businesses are a form of steps that will be continued to maintain,
improve and develop their businesses through strengthening business management in the
fields of marketing, finance, human resources and operations.
Strengthening management in the marketing sector, the problems of MSME actors due
to the Covid-19 pandemic in the marketing sector are limited market access and business
networks so that their productivity decreases, resulting in the majority of respondents not
being able to continue their business. Respondents who have good knowledge management
and absorptive capacity are able to accumulate various information and knowledge absorbed
from various information media that are developing so fast that they can make preparations
and re-strategize to start, continue and develop their business such as conducting sales
promotions through radio, newspapers and other media digital media such as Facebook,
Instagram, and WhatsApp and display unique and interesting videos for customers
(Prastiyanti, Dinda, and Yulianto,. 2019).
The problem in the field of human resource management of MSME actors in the midst
of the Covid-19 pandemic is the lack of knowledge, skills, and insights in utilizing available
technology to increase business productivity. This pandemic outbreak requires MSME players
to be able to adapt to current conditions, one of which is that they must be able to utilize
existing technology such as selling online using social media, increasing the quality of service
to consumers, and making product and service deversification to improve their business
performance.
Limited access to capital due to policies and regulations set by the government during
the Covid-19 pandemic. The emergence of debts from business actors that cause defaults that
require them to restructure credit. Not yet conducting good and secure financial records in
accordance with applicable accounting standards where the majority of respondents record
finances manually on paper and even only remember in their minds. Related to this problem,
during the Covid-19 pandemic, MSME players are required to be wise in debt and ensure that
capital and gauze are available for business sustainability. Furthermore, they are also required
to cut the cost budget appropriately.
Then the obstacles faced in the field of operational management by MSME actors
during the Covid-19 pandemic are the lack of availability of raw materials, hampered
production and distribution, closed business locations, unable to ensure the availability of
quality raw materials due to access from previous suppliers who were also affected by this
pandemic. The high price of raw materials forces MSME actors to cut the product distribution
chain by carrying out their own distribution activities to reduce costs so that MSME actors
can ensure the quality of their products because they are involved from upstream to
downstream processes.
4.0 CONCLUSIONS:
In realizing and developing the sustainability of MSMEs after the Covid-19 pandemic,
it is necessary to achieve a mature strategy and provide good results in strengthening business
management in marketing, finance, human resources and operations. The optimism of
business actors to bounce back to continue and improve their business from business
management strategies. One way of stratgei applied is the implementation of the5Ps strategy,
namelyposition, plan, perspective, projects, and prepare as an effort to be able to create a
more efficient and effective business existence. No less important is that MSME players are
required to have good knowledge management and absorptive capacity to improve their
business performance.
10
1
The importance of business management for business actors in the MSME sector can be
seen in several areas of management strengthening, namely marketing, human resources,
finance and operations (Wahyuni, Endang, and Wibawani, 2020). In the marketing sector, it is
necessary to develop a digital marketing system that is right on target and can reach the wider
community (Rangkuti, 2013; Tasruddin, 2015). For example, by distributing brochures in
strategic locations, promoting through radio, newspapers, social media such as Facebook,
Instagram, Whatsapp or other social networks. In the field of strengthening human resource
management, increasing knowledge, insight and skills so that they are able to manage their
business in a more planned and well-organized manner (Sandiasa and Widnyani, 2017).
Strengthening in the field of financial management includes effective and efficient financial
management related to access to capital and bookkeeping/financial administration (Putri,
2018; Setyawardani et al, 2019). Finally, strengthening in the field of operational management
includes quality improvement, cost efficiency and appropriate distribution targets.
This research aims to confirm Henri Mirtberg's 5P theory through a list of questions that
have been provided. This research also explores the answers to the questions posed by
Pedersen and Ritter (2020) 5 (five) Ps namely: position, plan, perspective, projects, and
prepare which are adapted from Henry Mintzberg's 5P theory. These questions can guide
respondents as business people to bounce back from the crisis so that MSME players can take
the right steps to save their business due to the Covid-19 pandemic.
2.0 Methods:
This research uses qualitative methods with data collection tools, namely in-depth
interviews and phased interviews. The interviews were through voice notes, video calls,
telephone and email, each of which was interviewed for 1 hour due to the implementation of
social distancing. The way of dissemination This interview begins with the researcher
sending a request as a potential research respondent via text message containing the identity
of the researcher and the reason for conducting the research, asking permission to record the
conversation, regarding the length of time of the interview, asking for the respondent's time
and making follow-up contact if there is no response (Rowley, 2009). The next stage was to
send questions to the respondents as materials during the interview by giving them four to five
days and after that the researcher contacted the respondents to ensure their willingness to be
interviewed. The questions in the interview were based on Henry Mintzberg's theory which
adapts the framework to five question concepts as the 5 Ps strategy, which include:
1. What position do businesses want to be in during and after the pandemic?
2. What are your plans as a business owner to bounce back?
3. Will your business culture and identity change?
4. What new projectss are you launching?
5. How prepared are you to execute these plans and projectss?
The number of respondents in this study were 27 people (Three people from the Fourth
Semester Finance and Banking Study Program and 24 people from the Second Semester and
Six people in the Management Study Program). These respondents came from parents of
students of the Faculty of Economics and Management of Samawa University who work only
as business people in the trade MSME sector in Sumbawa Regency. The data analysis used is
descriptive qualitative, which is a research technique that describes and explains the data that
has been collected by paying attention to and recording as many aspects as possible so as to
get a comprehensive picture of the actual conditions (Creswell, 2016). The steps of qualitative
data analysis in this study are: data collection, data reduction, data presentation, and
conclusion drawing/verification.
3.0 Results And Discussion
Data analysis in qualitative descriptive research is carried out during data collection and
after completion of data collection.
5. Data Collection
Data collection conducted by researchers through data forms in the form of interview
transcripts, interview recordings and online audio from 27 respondents. Then the results
of this form of data are grouped according to the questions in the research, namely
regarding position, plan, perspective, projectss and prepare.
6. Data Reduction
At this stage the activity carried out is to roughly select from notes or interview results.
The data that passes the reduction stage through a series of interview processes with
respondents, namely regarding the fields of marketing, human resources, finance and
operations.
7. Data Presentation
At this stage, it is an activity to draw data that has been reduced from information with
the aim of making it easier to draw conclusions. Research data can be presented in the
10
3
form of descriptions supported by previous research with relevant theories related to
business management strategies after the Covid-19 pandemic.
8. Inference
The data that has been collected, reduced and presented in a way that is easy to
understand, then conclusions are drawn based on comprehensive observations from the
results of interviews with respondents. During the research process, data obtained from
MSME actors in Sumbawa Regency were collected, studied to be processed and then
analyzed. In the process of analyzing the data, information was found which was then
relevant to theories and previous research as a source of reference.
The results of the recording of respondents' interviews related to "Strategies for Micro,
Small and Medium Enterprises After the Covid-19 Pandemic" are strategies as position, the
position of MSME business actors in Sumbawa Regency during and after the pandemic is to
develop the right marketing strategy to achieve better sales and productivity targets. Planning
and developing business products at affordable prices must attract consumer interest.
Determining the right product distribution channel as a means of outperforming competitors.
Promotional activities by utilizing technology become their creativity and innovation (Müller,
2018). This is in line with previous research which states that e-commerce-based MSME
players have different business strategies from MSME players who do not use e-commerce in
running their business (Helmalia and Afrinawati. 2018; Shahzad et al, 2020.
Strategy as a plan, the strategic plan for the sustainability of MSME business efforts to
rise from the Covid-19 pandemic is to focus on resources that are always available quickly
and precisely, information systems and good communication with customers, available
facilities in utilizing technology, and access and services to customers or consumers are the
main focus in planning or designing MSME businesses going forward. The results of this
study differ from the results of research by Sumiati, Rofiq, and Promono (2019) which
explain that strategy as planning plays an important role in mediating the influence of
consumer-oriented business performance. He also added in his research that strategic planning
as a mediator also has an influence on the relationship between the internal and external
environment on consumer orientation.
Strategy as a perspective, the view of MSMEs in terms of identity and organizational
culture affects business performance. High identity efforts from business people and
consumers will improve business performance and be responsible for the success of the back
and forth of the business being run. Efforts for business organizational culture must have a
mission, involvement and consistency in running their business. MSME players see the
Covid-19 pandemic as a challenge as well as an opportunity in developing their business.
They gained many new things during this pandemic, knowledge about consumer behavior in
dealing with the pandemic and the behavior of MSMEs in responding to this pandemic. In
line with research by Sternad, Krenn, and Schmid (2017) which explains that MSME actors
must respond to customer and market complaints and needs to achieve business excellence.
One of the obstacles faced by MSMEs to achieve business excellence is the conceptual
problems owned by MSMEs to achieve business excellence.
Strategy as a projects, MSME players start new business activities as a strategy to
respond to the Covid-19 pandemic in various ways. For example, a sales strategy to deliver to
the consumer's destination address, diversify products to maintain their business, then MSME
players also innovate product packaging to make products more durable and carry out process
innovations to blind the support system as an effort to achieve business excellence. In line
with research by Sternad, Krenn, and Schmid (2017) which explains that MSME actors face
several obstacles, one of which is resource constraints to start several new projectss or
business activities to achieve business excellence faced by MSMEs, one of which is the
conceptual problems owned by MSMEs to achieve business excellence.
Strategy as a prepare, basically MSME actors do not have the readiness to face the
Covid-19 pandemic. MSME actors are required to have absorptive capacity to get as much
information about the Covid-19 pandemic both about consumer behavior, business behavior
and government policies so that they can prepare themselves to continue their business. This
is in line with research from Haa, Lob, and Wang (2016) which explains that the knowledge
management process can provide insight to entrepreneurs to help them identify and develop
effective strategies to improve their overall performance. In this study, MSMEs are
encouraged to develop their ability to manage knowledge that will move them to become
more competitive and innovative. The results of his research showed that the ability of the
knowledge management process became the most important antecedent of the performance
(financial and non-financial) of MSMEs (Oktafia and Hidayat, 2018).
Problems and solutions from MSME actors in Kabupaten Sumbawa towards the
sustainability of their businesses are a form of steps that will be continued to maintain,
improve and develop their businesses through strengthening business management in the
fields of marketing, finance, human resources and operations.
Strengthening management in the marketing sector, the problems of MSME actors due
to the Covid-19 pandemic in the marketing sector are limited market access and business
10
5
networks so that their productivity decreases, resulting in the majority of respondents not
being able to continue their business. Respondents who have good knowledge management
and absorptive capacity are able to accumulate various information and knowledge absorbed
from various information media that are developing so fast that they can make preparations
and re-strategize to start, continue and develop their business such as conducting sales
promotions through radio, newspapers and other media digital media such as Facebook,
Instagram, and WhatsApp and display unique and interesting videos for customers
(Prastiyanti, Dinda, and Yulianto,. 2019).
The problem in the field of human resource management of MSME actors in the midst
of the Covid-19 pandemic is the lack of knowledge, skills, and insights in utilizing available
technology to increase business productivity. This pandemic outbreak requires MSME players
to be able to adapt to current conditions, one of which is that they must be able to utilize
existing technology such as selling online using social media, increasing the quality of service
to consumers, and making product and service deversification to improve their business
performance.
Limited access to capital due to policies and regulations set by the government during
the Covid-19 pandemic. The emergence of debts from business actors that cause defaults that
require them to restructure credit. Not yet conducting good and secure financial records in
accordance with applicable accounting standards where the majority of respondents record
finances manually on paper and even only remember in their minds. Related to this problem,
during the Covid-19 pandemic, MSME players are required to be wise in debt and ensure that
capital and gauze are available for business sustainability. Furthermore, they are also required
to cut the cost budget appropriately.
Then the obstacles faced in the field of operational management by MSME actors
during the Covid-19 pandemic are the lack of availability of raw materials, hampered
production and distribution, closed business locations, unable to ensure the availability of
quality raw materials due to access from previous suppliers who were also affected by this
pandemic. The high price of raw materials forces MSME actors to cut the product distribution
chain by carrying out their own distribution activities to reduce costs so that MSME actors
can ensure the quality of their products because they are involved from upstream to
downstream processes.
4.0 CONCLUSIONS:
In realizing and developing the sustainability of MSMEs after the Covid-19 pandemic,
it is necessary to achieve a mature strategy and provide good results in strengthening business
management in marketing, finance, human resources and operations. The optimism of
business actors to bounce back to continue and improve their business from business
management strategies. One way of stratgei applied is the implementation of the5Ps strategy,
namelyposition, plan, perspective, Projectss and prepare as an effort to be able to create a
more efficient and effective business existence. No less important is that MSME players are
required to have good knowledge management and absorptive capacity to improve their
business performance.
The importance of business management for business actors in the MSME sector can be
seen in several areas of management strengthening, namely marketing, human resources,
finance and operations (Wahyuni, Endang, and Wibawani, 2020). In the marketing sector, it is
necessary to develop a digital marketing system that is right on target and can reach the wider
community (Rangkuti, 2013; Tasruddin, 2015). For example, by distributing brochures in
strategic locations, promoting through radio, newspapers, social media such as Facebook,
Instagram, Whatsapp or other social networks. In the field of strengthening human resource
management, increasing knowledge, insight and skills so that they are able to manage their
business in a more planned and well-organized manner (Sandiasa and Widnyani, 2017).
Strengthening in the field of financial management includes effective and efficient financial
management related to access to capital and bookkeeping/financial administration (Putri,
2018; Setyawardani et al, 2019). Finally, strengthening in the field of operational management
includes quality improvement, cost efficiency and appropriate distribution targets.
This research aims to confirm Henri Mirtberg's 5P theory through a list of questions that
have been provided. This research also explores the answers to the questions posed by
Pedersen and Ritter (2020) 5 (five) Ps namely: position, plan, perspective, and prepare which
are adapted from Henry Mintzberg's 5P theory. These questions can guide respondents as
business people to bounce back from the crisis so that MSME players can take the right steps
to save their business due to the Covid-19 pandemic.
2.0 Methods:
This research uses qualitative methods with data collection tools, namely in-depth
interviews and phased interviews. The interviews were through voice notes, video calls,
telephone and email, each of which was interviewed for 1 hour due to the implementation of
10
7
social distancing. The way of dissemination This interview begins with the researcher
sending a request as a potential research respondent via text message containing the identity
of the researcher and the reason for conducting the research, asking permission to record the
conversation, regarding the length of time of the interview, asking for the respondent's time
and making follow-up contact if there is no response (Rowley, 2009). The next stage was to
send questions to the respondents as materials during the interview by giving them four to five
days and after that the researcher contacted the respondents to ensure their willingness to be
interviewed. The questions in the interview were based on Henry Mintzberg's theory which
adapts the framework to five question concepts as the 5 Ps strategy, which include:
1. What position do businesses want to be in during and after the pandemic?
2. What are your plans as a business owner to bounce back?
3. Will your business culture and identity change?
4. What new projects are you launching?
5. How prepared are you to execute these plans and projects?
The number of respondents in this study were 27 people (Three people from the Fourth
Semester Finance and Banking Study Program and 24 people from the Second Semester and
Six people in the Management Study Program). These respondents came from parents of
students of the Faculty of Economics and Management of Samawa University who work only
as business people in the trade MSME sector in Sumbawa Regency. The data analysis used is
descriptive qualitative, which is a research technique that describes and explains the data that
has been collected by paying attention to and recording as many aspects as possible so as to
get a comprehensive picture of the actual conditions (Creswell, 2016). The steps of qualitative
data analysis in this study are: data collection, data reduction, data presentation, and
conclusion drawing/verification.
3.0 Results And Discussion
Data analysis in qualitative descriptive research is carried out during data collection and
after completion of data collection.
9. Data Collection
Data collection conducted by researchers through data forms in the form of interview
transcripts, interview recordings and online audio from 27 respondents. Then the results
of this form of data are grouped according to the questions in the research, namely
regarding position, plan, perspective, project and prepare.
10. Data Reduction
At this stage the activity carried out is to roughly select from notes or interview results.
The data that passes the reduction stage through a series of interview processes with
respondents, namely regarding the fields of marketing, human resources, finance and
operations.
11. Data Presentation
At this stage, it is an activity to draw data that has been reduced from information with
the aim of making it easier to draw conclusions. Research data can be presented in the
form of descriptions supported by previous research with relevant theories related to
business management strategies after the Covid-19 pandemic.
12. Inference
The data that has been collected, reduced and presented in a way that is easy to
understand, then conclusions are drawn based on comprehensive observations from the
results of interviews with respondents. During the research process, data obtained from
MSME actors in Sumbawa Regency were collected, studied to be processed and then
analyzed. In the process of analyzing the data, information was found which was then
relevant to theories and previous research as a source of reference.
The results of the recording of respondents' interviews related to "Strategies for Micro,
Small and Medium Enterprises After the Covid-19 Pandemic" are strategies as position, the
position of MSME business actors in Sumbawa Regency during and after the pandemic is to
develop the right marketing strategy to achieve better sales and productivity targets. Planning
and developing business products at affordable prices must attract consumer interest.
Determining the right product distribution channel as a means of outperforming competitors.
Promotional activities by utilizing technology become their creativity and innovation (Müller,
2018). This is in line with previous research which states that e-commerce-based MSME
players have different business strategies from MSME players who do not use e-commerce in
running their business (Helmalia and Afrinawati. 2018; Shahzad et al, 2020.
Strategy as a plan, the strategic plan for the sustainability of MSME business efforts to
rise from the Covid-19 pandemic is to focus on resources that are always available quickly
and precisely, information systems and good communication with customers, available
facilities in utilizing technology, and access and services to customers or consumers are the
main focus in planning or designing MSME businesses going forward. The results of this
study differ from the results of research by Sumiati, Rofiq, and Promono (2019) which
10
9
explain that strategy as planning plays an important role in mediating the influence of
consumer-oriented business performance. He also added in his research that strategic planning
as a mediator also has an influence on the relationship between the internal and external
environment on consumer orientation.
Strategy as a perspective, the view of MSMEs in terms of identity and organizational
culture affects business performance. High identity efforts from business people and
consumers will improve business performance and be responsible for the success of the back
and forth of the business being run. Efforts for business organizational culture must have a
mission, involvement and consistency in running their business. MSME players see the
Covid-19 pandemic as a challenge as well as an opportunity in developing their business.
They gained many new things during this pandemic, knowledge about consumer behavior in
dealing with the pandemic and the behavior of MSMEs in responding to this pandemic. In
line with research by Sternad, Krenn, and Schmid (2017) which explains that MSME actors
must respond to customer and market complaints and needs to achieve business excellence.
One of the obstacles faced by MSMEs to achieve business excellence is the conceptual
problems owned by MSMEs to achieve business excellence.
Strategy as a MSME players start new business activities as a strategy to respond to
the Covid-19 pandemic in various ways. For example, a sales strategy to deliver to the
consumer's destination address, diversify products to maintain their business, then MSME
players also innovate product packaging to make products more durable and carry out process
innovations to blind the support system as an effort to achieve business excellence. In line
with research by Sternad, Krenn, and Schmid (2017) which explains that MSME actors face
several obstacles, one of which is resource constraints to start several new projects or business
activities to achieve business excellence faced by MSMEs, one of which is the conceptual
problems owned by MSMEs to achieve business excellence.
Strategy as a prepare, basically MSME actors do not have the readiness to face the
Covid-19 pandemic. MSME actors are required to have absorptive capacity to get as much
information about the Covid-19 pandemic both about consumer behavior, business behavior
and government policies so that they can prepare themselves to continue their business. This
is in line with research from Haa, Lob, and Wang (2016) which explains that the knowledge
management process can provide insight to entrepreneurs to help them identify and develop
effective strategies to improve their overall performance. In this study, MSMEs are
encouraged to develop their ability to manage knowledge that will move them to become
more competitive and innovative. The results of his research showed that the ability of the
knowledge management process became the most important antecedent of the performance
(financial and non-financial) of MSMEs (Oktafia and Hidayat, 2018).
Problems and solutions from MSME actors in Kabupaten Sumbawa towards the
sustainability of their businesses are a form of steps that will be continued to maintain,
improve and develop their businesses through strengthening business management in the
fields of marketing, finance, human resources and operations.
Strengthening management in the marketing sector, the problems of MSME actors due
to the Covid-19 pandemic in the marketing sector are limited market access and business
networks so that their productivity decreases, resulting in the majority of respondents not
being able to continue their business. Respondents who have good knowledge management
and absorptive capacity are able to accumulate various information and knowledge absorbed
from various information media that are developing so fast that they can make preparations
and re-strategize to start, continue and develop their business such as conducting sales
promotions through radio, newspapers and other media digital media such as Facebook,
Instagram, and WhatsApp and display unique and interesting videos for customers
(Prastiyanti, Dinda, and Yulianto,. 2019).
The problem in the field of human resource management of MSME actors in the midst
of the Covid-19 pandemic is the lack of knowledge, skills, and insights in utilizing available
technology to increase business productivity. This pandemic outbreak requires MSME players
to be able to adapt to current conditions, one of which is that they must be able to utilize
existing technology such as selling online using social media, increasing the quality of service
to consumers, and making product and service deversification to improve their business
performance.
Limited access to capital due to policies and regulations set by the government during
the Covid-19 pandemic. The emergence of debts from business actors that cause defaults that
require them to restructure credit. Not yet conducting good and secure financial records in
accordance with applicable accounting standards where the majority of respondents record
finances manually on paper and even only remember in their minds. Related to this problem,
during the Covid-19 pandemic, MSME players are required to be wise in debt and ensure that
capital and gauze are available for business sustainability. Furthermore, they are also required
to cut the cost budget appropriately.
Then the obstacles faced in the field of operational management by MSME actors
during the Covid-19 pandemic are the lack of availability of raw materials, hampered
production and distribution, closed business locations, unable to ensure the availability of
11
1
quality raw materials due to access from previous suppliers who were also affected by this
pandemic. The high price of raw materials forces MSME actors to cut the product distribution
chain by carrying out their own distribution activities to reduce costs so that MSME actors
can ensure the quality of their products because they are involved from upstream to
downstream processes.
4.0 CONCLUSIONS:
In realizing and developing the sustainability of MSMEs after the Covid-19 pandemic,
it is necessary to achieve a mature strategy and provide good results in strengthening business
management in marketing, finance, human resources and operations. The optimism of
business actors to bounce back to continue and improve their business from business
management strategies. One way of stratgei applied is the implementation of the5Ps strategy,
namelyposition, plan, perspective, and prepare as an effort to be able to create a more
efficient and effective business existence. No less important is that MSME players are
required to have good knowledge management and absorptive capacity to improve their
business performance.
The importance of business management for business actors in the MSME sector can be
seen in several areas of management strengthening, namely marketing, human resources,
finance and operations (Wahyuni, Endang, and Wibawani, 2020). In the marketing sector, it is
necessary to develop a digital marketing system that is right on target and can reach the wider
community (Rangkuti, 2013; Tasruddin, 2015). For example, by distributing brochures in
strategic locations, promoting through radio, newspapers, social media such as Facebook,
Instagram, Whatsapp or other social networks. In the field of strengthening human resource
management, increasing knowledge, insight and skills so that they are able to manage their
business in a more planned and well-organized manner (Sandiasa and Widnyani, 2017).
Strengthening in the field of financial management includes effective and efficient financial
management related to access to capital and bookkeeping/financial administration (Putri,
2018; Setyawardani et al, 2019). Finally, strengthening in the field of operational management
includes quality improvement, cost efficiency and appropriate distribution targets.
This research aims to confirm Henri Mirtberg's 5P theory through a list of questions that
have been provided. This research also explores the answers to the questions posed by
Pedersen and Ritter (2020) 5 (five) Ps namely: position, plan, perspective, and prepare which
are adapted from Henry Mintzberg's 5P theory. These questions can guide respondents as
business people to bounce back from the crisis so that MSME players can take the right steps
to save their business due to the Covid-19 pandemic.
2.0 Methods:
This research uses qualitative methods with data collection tools, namely in-depth
interviews and phased interviews. The interviews were through voice notes, video calls,
telephone and email, each of which was interviewed for 1 hour due to the implementation of
social distancing. The way of dissemination This interview begins with the researcher
sending a request as a potential research respondent via text message containing the identity
of the researcher and the reason for conducting the research, asking permission to record the
conversation, regarding the length of time of the interview, asking for the respondent's time
and making follow-up contact if there is no response (Rowley, 2009). The next stage was to
send questions to the respondents as materials during the interview by giving them four to five
days and after that the researcher contacted the respondents to ensure their willingness to be
interviewed. The questions in the interview were based on Henry Mintzberg's theory which
adapts the framework to five question concepts as the 5 Ps strategy, which include:
1. What position do businesses want to be in during and after the pandemic?
2. What are your plans as a business owner to bounce back?
3. Will your business culture and identity change?
4. What new projects are you launching?
5. How prepared are you to execute these plans and projects?
The number of respondents in this study were 27 people (Three people from the Fourth
Semester Finance and Banking Study Program and 24 people from the Second Semester and
Six people in the Management Study Program). These respondents came from parents of
students of the Faculty of Economics and Management of Samawa University who work only
as business people in the trade MSME sector in Sumbawa Regency. The data analysis used is
descriptive qualitative, which is a research technique that describes and explains the data that
has been collected by paying attention to and recording as many aspects as possible so as to
get a comprehensive picture of the actual conditions (Creswell, 2016). The steps of qualitative
data analysis in this study are: data collection, data reduction, data presentation, and
conclusion drawing/verification.
3.0 Results And Discussion
Data analysis in qualitative descriptive research is carried out during data collection and
11
3
after completion of data collection.
13. Data Collection
Data collection conducted by researchers through data forms in the form of interview
transcripts, interview recordings and online audio from 27 respondents. Then the results
of this form of data are grouped according to the questions in the research, namely
regarding position, plan, perspective, and prepare.
14. Data Reduction
At this stage the activity carried out is to roughly select from notes or interview results.
The data that passes the reduction stage through a series of interview processes with
respondents, namely regarding the fields of marketing, human resources, finance and
operations.
15. Data Presentation
At this stage, it is an activity to draw data that has been reduced from information with
the aim of making it easier to draw conclusions. Research data can be presented in the
form of descriptions supported by previous research with relevant theories related to
business management strategies after the Covid-19 pandemic.
16. Inference
The data that has been collected, reduced and presented in a way that is easy to
understand, then conclusions are drawn based on comprehensive observations from the
results of interviews with respondents. During the research process, data obtained from
MSME actors in Sumbawa Regency were collected, studied to be processed and then
analyzed. In the process of analyzing the data, information was found which was then
relevant to theories and previous research as a source of reference.
The results of the recording of respondents' interviews related to "Strategies for Micro,
Small and Medium Enterprises After the Covid-19 Pandemic" are strategies as position, the
position of MSME business actors in Sumbawa Regency during and after the pandemic is to
develop the right marketing strategy to achieve better sales and productivity targets. Planning
and developing business products at affordable prices must attract consumer interest.
Determining the right product distribution channel as a means of outperforming competitors.
Promotional activities by utilizing technology become their creativity and innovation (Müller,
2018). This is in line with previous research which states that e-commerce-based MSME
players have different business strategies from MSME players who do not use e-commerce in
running their business (Helmalia and Afrinawati. 2018; Shahzad et al, 2020.
Strategy as a plan, the strategic plan for the sustainability of MSME business efforts to
rise from the Covid-19 pandemic is to focus on resources that are always available quickly
and precisely, information systems and good communication with customers, available
facilities in utilizing technology, and access and services to customers or consumers are the
main focus in planning or designing MSME businesses going forward. The results of this
study differ from the results of research by Sumiati, Rofiq, and Promono (2019) which
explain that strategy as planning plays an important role in mediating the influence of
consumer-oriented business performance. He also added in his research that strategic planning
as a mediator also has an influence on the relationship between the internal and external
environment on consumer orientation.
Strategy as a perspective, the view of MSMEs in terms of identity and organizational
culture affects business performance. High identity efforts from business people and
consumers will improve business performance and be responsible for the success of the back
and forth of the business being run. Efforts for business organizational culture must have a
mission, involvement and consistency in running their business. MSME players see the
Covid-19 pandemic as a challenge as well as an opportunity in developing their business.
They gained many new things during this pandemic, knowledge about consumer behavior in
dealing with the pandemic and the behavior of MSMEs in responding to this pandemic. In
line with research by Sternad, Krenn, and Schmid (2017) which explains that MSME actors
must respond to customer and market complaints and needs to achieve business excellence.
One of the obstacles faced by MSMEs to achieve business excellence is the conceptual
problems owned by MSMEs to achieve business excellence.
Strategy as a MSME players start new business activities as a strategy to respond to
the Covid-19 pandemic in various ways. For example, a sales strategy to deliver to the
consumer's destination address, diversify products to maintain their business, then MSME
players also innovate product packaging to make products more durable and carry out process
innovations to blind the support system as an effort to achieve business excellence. In line
with research by Sternad, Krenn, and Schmid (2017) which explains that MSME actors face
several obstacles, one of which is resource constraints to start several new projects or business
activities to achieve business excellence faced by MSMEs, one of which is the conceptual
problems owned by MSMEs to achieve business excellence.
Strategy as a prepare, basically MSME actors do not have the readiness to face the
Covid-19 pandemic. MSME actors are required to have absorptive capacity to get as much
information about the Covid-19 pandemic both about consumer behavior, business behavior
11
5
and government policies so that they can prepare themselves to continue their business. This
is in line with research from Haa, Lob, and Wang (2016) which explains that the knowledge
management process can provide insight to entrepreneurs to help them identify and develop
effective strategies to improve their overall performance. In this study, MSMEs are
encouraged to develop their ability to manage knowledge that will move them to become
more competitive and innovative. The results of his research showed that the ability of the
knowledge management process became the most important antecedent of the performance
(financial and non-financial) of MSMEs (Oktafia and Hidayat, 2018).
Problems and solutions from MSME actors in Kabupaten Sumbawa towards the
sustainability of their businesses are a form of steps that will be continued to maintain,
improve and develop their businesses through strengthening business management in the
fields of marketing, finance, human resources and operations.
Strengthening management in the marketing sector, the problems of MSME actors due
to the Covid-19 pandemic in the marketing sector are limited market access and business
networks so that their productivity decreases, resulting in the majority of respondents not
being able to continue their business. Respondents who have good knowledge management
and absorptive capacity are able to accumulate various information and knowledge absorbed
from various information media that are developing so fast that they can make preparations
and re-strategize to start, continue and develop their business such as conducting sales
promotions through radio, newspapers and other media digital media such as Facebook,
Instagram, and WhatsApp and display unique and interesting videos for customers
(Prastiyanti, Dinda, and Yulianto,. 2019).
The problem in the field of human resource management of MSME actors in the midst
of the Covid-19 pandemic is the lack of knowledge, skills, and insights in utilizing available
technology to increase business productivity. This pandemic outbreak requires MSME players
to be able to adapt to current conditions, one of which is that they must be able to utilize
existing technology such as selling online using social media, increasing the quality of service
to consumers, and making product and service deversification to improve their business
performance.
Limited access to capital due to policies and regulations set by the government during
the Covid-19 pandemic. The emergence of debts from business actors that cause defaults that
require them to restructure credit. Not yet conducting good and secure financial records in
accordance with applicable accounting standards where the majority of respondents record
finances manually on paper and even only remember in their minds. Related to this problem,
during the Covid-19 pandemic, MSME players are required to be wise in debt and ensure that
capital and gauze are available for business sustainability. Furthermore, they are also required
to cut the cost budget appropriately.
Then the obstacles faced in the field of operational management by MSME actors
during the Covid-19 pandemic are the lack of availability of raw materials, hampered
production and distribution, closed business locations, unable to ensure the availability of
quality raw materials due to access from previous suppliers who were also affected by this
pandemic. The high price of raw materials forces MSME actors to cut the product distribution
chain by carrying out their own distribution activities to reduce costs so that MSME actors
can ensure the quality of their products because they are involved from upstream to
downstream processes.
4.0 CONCLUSIONS:
In realizing and developing the sustainability of MSMEs after the Covid-19 pandemic,
it is necessary to achieve a mature strategy and provide good results in strengthening business
management in marketing, finance, human resources and operations. The optimism of
business actors to bounce back to continue and improve their business from business
management strategies. One way of stratgei applied is the implementation of the5Ps strategy,
namelyposition, plan, perspective, and prepare as an effort to be able to create a more
efficient and effective business existence. No less important is that MSME players are
required to have good knowledge management and absorptive capacity to improve their
business performance.
The importance of business management for business actors in the MSME sector can be
seen in several areas of management strengthening, namely marketing, human resources,
finance and operations (Wahyuni, Endang, and Wibawani, 2020). In the marketing sector, it is
necessary to develop a digital marketing system that is right on target and can reach the wider
community (Rangkuti, 2013; Tasruddin, 2015). For example, by distributing brochures in
strategic locations, promoting through radio, newspapers, social media such as Facebook,
Instagram, Whatsapp or other social networks. In the field of strengthening human resource
management, increasing knowledge, insight and skills so that they are able to manage their
business in a more planned and well-organized manner (Sandiasa and Widnyani, 2017).
Strengthening in the field of financial management includes effective and efficient financial
management related to access to capital and bookkeeping/financial administration (Putri,
11
7
2018; Setyawardani et al, 2019). Finally, strengthening in the field of operational management
includes quality improvement, cost efficiency and appropriate distribution targets.
This research aims to confirm Henri Mirtberg's 5P theory through a list of questions that
have been provided. This research also explores the answers to the questions posed by
Pedersen and Ritter (2020) 5 (five) Ps namely: position, plan, perspective, and prepare which
are adapted from Henry Mintzberg's 5P theory. These questions can guide respondents as
business people to bounce back from the crisis so that MSME players can take the right steps
to save their business due to the Covid-19 pandemic.
2.0 Methods:
This research uses qualitative methods with data collection tools, namely in-depth
interviews and phased interviews. The interviews were through voice notes, video calls,
telephone and email, each of which was interviewed for 1 hour due to the implementation of
social distancing. The way of dissemination This interview begins with the researcher
sending a request as a potential research respondent via text message containing the identity
of the researcher and the reason for conducting the research, asking permission to record the
conversation, regarding the length of time of the interview, asking for the respondent's time
and making follow-up contact if there is no response (Rowley, 2009). The next stage was to
send questions to the respondents as materials during the interview by giving them four to five
days and after that the researcher contacted the respondents to ensure their willingness to be
interviewed. The questions in the interview were based on Henry Mintzberg's theory which
adapts the framework to five question concepts as the 5 Ps strategy, which include:
1. What position do businesses want to be in during and after the pandemic?
2. What are your plans as a business owner to bounce back?
3. Will your business culture and identity change?
4. What new projects are you launching?
5. How prepared are you to execute these plans and projects?
The number of respondents in this study were 27 people (Three people from the Fourth
Semester Finance and Banking Study Program and 24 people from the Second Semester and
Six people in the Management Study Program). These respondents came from parents of
students of the Faculty of Economics and Management of Samawa University who work only
as business people in the trade MSME sector in Sumbawa Regency. The data analysis used is
descriptive qualitative, which is a research technique that describes and explains the data that
has been collected by paying attention to and recording as many aspects as possible so as to
get a comprehensive picture of the actual conditions (Creswell, 2016). The steps of qualitative
data analysis in this study are: data collection, data reduction, data presentation, and
conclusion drawing/verification.
3.0 Results And Discussion
Data analysis in qualitative descriptive research is carried out during data collection and
after completion of data collection.
17. Data Collection
Data collection conducted by researchers through data forms in the form of interview
transcripts, interview recordings and online audio from 27 respondents. Then the results
of this form of data are grouped according to the questions in the research, namely
regarding position, plan, perspective, and prepare.
18. Data Reduction
At this stage the activity carried out is to roughly select from notes or interview results.
The data that passes the reduction stage through a series of interview processes with
respondents, namely regarding the fields of marketing, human resources, finance and
operations.
19. Data Presentation
At this stage, it is an activity to draw data that has been reduced from information with
the aim of making it easier to draw conclusions. Research data can be presented in the
form of descriptions supported by previous research with relevant theories related to
business management strategies after the Covid-19 pandemic.
20. Inference
The data that has been collected, reduced and presented in a way that is easy to
understand, then conclusions are drawn based on comprehensive observations from the
results of interviews with respondents. During the research process, data obtained from
MSME actors in Sumbawa Regency were collected, studied to be processed and then
analyzed. In the process of analyzing the data, information was found which was then
relevant to theories and previous research as a source of reference.
The results of the recording of respondents' interviews related to "Strategies for Micro,
Small and Medium Enterprises After the Covid-19 Pandemic" are strategies as position, the
position of MSME business actors in Sumbawa Regency during and after the pandemic is to
11
9
develop the right marketing strategy to achieve better sales and productivity targets. Planning
and developing business products at affordable prices must attract consumer interest.
Determining the right product distribution channel as a means of outperforming competitors.
Promotional activities by utilizing technology become their creativity and innovation (Müller,
2018). This is in line with previous research which states that e-commerce-based MSME
players have different business strategies from MSME players who do not use e-commerce in
running their business (Helmalia and Afrinawati. 2018; Shahzad et al, 2020.
Strategy as a plan, the strategic plan for the sustainability of MSME business efforts to
rise from the Covid-19 pandemic is to focus on resources that are always available quickly
and precisely, information systems and good communication with customers, available
facilities in utilizing technology, and access and services to customers or consumers are the
main focus in planning or designing MSME businesses going forward. The results of this
study differ from the results of research by Sumiati, Rofiq, and Promono (2019) which
explain that strategy as planning plays an important role in mediating the influence of
consumer-oriented business performance. He also added in his research that strategic planning
as a mediator also has an influence on the relationship between the internal and external
environment on consumer orientation.
Strategy as a perspective, the view of MSMEs in terms of identity and organizational
culture affects business performance. High identity efforts from business people and
consumers will improve business performance and be responsible for the success of the back
and forth of the business being run. Efforts for business organizational culture must have a
mission, involvement and consistency in running their business. MSME players see the
Covid-19 pandemic as a challenge as well as an opportunity in developing their business.
They gained many new things during this pandemic, knowledge about consumer behavior in
dealing with the pandemic and the behavior of MSMEs in responding to this pandemic. In
line with research by Sternad, Krenn, and Schmid (2017) which explains that MSME actors
must respond to customer and market complaints and needs to achieve business excellence.
One of the obstacles faced by MSMEs to achieve business excellence is the conceptual
problems owned by MSMEs to achieve business excellence.
Strategy as a MSME players start new business activities as a strategy to respond to
the Covid-19 pandemic in various ways. For example, a sales strategy to deliver to the
consumer's destination address, diversify products to maintain their business, then MSME
players also innovate product packaging to make products more durable and carry out process
innovations to blind the support system as an effort to achieve business excellence. In line
with research by Sternad, Krenn, and Schmid (2017) which explains that MSME actors face
several obstacles, one of which is resource constraints to start several new projects or business
activities to achieve business excellence faced by MSMEs, one of which is the conceptual
problems owned by MSMEs to achieve business excellence.
Strategy as a prepare, basically MSME actors do not have the readiness to face the
Covid-19 pandemic. MSME actors are required to have absorptive capacity to get as much
information about the Covid-19 pandemic both about consumer behavior, business behavior
and government policies so that they can prepare themselves to continue their business. This
is in line with research from Haa, Lob, and Wang (2016) which explains that the knowledge
management process can provide insight to entrepreneurs to help them identify and develop
effective strategies to improve their overall performance. In this study, MSMEs are
encouraged to develop their ability to manage knowledge that will move them to become
more competitive and innovative. The results of his research showed that the ability of the
knowledge management process became the most important antecedent of the performance
(financial and non-financial) of MSMEs (Oktafia and Hidayat, 2018).
Problems and solutions from MSME actors in Kabupaten Sumbawa towards the
sustainability of their businesses are a form of steps that will be continued to maintain,
improve and develop their businesses through strengthening business management in the
fields of marketing, finance, human resources and operations.
Strengthening management in the marketing sector, the problems of MSME actors due
to the Covid-19 pandemic in the marketing sector are limited market access and business
networks so that their productivity decreases, resulting in the majority of respondents not
being able to continue their business. Respondents who have good knowledge management
and absorptive capacity are able to accumulate various information and knowledge absorbed
from various information media that are developing so fast that they can make preparations
and re-strategize to start, continue and develop their business such as conducting sales
promotions through radio, newspapers and other media digital media such as Facebook,
Instagram, and WhatsApp and display unique and interesting videos for customers
(Prastiyanti, Dinda, and Yulianto,. 2019).
The problem in the field of human resource management of MSME actors in the midst
of the Covid-19 pandemic is the lack of knowledge, skills, and insights in utilizing available
technology to increase business productivity. This pandemic outbreak requires MSME players
to be able to adapt to current conditions, one of which is that they must be able to utilize
existing technology such as selling online using social media, increasing the quality of service
12
1
to consumers, and making product and service deversification to improve their business
performance.
Limited access to capital due to policies and regulations set by the government during
the Covid-19 pandemic. The emergence of debts from business actors that cause defaults that
require them to restructure credit. Not yet conducting good and secure financial records in
accordance with applicable accounting standards where the majority of respondents record
finances manually on paper and even only remember in their minds. Related to this problem,
during the Covid-19 pandemic, MSME players are required to be wise in debt and ensure that
capital and gauze are available for business sustainability. Furthermore, they are also required
to cut the cost budget appropriately.
Then the obstacles faced in the field of operational management by MSME actors
during the Covid-19 pandemic are the lack of availability of raw materials, hampered
production and distribution, closed business locations, unable to ensure the availability of
quality raw materials due to access from previous suppliers who were also affected by this
pandemic. The high price of raw materials forces MSME actors to cut the product distribution
chain by carrying out their own distribution activities to reduce costs so that MSME actors
can ensure the quality of their products because they are involved from upstream to
downstream processes.
4.0 CONCLUSIONS:
In realizing and developing the sustainability of MSMEs after the Covid-19 pandemic,
it is necessary to achieve a mature strategy and provide good results in strengthening business
management in marketing, finance, human resources and operations. The optimism of
business actors to bounce back to continue and improve their business from business
management strategies. One way of stratgei applied is the implementation of the5Ps strategy,
namelyposition, plan, perspective, and prepare as an effort to be able to create a more
efficient and effective business existence. No less important is that MSME players are
required to have good knowledge management and absorptive capacity to improve their
business performance.
