Relationship with suppliers and buyers

Oct 13, 2025 by leolavanderia.com.br 67 views

Analysis of Competitive Strategies in Micro and Small and Medium Enterprises (MSMEs) Medan Kotama Shoe Industry

Introduction

The growth of micro small and medium enterprises (MSMEs) in Indonesia, especially in the city of Medan, is a remarkable phenomenon. In 2017, 527,053 MSME units were recorded at the Medan City Cooperative and UMKM Office, showcasing the immense potential of MSMEs to drive the Indonesian economy and boost the State Gross Domestic Revenue (GDR). However, in the midst of intense competition, both between MSMEs and with large companies, MSMEs need to employ the right strategy to survive and thrive. This research aims to analyze the competitive strategy implemented by the shoe industry MSMEs in Medan using qualitative methods.

Background

The shoe industry is a significant sector in the MSMEs of Medan, with numerous small-scale manufacturers and retailers operating in the city. The industry's growth is driven by the increasing demand for footwear, both domestically and internationally. However, the industry faces intense competition from larger companies, both domestic and foreign, which poses a significant challenge to MSMEs. To remain competitive, MSMEs in the shoe industry must employ effective strategies to differentiate themselves from larger companies and attract customers.

Methodology

This study employed qualitative methods to collect data on the competitive strategies employed by MSMEs in the shoe industry in Medan. The data was collected through observation, interviews, and triangulation, and analyzed using the 5 Forces Porter analysis technique. The 5 Forces Porter analysis is a framework used to analyze the competitive structure of an industry and identify the key forces that shape the competitive landscape.

Results

The analysis revealed that MSMEs in the shoe industry in Medan have implemented three competitive strategies put forward by Porter:

1. Low Cost Strategy (Cost Leadership)

This strategy involves focusing on production efficiency and reducing operational costs to offer products at more competitive prices. MSMEs in the shoe industry in Medan employ this strategy by:

Seeking suppliers of raw materials at lower prices
Utilizing simple technology for production
Minimizing waste

This strategy is effective in attracting customers who are sensitive to prices, especially in a wider market segment.

2. Product Differentiation

Some MSMEs in the shoe industry in Medan choose to distinguish their products by offering unique designs, better material quality, or additional features that do not have competitors. They focus on customer satisfaction and build a strong brand image. This differentiation strategy is intended to attract customers who want high-quality products and have added value.

3. Focus on Market Segmentation (Focus)

This strategy involves focusing on certain market segments that have specific needs. For example, there are MSMEs that focus on making shoes for children with attractive designs and safe materials. Or, there are also those who focus on shoes for certain sports with adjusted features and materials. This strategy allows MSMEs to compete effectively with larger companies and have more resources.

Analysis of 5 Forces Porter

The 5 Forces Porter analysis helps understand the strengths and opportunities faced by the UMKM shoe industry in Medan City. The five forces are:

*** Competition between competitors: ** Competition between MSMEs in Medan City is quite tight, because of the large number of business people who offer similar products. This intense competition forces MSMEs to innovate and differentiate their products to remain competitive.

*** The threat of newcomers: ** Ease of starting a business in this sector makes the threat of newcomers large enough. New entrants can easily replicate the products and services offered by existing MSMEs, which can lead to increased competition and reduced market share.

*** The threat of substitution products: ** Substitution products such as sandals and imported shoes are threats that need to be watched out for. These products can attract customers away from MSMEs in the shoe industry, reducing their market share.

*** Buyer's bargaining power: ** The buyer has a fairly high bargaining power, especially if they buy in large quantities. This means that MSMEs in the shoe industry must be able to negotiate prices and terms that are favorable to them.

*** Supplier bargaining power: ** The bargaining power of the supplier of raw materials is quite high because of the dependence of MSMEs in the supplier. This means that MSMEs in the shoe industry must be able to negotiate prices and terms that are favorable to them.

Conclusion

The application of the right competitive strategy is crucial for the success of the UMKM shoe industry in the city of Medan. By understanding the 5 Forces Porter and identifying the strengths and opportunities that exist, MSMEs can determine the right strategy to face competition and achieve success. Development of product innovation, building a strong brand image, and establishing a good relationship with suppliers and buyers are important steps in achieving these goals.

Recommendations

Based on the findings of this study, the following recommendations are made:

MSMEs in the shoe industry in Medan should focus on developing product innovation and differentiation to attract customers and remain competitive.
MSMEs should build a strong brand image and establish a good relationship with suppliers and buyers to increase their bargaining power.
MSMEs should consider focusing on specific market segments that have specific needs to increase their competitiveness.
The government and other stakeholders should provide support to MSMEs in the shoe industry in Medan, such as training and capacity building, to help them develop their competitive strategies.

Limitations

This study has several limitations that should be noted. Firstly, the study was conducted in Medan City, and the findings may not be generalizable to other cities or regions. Secondly, the study focused on MSMEs in the shoe industry, and the findings may not be applicable to other industries. Finally, the study relied on qualitative methods, which may have limitations in terms of generalizability and reliability.

Future Research Directions

Future research should focus on exploring the competitive strategies employed by MSMEs in other industries and regions. Additionally, research should be conducted to identify the factors that influence the success of MSMEs in implementing competitive strategies. Furthermore, research should be conducted to explore the role of government and other stakeholders in supporting MSMEs in developing their competitive strategies.
Frequently Asked Questions (FAQs) about Competitive Strategies in Micro and Small and Medium Enterprises (MSMEs) Medan Kotama Shoe Industry

Q: What is the significance of competitive strategies in MSMEs?

A: Competitive strategies are crucial for MSMEs to survive and thrive in a competitive market. By employing effective competitive strategies, MSMEs can differentiate themselves from larger companies, attract customers, and increase their market share.

Q: What are the three competitive strategies employed by MSMEs in the shoe industry in Medan?

A: The three competitive strategies employed by MSMEs in the shoe industry in Medan are:

Low Cost Strategy (Cost Leadership): This strategy involves focusing on production efficiency and reducing operational costs to offer products at more competitive prices.
Product Differentiation: This strategy involves distinguishing products by offering unique designs, better material quality, or additional features that do not have competitors.
Focus on Market Segmentation (Focus): This strategy involves focusing on certain market segments that have specific needs.

Q: What is the 5 Forces Porter analysis, and how does it help MSMEs?

A: The 5 Forces Porter analysis is a framework used to analyze the competitive structure of an industry and identify the key forces that shape the competitive landscape. It helps MSMEs understand the strengths and opportunities faced by the UMKM shoe industry in Medan City, including competition between competitors, the threat of newcomers, the threat of substitution products, buyer's bargaining power, and supplier bargaining power.

Q: What are the key factors that influence the success of MSMEs in implementing competitive strategies?

A: The key factors that influence the success of MSMEs in implementing competitive strategies include:

Product innovation: Developing new and innovative products that meet the needs of customers.
Brand image: Building a strong brand image that differentiates the MSME from competitors.
Relationship with suppliers and buyers: Establishing good relationships with suppliers and buyers to increase bargaining power.
Market segmentation: Focusing on specific market segments that have specific needs.

Q: What role can government and other stakeholders play in supporting MSMEs in developing their competitive strategies?

A: Government and other stakeholders can play a significant role in supporting MSMEs in developing their competitive strategies by:

Providing training and capacity building: Offering training and capacity building programs to help MSMEs develop their competitive strategies.
Offering financial support: Providing financial support to MSMEs to help them invest in new technologies and equipment.
Creating a favorable business environment: Creating a favorable business environment that encourages MSMEs to grow and develop.

Q: What are the limitations of this study, and what are the future research directions?

A: The limitations of this study include:

Limited scope: The study was conducted in Medan City, and the findings may not be generalizable to other cities or regions.
Qualitative methods: The study relied on qualitative methods, which may have limitations in terms of generalizability and reliability.
Focus on MSMEs in the shoe industry: The study focused on MSMEs in the shoe industry, and the findings may not be applicable to other industries.

Future research directions include:

Exploring competitive strategies in other industries and regions: Conducting research to explore the competitive strategies employed by MSMEs in other industries and regions.
Identifying factors that influence the success of MSMEs: Conducting research to identify the factors that influence the success of MSMEs in implementing competitive strategies.
Exploring the role of government and other stakeholders: Conducting research to explore the role of government and other stakeholders in supporting MSMEs in developing their competitive strategies.