Purpose: This study aims to identify the internal and external strategic factors influencing RPA Sukahati, formulate business development strategy alternatives, and determine the priority strategy for a Tasikmalaya-based poultry slaughterhouse and distributor in Indonesia.
Research Methodology: A qualitative exploratory-descriptive single case study was conducted using semi-structured interviews with nine purposively selected informants, company documentation, and sales trend data, analyzed through the Internal Factor Evaluation (IFE) and External Factor Evaluation (EFE) Matrix, the Internal-External (IE) Matrix, SWOT Matrix, and Quantitative Strategic Planning Matrix (QSPM).
Results: The IFE and EFE scores of 2.79 and 2.71, respectively, placed RPA Sukahati in a hold-and-maintain position. The SWOT Matrix produced eight alternative strategies, and the QSPM identified ST2 as the priority strategy (TAS 4.52), closely followed by SO1 (TAS 4.43).
Conclusions: RPA Sukahati should prioritize reinforcing SOP-driven production quality and certification-based market positioning, complemented by selective expansion into the growing culinary SME segment through its flexible minimum order policy.
Limitations: The single-case design limits statistical generalization, and both the IFE/EFE weights and ratings and the QSPM Attractiveness Scores were researcher-assigned based on interview emphasis rather than a validated scoring instrument.
Contributions: This study extends SME strategic management literature by developing an integrated strategy formulation framework for agri-food businesses in developing markets. The findings provide a context-based explanation of how operational capabilities and market positioning can shape SME development strategies.