<mets:mets OBJID="eprint_5709" LABEL="Eprints Item" xsi:schemaLocation="http://www.loc.gov/METS/ http://www.loc.gov/standards/mets/mets.xsd http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-3.xsd" xmlns:mets="http://www.loc.gov/METS/" xmlns:mods="http://www.loc.gov/mods/v3" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance"><mets:metsHdr CREATEDATE="2026-08-09T09:09:06Z"><mets:agent ROLE="CUSTODIAN" TYPE="ORGANIZATION"><mets:name>Repository Universitas Bojonegoro</mets:name></mets:agent></mets:metsHdr><mets:dmdSec ID="DMD_eprint_5709_mods"><mets:mdWrap MDTYPE="MODS"><mets:xmlData><mods:titleInfo><mods:title>Strategi Pengembangan Bisnis Produk Pertanian Toko Alternatif Tani</mods:title></mods:titleInfo><mods:name type="personal"><mods:namePart type="given">Purnomo</mods:namePart><mods:namePart type="family">Ari Purnomo</mods:namePart><mods:role><mods:roleTerm type="text">author</mods:roleTerm></mods:role></mods:name><mods:abstract>Penelitian ini bertujuan untuk merumuskan strategi pengembangan bisnis pada Toko Alternatif Tani, sebuah usaha ritel sarana produksi pertanian (saprotan) yang berlokasi di Kecamatan Temayang, Kabupaten Bojonegoro, guna menghadapi dinamika persaingan industri ritel pertanian lokal. Penelitian ini menggunakan pendekatan kualitatif deskriptif dengan pengumpulan data melalui wawancara mendalam, observasi partisipan moderat, dan studi dokumentasi, serta dianalisis menggunakan pendekatan Resource-Based View (RBV) dan analisis SWOT. Hasil penelitian menunjukkan bahwa sumber daya internal Toko Alternatif Tani yang memenuhi kriteria VRIO dan berpotensi menjadi keunggulan bersaing berkelanjutan adalah pengalaman lapang pemilik selama 12 tahun dan layanan konsultasi teknis, reputasi serta kepercayaan komunitas petani, dan fleksibilitas pembayaran berbasis kepercayaan, sedangkan sumber daya berwujud seperti kelengkapan inventaris, lokasi, dan modal hanya memberikan paritas kompetitif atau keunggulan sementara. Perhitungan matriks IFAS dan EFAS menunjukkan selisih kekuatan-kelemahan sebesar (+) 1,48 dan selisih peluang-ancaman sebesar (+) 0,68, yang menempatkan usaha pada Kuadran I diagram SWOT, sehingga strategi agresif atau progresif Strengths-Opportunities (SO) menjadi strategi yang paling tepat, yaitu memanfaatkan kekuatan internal berupa pengalaman teknis, kepercayaan petani, strategi Just In Time, dan fleksibilitas pembayaran untuk menangkap peluang pasar, terutama luasnya lahan pertanian, tingginya ketergantungan petani terhadap saprotan, dan segmen petani muda yang melek digital. Temuan ini menunjukkan bahwa keunggulan bersaing Toko Alternatif Tani tidak terletak pada persaingan harga, melainkan pada pemanfaatan kapabilitas internal berbasis pengalaman, kepercayaan, dan relasi dengan petani.</mods:abstract><mods:classification authority="lcc">Prodi Manajemen Ritel</mods:classification><mods:originInfo><mods:dateIssued encoding="iso8601">2026-07-13</mods:dateIssued></mods:originInfo><mods:originInfo><mods:publisher>Ekonomi;Ekonomi Pembangunan</mods:publisher></mods:originInfo><mods:genre>Thesis</mods:genre></mets:xmlData></mets:mdWrap></mets:dmdSec><mets:amdSec ID="TMD_eprint_5709"><mets:rightsMD ID="rights_eprint_5709_mods"><mets:mdWrap MDTYPE="MODS"><mets:xmlData><mods:useAndReproduction>
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