Citation:

Rifqi Favian Satriawan, Harimukti Wandebori. "Proposed Business Strategy for Motorcycle Wash Business" International Research Journal of Economics and Management Studies, Vol. 4, No. 3, pp. 129-144, 2025.

Abstract:

The significant growth in the number of motorcycles in Jakarta has created business opportunities in the motorcycle washing service sector. This study aims to formulate an effective RFS Steam Hidrolik Motor Sindang business strategy to improve competitiveness, customer satisfaction, and loyalty. This study uses a mixed approach, which is a combination of qualitative and quantitative methods. The qualitative method is carried out through semi-structured interviews with experienced employees designed to explore operations' needs, perceptions, and challenges. Meanwhile, the quantitative method is carried out through a survey with a SERVQUAL-based questionnaire covering tangibles, reliability, responsiveness, assurance, and empathy. Data analysis was carried out using descriptive statistical methods and thematic analysis, combined with SWOT analysis and TOWS matrix. The results of the study indicate that the dimensions of Tangibles (physical facilities), Reliability (service reliability), and Responsiveness (service speed) are the main priorities in increasing customer satisfaction. The dimensions of assurance and empathy also play an important role in building customer loyalty. The proposed strategies include improving the waiting area to create additional customer comfort, implementing a loyalty program to encourage repeat visits, and integrating digital payment systems such as QRIS for ease and transaction mortality. By implementing this strategy, RFS Steam expects to improve the customer experience, attract new customers, and retain existing customers.

References:

[1] Adi Neka Fatyandri, S. S. (2023). Analisa Kompetitor hingga Dinamika Kompetitif pada Bisnis Kafe Catarina. Jurnal Mirai Management, Volume 8 Issue 2 (2023) Pages 220 - 229, 8(2), 220 - 229.
[2] Bruijl, G. (2018). The Relevance of Porter's Five Forces in Today's Innovative and Changing Business Environment. SSRN Electronic Journal, 421,768.
[3] Camilleri, M. A. (2018). Market Segmentation, Targeting, and Positioning. In Travel Marketing, Tourism Economics and the Airline Product, 69-83.
[4] Ensign, P. C. (2001). Value Chain Analysis and Competitive Advantage. Journal of General Management, 19-40.
[5] Herminawaty Abubakar, M. R. (2024). The Role of Competitor Analysis, Market Orientation, and. ATESTASI: JURNAL ILMIAH AKUNTANSI, 7(1), 459 - 495.
[6] Hitt, Ireland, & Hoskisson. (2020). Strategic Management Competitiveness & Globalization. Cengage.
[7] Kampamba, J. (2015). An Analysis of the Potential Target Market by applying the STP Principle/Model. Mediterranean Journal of Social Sciences, 6, 324-340.
[8] Kampamba, J. (2015). An Analysis of the Potential Target Market by applying the STP Principle/Model. Mediterranean Journal of Social Sciences, 6, 324-340.
[9] Kero, C. A., & Bogale, A. T. (2023). A Systematic Review of Resource-Based View and Dynamic Capabilities of Firms and Future Research Avenues. International Journal of Sustainable Development and Planning.
[10] Maduranga, H. (2024). Competitive Analysis (Strategies of marketing)-Overview. ResearchGate, 4-16.
[11] Rachapila, T., & Jansirisak, D. S. (2013). Using Porter’s Five Forces Model for Analysing the Competitive Environment of Thailand.
[12] Maduranga, H. (2024). Competitive Analysis (Strategies of marketing)-Overview. ResearchGate, 4-16.
[13] Wandebori, H. (2018). Manajemen Strategi Dalam Perspektif Indonesia. Bandung: ITB Press.
[14] Wheelen, T. L., Hunger, J. D., Hoffman, A. N., & Bamford, C. E. (2015). Strategic Management and Business Policy (Vol. 14). Pearson.
[15] Zamora, E. (2016). Value Chain Analysis: A Brief Review. Asian Journal of Innovation and Policy, 116-128.

Keywords:

Business Strategic, SERVQUAL, SWOT Analysis, TOWS Matrix.