Abstract :
The Eleventh National Economic and Social Development Plan (2012-2016) allocated
the biggest income distribution and infrastructure development to enable community
entrepreneurs to grow efficiently and sustainably (Porter, 2003). Entrepreneurs have to
adapt their business strategies related to internal and external quick-business (Mabry
& Mabry, 1981). They should focus on strengthening their community by being selfdependent,
maximising benefits of local resources and being governed by local residents
(Katz, 1991). Thus, entrepreneurs are a crucial force for generating jobs and earnings and
strengthening the community and country. The objectives of this research are (1) to study
the internal and external factors that affect the competitive potential of entrepreneurs
(2) to create potential competitive strategies for entrepreneurs and (3) to test and assess
results of potential competitive strategies. The primary research methodology was
SWOT analysis of local entrepreneurs’ potential development; this included documentary
research, interviewing, field observation and data analysing of tourist questionnaires by
the Priority Needs Index (PNI) and entrepreneurs using factor analysis and structural
equation analysis. The secondary research methodology was creating potential competitive
strategies by the focus group and brainstorming. The tertiary research methodology was
testing and assessing the outcome from the strategies performed by Repeated Measures
ANOVA and Wilcoxon Signed Rank Test. The results showed that three factors were
selected, namely, production, marketing and management, to be models of creating
strategies with chi square = 66.61, p-value = 1.00, CFI = 0.95, GFI = 0.99 and RMSEA
= 0.00. The competitive strategy used
was based on the 4-C Model, including
Capability Customer Communication
and Culture. Twelve strategic activities
including three dimensions were carried out. Four activities were performed by
six entrepreneurs. After implementation
of the 4-C Model by the six selected
entrepreneurs, their competitiveness and
operating bottom lines were found to be
higher, significant at 0.05.
