The company creates a competitive strategy that builds on and leverages its strengths and overcomes its weaknesses. Strength consists of positive internal factors that contribute to the realization of Pridana's mission, purpose and objectives. Weaknesses are negative internal factors that inhibit the achievement of one's mission, purpose and objectives.4.4.3 Analysis of the external environmentThe external refers to the microenvironment and macroenvironment and also to business opportunities and threats.4.4.3.1 MicroenvironmentL The company in a given sector uses a particular expertise. Technology, product or service to meet customer needs. Suppliers, marketing intermediaries, customers, competitors and the public can be found in the microenvironment. According to Porter (1980), the stronger any of the forces mentioned below, the more limited the company's ability to earn more profits or achieve a better market share. Figure 6: Porter's five forces1. Bargaining power of the supplier: low, the owner determines the number of products to supply and at what specific times and periods.2. Bargaining Power of Buyer: Medium, customers the type of product they need and Miss Prida provides all the food needed to meet their needs.3. Barriers to entry: Other high-risk competitors may enter the market, but in doing so they must accept the price imposed by the company.4. Rivalry with other companies: low, there are no distant companies similar to those considered by Miss Prida as one of PEL's main competitors. The intensity of the rivalry is low. Because they don't care about the strategy adopted by other competitors.5. Threats from substitute products and services: High, this implies that a strategy can be adopted to specialize only in the food sector s...... middle of paper ......n regarding the secrecy of the PEL cannot be shared for example, profitability trend and margin.4. Focus on DifferentiationScenario 1: Maintain loyalty with buyers. Design personalized services to meet their needs. Scenario 2: Create alliances with other industries in the same production field, if there are any in the future, share their vision and mission together to demonstrate competitiveness compared to large industries. Scenario 3: Devise a mix of branding and features or an add-on to demonstrate efficiency in the market. RISKS Cost leadership may be adopted by competitors due to emerging technologies. Strategy differentiation can easily be used by the competitor in the future to fight back. This will discourage some buyers and suppliers, if this is the case. Since this could cause a drastic change in prices, buyers and suppliers may be willing to supply to competitors