STRATEGIC ANALYSIS USING IFE, EFE, AND SWOT MATRICES: EVIDENCE FROM A BUILDING SUPERVISION CONSULTING FIRM IN INDONESIA

Abstract

This study examines the strategic position of a building supervision consulting firm in Indonesia by integrating Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), and SWOT analysis. The research adopts a descriptive case study approach with a quantitative strategic analysis framework, utilizing internal and external organizational data to identify key strategic factors. The results indicate that the firm achieves an IFE score of 2.86 and an EFE score of 2.80, reflecting a moderately strong internal condition and an adequate response to external environmental dynamics. The firm is positioned in Quadrant V of the Internal-External (IE) matrix, suggesting a “hold and maintain” strategy, while the SWOT analysis places it in Quadrant I, indicating significant growth potential. The findings reveal that the firm’s strengths, particularly in human resource competency and regulatory compliance, provide a solid foundation for competitiveness. However, limitations in digitalization and operational systems constrain its ability to fully capitalize on emerging opportunities. This study contributes to the strategic management literature by demonstrating the importance of integrating multiple analytical frameworks to uncover both current performance and latent strategic potential, particularly in service-based small and medium enterprises in emerging markets. Practically, the study highlights the need for digital transformation, service differentiation, and market expansion to enhance long-term competitiveness. The results underscore that aligning internal capabilities with external opportunities is critical for achieving sustainable growth in dynamic service industries.