Responses and strategies for the enrichment of product marketing problems in business units at Universitas Islam Negeri Sunan Ampel (UINSA) Surabaya need to be done. It is reasonable to prepare considering that the COVID-19 pandemic has had a systemic impact on all sectors, including the economic and business sectors. Business units in universities as one of the sub-fields that need to be developed as incubation centers, and sources of income for universities are important to maintain stable performance. The purpose of this study was to determine the identification of internal and external conditions. The research used is qualitative, with a descriptive strategy and SWOT analysis as an analytical tool. Informants from this study came from internal and external institutions, such as the daily board (BPH), employees, and customers. Validation of data using in-depth interviews, in order to obtain the accuracy and validity of data and information. The results indicate that the internal and external SWOT analysis is located in quadrant 1, (0.026; 0.063), which shows the results that these coordinates place the company in a position that supports an aggressive strategy. A strategy that prioritizes sales focus and strengthens internal management. Then from an institutional managerial point of view, PUSBIS in its current condition also has fairly solid teamwork, protecting all members of the extended family by carrying out reading routines, daily financial evaluations, self-development training, and compensation for improving performance. Research suggestions that are in accordance with the results of the study are increasing sales skills, utilizing social media, marketplaces, and involving websites to launch and sell products. It is considered important and necessary in the midst of a pandemic that is still not over, to capture the normal potential of buyers from outside the campus.

Penelitian dalam artikel ini ingin menjawab bagaimana personalisasi institusi Filantropi terjadi pada kepemimpinan Kyai di pesantren?, dan apa makna “Salam templek” dalam tradisi filantropi santri?. Dengan menggunakan pendekatan kualitatif melalui metode diskrptif analitis, dan data dikumpulkan dari wawancara mendalam dengan relawan yang bersangkutan dan dikuatkan dengan data tetulis dan dokumentatif yang berasal dari buku, jurnal yang relevan dengan tema. Hasilnya; 1) Personalisasi institusi filantropi terjadi karena kepemimpinan karismatik Kyai dan budaya pantron klien, karisma ketokohan dalam kepemimpinan Kyai dalam memimpin lebih kuat dari lembaga yang dipimpin, sehingga pribadi Kyai menjadi pusat pengambilan kebutusan, keputasan Kyai adalah keputusan institusi. Keputusan Kyai di atas keputusan lembaga, karena lembaga adalah subordinat dari personal Kyai; 2) Salam templek adalah wujud kedermawanan personal seoarang santri kepada gurunya secara sukarela, yang bermakna simbol ungkapan terimakasih, sedekah, hadiah, pengharapan berkah, permohonan restu, hingga permohonan doa. Santri percaya bahwa donasinya penting dan manfaatnya kembali pada yang berdonasi. Pendonasian derma ini dipersembahkan langsung kepada pribadi sang Kyai, lantaran kekuatan karisma personal Kyai berada di atas lembaga yang dipimpinya (personalisasi institusi), tradisi ini dalam relasi timbal balik Kyai-santri merupakan jawaban kedermawanan Kyai kantong bolong yang mewakafkan dirinya, hartanya bagi pendidikan santri, pesantren, dan masyarakat.