Hospital as the provider of health service, should be well managed to improve the quality of service and the quantity of patient.

Purpose: Rapidly changing and developing technology has led to increasingly fierce business competition. To survive and grow, footwear artisans must emphasize production, quality, and marketing. This study aims to determine the internal and external strategic factors and formulate alternative and priority strategies in business development. Design/methodology/approach:The research method used is descriptive with a qualitative approach. Findings: The results showed that the weighted values of the IFAS and EFAS matrices were 2.75 and 2.70, respectively. In addition, the position is in cell 5, which is growing with a diversification strategy. Research limitations/implications:Another strategy that can be used is generic. The eight SWOT matrix strategy formulations in the IE matrix, namely the development and build, resulted in ten alternative strategy formulations. Temporary. Practical implications :The priority strategy is establishing a common forum, such as an association, which is necessary to mobilize competitive forces and facilitate internal and external communications to deliver effective marketing communications.

The creative industry which is one of Indonesia's valuable cultural heritages and has been known throughout the world is Batik. The culture of making batik has also been occupied by some residents of Surabaya, but only its presence has not been widely exposed. However, its existence is still not developed optimally, the Surabaya city government initiated the Putat Batik House as the center handmade Batik Village in Surabaya. The purpose of this research is to obtain the formulation of strategies that can be applied to maximize the utilization of potential effort to develop the Medium Creative Industry (IKM) of handmade batik in Surabaya. The value chain mapping is carried out as a basis of information on value formation in a creative industry which can be seen from the aspects of creation, production, distribution and commercialization. Information of value chain mapping is valuable for an input to determine the strategic factors of batik industry village. The results of the study were obtained, that a value chain process of the IKM handmade batik activities began from material planning to network marketing. The total internal matrix value of 4.013 is classified as "Strong" and the total external matrix value of 4,286 shows the response to the external environment is classified as "High". If the total score of internal and external factors is mapped in the matrix, then the position of the company in the "First" quadrant is a growth strategy, namely: concentration on human resources, skills, target markets,  market expansion and networking and product development.

The small footwear industry is a commodity that residents in Sooko, Mojokerto, can rely on. Affected by Covid-19, since May 2020 exports have had a significant effect on business continuity, while the local market was felt at the end of March. Buyers tended to cancel their orders and many craftsmen's businesses were closed. The canvas business model is an instrument in creating new businesses. To deal with new market situations, the blue ocean strategy is chosen then. In producing the BMC formula, several changes are made to: customer relationship in endorsement; stalls on the Channel; Key Activities in online sales and digital marketing as well as patent rights. Revenue Streams on product usage fees and licensing, then focusing on direct selling and indirect selling. Scale-up of efforts carried out in production & digital marketing collaboration. Increasing in brand & design patents and also sales platforms. The highest scale value is branding.

Dalam perkembangan nya, banyak masyarakat yang mulai memerlukan layanan jasa jual beli yang memfasilitasi kebutuhan dalam bercocok tanam tersebut, hal ini di tangkap oleh beberapa kelompok dagang di lingkungan desa Pakal Sumberan, terutama di RT 05 RW 01. Di desa Pakal Sumberan RT 05 RW 01 saat ini sudah banyak di kenal oleh masyarakat yaitu sentra jual beli tanaman hias dan perlengkapan nya, para pedagang tersebut tergabung dalam kelompok paguyuban penjual tanaman hias, yang terdiri dari 15 anggota. Beberapa anggota di antaranya adalah ibu Supiati dan Ibu Kamto yang menempati di gang 03, permasalahan mitra yaitu, tidak adanya buku reverensi jenis tanaman, tidak adanya buku reverensi umum cara perwatan dari tanaman dan cara tata kelola pembukuan yang baik. Solusi yang di tawarkan pada mitra adalah 3 hal, yaitu,  Pembuatan buku literatur tanaman, Pembuatan buku literatur tentang metode perawatan tanaman hias, Pemberian pelatihan manajemen pencatatan keuangan sederhana, Dalam pelaksanaan kegiatan Program Pemberdayaan Masyarakat (PPM)ini, mitra akan berpartisipasi aktif dalam melengkapi literatur tanaman hias yang di buat, dengan harapan semakin lengkapnya literatur tersebut untuk menunjang proses pemasaran tanaman hias. Evaluasi dalam kegiatan ini di lakukan dalam beberapa bulan dengan meninjau jumlah pendapatan antara sebelum diadakan program dan setelah di lakukan pendampingan,