MSMEs Business Continuity Competitiveness during Post-Pandemic from the Lens of Disaster Recovery Business Planning Theory Approach

Maria Imelda Novita Susiang, Masydzulhak Djamil, A. Saluy, Indra Siswanti
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Abstract

2020 is the most difficult year in the start-up world due to the Covid-19 pandemic existed since the end of 2019 which forced every effort to turn the direction of strategy. Not a few also experience a crisis in the time of pandemic, so some companies have laid off their employees to reduce the burden of financing. The business sectors most affected are the commercial aviation, travel, oil and gas, automotive and banking sectors. But the business of the MSME sector is also affected due to the availability of raw materials and social restriction regulations.  By applying the Action Research methodology from the literature study of post-pandemic phenomena, the study used a compilation data source to support this writing literature research. The focus of this writing is the MSME sector businesses that are still operating in the post-Covid-19 pandemic. Almost all business people in the MSME sector experienced a very drastic decrease in sales turnover, experiencing various marketing and sales constraints, as well as product distribution. Some business actors in the MSME sector are trying to maintain their business or business in the middle until after the Covid-19 pandemic by following government rules and health and security protocols with various efforts observed (observe), identified (to orient), make decisions (decide), and re-activity (to act) by continuously observing, identifying, making decisions, and acting continuously in one unconstrained cycle time. This study employs and implements an OODA loop or cycle. The concept of OODA loop is the concept of repeated analysis to determine the decision of a problem. OODA stands for Observe, Orient (problem identification), Decide (quick decision making), and Act (immediate action). The term cycle or loop comes from this concept because every process repeats until decisions taken are effective and able to have a significant impact in dealing with problems. For this reason, it is recommended that every business actor can try this method as a solution to the challenge of overcoming the economic crisis caused by COVID-19 through the OODA loop.
灾难恢复业务规划理论视角下的中小微企业业务连续性竞争力研究
2020年是创业界最艰难的一年,因为2019年底开始的新冠肺炎疫情迫使所有努力转向战略方向。不少企业在疫情期间也经历了危机,因此一些企业纷纷裁员,以减轻融资负担。受影响最大的商业部门是商业航空、旅游、石油和天然气、汽车和银行业。但是,由于原材料的可用性和社会限制法规,中小微企业的业务也受到了影响。本研究采用大流行后现象文献研究的行动研究方法,采用汇编数据源支持本写作文献研究。本文的重点是在covid -19大流行后仍在运营的中小微企业。几乎所有在MSME领域的商业人士都经历了销售营业额的急剧下降,经历了各种营销和销售限制,以及产品分销。中小微企业部门的一些业务参与者试图在Covid-19大流行之后,通过遵守政府规则和健康和安全协议,通过在一个不受约束的周期时间内不断观察、识别、决策和行动,通过各种努力观察(观察)、识别(定位)、决策(决定)和反应(行动)来维持他们的业务或业务。本研究采用并实现了OODA循环或循环。OODA循环的概念是重复分析以确定问题的决策的概念。OODA代表观察、定位(问题识别)、决定(快速决策)和行动(立即行动)。术语“循环”或“循环”来自这个概念,因为每个过程都在重复,直到所做的决策有效并能够对处理问题产生重大影响。因此,为了克服新冠肺炎(COVID-19)引发的经济危机,建议所有企业都可以通过OODA循环来尝试这种方法。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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