eISSN: 2672-7226 © Penerbit UMT Journal of Sustainability Science and Management Volume 17 Number 8, August 2022: 62-80 SYNERGY GRAND STRATEGY MATRIX, SWOT AND QSPM AS DETERMINANTS OF TEMPEH PRODUCT DEVELOPMENT STRATEGY MOHAMAD HARISUDIN * , R. KUNTO ADI AND RR AULIA QONITA Department of Agribusiness, Faculty of Agriculture, Universitas Sebelas Maret, Jl. Ir Sutami 36A Surakarta (57126) Indonesia. *Corresponding author: mohamad_h@staff.uns.ac.id Submitted fnal draft: 15 March 2022 Accepted: 4 June 2022 Introduction Culinary tourism is a prospective alternative tour allowing tourists to get a different experience while travelling. This unique experience is what distinguishes culinary tourism from tourism in general. Therefore, culinary tourism has the potential to grow because the food and drink in each region is unique (Hjalager, 2002). Culinary connoisseurs will have a unique experience when consuming such foods (Chaney & Ryan, 2012; Ellis et al., 2018). The desire of tourists to impart in local food and drinks at tourist destinations is to experience a new culture. This is in line with the opinion that culinary tourism is part of cultural tourism because food and drink are cultural expressions (Reddy & van Dam, 2020). As the centre of Javanese culture, Surakarta has excellent potential to be developed as a city for culinary tourism (Putri et al., 2016; Wardani et al., 2018). The City of Surakarta has created a culinary map and designed a culinary tour package (Wardani et al., 2018). This policy is a follow-up to the number of culinary-linked small- and medium-sized enterprises (SME) in Surakarta which involves as many as 1,224 businesses (Giyanti & Indriastiningsih, 2018). In addition, the Surakarta City Government has also encouraged culinary SME’s to obtain halal food certifcations from the Indonesian Ulema Council (Giyanti & Indriastiningsih, 2018; Qurniawati, 2020). The momentum to develop culinary tourism is also driven by consumer- style marketing via social media like Instagram so that every consumer markets culinary tourist destinations that they have visited (Asrihapsari & Setiawan, 2020; Lamidi & Rahadhini, 2021). Suwandi and Sutrisno (2017) and Achmad et al. (2020) have reported that another policy of the Surakarta city government is to localise some of the culinary offerings in an area/region as Abstract: Making a city a culinary tourism destination is a new innovation of the Surakarta government. In order to realise this goal, the government of Surakarta needs to formulate a strategy based on one of its superior food products. This research aims to determine the strategic factors: Strengths, weaknesses, opportunities and threats affecting small and medium enterprises (SMEs). The main purpose of this research is a formulation of strategies for how tempeh is used to increase culinary tourism in a city. The basic method of research is descriptive-analytical through in-depth interview techniques. Data collection methods use interviews, observations and notes. The main informant is selected purposively based on the mastery of information related to the purpose of the research. Key informants in this study were tempeh entrepreneurs, consumers, suppliers of raw tempeh materials, cooperatives, academics and the Surakarta government. The selection of locations is confrmed purposive according to the purpose of the research, namely the city of Surakarta. Data analysis methods use the synergy of Grand Strategy Matrix, SWOT Matrix and QSPM. The results showed that the commodity tempeh is in quadrant I. There is a need to adopt a right strategy by the Surakarta government to develop tempeh processed products. Keywords: Product development, tempeh, SMEs, strategy, SWOT, Surakarta. http://doi.org/10.46754/jssm.2022.08.004