Companies create a competitive strategy that builds on and exploits its strength and overcomes its weaknesses. Strength consists of positive internal factors that contribute to the achievement of Pridana's mission, purpose and objectives. Weaknesses are negative internal factors that hinder the accomplishment of its mission, purpose and objectives.4.4.3 Analysis of the external environmentThe external refers to the microenvironment and macroenvironment as well as the opportunities and threats of the company.4.4.3.1 MicroenvironmentThe company in a given sector uses a particular skill. Technology, product or service to satisfy customer needs. In the microenvironment may be suppliers, marketing intermediaries, customers, competitors and audiences. According to Porter (1980), the stronger one of the forces mentioned below, the more limited the company's ability to achieve greater profits or gain a better market share. Figure 6: The five forces of Wear1. Bargaining power of the supplier: weak, the owner determines the number of products to be supplied and at what specific times and periods.2. Bargaining power of buyer: Medium, customers indicate the type of product they need and Miss Prida provides all the food needed to satisfy their needs.3. Barriers to entry: At high risk, other competitors can enter the market, but in doing so they must accept the price set by the company.4. Rivalry with other companies: Low, there are no distant companies similar to Miss Prida considered a major competitor to PEL. The intensity of the rivalry is low. Because they don't care about the strategy implemented by other competitors.5. Threats of substitute products and services: High, this implies being able to adopt a strategy of specialization only in the food sector......middle of paper......n concerning the secret of the PEL cannot be shared by example, profitability trends and margin.4. Focus on differentiation Scenario 1: Maintain buyer loyalty. Design personalized services to satisfy their needs Scenario 2: Create alliances with other industries in the same field of production, where appropriate, share their vision and missions to prove their competitiveness against large industries. Scenario 3: Design a brand name and feature mix or add-on to prove its effectiveness in the market. RISKSCost leadership may be adopted by competitors due to emerging technologies. Strategic differentiation can be easily used by competitors in the future to counterattack. This will discourage some buyers and suppliers if this is the case. As this could lead to drastic changes in prices, buyers and suppliers may be willing to supply their competitors.