Mapping Strategic Customer Networks in Traditional Silk Weaving SMEs: A Descriptive Study of the Pareto Sales Network

Marlia Rianti; Akhmad Akhmad; Sri Mardiyati; Ratnawati Tahir; Irma Sribianti

doi:10.63922/ijebir.v5i06.7056

Marlia Rianti Program Studi Doktor Agribisnis Program Pascasarjana Universitas Muhammadiyah Makassar
Akhmad Akhmad Program Studi Doktor Agribisnis Program Pascasarjana Universitas Muhammadiyah Makassar
Sri Mardiyati Program Studi Doktor Agribisnis Program Pascasarjana Universitas Muhammadiyah Makassar
Ratnawati Tahir Program Studi Doktor Agribisnis Program Pascasarjana Universitas Muhammadiyah Makassar
Irma Sribianti Program Studi Doktor Agribisnis Program Pascasarjana Universitas Muhammadiyah Makassar

DOI: https://doi.org/10.63922/ijebir.v5i06.7056

Keywords: Pareto Sales Network; strategic customer network; customer loyalty; natural silk weaving

Abstract

Customer networks serve as a vital relational asset for small and medium-sized enterprises (SMEs), particularly in the traditional silk-weaving industry, which relies heavily on relationships with regular customers, traders, resellers, and distribution partners. This study aims to map the Pareto Sales Network (PSN) within natural silk-weaving SMEs in South Sulawesi, based on three dimensions: customer loyalty, purchase volume, and the breadth of the customer network. A descriptive quantitative approach was employed, utilizing survey data collected from 142 SME operators in the Wajo and Bone regencies. The analysis focused on the mean values of the PSN dimensions and their respective indicators. The results indicate an overall mean PSN score of 4.22 on a 1–5 scale. The dimension concerning customers with extensive networks yielded the highest mean (4.32), followed by customers with high purchase volumes (4.24) and loyal customers (4.10). At the indicator level, the allocation of promotional efforts to maintain relationships with key partners—as well as the maintenance of partner networks in strategic shopping hubs—received the highest scores (4.41 each). Conversely, regular personal communication with large-scale buyers scored the lowest (3.66). These findings suggest that distribution networks and customer relationship maintenance should be managed as complementary components within a PSN strategy.

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