Institutional Repository UIN Sunan Kalijaga YogyakartaMANAJEMEN STRATEGI ANGKATAN MUDA MASJID & MUSHOLLA (AMM) YOGYAKARTA DALAM MEMPERTAHANKAN BRAND IMAGE METODE IQRO‘ UNTUK MEMPERLUAS PENGARUHNYA DI ASIA TENGGARANIM.: 24204092027Ahmad SyawalauthorThe Iqro’ method, developed by Angkatan Muda Masjid dan Musholla (AMM) Yogyakarta, has been the main reference for learning to read the Qur’an in Indonesia since the early 1990s, and its influence has spread across Southeast Asia. This position has endured even as new methods emerge, digital learning applications grow, and teachers become scarce. Behind this persistent brand image lies strategic management that remains academically undocumented, including where Iqro’s brand image resides and why its users stay loyal. This study aims to analyze AMM’s competitive strategy in sustaining the Iqro’ brand image, to examine how Iqro’s brand equity is built and managed by AMM and perceived by users, and to explore the role of both in expanding Iqro’s influence in Southeast Asia. This qualitative study uses a single case study design at AMM Yogyakarta, with Porter’s Five Forces and Keller’s Customer-Based Brand Equity (CBBE) as two lenses read side by side rather than tested for causality. Data were collected through in-depth interviews with three AMM managers, namely the leader, the foundation administrator, and a supervisor-teacher, and two users of the Iqro’ method, participatory observation from January to March 2026, and document analysis. The analysis followed the interactive model of Miles, Huberman, and Saldana, while validity was ensured through source and method triangulation and member checking. The findings show that AMM’s strategies largely emerge from its da’wah commitment and rest on LPTQ legitimacy, about 37,000 teachers certified through AMM’s own system, and subsidized book prices. Other methods are treated as da’wah partners, while the main pressures are teacher scarcity and digital disruption, which calls for redefining Porter’s terms in a non-profit context. The core of Iqro’s brand image lies in the ease of the method, and users remain loyal because of ease, intergenerational familiarity, affordability, and trust. Competitive strategy plays a role in the formal channel in Indonesia and Malaysia, while brand equity operates in the informal channel through Iqro’ alumni and teachers elsewhere in ASEAN (person-to-person). Conceptually,371.2 Pendidikan - Manajemen2026-10-20UIN SUNAN KALIJAGA YOGYAKARTA;FAKULTAS ILMU TARBIYAH DAN KEGURUANThesis

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