%A NIM.: 24204092027 Ahmad Syawal
%O Prof. Dr. Sutrisno, M.Ag.
%T MANAJEMEN STRATEGI ANGKATAN MUDA MASJID & MUSHOLLA (AMM) YOGYAKARTA DALAM MEMPERTAHANKAN BRAND IMAGE METODE IQRO‘ UNTUK MEMPERLUAS PENGARUHNYA DI ASIA TENGGARA
%X The 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,
%K Brand Image, Keller’s Customer-Based Brand Equity, Manajemen
Strategi, Metode Iqro‘, Pengaruh Regional, Porter’s Five Forces
%D 2026
%I UIN SUNAN KALIJAGA YOGYAKARTA
%L digilib79776