ROLE OF CORE ELEMENTS OF ORGANIZATIONS IN CONDUCTING DIGITAL TRANSFORMATION IN FASHION SMEs (Case Study of Yogyakarta and Klaten Fashion SMEs)

: The speed of the development of information and technology in the current 4.0 Industrial Revolution however cannot be dammed again coupled with the existence of the Covid-19 outbreak. This has an effect on changes in the patterns of consumer behavior and their lifestyle, especially in shopping. So the company is required radically to change their model business in creating and adjusting values. Many companies have adopted a digital transformation strategy to change the way they create and adjust value. Therefore, the formulation of digital strategies must identify the business elements of the company model that must be modified in accordance with the new strategy, along with the scope of the digital transformation. This study examined how the role of the organization's core elements in transforming in the Fesyen SMEs in Yogyakarta and Klaten. The aim is to analyze the core elements of the organization used in carrying out digital transformations to keep the company's competitive advantage, using a qualitative approach with the method of case study, using small and medium enterprises in fashion, such as leather bags, batik, sports jerseys, and typical Muslim clothes Boutique as a research object. The data collection techniques by means of interviews (in depth, structured and open), observation and so on. And data analysis used is descriptive analysis. The results showed that the role of the core elements of the organization had an effect on carrying out digital transformation in the 4 small and medium businesses in Yogyakarta and Klaten.


Introduction
Micro, Small and Medium Enterprises (MSMEs) have an important role in supporting the economy in Indonesia. MSMEs themselves are one of the real sectors that play an important role in the economic development of a country (Khurana et al., 2021). In addition, Shafi et al., (2020)explained that MSMEs are the backbone of the economy throughout the world that has a significant contribution, especially in Indonesia. This is in accordance with MSME data from the Ministry of Cooperatives. Source: Ministry of Cooperatives and SMEs, 2018 The number of MSMEs above shows a continuous increase from 2015 to 2018. This data clearly shows that the role of MSMEs has a very strategic role, because of its great potential in driving people's economic activities, and at the same time being the main source of income for most Indonesians. . However, in its journey, MSMEs have their own challenges to develop. The number of players in the same industry trying to provide various offers, ultimately causing the resources and products offered to be relatively the same. In addition, the dynamic business environment is rapidly changing, causing the superior resources and capabilities offered to become obsolete. This is triggered by the rapid flow of changes in digital technology in the industrial revolution 4.0 which is an unavoidable part of today's business reality. Then, a shorter learning curve in finding the latest innovations or technologies, as well as changes in environmental factors that are difficult to predict (Kristinawati, Jann, & Tjakraatmadja, 2017: Khanzode et al., 2021. This fast-changing business environment has resulted in SMEs having to radically change their business model strategies and start utilizing technology into their business scope in order to survive and create corporate value. According to Correani et al., (2020), currently requires all business people to start involving the role of digital transformation into their business scope in order to survive and thrive. If you look far back before the COVID-19 pandemic occurred, many platforms appeared everywhere that were engaged in service providers. Like the emergence of Gojek, Grab, and similar businesses, the previously established companies/individuals (taxi, ojek base, vehicle rental, etc.) become new competitors because of the ease of service they provide to consumers.
This study aims to explore and analyze the potential of SMEs in utilizing technology based on Digital Transformation. Exploration is specifically carried out on SMEs in Yogyakarta and Klaten which are engaged in the fashion sector. This is done by considering the breadth of the research scope, so there needs to be a scope limitation, in addition, the business environment and the capabilities of SMEs that allow researchers to obtain relevant field data to describe business model strategies and the use of technology based on digital transformation. Considering that digital transformation in the realm of Fashion SMEs has not been widely studied, therefore as an effort to help Fashion SMEs to continue to develop and innovate, the author tries to raise the theme of this research to become a reference for SMEs, especially in the fashion sector in designing digital transformation strategies so that they are right on target and effective in realizing them. Things (SMACIT). A deeper view of digital transformation is put forward by Hess et al, (2016) where digital transformation is as a result of the use of technology that can facilitate the company's performance from the external side, with a focus on improving the consumer experience in purchasing products produced through improvements through existing digital technology. . Internally, it will affect the business model process, organizational structure, decision making, and even lead to a completely new business model.

Metode Case Study Design
This research uses a case study approach design which is used to observe in detail the phenomenon under study. This method is considered appropriate for developing an understanding of how phenomena develop in an organizational context (Yin et al., 2015). Furthermore, Eisenhardt et al., (1989) suggest that the case study method using qualitative analysis is also considered the most relevant approach for theory development through observations that occur in the field.

Case Study Company
In this study, the authors chose SMEs or creative industries in the fashion sector as the object of research. The fashion SMEs are the creative industries of Jogja t-shirt fashion, batik fashion, leather bag fashion, and Muslim fashion which will be described in table 3.4 as follows: and physical devices". This research uses the interview process, archive recording, and direct observation of the field. The data that has been collected will be followed by triangulation of data to check data from various sources in various ways and at various times. There are source triangulation, data collection triangulation, and time triangulation.

Result and Discussion Result
From the results of the analysis that has been carried out, it can be concluded that the concept of a digital transformation can be applied by Fashion SMEs by using a strategy, data, people and partners which can later help companies to survive and achieve a change that they will make.  To understand how digital transformation can be implemented effectively in 4 Fashion SMEs, the author identifies that the starting point of implementing an effective digital transformation strategy is to define the scope of the transformation, and clearly define what the company wants to achieve in order to maintain focus on digital transformation goals. In fact, the findings show that the core elements of the organization have an important role in Kenes Leather SMEs, Batik Purwanti SMEs, Alito Sportwears SMEs, and Sasmaya Boutique SMEs in carrying out digital transformation. The following are some of the advantages of each SME that uses the role of core elements in carrying out digital transformation: To maintain the quality of the author's product, I work with several suppliers and suppliers of raw materials that the author has trusted. So that the resulting product remains of high quality." To gain customer advantage or trust, Kenes Leather SMEs identify data in digital marketing applications or platforms that can drive a certain action, infer relevant knowledge and promote products and services. UKM Kenes Leather with its internal data obtained through the Website, Instagram, and Facebook as well as the Marketplace which is used to read customer interests/likings in the products created. Meanwhile, external data was obtained through input from employees, consumers and observations made by the reset and product development team of Kenes Leather UKM. This data after being collected will be analyzed and then later developed to create superior products that are of interest to customers. Sasmaya boutique which uses more external data in analyzing customers such as input from several business colleagues, customers, and sales data. The reason why this Sasmaya Boutique UKM has not carried out data management and big data development is because to do so requires people who are experts in their fields and this of course requires greater costs, so Sasmaya Boutique for the time being only focuses on uploading the latest products and utilizing 50 agents and active resellers spread throughout major cities in Indonesia. These two SMEs utilize the data with their respective strategies that have ensured their consistency in creating corporate value. Evaluate product design and product quality "From the results of input from customers and employees, the author will use it as an evaluation material so that the author's product models are loved and exist in the market". Innovation Skills Invest to create more added value for the company Creating added value for the company "In order to keep the financial regulations of the author's company running, I invested it in the restaurant "Burjo". I do this in order to create more value for the company in dealing with the COVID-19 pandemic."

Leadership Skills
Creating a comfortable and happy work atmosphere but still professional Make work without coercion "In running this business, I try to create a comfortable and professional work atmosphere so that those who work in this company can work professionally and comfortably in carrying out their assigned tasks. I also teach them to learn entrepreneurship, skills, the use of developing technology in the face of business competition".

Management Skills
Wellorganized managemen t system arrangemen t Make it easier to divide work tasks "During the running of this company, I tried to arrange a good management system so that the tasks assigned were in accordance with what was planned by the company" Between noncompetitors Governmen t of the Regional Cooperative s and SMEs Office of Sleman Regency Establish relationships and trainings for MSMEs "To establish a relationship, the author also collaborates with DISKOP & UKM Sleman mas, in order to get information on the development of UMKM in Yogyakarta. Apart from that, they are also able to participate in the trainings programmed by them."

Between competitors
Jersey Community Jogja-Solo-Semarang and some Convection and screen printing in Yogyayakar ta A means to expand the Alito Sportwear network "The author also has the JOGLO-SEMAR Jersey network, this community was formed to complement each other, obtain information related to changes occurring, and strengthen networks in the textile industry. The routine event before the COVID-19 pandemic was playing futsal and continued discussions together." -"To maintain the quality of the author's products, Alito Sportwear cooperates with several suppliers and suppliers of raw materials that the author has trusted. So that the resulting product remains of high quality." SMEs Alito Sportwear in its marketing strategy uses many accounts with different names, this account will be created as a support account to spam or buyers to the main account. This strategy has been carefully planned by the owners and employees of Alito Sportwear with the aim of making potential customers believe that this company is in great demand and used by customers. "To attract customers to want to buy the products produced, the author conducts marketing in two ways, online and offline sales. The goal online is to reach more markets and offline is to instill trust in customers." Visible Progress (Technology culture awareness) Using technology that is developing and in demand by customers To convey product value "In doing marketing online, the author uses digital technology such as social media which is in great demand by customers such as Website, Facebook, Instagram, Twitter, Market place, Shopee, Toko Pedia and many others.". Emotional (Emotional Intelligence) Doing marketing through active resellers and organizational networks Making sales with marketing channels "The author is not only aggressively doing marketing through social media websites and the available marketplace is through active resellers. The author created this system to expand the marketing network and help people who want to learn entrepreneurship". Internal Data Data from whatsapp, Website, Instagram, and Facebook to manage the business so that it continues to grow in the future "The author also uses WA, WEB, Instagram, and Facebook to manage and market the author's products, but currently there is a shortage of writers who have not been able to take advantage of the data collected" External Data Through the Director's observations and input from business colleagues Choose and determine the product you want to market "In running a business, the author also uses some of the data obtained to analyze threats and opportunities. I use this data to manage management, product selection, and delivery processes so that they can continue to grow in the future." Innovation Skills Ease the burden on company performance and expand the network "The author also collaborates with several well-known brand manufacturers in Jakarta, Bandung, Padang, and Medan. This producer company makes designs for branded Muslim clothes, which the authors then sell and distribute to their agents and resellers."

Butik Sasmaya SMEs
Sasmaya boutique which uses more external data in analyzing customers such as input from several business colleagues, customers, and sales data. The reason why this Sasmaya Boutique SMEs has not carried out data management and big data development is because to do so requires people who are experts in their fields and this of course requires greater costs, so Sasmaya Boutique for the time being only focuses on uploading the latest products and utilizing 50 agents and active resellers spread throughout major cities in Indonesia. These two SMEs utilize the data with their respective strategies that have ensured their consistency in creating corporate value.

Discussion
The implementation of digital transformation in the 4 Fashion SMEs which are the objects of this research as a whole cannot be said to be ideal when referring to some of the literature. The digital transformation process of fashion SMEs in the core elements of the organization only includes digitalization. In other words, the four SMEs in this study have just carried out the process of converting from analog to digital which was previously manual in nature and transferred to digital format. If you review Bertola Paola's literature (2018), digitization itself is a stage of the process towards digital transformation. Because digital transformation covers all aspects of business, and its application is not only about utilizing technology, human resources, and business strategies synergize with each other to produce a better business. Therefore, a successful digital transformation requires a successful digitization stage in order to truly succeed in achieving its goals.
There are five skills that must be possessed and managed by organizations to be able to enter the realm of digital transformation as described by Sousa & Rocha et al., (2019) as follows (1) Artificial intelligence (AI) Intelligent software systems that can perform tasks to keep developing (2) Robotization; The latest generation of robotics by implementing AI systems achieves significant advances in productivity and performance improvements. For example, the automation of cars, which allows them to self-regulate, can lead to a reduction in the number of accidents, avoiding human error and concentration lapses.
Then (3) internet of things; IoT will help create and distribute new products and services at an unprecedented level and scale. The next skills are (4) Augmented reality; With the help of advanced AR technology (eg, Adding computer vision and object recognition) information about business products into the real world around them becomes more interactive (eg, geotracking). (5) Digitalization, integrating all business services into digital, computerized and mobile technologies.
In practice, the four SMEs above in practice only take advantage of developing technologies created by other companies. They have not used smart applications like internet of things or intelligent software systems that can perform tasks that are constantly evolving on their own. This may be due to the high cost that must be incurred to use the application. In the end, these four SMEs chose to use technology provided by other companies in order to minimize the company's costs.

Conclusion
Empirically, the four SMEs above, if observed, have fulfilled the requirements in carrying out the core elements of the organization such as making a clear strategy scope, managing the data they have, utilizing existing human resources and collaborating with certain parties that can make the organization continue to grow. However, in practice the four SMEs above have only taken advantage of developing technologies created by other companies. So that the four SMEs above only cover digitization by carrying out the conversion process from analog to digital which was previously manual in nature and transferred to digital format. By implication, this research contributes to the study of the implementation of the organization's core elements in carrying out digital transformation in the fashion SME environment. The results of this study prove that the role of the core elements of the organization in carrying out digital transformation can be able to assist companies in creating value for the company and customers. In addition, the results of this study also provide an illustration that the core elements of the organization are needed in carrying out digital transformation in order to build company sustainability.