The Eleventh National Economic and Social Development Plan (2012-2016) allocated the biggest income distribution and infrastructure development to enable community entrepreneurs to grow efficiently and sustainably (Porter, 2003). Entrepreneurs have to adapt their business strategies related to internal and external quick-business (Mabry & Mabry, 1981). They should focus on strengthening their community by being self-dependent, maximising benefits of local resources and being governed by local residents (Katz, 1991). Thus, entrepreneurs are a crucial force for generating jobs and earnings and strengthening the community and country. The objectives of this research are (1) to study the internal and external factors that affect the competitive potential of entrepreneurs (2) to create potential competitive strategies for entrepreneurs and (3) to test and assess results of potential competitive strategies. The primary research methodology was SWOT analysis of local entrepreneurs' potential development; this included documentary research, interviewing, field observation and data analysing of tourist questionnaires by the Priority Needs Index (PNI) and entrepreneurs using factor analysis and structural equation analysis. The secondary research methodology was creating potential competitive strategies by the focus group and brainstorming. The tertiary research methodology was testing and assessing the outcome from the strategies performed by Repeated Measures ANOVA and Wilcoxon Signed Rank Test. The results showed that three factors were selected, namely, production, marketing and management, to be models of creating strategies with chi square = 66.61, p-value = 1.00, CFI = 0.95, GFI = 0.99 and RMSEA = 0.00. The competitive strategy used was based on the 4-C Model, including Capability Customer Communication and Culture. Twelve strategic activities including three dimensions were carried out. Four activities were performed by six entrepreneurs. After implementation of the 4-C Model by the six selected entrepreneurs, their competitiveness and operating bottom lines were found to be higher, significant at 0.05.