Strategi Bersaing Umkm Rumah Makan  Di Saat  Pandemi Covid 19

Fatimah, Feti; Tyas, Wenny Murtalining

doi:10.32528/ipteks.v5i2.3663

Cited by 11 publications

(9 citation statements)

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“…Recently, CV BMB's strategy to sell artisan tea in hampers and souvenirs has been widely adopted by similar startup companies. Therefore, innovation and product development efforts become a rational strategy to maintain product demand stability and meet customer needs (Fatimah & Tyas, 2020;Visnjic et al, 2016). As an effort to enhance consumer trust, artisan tea products from CV BMB have obtained halal certification from relevant authorities (Deriyansyah, 2022;Mudrikah & Dwp, 2018).…”

Section: B Value Propositionsmentioning

confidence: 99%

Business Model for Small-Scale Artisan Tea Family Business

Budiyoko,

Prayoga,

Rusdah

et al. 2024

TIJAB

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Background: Tea stands as one of Indonesia's primary plantation commodities. The demand for tea in the domestic market is currently experiencing positive growth, reflecting shifts in consumer lifestyles and an increased interest in health products. Among the varieties of processed tea available, artisan tea stands out for its superior quality and distinctive characteristics. CV BMB, a family-owned small-scale enterprise, specializes in the development of various artisan tea products. This startup has received support from the startup incubation program provided by the Start Up-Business Development and Incubation Agency of Universitas Airlangga and the Ministry of Cooperatives and Small and Medium Enterprises of the Republic of Indonesia. Given its niche market and unique business management approach based on familial relationships, this company presents an intriguing case for analyzing its business model. Objective: This research aims to analyze the business model and competitive strategies of CV BMB, to enable it to compete effectively and sustain growth in a competitive market. Method: This research was conducted using a phenomenological approach. The analysis of CV BMB's artisan tea business model was carried out using the business model canvas. Subsequently, Porter's Five Forces analysis was conducted to obtain suitable competitive strategies for small-scale family businesses producing artisan tea. Results: Porter's Five Forces analysis successfully identified competitive elements within the artisan tea market. Additionally, nine elements in the business canvas model have been identified, contributing to the competitive strategy and development of CV BMB as a small-scale family business producing artisan tea. Three alternative strategies for BMB's business development have been outlined: market expansion, product innovation and development, and management enhancement. Conclusion: The uniqueness of BMB's artisanal tea products, and the market niche that is still open, is an opportunity for future development. As a family business company, the strategy implementation of business model analysis is expected to drive BMB's positive growth. Keywords: artisan tea; family business; business model canvas.

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Section: B Value Propositionsmentioning

confidence: 99%

Business Model for Small-Scale Artisan Tea Family Business

Budiyoko,

Prayoga,

Rusdah

et al. 2024

TIJAB

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“…Ini posisi menentukan apakah kemampuan perusahaan berada diatas atau dibawah rata-rata industri, (Rahayu et al, 2018). Strategi bersaing adalah menentukan dan menetapkan tujuan jangka panjang dan jangka pendek perusahaan dengan memberdayakan semua sumber daya yang dimiliki perusahaan sehinggan tujuan perusahaan tercapai secara efektif dan efisien, (Fatimah & Tyas, 2020). Definisi strategi bersaing menurut Hunger dan Wheelen (1996:246) berfokus pada peningkatan posisi bersaing produk dan jasa dalam industri atau segmen pasar tertentu yang dilayani perusahaan.…”

Section: Strategi Bersaing Generikunclassified

Strategi Bersaing Dalam Melewati Pademi Covid-19 (Studi Kasus Umkm Jajanan Endolita Kabupaten Demak)

Sulistyorini

Rizkiana

Kusumawati

2022

SLSI

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AbstractThe purpose of this study was to determine the strategies used by UMKM endolita snacks, what competitive strategy is used during the pandemic so that it can compete until now. The research was conducted on UMKM endolita snacks in Demak. Methods of data collection is done by observation and interviews. The results showed that the competitive strategy carried out by endolita snack UMKM was a competitive strategy through SWOT analysis, strategy with a price (low cost), perform product differentiation by providing various kinds of snacks which are self produced and taken from distributors as well as products for sale. The conclusion of this study is that endolita snacks SMEs apply low-cost competitive and development of mission, objectives, strategies and policies so that they can be achievedthrough a SWOT analysis strategies and differentiation in increasing their competitiveness,to find strategic fit between external opportunities and internal strengths,in addition to paying attention to external threats and internal weaknesses.Keywords: covid-19, competitive strategy, SWOT, low cost, product differentiation.

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“…Salah satu bisnis kuliner yang berkembang pesat adalah UMKM Bakery. UMKM tersebut memiliki potensi pasar yang baik dan terus berkembang terutama di daerah kampus [5]. Banyaknya agenda acara seremonial kampus, agenda akademik, kegiatan kemahasiswaan mendorong perkembangan UMKM Bakery semakin pesat.…”

Section: Pendahuluanunclassified

Analisis Strategi Bisnis MM Bakery Madiun Di Masa Pandemi Covid-19

Pratiwi¹,

Utomo²,

Astuti

2022

NUSAMBA

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This study aims to identify what business strategies should be implemented by UMKM Bakery in Madiun during the COVID-19 pandemic. The research method used is descriptive qualitative research. Primary data sources. Data collection techniques are observation, interviews, and documentation. The data analysis used in this research is data reduction, data display, and conclusion drawing/verification. The results of this study are the results of the analysis of internal and external factors through the calculation of the IFE matrix and the EFE matrix with the results of each having a total score of 2.96 and 3.12. Then the mapping is done through the IE matrix which shows that the position of MM Bakery is in cell II, namely growing and building. So the right strategy to be applied during the current pandemic is product development.

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Strategi Bersaing Umkm Rumah Makan Di Saat Pandemi Covid 19

Cited by 11 publications

References 0 publications

Business Model for Small-Scale Artisan Tea Family Business

Business Model for Small-Scale Artisan Tea Family Business

Strategi Bersaing Dalam Melewati Pademi Covid-19 (Studi Kasus Umkm Jajanan Endolita Kabupaten Demak)

Analisis Strategi Bisnis MM Bakery Madiun Di Masa Pandemi Covid-19

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