BUSINESS DEVELOPMENT STRATEGY OF CULINARY START-UP : A CASE STUDY OF KEDAI MAS GIBO

• Main Author: Gilang Perdana Hamim, Muhammad
• Format: Final Project
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/78619
• Institution: Institut Teknologi Bandung

Culinary sector is one of the sectors that contributes to the Indonesian economy. Human needs in meeting the primary needs of food, is being one of the reasons in this regard. In Indonesia, the growth of the culinary start-ups is very aggressive. Kedai Mas GiBo as one of the business in the culinary sector is located in Bandung and was founded in 2014. Kedai Mas GiBo’s second year revenue is decreasing compared to the first year. In the first year, Kedai Mas GiBo has succeeded in generating revenue about 7,000,000 – 10,000,000 IDR but on the second year, Kedai Mas GiBo’s revenue decreased to 3,000,000 – 5,000,000 IDR. Kedai Mas GiBo already formulates the strategy for growth, but unfortunately, its revenue was still decreasing. In this regard, this study aims to determine the important factors that should be considered in making suitable strategy for Kedai Mas GiBo and other culinary start-ups using the Strategic Management and Business Policy with the analysis of external and internal using EFAS dan IFAS, SWOT and TOWS Matrix. Researcher has done benchmarking with the competitors in the same industry with Kedai Mas GiBo. The findings of this study indicate the external factors that mostly affect this industry are the Indonesian people are consumptive, culinary industry is an industry that needed as a primary need, the markets are very quickly saturated for the existing trends, and many substitute products. Researcher also knows that the total score of the external factors in this industry is 3.330, which means above average overall score in general and become an opportunity for Kedai Mas GiBo to grow. The internal factors that mostly affect in running the business are good quality and taste of products, founders educational background is business, lack of human resources, and marketing strategy has not implemented yet. And know the total score of the internal factor in Kedai Mas GiBo is 2,981, which means below the overall average score in general. So, Kedai Mas GiBo needs to focus on the strengths and minimize the weaknesses of the company's internal conditions. After knowing some of the external and internal factors, the researchers can make some recommendations strategy for Kedai Mas GiBo based on TOWS Matrix. Recommended strategies that are suitable for Kedai Mas GiBo current condition consist of three parts, which are the Corporate Directional Strategy, Generic Business Strategy and Functional Strategy. Recommendation of Corporate Directional Strategy is horizontal growth with a focus on product lines that owned by Kedai Mas GiBo. For the generic business strategy, the researcher recommends the strategy that is inline with the corporate strategy which is product differentiation strategy in order to gain competitive position in the industry. In addition, researcher also recommend some functional strategy that consists of a marketing strategy, operations strategy, human resources strategy, and financial strategy. By implementing all of those strategies, the researcher expects to gain more revenue up to 25% -50% each month.