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Developing Local Purple Sweet Potato Commodities Through Product Innovation and Marketing Strategy at Purple Crispy Roll SME in North Sulawesi Elsa Single; Juliet Pauladel Truly Makinggung; Jemry Recy Winokan
Majapahit Journal of Islamic Finance and Management Vol. 6 No. 2 (2026): Islamic Finance and Management
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/mjifm.v6i2.1074

Purple sweet potato (Ipomoea batatas L.) is a nutritious local commodity in North Sulawesi, rich in anthocyanins, fiber, and vitamins, yet its utilization as economically valuable processed products remains limited. This study aims to analyze the development strategy of purple sweet potato through product innovation in the form of Purple Crispy Roll snacks, and to evaluate the effectiveness of a 4P marketing mix strategy in penetrating the market of Mapanget District, Manado City. A descriptive quantitative method with a case study approach was employed, encompassing business plan analysis, demand-supply projection, and marketing mix identification. Results indicate that potential market demand reaches 1,209,600 units in 2026, growing ±5% annually to 1,470,276 units in 2030. With competitor supply totaling 846,000 units per year, a market opportunity of 363,600 units is available. Targeting a 20% market share, Purple Crispy Roll projects sales of 72,720 units (IDR 363,600,000) in 2026, rising to 103,620 units (IDR 518,100,000) in 2030. The marketing strategy encompasses competitive pricing at IDR 5,000 per unit, integrated digital and conventional promotion, and multi-channel distribution. This study concludes that local purple sweet potato product innovation combined with an integrated marketing strategy holds substantial potential for developing food micro-enterprises in North Sulawesi.

Zero Waste, High Value: A Strategy for Utilizing Non-Commercial Parts of the Banana Plant as High Economic Value Herbal Products Claudia Lusiany Ongkowijaya Ong; Juliet Pauladel Truly Makinggung; Jacob Tateol Silangen Makapedua; Kayla Anastasia Chrisanta Sudarto
Majapahit Journal of Islamic Finance and Management Vol. 6 No. 2 (2026): Islamic Finance and Management
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/mjifm.v6i2.1075

This research proposal examines the business development strategy of Haratea, an innovative herbal tea product derived from banana leaves (Musa paradisiaca) a part of the banana plant traditionally regarded as non-commercial waste. Applying a zero waste economy framework, this study aims to analyze the economic value-added potential of transforming banana leaves into high-value herbal products for domestic and international markets. A qualitative descriptive approach with a single case study design is employed, focusing on the Haratea enterprise located in Kairagi, Mapanget District, Manado City, North Sulawesi. Data are collected through participatory observation, semi-structured in-depth interviews, and financial document analysis. Preliminary findings indicate that banana leaves contain significant bioactive compounds including flavonoids, tannins, and polyphenols with notable scientifically documented health benefits. Through controlled-temperature drying using a food dehydrator and hygienic teabag packaging, Haratea successfully created strong market differentiation with positive consumer responses at its pilot sale in Mantos 3 Bazaar, Manado. Financial projections indicate a first-year net profit of IDR 19,958,730 with 5% annual growth, reaching IDR 29,249,621 in the fifth year (2030). This research is expected to demonstrate that a zero waste approach leveraging local natural resources constitutes an economically viable, socially impactful, and environmentally responsible business strategy for micro and small enterprises in Indonesia.

Integration Strategy of Digital and Conventional Marketing to Enhance the Competitiveness of Haratea SME Based on North Sulawesi Local Wisdom Feraldo Oktavyanus Padang; Juliet Pauladel Truly Makinggung; Jacob Tateol Silangen Makapedua; Kayla Anastasia Chrisanta Sudarto
Majapahit Journal of Islamic Finance and Management Vol. 6 No. 2 (2026): Islamic Finance and Management
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/mjifm.v6i2.1076

Digital transformation has fundamentally reshaped the marketing landscape for Micro, Small, and Medium Enterprises (MSMEs). Nevertheless, conventional marketing continues to play a strategic role, particularly for businesses that emphasize local wisdom as a core element of their product identity. Haratea is a start-up MSME based in Manado, North Sulawesi, Indonesia, that produces herbal tea made from banana leaves (Musa spp.) by integrating digital and conventional marketing strategies to expand market reach while preserving local cultural values. This study aims to: (1) analyze the digital marketing strategies implemented by Haratea; (2) describe its conventional marketing strategies; (3) examine the integration of both approaches as a holistic marketing ecosystem; and (4) identify the supporting and inhibiting factors affecting their implementation. The research employed a qualitative approach using a single case study design. Data were collected through semi-structured in-depth interviews, participant observation, and document analysis, and were analyzed using the interactive data analysis model developed by Miles and colleagues. The findings are expected to demonstrate that integrating digital and conventional marketing strategies based on local wisdom can enhance brand awareness, expand market reach, strengthen customer loyalty, and support the long-term sustainability of locally based MSMEs. Furthermore, this study contributes to the development of an integrated marketing framework for MSMEs by highlighting the strategic use of regional resources and local cultural identity as a source of sustainable competitive advantage.

Developing Local Purple Sweet Potato Commodities Through Product Innovation and Marketing Strategy at Purple Crispy Roll SME in North Sulawesi Elsa Single; Juliet Pauladel Truly Makinggung; Jemry Recy Winokan
Majapahit Journal of Islamic Finance and Management Vol. 6 No. 2 (2026): Islamic Finance and Management
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/mjifm.v6i2.1074

Purple sweet potato (Ipomoea batatas L.) is a nutritious local commodity in North Sulawesi, rich in anthocyanins, fiber, and vitamins, yet its utilization as economically valuable processed products remains limited. This study aims to analyze the development strategy of purple sweet potato through product innovation in the form of Purple Crispy Roll snacks, and to evaluate the effectiveness of a 4P marketing mix strategy in penetrating the market of Mapanget District, Manado City. A descriptive quantitative method with a case study approach was employed, encompassing business plan analysis, demand-supply projection, and marketing mix identification. Results indicate that potential market demand reaches 1,209,600 units in 2026, growing ±5% annually to 1,470,276 units in 2030. With competitor supply totaling 846,000 units per year, a market opportunity of 363,600 units is available. Targeting a 20% market share, Purple Crispy Roll projects sales of 72,720 units (IDR 363,600,000) in 2026, rising to 103,620 units (IDR 518,100,000) in 2030. The marketing strategy encompasses competitive pricing at IDR 5,000 per unit, integrated digital and conventional promotion, and multi-channel distribution. This study concludes that local purple sweet potato product innovation combined with an integrated marketing strategy holds substantial potential for developing food micro-enterprises in North Sulawesi.

Zero Waste, High Value: A Strategy for Utilizing Non-Commercial Parts of the Banana Plant as High Economic Value Herbal Products Claudia Lusiany Ongkowijaya Ong; Juliet Pauladel Truly Makinggung; Jacob Tateol Silangen Makapedua; Kayla Anastasia Chrisanta Sudarto
Majapahit Journal of Islamic Finance and Management Vol. 6 No. 2 (2026): Islamic Finance and Management
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/mjifm.v6i2.1075

This research proposal examines the business development strategy of Haratea, an innovative herbal tea product derived from banana leaves (Musa paradisiaca) a part of the banana plant traditionally regarded as non-commercial waste. Applying a zero waste economy framework, this study aims to analyze the economic value-added potential of transforming banana leaves into high-value herbal products for domestic and international markets. A qualitative descriptive approach with a single case study design is employed, focusing on the Haratea enterprise located in Kairagi, Mapanget District, Manado City, North Sulawesi. Data are collected through participatory observation, semi-structured in-depth interviews, and financial document analysis. Preliminary findings indicate that banana leaves contain significant bioactive compounds including flavonoids, tannins, and polyphenols with notable scientifically documented health benefits. Through controlled-temperature drying using a food dehydrator and hygienic teabag packaging, Haratea successfully created strong market differentiation with positive consumer responses at its pilot sale in Mantos 3 Bazaar, Manado. Financial projections indicate a first-year net profit of IDR 19,958,730 with 5% annual growth, reaching IDR 29,249,621 in the fifth year (2030). This research is expected to demonstrate that a zero waste approach leveraging local natural resources constitutes an economically viable, socially impactful, and environmentally responsible business strategy for micro and small enterprises in Indonesia.

Integration Strategy of Digital and Conventional Marketing to Enhance the Competitiveness of Haratea SME Based on North Sulawesi Local Wisdom Feraldo Oktavyanus Padang; Juliet Pauladel Truly Makinggung; Jacob Tateol Silangen Makapedua; Kayla Anastasia Chrisanta Sudarto
Majapahit Journal of Islamic Finance and Management Vol. 6 No. 2 (2026): Islamic Finance and Management
Publisher : Universitas KH. Abdul Chalim Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/mjifm.v6i2.1076

Digital transformation has fundamentally reshaped the marketing landscape for Micro, Small, and Medium Enterprises (MSMEs). Nevertheless, conventional marketing continues to play a strategic role, particularly for businesses that emphasize local wisdom as a core element of their product identity. Haratea is a start-up MSME based in Manado, North Sulawesi, Indonesia, that produces herbal tea made from banana leaves (Musa spp.) by integrating digital and conventional marketing strategies to expand market reach while preserving local cultural values. This study aims to: (1) analyze the digital marketing strategies implemented by Haratea; (2) describe its conventional marketing strategies; (3) examine the integration of both approaches as a holistic marketing ecosystem; and (4) identify the supporting and inhibiting factors affecting their implementation. The research employed a qualitative approach using a single case study design. Data were collected through semi-structured in-depth interviews, participant observation, and document analysis, and were analyzed using the interactive data analysis model developed by Miles and colleagues. The findings are expected to demonstrate that integrating digital and conventional marketing strategies based on local wisdom can enhance brand awareness, expand market reach, strengthen customer loyalty, and support the long-term sustainability of locally based MSMEs. Furthermore, this study contributes to the development of an integrated marketing framework for MSMEs by highlighting the strategic use of regional resources and local cultural identity as a source of sustainable competitive advantage.

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