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All Journal Aspirasi : Publikasi Hasil Pengabdian dan Kegiatan Masyarakat Help: Journal of Community Service (HJCS)
Angga Febrian
University of Lampung
Agriculture, Biological Sciences & Forestry Humanities Economics, Econometrics & Finance Education Engineering Languange, Linguistic, Communication & Media Public Health Social Sciences Other

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Community-Based Research for Strengthening Digital Marketing and Customer Engagement at KATAMA Coffee & Space Bandar Lampung Rizka Anisa Nurbaiti Asnawi; Diana Sagita; Dorothy Rouly Haratua Pandjaitan; Angga Febrian
Help: Journal of Community Service Vol. 3 No. 2 (2026): September 2026
Publisher : PT Agung Media Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62569/hjcs.v3i2.283

Abstract

This community service activity aimed to strengthen digital marketing and customer engagement at KATAMA Coffee & Space in Bandar Lampung through a Community-Based Research (CBR) approach. The activity was motivated by the increasing competition among coffee shops and the need for KATAMA to optimize digital communication while strengthening customer engagement through social media and community-oriented strategies. The CBR approach involved direct observation, structured interviews, identification of customer needs, and collaborative formulation of practical marketing strategies based on the experiences of customers and the business context. Data were collected from ten KATAMA customers consisting of eight students and two private-sector employees, with observations conducted during active business hours. The findings indicate that customers perceive KATAMA as a comfortable, affordable, and productive space for studying, working, socializing, and spending time. Friends and social media platforms, particularly Instagram and TikTok, were identified as important channels through which customers discovered and developed interest in KATAMA. The community-based analysis further identified opportunities to strengthen digital content emphasizing KATAMA's 24-hour operation, comfortable atmosphere, facilities, menu variety, and customer experiences. The activity also highlighted several areas requiring attention, including menu innovation, facility cleanliness, and the development of community-oriented programs. Based on these findings, a digital marketing and customer engagement strategy was formulated around the positioning of KATAMA as a “Student & Productivity Hub,” supported by interactive social media content, student-focused programs, community events, and customer-generated content. The CBR approach demonstrates the value of integrating community knowledge and customer experiences into practical digital marketing development for local businesses. 
Strengthening MSME Performance Management through Balanced Scorecard-Based KPI Development in Tarahan Village, South Lampung Luthfi Firdaus; Fajrin Satria Dwi Kesumah; Rialdi Azhar; Angga Febrian; Dian Fajarini
ASPIRASI : Publikasi Hasil Pengabdian dan Kegiatan Masyarakat Vol. 4 No. 6 (2026): November : ASPIRASI : Publikasi Hasil Pengabdian dan Kegiatan Masyarakat
Publisher : Asosiasi Periset Bahasa Sastra Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61132/aspirasi.v4i6.3067

Abstract

This community service activity aims to strengthen performance management governance in the Sanggar Tapis Rakata Group, a micro, small, and medium enterprise (MSME) producing traditional woven crafts in Tarahan Village, South Lampung. The main problem faced by the partner was the absence of a written strategic business plan and an objective performance evaluation system, relying solely on intuitive daily sales estimates. To solve these issues, a participatory-collaborative approach was implemented through needs assessment, strategic planning workshops, hands-on training in Key Performance Indicators (KPI) formulation based on four Balanced Scorecard (BSC) perspectives (financial, customer, internal business processes, learning and growth), and intensive mentoring. Evaluated using a pre-test and post-test design among 18 key managers and craftspeople, the results showed a significant increase in managerial comprehension by 71.7%, elevating the average score from 48.06 (pre-test) to 82.50 (post-test). The highest comprehension gain occurred in the internal business process perspective (+40.0 points), followed by financial (+36.7 points), customer (+32.2 points), and learning and growth (+28.9 points). The project produced tangible outcomes: a written strategic vision-mission document, 10 tailored KPI matrices, and an operational daily worksheet. Program sustainability is secured through SOP integration and Plan-Do-Check-Act (PDCA) evaluation cycles, contributing to SDGs 8, 9, and 17.
Co-Authors Dian Fajarini Diana Sagita Dorothy Rouly Haratua Pandjaitan Fajrin Satria Dwi Kesumah Rialdi Azhar Rizka Anisa Nurbaiti Asnawi