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Analysis Of Strategic Entrepreneurship To Increase The Export Of Micro, Small, And Medium Enterprises (MSMEs) In Indonesia: A Case Study Of Java Halu Coffee Dindin Abdurohim; Andry Mochamad Ramdan
International Journal of Economics and Management Research Vol. 2 No. 3 (2023): December : International Journal of Economics and Management Research
Publisher : Pusat Riset dan Inovasi Nasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55606/ijemr.v2i3.140

Strategic Entrepreneurship, also known as entrepreneurial strategy, serves as a pathway for SMEs to enter the international market smoothly. When SME products enter the international market, it is essential for companies to devise entrepreneurial strategies in marketing to increase sales volume and generate profits.Coffee is a prominent commodity in West Java due to its mountainous terrain, which provides favorable conditions for coffee cultivation. Java Halu Coffee, located in Bandung Barat Regency, West Java, is one of the SMEs in the coffee bean and coffee processing industry.The objective of this research is to describe the entrepreneurial strategies employed by Java Halu Coffee in entering and marketing its products in the international market. The study also explores the application of entrepreneurial strategies in increasing the export volume of coffee beans and alternative strategies.This research utilizes a descriptive qualitative approach. The primary data sources consist of interviews conducted with the owner of Java Halu Coffee, while secondary data sources include relevant documents related to the research theme.The research findings indicate that Java Halu Coffee has chosen export as its entry strategy into the international market. The company implements growth, innovation, network, and harvest/exit strategies. This includes identifying market development opportunities, innovating its products, establishing good relationships with buyers, forming beneficial networks, and collaborating with similar companies to meet market demands. These strategies enable Java Halu Coffee to maximize sales and increase the export volume.

Pengembangan Kapasitas Usaha Kecil Kerupuk Kentang Di Kampung Ciawitali Desa Warnasari Kecamatan Pangalengan Kabupaten Bandung Erlangga, Heri; Abdurohim, Dindin; Yuniarti, Yuyun; Dinihayati, Erti
Jurnal Pengabdian Tri Bhakti Vol 2 No 2 (2020): Jurnal Pengabdian Tri Bhakti
Publisher : Lembaga Pengabdian kepada Masyarakat Universitas Langlangbuana

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36555/tribhakti.v2i2.1539

This potato cracker business is located in Ciawitali Village, Warnasari Village RT / RW 01/08, Pangalengan District. Regency. Bandung - West Java is located in the southern part of Bandung Regency, which is 51 kilometers from the center of Bandung City and 23 kilometers from the capital city of Bandung Regency, namely Soreang, Pangalengan District is one of the tourism icons of Bandung Regency and still has a number of hidden potentials. This potential must still be explored and developed for the welfare of society. Some of them are culinary potentials that have not been widely known so far. Another potential that can still be explored is potato crackers, where potatoes are a superior agricultural commodity from Pangalengan. Warnasari Village is part of Pangalengan District, Bandung Regency, West Java Province. Likewise, in Warnasari Village there is still potential, where there are some people who depend on their livelihoods by exploiting the potential of several sectors of agriculture, plantations, services and others through entrepreneurship (business actors / MSMEs). Problems in general are related to business managerial, including production, human resources, finance and marketing. Priority problems for partners, namely the low motivation of partners to develop their businesses and unstructured business management, especially marketing and business development that have not yet developed. The solution offered: Implementation of entrepreneurial motivation training and business management and product marketing.

KOMPETENSI KEWIRAUSAHAAN SEBAGAI FAKTOR PENENTU KINERJA USAHA KECIL KAMPOENG RADJOET Dindin Abdurohim; Nurhayati; Fajar Sidik Muhta; Ferdyansyah Wicaksono
Kebijakan : Jurnal Ilmu Administrasi Vol. 16 No. 02 (2025): Volume 16 No. 2 Juni 2025
Publisher : Program Magister Ilmu Administrasi dan Kebijakan Publik, Pascasarjana, Universitas Pasundan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.23969/kebijakan.v16i02.27328

Usaha kecil Kampoeng Radjoet binong jati telah memberikan kontribusi dan berperan penting dalam perekonomian Kota Bandung. Permasalah pokok yang di hadapi pelaku usaha sebenarnya bukan terletak pada permasala-han modal, pemasaran, tenaga kerja, teknologi, dan pasar saja, akan tetapi permasalahan yang lebih utama terletak pada kompetensi kewirausahaan yang berdampak pada kinerja usahanya, Penelitian ini bertujuan untuk mendeskripsikan dan menganalisis kompetensi kewirausahaan sebagai penentu kinerja usaha kecil Kampoeng Radjoet kota bandung, Penelitian ini menggunakan metode kualitatif dengan pendekatan studi kasus instrumental tunggal. Informan dalam penelitiian informan kunci dan informan tambahan. Data diperoleh melalui observasi, wawancara, dan telaah dokumen, Adapun pengolahan data melalui proses menganalisis, merinci, mengonseptualisasikan, dan menyusun data. Hasil penelitian menunjukan, kompetensi kewirausahaan usaha kecil CV. Kampoeng radjoet, menujukan, dalam 1) kompetensi peluang, selalu melakukan kegiatan mengenali dan menciptakan dan memanfaatkan dengan kreativitasnya semaksimal mungkin. 2) Kompetensi organisasi, selalu memantau kegiatan, mengorganisasikan dan mengembangkan sumber daya yang berkaitan dengan pengetahuan, keterampilan. 3) Kompetensi Strategi, memahami yang menjadi kekuatan, kelemahan, peluang, dan ancaman terhadap usahanya, dan kemampuan menetapkan strategi. 4) Kompetensi Hubungan, membangun dan menjalin hubungan dengan konsumen, akademik, pelaku usaha, komunitas, pemerintah, media dan beberapa investor. 5) kompetensi Konseptual, memiliki kemampuan menggunakan kemampuan analitis, pengambilan keputusan yang cepat, berinovasi, 6) Kompetensi Komitmen, memiliki komitmen yang kuat dengan memanfaatkan sumber daya yang ada dan untuk terus bertindak proaktif. Sedangkan Kinerja usaha pada usaha kecil CV. Kampoeng Radjoet Kota Bandung telah sesuai dengan teori yang peneliti rujuk. Hal ini ditunjukan hasil penelitian, menunjukan kinerja usaha usaha kecil kampoeng radjoet, sebagai berikut : 1) pertumbuhan penjualan, meningkat dari tahun ketahun, 2) pertumbuhan keuntungan usaha, menunjukan perkembangan dari tahun ketahun, seperti asset bangunan, tenaga kerja, mesin, reseller, dan hak kekayaan intelektual (HKI), dan Profitabilitas cukup stabil, mampu mengefisiesikan kegiatan produksi dan operasional. Hasil penelitian menunjukan kompetensi kewirausahaan sebagai faktor penentu keberhasilan usaha atau kinerja usaha kecil CV. Kampoeng Radjoet, hal ini di lihat dari pertumbuhan penjualan, dan pertumbuhan keuntungan usaha kecil dari tahun ketahun, Hal ini sesuai dengan teori yang menjadi rujukan dalam penelitian ini. Akan tetapi adanya temuan – temuan yang menghambat kompetensi kewirausahaan pada usaha kecil CV. Kampoeng Radjoet: adanya tenaga kerja yang sulit untuk dilibatkan up-grade skill(peningkatan skill) dalam tuntutan memanfaatkan peluang. kecenderungan mereka untuk tetap berada di zona nyaman dan cara berfikir karyawan yang tidak sesuai dengan visi misi Perusahaan. Dan dalam kompetensi strategi, adanya hambatan dari faktor ekternal seperti : produk yang dihasilkan cenderung homogen atau terlalu banyak produk yang sama, infra-struktur akses jalan yang sempit menghambat operasional dan sulitnya tempat parkir, persaingan terbuka yang semakin ketat dari perusahaan luar negeri. Kata kunci: Kompetensi, Kewirausahaan, Kinerja Usaha, UMKM.

Analysis Of Strategic Entrepreneurship To Increase The Export Of Micro, Small, And Medium Enterprises (MSMEs) In Indonesia: A Case Study Of Java Halu Coffee Dindin Abdurohim; Andry Mochamad Ramdan
International Journal of Economics and Management Research Vol. 2 No. 3 (2023): December : International Journal of Economics and Management Research
Publisher : Pusat Riset dan Inovasi Nasional

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55606/ijemr.v2i3.140

Strategic Entrepreneurship, also known as entrepreneurial strategy, serves as a pathway for SMEs to enter the international market smoothly. When SME products enter the international market, it is essential for companies to devise entrepreneurial strategies in marketing to increase sales volume and generate profits.Coffee is a prominent commodity in West Java due to its mountainous terrain, which provides favorable conditions for coffee cultivation. Java Halu Coffee, located in Bandung Barat Regency, West Java, is one of the SMEs in the coffee bean and coffee processing industry.The objective of this research is to describe the entrepreneurial strategies employed by Java Halu Coffee in entering and marketing its products in the international market. The study also explores the application of entrepreneurial strategies in increasing the export volume of coffee beans and alternative strategies.This research utilizes a descriptive qualitative approach. The primary data sources consist of interviews conducted with the owner of Java Halu Coffee, while secondary data sources include relevant documents related to the research theme.The research findings indicate that Java Halu Coffee has chosen export as its entry strategy into the international market. The company implements growth, innovation, network, and harvest/exit strategies. This includes identifying market development opportunities, innovating its products, establishing good relationships with buyers, forming beneficial networks, and collaborating with similar companies to meet market demands. These strategies enable Java Halu Coffee to maximize sales and increase the export volume.

ANALYSIS OF MSME CHALLENGES AND OPPORTUNITIES IN THE DIGITAL ERA Dindin Abdurohim
INTERNATIONAL JOURNAL OF FINANCIAL ECONOMICS Vol. 1 No. 8 (2025): INTERNATIONAL JOURNAL OF FINANCIAL ECONOMICS (IJEFE)
Publisher : CV. Adiba Aisha Amira

Show Abstract | Download Original | Original Source | Check in Google Scholar

The advancement of digital technology has globally transformed the business landscape, including the Micro, Small, and Medium Enterprises (MSMEs) sector. This research aims to analyze the challenges and opportunities faced by MSMEs in the digital era. Key challenges involve limited access and understanding of technology, digital security, and intensifying competition. MSMEs also face risks related to data privacy and regulatory uncertainties in the digital environment. However, amidst these challenges, the digital era presents new opportunities for MSMEs, such as market globalization, product innovation, and operational efficiency through technology integration. Government efforts, business stakeholders, and educational institutions are needed to enhance the digital literacy of MSMEs, provide supportive infrastructure, and develop policies that facilitate MSME growth in the digital era. This research provides profound insights into the dynamics of MSMEs amid technological changes, with the hope of contributing to the development of policies and strategies that support MSME growth in the digital era.

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