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Design of Glegeg-in Modern Drink Positioning Improvement Based on Perceptual Mapping Using Multidimensional Scaling Method Afra Ghaida Hana; Yati Rohayati; Ima Normalia Kusmayanti
Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social Sciences Vol 5, No 1 (2022): Budapest International Research and Critics Institute February
Publisher : Budapest International Research and Critics University

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33258/birci.v5i1.4217

Abstract

Glegeg-in is a Bandung-based brand that sells modern drink such as milk tea, thai tea, coffee, and boba drinks. Glegeg-in revenue have been unstable over the past years. One of the root causes is a low brand awareness compared to its competitors. A low brand awareness compared to other brands caused by the customers not aware of the value proposition that Glegeg-in offers, which is affordable, has a variety of menu options, and attractive packaging. The purpose of this research is to design a positioning improvement system to minimize the instability of Glegeg-in revenues by mapping the position of Glegeg-in and its competitors through perceptual mapping using the multidimensional scaling method. 122 modern drink customers were employed as samples in this research input data. Furthermore, the input data is used for data processing using MDS which produces a perceptual mapping. Based on the results of perceptual mapping, three areas of competition were obtained, Glegeg-in is in the same area with Happy Fat, which makes it the closest competitor of modern drink brands. The results of this study are an integrated positioning system improvement design for Glegeg-in on the attributes of modern drinks which are the value proposition of Glegeg-in. This is the basic consideration for Glegeg-in in achieving the goals that have been set.
Designing Marketing Strategies of Mamaberry Chips Gourmet Using Swot Method and Quantitative Strategic Planning Matrix (QSPM) Muhammad Ghafari Nurfathoni; Sari Wulandari; Ima Normalia Kusmayanti
Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social Sciences Vol 5, No 1 (2022): Budapest International Research and Critics Institute February
Publisher : Budapest International Research and Critics University

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33258/birci.v5i1.4341

Abstract

Based on Fortune Business Insight (2020) changes in healthy lifestyles by consuming organic food products are increasing becoming a global trend. Current consumer awareness of organic labels in the food sector continues to experience high market demand. This can be seen from the data that global sales of organic food reached $50.1 billion up 4.6% with a growth rate of 2% every year. The results of the 2020 survey were conducted by observing organic sales and the results show that consumers are increasing looking for organic labels, especially in the food sector. One of the effects is because consumers' perception of clean and healthy food is the main goal. Mamaberry Chips Gourmet is an MSME engaged in the healthy snack food sector. Mamaberry Chips Gourmet was founded in 2017 with a business-to-consumer (B2C) business model, which is a business model that focuses on marketing and selling products to consumers. Currently the company does not have a marketing strategy to face competition in the healthy snack business. Therefore, this final project aims to formulate a reliable strategy based on the company's resources to maximize existing opportunities. This final project uses the SWOT method and the IE Matrix to generate alternative strategies and the QSPM matrix to prioritize alternative strategies. Analysis using SWOT and IE Matrix resulted in a total of 12 strategies that could be implemented. Based on the evaluation conducted through QSPM, the strategy that needs to be prioritized by Mamaberry Chips Gourmet is the strategy of utilization and improvement of marketing channels with a total attractiveness score (TAS) of 6.52. The timing of the strategy implementation is then compiled through a roadmap of the strategy implementation plan each year.