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All Journal INTERACTION: Jurnal Pendidikan Bahasa IIJSE
Ajusta, Anak Agung Gede
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Economics, Econometrics & Finance Education Languange, Linguistic, Communication & Media

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Strategies of Maintain the Quality of Cylinary Micro, Small, And Medium Enterprise (MSMEs) Ajusta, Anak Agung Gede; Ridwan, Wawan; Reptiningsih, Eni; Maharani, Putrie
INTERACTION: Jurnal Pendidikan Bahasa Vol 11 No 2 (2024): INTERACTION: Jurnal Pendidikan Bahasa
Publisher : Universitas Pendidikan Muhammadiyah (UNIMUDA) Sorong

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36232/jurnalpendidikanbahasa.v11i2.7080

Abstract

Culinary businesses, especially in the MSME sector, face increasing pressure to provide high-quality products that satisfy customers. This study aims to investigate effective strategies in improving product quality in the context of the culinary business. The research method used is a case study with a focus on several MSMEs in the culinary sector that have successfully implemented these strategies. The results of the study indicate that there are several key strategies implemented by MSMEs in improving the quality of their products, including:1. Process Simplification, 2. Detailed Written and Video SOP (Standard Operating Procedure) & SOC (Station Observation Checklists), 3. Routine Training and LMS (Learning Management System), 4. Audit and Mystery Shopper, 5. Routine Consumer Survey, 6. Monitor Review Sites and Social Media, 7. Control Receiving & Storage of Raw Materials, 8. Quality Standards of Raw Materials & Vendors, 9. Supporting Equipment and Supplies, 10. Rules and Culture at Outlets, 11. Reward & Punishment, 12. Outlet Organizational Structure.In addition, the findings also identify challenges faced by MSMEs in implementing these strategies, including high costs for high-quality raw materials, difficulty in finding trained workers, and the need to keep up with changing market trends. The implication of this study is the importance of a holistic approach in managing a culinary business, including the integration of comprehensive quality and service strategies to retain and attract customers. This study contributes to the literature on MSME management by offering practical guidance for culinary business owners to improve their competitiveness through a strong focus on product quality and service.
MSMEs Business Scale-Up Strategy Ajusta, Anak Agung Gede; Lahat, Mohammad Amas; Ridwan, Wawan; Tazali, Imam
Indonesian Interdisciplinary Journal of Sharia Economics (IIJSE) Vol 7 No 2 (2024): Sharia Economics
Publisher : Sharia Economics Department Universitas KH. Abdul Chalim, Mojokerto

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31538/iijse.v7i2.4693

Abstract

This research aims to use qualitative research methods concerning strategies for developing MSME businesses. Data collection techniques through interviews with similar companies and MSME Company Scale Up experts. The results of the analysis show that there are 4 strategies: 1. Inspired Stage (Idea Validation), at this stage business people have the desire to run, own, and develop a culinary business. 2. Start Stage (Product Validation), at this stage business people have started trying and carrying out "tests" or validation of the products they have, businesses that use vending machines can have greater capacity. 3. Scale Stage (Business Model Validation), at this stage, customers are already coming back, meaning the business model is already running. What else do you need to prepare and how to develop it? 4. Sustainability Stage, the goal of the business is "sustainability" meaning that the business can run continuously, there are growing profits, there are customers who come back, there are customers who recommend. To successfully develop a business, you must fulfill the 5 things above, so that the products produced can be known and accepted by consumers. In winning business competition, continuous innovation is needed, to keep up with developments that occur, as well as the implementation of good management systems, to be able to evaluate operations and product strategies. With system management, the owner does not need to be on standby at the office, just controls the reports received from the system. So that if a performance failure occurs, it can be immediately identified and resolved.
Co-Authors Lahat, Mohammad Amas Maharani, Putrie Reptiningsih, Eni Tazali, Imam Wawan Ridwan