<![CDATA[AbstrakKabupaten Jember, Jawa Timur merupakan salah satu sentra kopi Robusta, namun Kelompok Tani Sidomulyo masih menghadapi kendala manajemen produksi dan pemasaran, terutama pada pencatatan usaha tani, penataan fasilitas pascapanen, penerapan standar mutu, serta pemasaran yang masih bertumpu pada konsumen lokal sehingga nilai tambah ekonomi belum optimal. Kegiatan pengabdian ini bertujuan meningkatkan kapasitas manajerial petani dalam manajemen produksi dan strategi pemasaran kopi Robusta, termasuk penguatan branding produk. Pendekatan yang digunakan adalah pemberdayaan masyarakat (community empowerment) dan capacity building melalui tahapan identifikasi masalah (wawancara dan diskusi dengan pengurus), pelatihan berbasis diskusi yang mencakup manajemen produksi (pencatatan biaya-hasil, perencanaan panen, standardisasi mutu) dan manajemen pemasaran (branding, pengemasan, promosi digital, diversifikasi saluran distribusi), dilanjutkan pendampingan agar praktik dapat diterapkan. Evaluasi dilakukan secara partisipatif melalui diskusi, tanya jawab, dan perbandingan praktik sebelum-sesudah kegiatan. Kegiatan menghasilkan peningkatan kesadaran dan praktik awal pada pencatatan usaha tani, penataan lokasi produksi (pemisahan area pengeringan dan penyimpanan), serta pengenalan SOP sederhana untuk kendali mutu dan penerapan standar pascapanen. Dari sisi pemasaran, kelompok mulai mengenal diversifikasi saluran distribusi, pemanfaatan media digital/marketplace, dan pemetaan peluang akses pasar internasional, disertai penguatan branding melalui kemasan dan identitas produk yang mendorong pergeseran orientasi dari penjualan curah menuju produk bernilai tambah. Kedepannya, diperlukan fasilitasi sertifikasi mutu, pendampingan digital marketing lanjutan, serta penguatan jejaring dengan konsumen dan mitra dagang. Kata kunci: agribisnis; branding; pascapanen; pemberdayaan; rantai pasok. AbstractJember Regency, East Java, is one of the main centers of Robusta coffee production; however, the Sidomulyo Farmer Group continues to face constraints in production and marketing management, particularly in farm record-keeping, organization of postharvest facilities, application of quality standards, and marketing that remains largely dependent on local buyers, resulting in suboptimal value addition. This community service program aimed to enhance farmers’ managerial capacity in Robusta coffee production management and marketing strategies, including the strengthening of product branding. The approach adopted was community empowerment and capacity building, implemented through stages of problem identification (interviews and discussions with group leaders), discussion-based training covering production management (cost-output recording, harvest planning, and quality standardization) and marketing management (branding, packaging, digital promotion, and diversification of distribution channels), followed by mentoring to support practical implementation. Evaluation was conducted participatively through discussions, question-and-answer sessions, and comparisons of practices before and after the activities. The program resulted in improved awareness and initial adoption of farm record-keeping, better organization of production areas (separation of drying and storage facilities), and the introduction of simple standard operating procedures for quality control and postharvest standards. In terms of marketing, the group began to recognize diversified distribution channels, the use of digital media and marketplaces, and the mapping of opportunities for access to international markets, accompanied by strengthened branding through packaging and product identity that encouraged a shift from bulk commodity sales toward value-added products. For future sustainability, facilitation of quality certification, advanced digital marketing assistance, and strengthened networking with consumers and trading partners are required. Keywords: agribusiness; branding; postharvest; empowerment; supply chain.]]>
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