PENDAMPINGAN SCALING UP DAN PENGEMBANGAN USAHA UMKM KEDAI KOPI JUITA DI SURABAYA
Keywords:
MSMEs, coffee shop, business development, negotiationAbstract
This community engagement initiative aims to enhance the capacity of micro, small, and medium-sized enterprises (MSMEs) in the coffee shop sector, focusing on Juita Coffee Shop in Surabaya. The approach includes comprehensive guidance in formulating business development proposals and specialized training in pitching and negotiation skills for potential investors. Recognizing the pivotal role of MSMEs in the local economy, the three-month engagement encompasses stages of preparation, mentoring and training, practical implementation, and evaluation. During the preparation stage, detailed assessments of Juita Coffee Shop's operations and growth aspirations were conducted. The mentoring and training phase provided intensive sessions on business strategy and effective pitching techniques. Practical implementation allowed participants to apply their new skills in real-world scenarios, followed by a rigorous evaluation of outcomes. Results show significant improvement in participants' understanding of business management and negotiation skills. The crafted business development proposals exhibit strategic maturity and scaling potential, serving as valuable guides for MSME owners. The training successfully boosts participants' confidence in engaging with investors. This community engagement activity significantly contributes to MSME development in the coffee shop sector, fostering synergy between academia and business and promoting sustainable local economic growth. The project benefits individual businesses and sets a precedent for future initiatives empowering local enterprises. --- Kegiatan pengabdian ini bertujuan untuk meningkatkan kapasitas usaha mikro, kecil, dan menengah (UMKM) di sektor kedai kopi, dengan fokus pada Kedai Kopi Juita di Surabaya. Pendekatan yang digunakan mencakup pendampingan dalam penyusunan proposal pengembangan bisnis serta pelatihan khusus dalam kemampuan pitching dan negosiasi kepada calon investor. Kegiatan ini dilaksanakan selama tiga bulan, mencakup beberapa tahapan penting: persiapan, pendampingan dan pelatihan, implementasi praktis, serta evaluasi. Pada tahap persiapan, dilakukan penilaian mendalam terhadap kondisi operasional dan aspirasi pertumbuhan Kedai Kopi Juita. Tahap pendampingan dan pelatihan melibatkan sesi intensif mengenai perumusan strategi bisnis dan pelatihan teknik pitching yang efektif. Pada tahap implementasi praktis, peserta diberikan kesempatan untuk menerapkan keterampilan yang baru dipelajari dalam situasi nyata. Tahap akhir, evaluasi, dilakukan untuk mengukur hasil dan efektivitas dari kegiatan yang telah dilaksanakan. Hasil dari kegiatan ini menunjukkan adanya peningkatan signifikan dalam pemahaman peserta mengenai manajemen bisnis dan keterampilan negosiasi. Proposal pengembangan bisnis yang disusun oleh peserta menunjukkan kematangan strategis dan potensi untuk pengembangan skala usaha yang lebih besar, serta dapat menjadi panduan berharga bagi pemilik UMKM lainnya. Pelatihan pitching dan negosiasi berhasil meningkatkan kepercayaan diri peserta dalam berinteraksi dengan calon investor. Secara keseluruhan, kegiatan pengabdian kepada masyarakat ini memberikan kontribusi positif yang signifikan terhadap pengembangan UMKM di sektor kedai kopi. Kegiatan ini juga mempromosikan sinergi antara sektor akademis dan praktisi bisnis, serta mendorong pertumbuhan ekonomi lokal yang berkelanjutan. Proyek ini tidak hanya memberikan manfaat bagi bisnis yang terlibat secara langsung, tetapi juga menetapkan preseden untuk inisiatif pemberdayaan usaha lokal di masa depan.
References
Abbas, J., Zhang, Q., Hussain, I., Akram, S., Afaq, A., & Shad, M. A. (2020). Sustainable innovation in small medium enterprises: The impact of knowledge management on organizational innovation through a mediation analysis by using SEM approach. Sustainability (Switzerland), 12(6), 1-19.
https://doi.org/10.3390/su12062407
Apriani, D., Robiani, B., Asngari, I., Marissa, & Gustriani. (2024). Pemberdayaan Sumber Daya Manusia Melalui Pelatihan Usaha dan Keterampilan Berbasis Kearifan Lokal. Jurnal Panrita Abdi, 8(1), 76–85.
https://journal.unhas.ac.id/index.php/panritaabdi/article/view/22349
Barlian, B., Rosalin, L. D., Karmila, M., & ... (2024). Pelatihan Dan Pendampingan Manajerial Umkm Dalam Upaya Resiliensi Sektor UMKM Kelom Geulis Pasca Covid-19. Jurnal Panrita Abdi, 8(1), 173-180.
https://journal.unhas.ac.id/index.php/panritaabdi/article/view/23655
Cohen, A. (2006). The relationship between multiple commitments and organizational citizenship behavior in Arab and Jewish culture. Journal of Vocational Behavior, 69(1), 105–118.
https://doi.org/10.1016/j.jvb.2005.12.004
Davis, C., & Zhao, L. (2019). How do business startup modes affect economic growth? Canadian Journal of Economics, 52(4), 1755–1781.
https://doi.org/10.1111/caje.12417
Ehsan, Z.A. (2021). Defining a Startup - A Critical Analysis. SSRN Electronic Journal, April.
https://doi.org/10.2139/ssrn.3823361
Farida, I., & Setiawan, D. (2022). Business Strategies and Competitive Advantage: The Role of Performance and Innovation. Journal of Open Innovation: Technology, Market, and Complexity, 8(3), 1–16.
https://doi.org/10.3390/joitmc8030163
Faruq, M. O., Gani, M.O., & Karim, D. N. (2022). The Effect of Entrepreneurial Orientation on Firm Performance and Entrepreneurial Intention: Moderating Role of Prior-Training. Journal of Management Research, 5, 101-122.
Freel, M. S. (2005). Perceived environmental uncertainty and innovation in small firms. Small Business Economics, 25(1), 49–64.
https://doi.org/10.1007/s11187-005-4257-9
Oliveira, M. de M., Cahen, F. R., & Borini, F. M. B. (2019). Startups and Innovation Ecosystems in Emerging Markets. In Startups and Innovation Ecosystems in Emerging Markets.
https://www.revistas.usp.br/rai/article/view/195935/180730
Real, J. C., Roldán, J. L., & Leal, A. (2014). From entrepreneurial orientation and learning orientation to business performance: Analysing the mediating role of organizational learning and the moderating effects of organizational size. British Journal of Management, 25(2), 186–208.
https://doi.org/10.1111/j.1467-8551.2012.00848.x
Ross, S. A., Westerfield, R. W., & Jaffe, J. F. (2002). Capital market theory: An overview. Corporate finance. 1–971.
Smith, P. A. c., & Smith, P. A. c. (2012). The importance of organizational learning for organizational sustainability. The Learning Organization, 19(1), 4–10.
https://doi.org/10.1108/09696471211199285
Widjajani, & Nurjaman, R. (2020). The Framework of Strategic Agility in Small and Medium Enterprise. Journal of Physics: Conference Series, 1477(5).
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2024 Robertus Adi Nugroho, Vincentia Ratna Inggawati, Thyophoida Wanty Suriany Pandjaitan, Jessica Angelia Rosyadi
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.