COMMUNITY UTILIZATION STRATEGY TO INCREASE THE NUMBER
OF CUSTOMERS FOR MATTEA SOCIAL SPACE
Harry Sipangkar1, Nila
Armelia Windasari2
Institut Teknologi Bandung
harrysipangkar@sbm-itb.ac.id1,
nila.armelia@sbm-itb.ac.id2
Abstract
Mattea Social Space was founded in May 2021, running under
PT. Hita Kreatif Nusantara.
Mattea Social Space is a space that has a semi cafe
and semi restaurant concept. located on jl. Rawasari Bar. I, DKI Jakarta. The second branch which is
being built is located on jl. Raya Pekayon No.10, RT.04/RW.01, Pekayon
Jaya, Bekasi City, which has an area of 1515 square meters. Mattea
Social Space focuses on the variety of food and drinks sold, the area of the
customer's seating area and the concept of a nice place with tropical and
industrial themes, with the majority of the area being 60% outdoor, 25%
semi-outdoor. and 15% indoors. The problem that Mattea
Social Space is currently facing is that there has been a decrease in the
number of customers in the last few months, the trend of which has been
decreasing since the middle of the year. The purpose of the research is first,
to find out the best strategy to increase customers by leveraging the
community. Second, to propose an implementation plan for the proposed strategy.
The conceptual framework used by researchers in this study is that community
marketing and community building will affect brand loyalty, and brand loyalty
will ultimately increase the number of customers. This research method uses a
qualitative approach with data collection techniques, namely observation and
interviews. Data analysis with internal and external analysis as a tool for
developing programs and strategies to be implemented. From the results of
internal research, it is known that the problem that causes a decrease in
customers is because many customers move from their gathering places to other
or new places that have a different atmosphere. So Mattea Social Space needs a competitive advantage in areas
other than the building without spending a lot of money. The results of the
study show that the best strategy to increase customers for Mattea
Social Space is to create a Community Ecosystem of Mattea
Social Space, where Mattea Social Space becomes a
gathering place for many communities to gather and carry out various activities
in it by providing certain benefits, then as a supporter, it is also necessary
to carry out and routinely schedule employee training programs related to
service improvement and product development, and also need to implement and
schedule routine maintenance for all areas and equipment owned by Mattea Social Space. Then this is carried out under control
by making plans to implement these strategies for one calendar year 2023 as
well as the KPI (Key Performance Indicator) for each action.
Keywords: Number of customers, community marketing, community
building, & brand loyalty
Introduction
Nowadays, cafe business in urban
cities is phenomenal. Not only large companies, but also individual
entrepreneurs are starting the cafe business. In urban cities, the cafe
business is becoming something phenomenal. That makes many cafes enter the
market. It is also supported because hangouts in cafes are lifestyles for
millennial generations in particular. A lifestyle is an individual or group's
interest or behavior. As for the type of lifestyle
that matches the cafe, it is for people who enjoy socializing, hanging out,
doing business, reading, working, or spending time in cafes or restaurants.
Lifestyle and food observer Kevin Soemantri is quoted
from a Kompas article on people's lifestyles, saying that currently the trend
of going to bars in various countries has shifted to going to coffee shops or
cafes. The activity of drinking coffee while hanging out is also evidenced by
the development of coffee consumption in Indonesia which continues to grow from
year-to-year.
Table 1 Coffee Consumption
Growth in Indonesia (2010-2021)
Source: International Coffee
Organization
The younger generation drives the
recently growing number of coffee consumers. In the past, coffee was associated
with a grown-up drink or older people's drink. It also encourages coffee consumption
in the country. According to data from the International Coffee Organization
(ICO), coffee consumption in Indonesia has reached 5 million 60-kilogram bags
in the 2020/2021 period. That number increased by 4.04% compared to the previous
period which amounted to 4.81 million 60 kg bags. Coffee consumption in
Indonesia in 2020/2021 will also be the highest in the last decade.
Furthermore, Indonesia's coffee consumption is one of the largest in the world.
Indonesia is in fifth place or below Japan, whose coffee consumption reaches
7.39 million bags measuring 60 kg. Meanwhile, Indonesia's coffee production
will reach 774.6 thousand tons in 2021. This value is up 2.75% from the
previous year which was 753.9 thousand tons.
Nowadays, coffee consumption is an
activity that is considered a lifestyle, especially for the younger generation.
Since the drinking coffee habit has been shifting into a lifestyle, many cafes
keep growing to cater to it. The independent and chain retail coffee outlet has
recently emerged across the country, offering coffee products ranging from
affordable to high-end. They are usually located in public areas such as the
business center, shopping mall, and transportation
hub (Mcdonald, G., & Rahmanulloh, 2020), and in
Indonesia, consumption growth powered by the expansion of retail coffee shops,
including franchises and local small business. Coffee outlets target consumers
in shopping malls, business centers and public
facilities such as airports and train stations (Wang & Ghalih, 2017). These days,
the cafe is the place for sipping coffee and a place to hang-out and work. With
the rapid development of the number of coffee consumers, the cafe business
competition has become increasingly fierce. It can be seen from the data processed
by the Badan Pusat Statistik on the development of
the food and beverage business in Indonesia which can be seen from the profits
obtained from year-to-year.
Graph 1 Number of food and
beverage businesses in Indonesia
Sumber: Badan Pusat Statistik
Indonesia
According to the graph above from
Badan Pusat Statistik Indonesia, the development of
the food and beverage supply business in Indonesia itself in 2018 experienced
an increase in profit. The total income from the food and beverage supply business
was 22.82 trillion rupiah in 2017 and 23.55 trillion rupiah in 2018, this
figure has increased by 3.11% in 2018 and continues to increase until 2020 by
1,58%. This indicates that the food and beverage supply industry is growing
every year.
With the growing growth of cafes and
restaurants, cafe business owners are required to find ways and strategies to
be able to retain their customers and attract new customers to maintain and
increase their customers.
One efficient strategy to increase
customers significantly is through communities. (Thakur, 2015) Community
marketing as a channel for distribution through a broad range of partners to
provide access and knowledge about an under-served customer segment and build
acceptability through the trust they command in that customer community. The
proposed definition suggests that community marketing is based on partnership
with specific groups who have access to specific segments of customers. The
appropriate unit of analysis appears to be specific products/services and
customer segments. Community marketing has been the preferred way of reaching
out to large segments of consumers in developing economies. However, in doing
community marketing, companies also need to create a community that grows with
the company so that the community remains loyal to the company, as said by (Stephanie, 2019), building a
community around a brand is a good way to give customers value at every stage
of their journey, design better products, and increase overall customer
lifetime value (CLV). Marketing strategies that aren't prioritizing community
marketing are missing out big on brand growth and customer advocacy
opportunities.
With the existence of a community, it
is hoped that there will be positive interactions between users of products and
services in a company so that customer loyalty can be maintained. As mentioned
by the MarketPlus Consulting Whitepaper Team (2010),
one of the main goals of companies building or developing communities is to
increase consumer loyalty.
Examples of communities in Indonesia
that have been formed include Bike to Work (bike community), Scoots Indonesia
(scooter community), Indorunners (running community),
GettinLow (car community), StandupIndo
(stand up comedy community), Greenpeace (community environment),
TernakUang (financial community), and many more.
With that community strategy, the
cafe can be a place for them to gather and get special benefits for the
community both from products and services. This strategy is very suitable for
cafes that have a large and comfortable area to serve as a gathering place for
various communities and utilizing community can be a good strategy for cafes to
increase their number of customers.
Metode
Research approach of this
study is descriptive qualitative research, where the data collected is in the
form of words, pictures, not numbers (Sugiyono,
2016). According to (Bogdan,
1993), qualitative research is a research
procedure that produces descriptive data in the form of written or spoken words
from people and observed behavior. Meanwhile, according to (Moleong,
2012), descriptive research is a form of
research aimed at describing or describing existing phenomena, both natural
phenomena and human engineering. Qualitative research focuses on social
phenomena, giving voice to the feelings and perceptions of the participants
under study (Ar
& Damaianti, 2011). This is based on the belief that
knowledge results from social settings and that understanding social knowledge
is a legitimate scientific process (legitimate) (Emzir,
2011).
In this study,
researchers act as planners, data collectors, active instruments in collecting
data, analyzing data and as reporting research results. The data collected in
the form of descriptive data, namely, spoken words from the utterances of the
representatives of each community recorded with a recorder (Joko,
2011).
Data Analysis
1. Data Coding
Coding is an important
step before analysis begins. This step is intended to organize and systematize
data in a complete and detailed manner so that it can reveal an overview of the
data being studied (Kristi,
2005). Coding steps according to (Kristi,
2005) are as follows:
1. The researcher arranges the
transcription verbatim (word for word) or the field notes in such a way that
there are large empty columns to the left and right of the transcript. This
will make it easier for him to put certain codes or notes on the transcript.
2. Researchers sequentially and
continuously number the 29 lines of the transcript and/or field notes.
3. The researcher gives a name for each
file and a specific code and affixes the date on each file. The code chosen
must be a code that is easy to remember and is considered to most accurately
represent the file.
2. Thematic analysis
According
to (Arnold
et al., 2006) thematic analysis is a method for
identifying, analyzing and reporting patterns or themes in a data. Therefore this method can organize and describe data in
detail in order to interpret various aspects of the research topic. According
to (Kristi,
2005) the thematic approach is a process used
in processing qualitative information which generally aims to understand
phenomena or social symptoms by focusing more on a complete picture of the
phenomenon being studied rather than breaking it down into interrelated and
implemented variables systematically.
Results and Discussion
Finding: Business Solutions
The fourth chapter describes the findings in the field
in sequence formulation of the problem/research focus. Presentation and
analysis of data is also described in this chapter, which includes the
strategies undertaken to increase the number of customers through community.
The discussion in this chapter is intended as an answer to the problems that
have been formulated in the introductory chapter.
This research was carried out according to what had been
planned in the previous chapter with the methods and research subjects that had
been determined. In this chapter, the writer presents the answers to the
formulation of the problems contained in this chapter. The problem formulation
is to increase the number of Mattea Social Space
customers by using the community. This research involved 15 informants who came
from different types of communities with various backgrounds. The informant
database is as follows;
|
No |
Name |
Community |
Formed on |
Field |
Area |
Status |
Activity |
Gathering Place |
|
1 |
Bagus Aditya |
Ikatan Cendekiawan Muslim
Indonesia |
1990 |
Education &
Academics |
Jakarta Selatan |
Administrator |
1 activity/ 2
weeks |
Basecamp/cafe |
|
2 |
Atha Mubarak |
Ikatan Ahli Planologi |
2002 |
Profession |
DKI Jakarta |
Member |
1 activity/ 2 weeks |
Cafe/Restaurant |
|
3 |
Andy Frams |
Pergerakan Mahasiswa Islam Indonesia |
1990 |
Religion |
DKI Jakarta |
Member |
2 activities/
year |
Ballroom/Cafe |
|
4 |
David |
Subaru &
Ducati Indonesia |
2002 |
Otomotive |
DKI Jakarta |
Member |
1 activity/ 1
week |
Sportsbar |
|
5 |
Farid Ramadhani |
Komunitas Maritim Muda Indonesia & Dota 2 Indonesia |
2018 & 2013 |
Education &
E-sports |
Indonesia |
Administrator |
1 activity/2
months |
Cafe |
|
6 |
Firman |
Gue PSM, Interisti Indonesia,
Realestat Indonesia |
1980,
2018,1972 |
Sports |
Jakarta Selatan |
Administrator |
2 activities/week |
Cafe |
|
7 |
Patrick Santoso |
Komunitas Volly Antar
Kampus Se-jabodetabek |
2000 |
Sports |
Jabodetabek |
Member |
1 activity/week |
Cafe/restaurant |
|
8 |
Ivan Nathanael |
Angkatan Muda Pembaharuan Indonesia |
1978 |
Politics |
Indonesia |
Administrator |
2-3 activities/month |
Office, cafe,
restaurant |
|
9 |
Iqbal Mubarak |
Komunitas Ilustrator Jabodetabek |
2019 |
Profession |
Jabodetabek |
Member |
1 activity/month |
Cafe |
|
10 |
John |
Komunitas Pecinta Tanaman Hias |
2019 |
Hobby |
DKI Jakarta |
Member |
1 activity/month |
Cafe |
|
11 |
Yossy Andrew Girsang |
Crypto & Blockchain
Community |
2018 |
Finance |
DKI Jakarta |
Member |
1 activity/month |
Cafe, restaurant |
|
12 |
Tri Hendra Widadi |
Indonesia
E-Sports Association |
2013 |
E-sports |
DKI Jakarta |
Administrator |
2 activity/month |
Cafe, restaurant |
|
13 |
Naufal Syafrun |
HIPMI Jaya |
1972 |
Profession |
DKI Jakarta |
Member |
3 activity/week |
Cafe, restaurant |
|
14 |
Yoshua Harbyanto Sipangkar |
Blezbros |
2019 |
Religion |
DKI Jakarta |
Member |
1 activity/week |
Online Meeting |
|
15 |
Yoga B Permadi |
Bremer & 45
CC (Cycling Community) |
2019 |
Sports |
DKI Jakarta |
Member |
2-6 activities/week |
Cafe |
Table 1 informants Database
Then in the interview regarding the informant's
interest in a gathering place, the writer asked them to sort the most important
to the least important from several factors, namely, a large area, a beautiful
area, a comfortable area, good food and drinks, offers and discounts, good
service, and collaboration. The most important factor is rated in number 1
(one), to the least important factor is given a number of 7 (seven). The
following are the results that have been sorted by the informants.
|
No |
Name |
Comfortable Area |
Fine Area |
Wide Area |
Delicious Food & Beverages |
Offering & Discount |
Good Service |
Collaboration |
|
1 |
Bagus Aditya |
2 |
6 |
2 |
7 |
5 |
4 |
3 |
|
2 |
Atha Mubarak |
2 |
6 |
3 |
1 |
7 |
4 |
5 |
|
3 |
Andy Frams |
4 |
6 |
5 |
7 |
2 |
3 |
1 |
|
4 |
David |
1 |
7 |
3 |
2 |
6 |
4 |
5 |
|
5 |
Farid Ramadhani |
2 |
7 |
5 |
3 |
4 |
1 |
6 |
|
6 |
Firman |
2 |
7 |
4 |
3 |
6 |
1 |
5 |
|
7 |
Patrick Santoso |
1 |
7 |
2 |
3 |
6 |
5 |
4 |
|
8 |
Ivan Nathanael |
1 |
7 |
5 |
3 |
2 |
6 |
4 |
|
9 |
Iqbal Mubarak |
1 |
7 |
2 |
6 |
4 |
5 |
3 |
|
10 |
John |
7 |
6 |
5 |
4 |
3 |
2 |
1 |
|
11 |
Yossy Andrew Girsang |
1 |
3 |
4 |
6 |
7 |
2 |
5 |
|
12 |
Tri Hendra Widadi |
1 |
6 |
5 |
4 |
7 |
2 |
3 |
|
13 |
Naufal Syafrun |
1 |
7 |
4 |
5 |
6 |
2 |
3 |
|
14 |
Yoshua Harbyanto Sipangkar |
1 |
7 |
2 |
6 |
3 |
4 |
5 |
|
15 |
Yoga B Permadi |
3 |
4 |
5 |
1 |
2 |
6 |
7 |
|
Total |
30 |
93 |
56 |
61 |
70 |
51 |
60 |
|
|
Mean |
2 |
6,2 |
3,73 |
4,06 |
4,66 |
3,4 |
4 |
|
Table 2
Factors Affecting Community Interest in a Gathering Place
From the calculation results above, from 15
informants, we can see that the comfortable area factor is the first order with
the smallest value as the most important factor when the community chooses a
place to gather, then good service, large area, collaboration, good food and
drinks. delicious, offers and discounts, and what is considered the least
important is the fine area.
Based on the results of interviews with participants, the
following was the grouping of informants answers;
Community Marketing
1. Membership:
In this membership factor, the determining factor is
the desire to participate in activities organized by the community, a sense of
belonging to each other in the community, and getting benefits when joining the
community.
On this factor, the majority of informants have a
desire to participate in activities organized by the community, as said by
Iqbal Mubarak (Komunitas Ilustrator
Jabodetabek): "Kalau saya pribadi, saya cukup segar lah, cukup cukup
senang lah kalau misalkan komunitas saya ini bikin acara, saya proaktif lah,
saya cukup proaktif kalau misalkan bikin acara saya ikut bantu
atau misalkan kita duduk diskusi bareng atau apa
saya pun join, misalkan nongkrong di mana, segala macam. Ketemu.".
Then, on this factor, the majority of informants also
have a sense of belonging to each other in their community as said by Yossy Andrew Girsang (Crypto
& Blockchain Community): "Saya mungkin mau jadi
pengurus karena saya melihat ada
manfaat, terutama update ya informasi ya.
Sekarang kan kalau bicara teknologi
kan cepat banget." and Tri Hendra Widadi
(IESPA): "Iya, kalau manfaatnya sih pasti networking ya, kemudian kita juga tahu.. ibaratnya kan saya
suka gamen nih, ibaratnya kita bisa tahu
peluang-peluang di game itu
apa saja sih yang bisa buat bisnis atau mungkin
bisa inilah, menghasilkan lah.".
Then, in this factor, the majority of informants felt
that they benefited from joining the community as Iqbal Mubarak said (Gue PSM Community): "Kalau itu sih iya. Apalagi kalau
kita di supporter Gue PSM ya. Kita itu di sana sama-sama perantau yang mengadu masih di Ibu kota. Makanya kita saling
merangkul, saling jaga dan memiliki komunitas itu layaknya sebagai
sebuah wadah keluarga kita sendiri"
2. Influence:
This factor is influenced by community indicators that
can influence its members, influence each other in the community, and community
programs can influence members' purchasing behavior.
On this factor, the majority of informants feel that
the community can influence its members, as said by Yoshua
Harbyanto Sipangkar (Blezbros) "Sejauh ini yang saya lihat
cukup membantu. Jadi ibaratnya kan kalau
komunitas kita ini kan patokannya
nilainya kan dari Alkitab. Jadi apapun pengajaran dan juga nilainya berdasarkan Alkitab gitu. Jadi kita sih sama-sama
saling terbang dan terbantu
juga, justru semakin iman percaya kita
sama-sama anggota itu semakin dilengkapi,
semakin diperkuat.".
Then, in this factor, the majority of the informants
influenced each other, as Patrick Santoso (Komunitas
Volley Antar Kampus Se-Jabodetabek) said: "Karena kan diluar daripada sebagai tim, kita kan
juga temen-temen bersama, pasti bisa saling
menginfluence dari cara kita berbicara,
apa yang dibicarakan. Pasti bisa menginfluence,
mindset, dan cara pikir pribadi masing-masing." and also according to John
(Komunitas Pecinta Tanaman Hias) "Pastinya dapat mempengaruhi, karena dengan komunitas ini bisa menentukan
tren yang mana yang bisa kita naikin pricenya
dan mana yang saat ini kita tahan dulu".
Also on this factor, the majority of informants feel that
community programs can influence their buying behavior,
as stated by Tri Hendra Widadi (IESPA): "Ya, pasti lah. Mungkin ini
lebih arahnya ke game ya, misalnya
ada kayak gear-gear game gitu
kan, misalnya ada kompetisi atau
misalnya di kita ada ketemu vendor, gitu. Nah itu jadi
kayak, Wah, ini ternyata lebih bagus. Harganya
lebih murah, kayak gitu. Itu pasti
ngaruh itu.".
3. Integration and Fulfilment of Needs:
This factor is influenced by several factors such as
feeling valued in the community and the community can meet the needs of its
members.
Based on this factor, the majority of informants felt
valued in the community, as stated by Ivan Nathanael (Angkatan Muda Pembaharuan Indonesia): "Sangat ya mas kalau
misalnya yang saya anggap soalnya dari seluruh kegiatan
saya aktif dan dari seluruh kegiatan
itu saya ya saya rasa apa
pendapat saya itu diakomodir oleh kepengurusan.".
Then also in this factor, the informant feels the
community can meet the needs of its members, as said by Naufal Syafrun (HIPMI Jaya): "Kalau dibilang sih
sangat, Mas, ya. Dengan gabung organisasi yang pengusaha semua ini kan, satu
yang pasti kita punya satu tujuan, sukses
bareng-bareng dengan berusaha. Nah jadi dengan satu pemikiran
ini itu yang pasti dari secara
network, financial atau segala
macam itu kita sangat terpenuhi di sini, Mas. Balik lagi karena ini
memang saya rasa ini komunitas yang paling oke ya saat
ini ya.". However,
there are communities that feel that they have not fully met the needs of their
members because the community has not reached all of its members, as Yossy Andrew Girsang (Crypto
& Blockchain Community): "Karena
kan balik lagi ini mulai
lagi membangun gitu kan. Nah mungkin
di sini ada anggota nggak aktif
itu mungkin gara-gara keinginan dia pertama mungkin
kayak goals-nya pertama itu nggak tercapai
gitu. Nah mungkin itu lagi dicoba
diolah lagi mungkin, kan supaya
bisa memenuhi kebutuhan tiap-tiap anggota, gitu. Tujuan dia gabung
di organisasi ini apa sih? gitu."
3. Shared Emotional Connections:
This factor is influenced by community indicators
representing the lifestyle of its members and having positive experiences after
interacting with other community members.
On this factor, the majority of informants feel that
the community represents their lifestyle like Patrick Santoso (Komunitas Volley Antar Kampus Se-Jabodetabek) "Mungkin bisa dibilang menggambarkan. Karena mendidik etos kerja,
kedisiplinan juga terbentuk
dari komunitas ini juga." however, there are also members who
feel that their lifestyle is not represented by their community, as Andy Frams said (Pergerakan Mahasiswa Islam Indonesia): "Wah relatif sih kalau itu. Karena kadang saya juga ada yang ga setuju kalau komunitas jalanin suatu proker-proker,
jadi ya ga sepenuhnya sih".
Then, on this factor the majority of informants got
positive experiences after interacting with other community members, as said by
Yoga B Permadi (Bremer & 45 CC) "Sangat. Kita selalu
tukar pikiran, hal-hal baru jadi
dapat, karena kita semua punya latar belakang yang berbeda-beda kan, jadi lagi istirahat
atau selesai riding, kita nongkrong istirahat sambil ngobrol-ngobrol."
Community Building
a. Area factor:
Based on table 4.2, the majority of informants feel
that a comfortable area is the most important factor in a gathering area.
-
Areas
that are comfortable for the community according to the informants are:
a.
Clean
area, like Yoshua Harbyanto
Sipangkar (Blezbros) said:
Yang penting kita sih nyaman
ya, bersih nyaman, terus lebih
leluasa lah untuk bisa melakukan
kegiatan ibadah.
b.
Private
areas and facilities that support gatherings, such as Iqbal Mubarak (Komunitas Ilustrator Jabodetabek) said: Oh
iya. Menurut saya perlu sih,
karena kan kadang kita kumpul
di coffee shop itu kan cukup kurang kondusif
ya karena mungkin banyak yang nongkrong juga atau banyak orang-orang yang ngumpul selain kita juga jadi nggak kondusif
kalau kita mau ngobrol-ngobrol dan kita kan kadang
juga kalau misalkan cukup serius kita
ngadain kumpul-kumpulan, kita mungkin butuh
tempat yang selain kondusif juga butuh semacam kayak misalkan layar, protektor gitu buat diskusi bareng, sharing dan mungkin
orang-orang sekitar juga bisa
join gitu jadinya. and
also according to Yossy Andrew Girsang
(Crypto & Blockchain Community) Tempatnya yang private
karena anggota-anggota kan pasti orang-orang yang memang sudah agak
berkelas, lalu juga cukup memadai untuk
dilakukan acara-acara sih, seperti seminar, sharing-sharing, lalu ada AC, terus nggak terlalu ribut
juga, maksudnya nggak yang
kayak restoran orang, restoran
ramai gitu kan enggak, jadi
orang bisa ada yang ngomong juga di depan, bisa didengar gitu.,
c.
Then
with different zones it also supports the comfort of the community, as said by
Tri Hendra Widadi (IESPA): kalau bisa sih ada dua tempat,
bisa satu buat serius sama santai,
mungkin seriusnya kita bisa di meeting room, kalau mau santai
ya tempat terbuka gitu.
-
Then
a large area to meet the needs of a community that has a large number of
members, as said by David (Ducati Community) Tempat ideal yang pasti satu
yang parkirannya banyak,
yang bisa mencakup banyak mobil atau
motor ya. Yang kedua, seat-nya harus bisa
mencukupi buat kebutuhan anggota. and according to Patrick Santoso (Komunitas Volly Antar Kampus Se-Jabodetabek): Karena
memang misalkan anggota ada 30 40 orang, cafe
yang tidak memadai juga kan belum tentu
bisa membuat kita semua nyaman
bersama gitu.
-
Beautiful
areas can also be used as instagrammable photo
spots, as Yoga B Permadi said (Bremer & 45 CC) karena kita punya akun sosial media di community
yang bisa terbilang aktif jadi kita,
biasanya member kepengen tempat yang instagramable, bisa bikin konten
bagus, kaya gitu-gitu lah. Nggak bisa
dipungkiri juga kalau kita community sepeda itu ada, selain
tadi ya mengajak
sehat, mengajak prestasi, ada sisi
lifestyle nya juga.
b. Product factor:
Based on table 4.2, the informants feel that good food
and drinks can influence the community to choose a place to gather, but this
factor is relative to them. According to Patrick Santoso (Komunitas
Volly Antar Kampus Se-Jabodetabek): Karena memang misalkan habis tanding kita lelah,
otomatis kita akan mencari yang cukup bisa berenergi,
yang enak, atau mencari minuman yang bisa menambah energi,.
There are also communities that don't really think about good food and drink, and
only consider food and drink as a complement, as Iqbal Mubarak said (Komunitas Ilustrator Jabodetabek) said: Kalau kami biasanya pun nongkrong nggak terlalu memperhatikan
makanan terutama ya. Yang penting itu karena di coffee shop, anak-anak suka ngopi, yang penting kopi di situ.
Paling kalau misalnya makanan mungkin kayak platter atau ya semacam
french fries atau chicken
wings mungkin kalaupun agak semi-semi berat, cuman kalau misalkan
kayak nasi gitu-gitu mungkin
jarang sih kita. and the same is true according to Yossy Andrew Girsang (Crypto
& Blockchain Community): Nggak yang harus makanan yang gimana-gimana. Yang penting adalah, sambil orang ngomong itu kan
berdiri ngopi kan.
c. Service factor:
Based on table 4.2, the informants feel that good
service is very important for the community to gather. As stated by David
(Ducati Community): Kalau pelayanannya
welcome terus bisa nge-treat dengan baik ya, bisa
nge-treat kayak teman atau keluarga pasti
tamu juga lebih senang buat di regular customer sih.
and the same thing as mentioned by Patrick Santoso (Komunitas
Volly Antar Kampus Se-Jabodetabek): Karena memang pelayanan kan salah satu kunci penting
dalam sebuah tempat kumpul ya,
cafe restoran. Karena jika pelayanannya jelek, meskipun pelayanan enak, kita belum
tentu akan datang lagi gitu..
This also proves that service factors can affect customer loyalty to a
gathering place.
d. Price factor:
Based on table 4.2, the informants feel that offers
and discounts are not too important for the community to gather in a gathering
place, as stated by Firman (Gue
PSM, Interisti Indonesia, & Realestat
Indonesia): Diskon sebetulnya kalau di komunitas Gue PSM tidak berpengaruh
ya. Kenapa? Karena kalau kita sudah
nyaman di suatu tempat, kita akan
betah di tempat itu.. Likewise according to
David (Ducati Community): Tergantung sih ya, kalau
saya sih nggak terlalu pusingin
masalah diskon ya karena mungkin
frekuensinya ketemu kan paling cuman seminggu sekali ya, toh bahkan
kadang dua minggu sekali gitu..
Unlike Andy Frams, who has a community of students,
according to Andy Frams: Pasti harga dan diskon mempengaruhi. Kan levelnya mahasiswa, jadi butuh yang kantong-kantong mahasiswa.. Likewise
according to Patrick Santoso (Komunitas Volly Antar Kampus
Se-Jabodetabek): Karena
memang kan balik lagi, tidak
semua anggota memiliki posisi finansial yang cukup sama. Jadi ketika kita melihat ada
diskon, pasti kita akan lebih
tertarik, oh mungkin secara keseluruhan biayanya dapat berkurang.. So that it can be concluded that affordable
prices and discount offers can affect the community based on the buying ability
of its members.
Price and discount factors can also be said to be very
sensitive for a community, this makes a lack of loyalty. As stated by Yoga B Permadi (Bremer & 45CC): Saya termasuk di dalam
member 45 yang, apa ya, beberapa kali quote unquote protes
lah ya, protes
dalam, dalam konteks saya pengen
ganti suasana. Jadi maksudnya gini, kenapa kita harus
di satu tempat Terus, apalagi tempat itu tuh nggak
ngasih kita promo..
e. Collaboration Factor:
Based on table 4.2, the informants feel that
collaboration is one of the things that can attract the community to make a
gathering place their "basecamp", as Bagus
Aditya (Ikatan Cendekiawan
Muslim Indonesia (ICMI)) said: Kita belum pernah ada
pengalaman ke sana sih. Cuma
kalau emang ada yang cocok banget kita bisa
ikat secara partnership mungkin
itu akan sangat lebih baik ya,
biar kita punya basecamp kedua lah ibaratnya.
Then according to David (Ducati Community): Kita butuh titik kumpul juga tuh, kalau bisa kerjasama
dengan tempatnya sih enak koordinasinya
jadinya. and collaboration can occur if the
community's desired needs are met first, as Atha Mubarak (Ikatan
Ahli Planologi) said: Tergantung tempatnya, Mas, kalau
tempatnya nyaman, luas, makanannya enak ya kita
sangat tertarik untuk melakukan kolaborasi sih, Mas.. In addition to collaboration to become a
gathering place, a gathering place can also collaborate in holding an event
with the community in terms of providing space, as stated by Iqbal Mubarak (Komunitas Ilustrator Jabodetabek): Nah kalau untuk kami memang prefer sih baiknya memang area yang luas cukup, karena
kan kita butuh kayak area terbuka dan
lain-lain, mungkin kita
buat buka pagelaran ya, jatuhnya mungkin
kalau misalkan kita buat teman yang mau mamerin gambarnya,
gambarnya mungkin dia printing di poster atau apa pengen dibikin
semacam.. dikasih tongkat biar dia
didesain di poster itu, x
banner dan lain-lain. Jadi ada space, jadi gitu. Mungkin
kalau sempat kurangin juga, begitu.
4. Brand Loyalty
a.
Make
repeat purchases:
On this factor, the majority of informants feel that
they will make a purchase or revisit a gathering place if they feel that the
place provides what the community needs and wants, as said by Bagus Aditya (Ikatan Cendekiawan Muslim Indonesia (ICMI)): Itu hitungannya jadi
salah satu apa ya, basecamp kita lah buat kalau mau ngadain apa-apa
ya udah kalau
kita tahu nyamannya yang mana, kita biasanya bakal pilih kesitu-situ lagi sih.
b. Referring to others:
On this factor, all informants will provide
recommendations for community gathering places to other people when asked about
recommendations for gathering places. This can happen because the community
already feels that their needs and desires are fulfilled at the gathering
place, as said by Yossy Andrew Girsang
(Crypto & Blockchain Community): Kalau kita sudah sering
di situ kan biasanya nanti komunitas yang lain atau pas gua mau
komunitas gua yang lain kan.. gua kan kadang
nggak tahu kan, misalkan nih
gua ikut komunitas yang lain, di luar
Blockchain atau Crypto, terus
gua pengurus untuk mau bikin
acara nih, panitia. Pasti dong gua akan milih tempat
yang gua sudah tahu gitu, daripada
gua gambling. Habis itu gua sebagai
pengurus atau panitia bakal dimarahin
orang-orang kan?
c. Demonstrates immunity to the pull of competitors:
In this factor, the majority of informants will move
or try other places that can provide more attractive offers to the community,
as Tri Hendra Widadi (IESPA) said: Kalau misalnya ada tempat menarik,
ada tawaran menarik ya pasti
dipindah-pindah. Mungkin biasanya stay di sini nih ada tempat
menarik, tawaran menarik, ya paling nah di dua tempat itu
tanpa kita meninggalkan yang lama sebenarnya
sih.
Changing gathering places also occurs because the community
has no attachment or cooperation with a gathering place, as said by Bagus Aditya (Ikatan Cendekiawan Muslim Indonesia (ICMI) Sejauh ini kemungkinan jawabannya iya sih. Karena kita belum ada pernah
ada satu dealing
partnership gimana-gimana gitu.
Jadi kalau ada opsi yang lebih baik ya pasti
kadang kita lebih pindah aja
gitu. It's different if a community already has
an attachment to cooperation with a gathering place, as said by John (Komunitas Pecinta Tanaman Hias): Kalau untuk pecinta tanaman hias tidak mudah
berpindah karena itu tadi saya
bilang karena dia jarang melakukan
pameran sehari. Jadi kalaupun mau berpindah
pasti berpikir tentang dia sudah
menyewa untuk setengah bulan atau 1 bulan. Jadi tidak akan mudah
jadi dia akan menimbang saya akan pindah
kalau sekiranya misalnya apa masa sewanya udah mau
habis dan ternyata ada tempat yang lebih baik.
The community also takes into account several factors
which they think are important to have a gathering place, not just simply moving
places, as said by Atha Mubarak (Ikatan Ahli Planologi), Jelas akan pindah, kalau
penawaran dan tempatnya lebih nyaman, juga kalau tempatnya biasa saja tapi
penawaran kayak gitu-gitu ya kita lebih
tetap ke tempat yang nyaman di awal sih, Mas.
a. Mattea Social Space Community Ecosystem
One of the best ways that Mattea
Social Space can use in getting communities interested in gathering in it is
collaboration, this is evident from table 4.2, which shows that collaboration
is the third order of things that makes communities interested in a gathering
place. This is done by inviting the community to join the Mattea
Social Space community ecosystem and making Mattea
Social Space a "basecamp" for these communities by providing various
benefits to the communities. This strategy is considered efficient and
significant because based on interviews conducted by representatives of the
communities, community members are easy to follow and willing to participate in
what their community will do, because they believe the community can provide
what is needed by its members and describe the whole lifestyle of its members.
So that the more communities that join the Mattea
Social Space Community Ecosystem and the more members therein, the more and
more significant the increase in Mattea Social Space
customers will be. To launch and increase the community's desire to join the Mattea Social Space Community Ecosystem, the following
strategies can be implemented, including:
b. Mattea Social Space membership card for communities that are
already collaborating
If the community has collaborated with Mattea Social Space, all members of the community will get
a member card that can provide discounts when the card owner places an order
and will get another special discount if the majority or all community members
are together. This membership card will later record member data using the Moka POS application which has also been used for cashier
applications, so data and purchases can be integrated.
c. The right to do an open bill
In the operational standard of Mattea
Social Space services, customers are prohibited from "open billing"
(order in advance and pay after completion), all Mattea
Social Space customers must pay directly at the cashier after they order at the
cashier.
d. Book a place without a minimum order
This collaboration intends to make it easier for the
community to hold gatherings at Mattea Social Space,
the community only needs to coordinate with Mattea
Social Space to make reservations and select the desired area without a minimum
purchase. Because the booking regulations in Mattea
Social Space for customers require booking a place with a minimum purchase
requirement.
e. Availability of places to conduct community events
With a large Mattea Social
Space area that can accommodate many people and has different zones, it can
make it easier for the community to carry out their events according to their
needs.
In carrying out this collaboration activity, Mattea Social Space will recruit a community manager who is
responsible for the community ecosystem in Mattea
Social Space, which includes the activities or strategies mentioned above, this
position will later communicate to provide information and services to
communities that have collaborated or have not collaborated with Mattea Social Space.
f.
Routine
Maintenance Area
A comfortable area is the most important concern for
many communities, it can be seen clearly in table 4.2 which shows a comfortable
area is the most important factor for the community to gather in a gathering
place. A comfortable area has many indicators, which include a clean area,
well-maintained facilities, and adequate facilities.
This can be done by training and creating SOPs for all
employees to routinely tour the area to carry out cleaning, especially for the office
boy division. This is important for Mattea Social
Space because the majority of the area is outdoor, where during field
observations, many customers littered the floor of the outdoor area. If the
cleanliness is not routinely maintained so that there is no accumulation of
garbage on the floor area.
It is also very important to pay attention to the
maintenance of facilities and buildings, because in relation to the Mattea Social Space area and buildings, the majority of the
walls and floors are exposed to cement, and the nature of cement is very
susceptible to moss and dirt easily sticks to it, so maintenance needs to be
done again for the cement layer. Likewise for facilities such as seats and
tables that must be repaired or replaced regularly and scheduled. Not only
maintenance, but additions and improvements to the area's interior design also
need to be done to make the area more attractive and make customers less bored
and more interested in coming to Mattea Social Space.
g. Employee Training
In principle, employee training and retention programs
are programs that aim to improve employee capabilities and are expected to have
implications for company performance to be able to directly or indirectly
improve service performance to be better and provide customer satisfaction.
This is considered important to continue to develop because as mentioned in
table 4.2, that good service will be the second determining factor in choosing
a gathering place, and also based on observations and data obtained from
secondary data in Google Reviews.
|
Bad Google
Review Rating About Food |
Total |
|
1 star |
3 |
|
2 stars |
3 |
|
3 stars |
4 |
Table 3 Bad
Google Review Rating About Food
|
Bad Google
Review Rating About Service |
Total |
|
1 star |
16 |
|
2 stars |
6 |
|
3 stars |
8 |
Table 4 Bad
Google Review Rating About Service
This training program is carried out by inviting a
credible trainer or service consultant in the field of service and FnB. It is planned that this training will be held
regularly on weekends, for employees who work in the first shift (07.00-15.30)
will receive training after their working hours are finished, while for
employees who enter in the second shift (15.30-24.00) will receive training
before working hours they started. The material that will be provided is
related to star hotel service standards.
Proposed
Marketing Mix
New marketing mix based on internal analysis, external
analysis, and Root Cause Analysis (RCA). Marketing mix contains 7P that are
product, price, place, promotion, people, process and physical evidence. The
new marketing mix can be combined and added to the previous marketing strategy
to create more value so the business can achieve their goals and be
sustainable. These are new marketing mix for Mattea
Social Space:
Product
Based on existing observations and reviews, Mattea Social Space has a strong customer base for the
variety of products sold and the quality of the taste, this is a competitive
advantage for Mattea Social Space. However, for
products, Mattea Social Space still has to provide regular
changes or additions to the menu. This is necessary because to avoid customer
saturation of the existing menu both for menus in the bar division and kitchen
division, especially for sharing menus for providing large groups or
communities, such as pizza or other appetizer platters.
People
Currently, Mattea Social
Space has 25 employees consisting of full time and part time employees. Based
on internal analysis, it shows that there are several vital parts or functions
of the company that are not fully running well, this is related to operations
and the addition of teams in the marketing and community managers
section. With the current composition of employees it
is felt that it is not optimal in improving company performance as seen from
the decrease in the number of customers each month. For this reason, employee
training on service and product manufacturing is a solution that can be
considered. The existing employees currently do not really have hospitality
training from standard training, and the majority of employees working in the
operational section do not have a hospitality background. This training will be
conducted for all employees who have direct contact with products and
customers, such as security, office boys, waiters, baristas and chefs. For the marketing
division, additional community manager positions are needed. This community
manager is needed to invite, build, and maintain communities that will work
together, and organize interesting events that can bring in many visitors to
make Mattea Social Space's Community Ecosystem
strategy a success. This position needs to be filled by someone who already has
experience in the fields of promotion, media and events.
Physical Evidence
Overall, Mattea Social Space
has good facilities and layout because it is able to provide a comfortable
hangout atmosphere by providing a very large room and having different types of
zones, such as an indoor zone and an outdoor zone with stands, long tables for
large groups, small tables for small groups, these zones will be very suitable
if the Mattea Social Space Community Ecosystem is
running later, because each community can gather separately from customers or
other communities. This zone has an interior design or arrangement that is
currently being favored by millennials, namely an
industrial theme mixed with a tropical theme so that almost every spot becomes instagramable, which of course can also provide the needs
of communities that need or want to take pictures in places that are "instagramable". Mattea Social
Space also provides various complete supporting facilities such as a clean
prayer room and fast WIFI. But the results of interviews with community
representatives stated that they really prioritize the comfort of the area.
Related to this, the problem faced by Mattea Social
Space related to the comfort of the area is that there is no regular facility
maintenance and repair program such as repairing chairs, tables and other
supporting decorations or checking for damaged or obsolete facilities. The program
for maintenance and repair of facilities is carried out situationally, meaning
that when new complaints arise, action is taken immediately. With this
situational action, the possibility of complaints from customers will be
greater. In relation to these problems, the action that can be taken is to
schedule cleaning, repair and maintenance of the facility as a whole which is
led by the store manager together with the office boy.
Promotion
So far, Mattea Social Space
has almost always used the power of word-to-mouth marketing by customers to
their relationships, and has been proven to continue to bring in new customers.
Mattea Social Space only relies on Instagram Ads as a
paid promotion, and is only done when issuing a promo (1 time in 2 months) and
the average issue is only IDR 300,000.00 in one promotion. But in the last few
months, the number of customers has decreased, this shows that the promotions
carried out so far only through word-to-mouth have not continued to run
smoothly and cannot be relied upon. So a new strategy
is needed to increase the significant number of Mattea
Social Space customers at a low cost. The strategy that can be used by Mattea Social Space is to carry out promotions within the
community and cooperate with the communities to be able to make Mattea Social Space their "basecamp" to carry out
their various community activities, because in the community there are members
who can be said to be easy to identify with. follow what the community is
doing. This strategy is supported by giving these communities several benefits
such as membership cards for discounts, cooperation for community events, and a
special right to book places without a minimum spend. This can increase the
community's interest in joining the Mattea Social
Space community ecosystem, which in the end if they are satisfied with the
products and services of Mattea Social Space, members
of the community will make referrals to their colleagues.
Price
The price of the products offered by Mattea Social Space is quite affordable (Rp. 15,000.00 -
Rp.75,000.00), however there are several factors that need to be considered,
such as, with the majority of Mattea Social Space's
consumers being millennials who already have jobs and has high purchasing
power, the majority of customers are in the form of groups or communities, and
also the Mattea Social Space area which is mostly
outdoor, Mattea Social Space needs to adjust its
product pricing strategy, such as increasing product prices little by little to
increase sales, then making determinations the price of product packages for
sharing or groups to provide for the wishes of communities who may not have
high purchasing power (combining food and beverage products in one package at a
lower price), providing discounts or product bundling during the rainy season
(when there are only a few customers visiting ). Product package pricing and
discounts can also be determined when holding events with the community, so
that they can attract the audience to come to the event.
Place
Mattea Social Space is located in a strategic location, both
Mattea Social Space Cempaka
Putih and Mattea Social
Space Bekasi, both places are near office complexes, schools, campuses and
housing complexes. This strategic place makes it easy for many customers to
come to Mattea Social Space, and this has become one
of the factors for the community's interest in coming to a place, as said by
Ivan Nathanael (Angkatan Muda Pembaharuan Indonesia):
Saya rasa iya
mas, kalau misalnya contoh misalnya kita bicara di Jakarta itu tempatnya yang strategis dimana sering untuk anak
muda mudah dijangkau itu lebih
cepat saya rasa. also
said by Yoshua Harbyanto Sipangkar (Blezbros): Paling penting sih strategis ya,
jadi anggota-anggota yang walaupun tersebar tinggalnya dimana-mana ya setidaknya bisa
terjangkau lah. and
also said by Yoga B. Permadi (Bremer & 45CC): Bremer kan kita butuh tempat
yang terjangkau, deket dengan kita, selesai
sih Mas. and Mattea
Social Space location is also supported by operating hours which open very
early, at 07.00, and close at 23.30.
The operational opening hours and strategic location
can be an attraction for many communities that are located in Jakarta City and
Bekasi City to enter the Mattea Social Space
Community Ecosystem and make Mattea Social Space become
their "basecamp".
Process
The standard of service provided by Mattea Social Space has so far improved, compared to the
first few months of opening, because adjustments are still being made and
feedback is filled with criticism and a bad rating on Google Reviews. Even
though it is currently improving, Mattea Social Space
still needs to improve the service process, by conducting training with 5-star
hotel standards. This needs to be done because we see from the results of
interviews with communities that prioritize good service.
Currently Mattea Social
Space uses a pick and pay system directly at the cashier, often when visitors
start to fill the area, the order queues also pile up and form long queue
lines. This can get worse when more and more communities are included in the Mattea Social Space Community Ecosystem. So
a new system is needed to reduce queues which can have an impact on poor
service. So that it can be considered to pay for products directly at the
customer's table using the mobile web which has also been used by several
restaurants such as Warunk Upnormal,
and has been proven to significantly reduce queues that have piled up. Then
also for the process of booking places by customers who are still manual,
through the Whatsapp application, it can be changed
to using online real time booking applications such as Chope,
which automatically provides information in real time which areas are not
filled and can be booked
Conclusion
Mattea Social Space
(@mattea.socialspace) established in May 2021, running under PT. Hita Creative
Nusantara. Mattea Social Space is a space that has a semi cafe and semi
restaurant concept. The first Mattea Social Space Store is currently located on
Jl. Rawasari Bar. I No. 35, RW. 1, Cempaka Putih Timur, Kecamatan Cempaka
Putih, City of Central Jakarta, Special Capital Region of Jakarta that has 830
square meters, then for the second branch which is being built it is located on
Jl. Raya Pekayon No.10, RT.04/RW.01, Pekayon Jaya, Kecamatan South Bekasi, City
of Bekasi, West Java, which has an area of 1515 square meters. Mattea Social
Space. Mattea Social Space has a competitive advantage in its large area which
is suitable for groups and also provides many kinds of food from the kitchen,
like main courses (19 products), appetizers (16 products), and gelato ice cream
(7 flavours), and for drinks from the bar, there are mocktails (7 products),
cocktails (5 products), coffee (11 products), fresh juice (4 products), flavor
based (4 products), and milk (1 product). Currently, Mattea Social Space is
experiencing a decrease in the number of visitors or customers in the last few
months. In the last 3 months data, in July 2022 there were 10.010, August 2022
9528, and in September 2022 9366. The decrease in the number of customers occurred
although not too significant, but this still needs to be addressed immediately
by management to avoid a significant decrease in the number of customers. This
situation is not profitable for the company because ultimately financial income
tends to decrease. There must be some innovative changes in the marketing
strategy to create a new competitive advantage to get more consumers to
increase Mattea Social Space customers without having to spend a lot of money,
because considering that Mattea Social Space has only been running for 1.5
years and doesn't have much capital addition. After carrying out an internal
analysis by management, there are main factors causing the decrease in the
number of Mattea Social Space customers, namely many customers are bored with
the atmosphere and layout of Mattea Social Space, so they choose to try and
choose another place that is more attractive in terms of layout when you want
to hang out.
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