Brand Equity Improvement in Makassar Resto
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THE INDONESIAN JOURNAL OF BUSINESS ADMINISTRATION Vol. 1, No. 3, 2012: 152-158 BRAND EQUITY IMPROVEMENT IN MAKASSAR RESTO Kristian Luas Sautan Jefry and Leo Aldianto School of Business and Management Institute Teknologi Bandung [email protected] Abstract— More culinary business developed to fulfill the day. In Bandung, there are many students and office enthusiastic of market demand. Not only traditional foods workers who usually buy food for their lunch or but also international foods become good opportunity in dinner, and of course they also want to get the culinary business. Bandung is one of big city in Indonesia experience from the variety of foods. Bandung which became a tourist destination in order to spend their holiday time with shopping or culinary tour. Besides, society's lifestyles have a tendency to often gather at a Bandung is also a destination for students to continue their restaurant or cafe, or just to frolic in maintaining the studies. This is caught as an opportunity to establish a intimacy between them, making a highly developed business in the culinary industry. Makassar Resto is one of culinary business in Bandung. the restaurants in Bandung that sells traditional cuisine One of the interesting things of Bandung city is from Makassar (South Sulawesi). Firstly open at October 2nd shopping places which located not far from the 2010. Much effort has been made by Makassar Resto to culinary places. These become the attraction of increase the income of the restaurant. But after running for Bandung considering how the visitors, both from 1 year, Makassar Resto still cannot reach the revenue target inside or outside of Bandung area, tend to make given by the management.To find out the cause of the themselves available to go to culinary places while problem of not achieving the revenue target, research conducted from the internal analysis, situation analysis and shopping. Thus visitors can enjoy their vacation time brand equity of Makassar Resto. Internal analysis conducted to be effective. One of the shopping places in by performing analysis on Segmenting, Targeting, Bandung which located in a strategic position is Pusat Positioning (STP) and Marketing Mix (7P) in Makassar Belanja Balubur. This is caught as an opportunity to Resto. Situation analysis conducted by analyzing the establish a business in the culinary industry, especially Company, Customer, Competitor, Collaborator, Context traditional food. (5C) of Makassar Resto's business environment. While brand equity is performed by analyzing Brand Awareness, A. Company Profile Brand Loyalty, Brand Association, and the Perceived Makassar Resto is a restaurant that provides traditional Quality. From the analysis results obtained the roots of cuisine from Makassar which served in Bandung area. problems that caused unachieved target.Based on the rd analysis, the root cause that causing the unachieved Makassar Resto is located in the 3 floor of Pusat Makassar Resto’s revenue target are Makassar Resto Brand Belanja Balubur (food court) which is located in the Awareness is low, Best Quality does not become Makassar center of Bandung city on Taman Sari streets. The Resto’s brand image, Makassar Resto does not provide selection of Makassar Resto location in Pusat Belanja quick service.There are several alternative solutions Balubur it is in a very strategic place. In addition, the provided to overcome the problems encountered to improve atmosphere from the food court where Makassar Resto the brand image of Makassar Resto such as, promotions via opened is very convenient because the consumer can internet, discount for students, participating in culinary events, create stickers, make a datasheet, cooperate with see a very nice outside view that is the Pasupati flyover which is the icon of the Bandung city good supplier, and make SOP. The final results of this study nd are to provide the proposed improvements of Makassar Makassar Resto firstly opened at October 2 2010. In Resto's brand equity with its program and implementation the original concept, Makassar Resto designed with a plan to improve customer satisfaction. With the proposal semi open kitchen by put the grill in the front of stalls given, the expected level of Makassar Resto's revenue can to provide its own experience to customers. reach the targets set by management. a) Vision and Mission The vision from Makassar Resto is become a big Keywords: Makassar Resto, Culinary Business, Traditional restaurant and has branches all over Indonesia. Food, Brand Equity The mission from Makassar Resto is: I. INTRODUCTION • Strengthen the internal of Makassar Resto thus able to provide best service and best It is the nature that every people want to try something quality of the foods and beverages to its new to avoid monotony. This condition also occurs in customers. terms of choosing the food that their consumed every • Provide job for Indonesian people. 152 Jefri and Aldianto / The Indonesian Journal of Business Administration, Vol.1, No.3, 2012: 152-158 • Make the Makassar cuisine is known and during a year. It can be seen that there is far distance loved by Indonesian people, especially in between the revenue targets with the actual revenues. Bandung city 20,000,000 b) Organizational Structure 15,000,000 Monthly At the Figure 1 below, it show the organizational 10,000,000 Revenue structure from Makassar Resto which is a simple 5,000,000 structure which consist of 6 positions that are owner, ‐ manager, cashier, cook, waiter, and delivery staff. 5 years BEP June April Revenue August October Target February December Figure 2 Monthly Revenue Compared with 5 Years BEP (revenue target) Figure 1 Organizational structure II. BUSINESS ISSUE EXPLORATION B. Business Issue A. Conceptual Framework By performing variety of strategies, Makassar Resto is Further analysis of business issues is by considering expected to fulfill the customer’s demands for culinary the condition of internal, situational, and brand equity products and also to achieve its revenue targets. But factors of the company. Internal conditions include the during running its business, Makassar Resto still analysis of segmenting, targeting and positioning cannot achieve its profit target. Less number of (STP) and the marketing mix (7P). While the external visitors who come to Pusat Belanja Balubur affects the analysis conducted with the 5C method (company, number of visitors who come to Makassar Resto. In customer, collaborators, competitors, and context). addition, there are so many people do not know about And brand equity analysis conducted brand awareness Makassar Resto that also affect the number of and brand association (Keller, 2008) also brand customers who came to Makassar Resto. Table 1 show loyalty and perceived quality (Kotler, 2006:287). that monthly revenue of Makassar Resto is far below From the result of those analyses, it expected to the target revenue to achieve five years Break Event identify the root cause of the problems so that it can Point (BEP). In first month, Makassar Resto's find the right business solutions. management was conducted sales promotions to friends and colleagues. Table 1 Makassar Resto Revenue from October 2010 – September 2011 5 Years Month Monthly BEP Growth Percentage 2010-2011 Revenue Revenue Revenue Target October 5.154.500 15.000.000 November 5.082.800 15.000.000 (71.700) -1% December 6.374.800 15.000.000 1.292.000 25% January 4.051.750 15.000.000 (2.323.050) -36% February 2.988.550 15.000.000 (1.063.200) -26% March 3.035.150 15.000.000 46.600 2% April 3.956.250 15.000.000 921.100 30% Figure 3 Makassar Resto Conceptual Framework May 15.000.000 (2.378.200) -60% 1.578.050 June 1.762.300 15.000.000 184.250 12% B. Method of Data Collection and Analysis July 1.625.350 15.000.000 (136.950) -8% a) Internal Analysis STP August 1.508.300 15.000.000 (117.050) -7% • Geography: Bandung area, such as: Taman Sari, Dago, Antapani, Buah Batu, Surapati, September 1.524.650 15.000.000 16.350 1% Cihampelas, Cipaganti, Kopo, Batu Nunggal, Figure 2 shows the comparison between the desired Sukajadi, Pasteur, Braga. target revenues in order to achieve BEP in 5 years • Demography: with monthly revenue earned by the Makassar Resto o Gender: Male and Female 153 Jefri and Aldianto / The Indonesian Journal of Business Administration, Vol.1, No.3, 2012: 152-158 o Age: 10 to 60 restaurant, but the efforts that have been made o Education: Elementary School, Junior is not maximized so the revenue is still very far High School, High School, Diploma, below the target Bachelor Degree, Master Degree, others • Customer o Occupation: Employees, House Wife, Most of Makassar Resto’s customers are Businessmen, Students, others people from Makassar who lived at Bandung and the employees that work in Pusat Belanja o Expenses per month: > IDR 750,000 Balubur. Also, there is several numbers of o Social Class: Middle to Upper Class students or employees near Pusat Belanja o Marital status: single or married Balubur who want to look for lunch near their • Behavior: university or office o Motivation: Health, Ethnic • Competitor o Lifestyle: Mall Visitor, Hang Out - Competitors which sells Makassar traditional Makassar Resto target market is for people who visit cuisine in Bandung: RM Sulawesi, Sop Konro the Pusat Belanja Balubur and also to the employees Maranu, Mamink Daeng Tata that work in the surround area of Pusat Belanja - Competitor which is located inside the Pusat Balubur. Moreover, Makassar Resto target market is Belanja Balubur: Angsana, Aneka Rasa, for Makassar people who lived in Bandung. Kurikeru, Ny. Tjoan, Rumah Makan Minang Makassar Resto has a tagline written in its brosure Jaya “Temukan kekhasan Makassar Melalui Sajian Lezat • Collaborator dan Nikmat nan Menggugah Selera Anda”.