STRATEGI PENGEMBANGAN BISNIS UMKM STUDI KASUS PADA FCI FOOD (FLAVOUR CHICKEN INSTAN)

Authors

  • Ike Wahyu Eka Safitri Universitas Nahdlatul Ulama Sidoarjo image/svg+xml Author
  • Amelia Kartika Sari Management Departement, University of Nahdlatul Ulama Siodarjo, Indonesia Author
  • Laily Muzdalifah Universitas Nahdlatul Ulama Sidoarjo image/svg+xml Author

DOI:

https://doi.org/10.51713/jamss.2025.6242

Keywords:

MSMEs, SWOT, STP, Marketing, Mix

Abstract

Community service is a form of real contribution from universities in supporting empowerment (MSMEs). This activity was carried out by students of Nahdlatul Ulama University Sidoarjo with a focus on the business development strategy of FCI Food MSMEs, a producer of processed chicken-based instant food. The purpose of this activity is to increase the competitiveness and market reach of FCI Food through the application of digital marketing strategies, SWOT analysis, STP, Backward integration strategies are applied by recommending raw material supplier partners to reduce production costs, while forward integration is directed at expanding distribution through partnerships with stalls and canteens. In addition, students also initiated the development of a digital market by building a TikTok account to increase the existence of MSMEs on social media platforms. The research method used in this service is a participatory and observational approach, where the service team goes directly to the field to interact and collaborate with FCI Food MSME players. The results of the activity show an increase in the understanding of MSME owners on business management, distribution effectiveness, and digital marketing strategies. This activity emphasizes the importance of collaboration between the academic world and business actors in improving the capabilities of MSMEs in the digital economy era.

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Published

2025-06-30

How to Cite

STRATEGI PENGEMBANGAN BISNIS UMKM STUDI KASUS PADA FCI FOOD (FLAVOUR CHICKEN INSTAN). (2025). Journal of Applied Management Studies, 6(2), 168-181. https://doi.org/10.51713/jamss.2025.6242

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