Analisis Pengembangan Strategi Operasional Bisnis Cafe Hidden Yard Coffee and Kitchen dalam Memasuki Era New Normal

Abstract

Munculnya pandemi Covid-19 di Indonesia pada Maret 2020 memberi dampak sangat besar bagi perekonomian dan perubahan gaya hidup masyarakat. Cafe HY salah satu yang terkena dampak, sehingga diperlukan sebuah strategi pengembangan operasional bisnis dalam memasuki era New Normal. Tujuan penelitian yaitu (1) Mengidentifikasi faktor internal dan eksternal bisnis Cafe HY dalam menghadapi era New Normal; (2) Merumuskan berbagai alternatif strategi pengembangan operasional bisnis dan menganalisis strategi prioritas untuk diterapkan oleh Cafe HY dalam menghadapi era New Normal dan; (3) Merekomendasikan implementasi strategi terpilih untuk diterapkan oleh Cafe HY dalam menghadapi era New Normal. Hasil identifikasi SWOT dianalisis dengan Matriks IFE, EFE, IE, dan QSP. Matriks IFE dan EFE menunjukan Cafe HY berdasarkan kondisi lingkungan internal dan eksternalnya lemah untuk merespon tuntutan perubahan lingkungan bisnis. Terdapat tiga alternatif strategi yang diperoleh berdasarkan hasil matriks IE yang telah disesuaikan dengan hasil matriks IFE dan EFE. Rekomendasi strategi prioritas yang diperoleh dari matriks QSP yaitu memaksimalkan pemanfaatan aplikasi dan platform digital sebagai sarana transaksi serta promosi dan iklan, dengan nilai STAS 3,50.

The emergence of Covid-19 pandemic in Indonesia since March 2020 has a huge impact on the economy and changes in lifestyle. Cafe HY was one of the affected, so a business operational development strategy was needed in entering New Normal era. The research objectives are (1) to identify internal and external factors of Cafe HY in facing New Normal era; (2) Formulate alternative strategies for developing business operations and prioritizing strategies to be applied by Cafe HY in facing the New Normal era and; (3) Recommend the selected strategies to be applied by Cafe HY in facing the New Normal era. The results of SWOT identification were analyzed using IFE, EFE, IE, and QSP matrix. The IFE and EFE matrices show that based on internal and external conditions, Cafe HY is weak responding to the changing demands of the business environment. There are three alternative strategies obtained based on the results of IE matrix which have been adjusted to the results of IFE and EFE matrices. The priority strategy obtained from QSP matrix are maximizing the use of digital platform as a means of transactions as well as promotions and advertisements, with a STAS value of 3.50.