Strategi Pengembangan Bisnis Coffee shop Qimatu Coffee

Abstract

Industri coffee shop di Indonesia mengalami perkembangan yang semakin dinamis seiring dengan meningkatnya konsumsi kopi, pertumbuhan pariwisata, perkembangan media sosial, dan perubahan perilaku konsumen, khususnya Generasi Z. Kondisi tersebut menciptakan peluang sekaligus meningkatkan intensitas persaingan antarcoffee shop. Qimatu Coffee yang berlokasi di kawasan wisata Puncak, Kabupaten Bogor, menghadapi permasalahan berupa kesenjangan antara tingginya jumlah kunjungan pelanggan dan kinerja omzet. Pada periode Januari sampai Juni 2026, Qimatu Coffee memiliki rata-rata 8.660 pengunjung per bulan, sementara omzet mengalami penurunan sebesar 7,60% dan rata-rata nilai transaksi menurun sebesar 6,60%. Kondisi tersebut menunjukkan bahwa tingginya kunjungan pelanggan belum sepenuhnya mampu dikonversi menjadi peningkatan nilai transaksi dan pertumbuhan bisnis. Penelitian ini bertujuan menganalisis kondisi internal dan eksternal Qimatu Coffee, menentukan posisi strategis perusahaan dalam menghadapi persaingan, serta merumuskan strategi pengembangan bisnis yang menjadi prioritas untuk meningkatkan pertumbuhan omzet dan daya saing. Penelitian menggunakan pendekatan Sequential Explanatory Mixed Methods dengan studi kasus pada Qimatu Coffee. Analisis strategis meliputi Porter’s Five Forces, Value chain, Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), Internal-External (IE) Matrix, SWOT, dan Quantitative Strategic Planning Matrix (QSPM). Data diperoleh melalui wawancara, observasi, dokumentasi, serta data internal perusahaan. Hasil analisis kuantitatif digunakan untuk mengidentifikasi faktor strategis dan menentukan prioritas strategi, sedangkan informasi kualitatif digunakan untuk memperdalam interpretasi mengenai pengalaman, kebutuhan, preferensi, dan perilaku konsumen Generasi Z serta kondisi pengelolaan bisnis. Integrasi kedua pendekatan menghasilkan pemahaman yang lebih komprehensif mengenai kesesuaian strategi dengan kondisi internal, lingkungan eksternal, dan karakteristik pasar sasaran. Hasil penelitian menunjukkan bahwa kondisi internal Qimatu Coffee tergolong kuat dengan nilai IFE sebesar 3,674. Kekuatan utama perusahaan terdapat pada kualitas pelayanan dengan nilai 4,63, sarana dan prasarana sebesar 4,50, serta kompetensi sumber daya manusia dan proses operasional yang baik. Namun, perusahaan masih menghadapi kelemahan berupa promosi digital yang belum optimal, keterbatasan variasi menu, customer engagement yang belum maksimal, keterbatasan kemitraan, dan evaluasi pemasaran digital yang belum dilakukan secara berkala. Dari sisi eksternal, perusahaan menghadapi persaingan yang tinggi, terutama ancaman produk substitusi sebesar 4,00, daya tawar pembeli sebesar 3,96, dan persaingan antarcoffee shop sebesar 3,88. Di sisi lain, perkembangan media sosial, tren konsumsi kopi, pertumbuhan pariwisata Puncak, dan peluang kemitraan menjadi peluang penting bagi pengembangan usaha. Nilai EFE sebesar 3,465 menunjukkan kemampuan perusahaan yang baik dalam merespons lingkungan eksternal. Integrasi nilai IFE dan EFE menempatkan Qimatu Coffee pada Sel III Matriks IE dengan kategori Grow and Build. Hasil analisis SWOT menghasilkan enam alternatif strategi, yaitu optimalisasi digital marketing, inovasi menu, peningkatan customer engagement, pengembangan kemitraan strategis, peningkatan kualitas pelayanan dan customer experience, serta peningkatan efisiensi operasional. Berdasarkan QSPM, strategi prioritas adalah optimalisasi digital marketing melalui Instagram, TikTok, Google Business Profile, dan influencer lokal dengan nilai TAS 6,84. Strategi berikutnya adalah peningkatan customer engagement dengan TAS 6,52, inovasi menu dengan TAS 6,28, peningkatan kualitas pelayanan dan customer experience dengan TAS 5,96, pengembangan kemitraan dengan TAS 5,71, serta efisiensi operasional dan pengelolaan bahan baku dengan TAS 5,39. Secara keseluruhan, penelitian menunjukkan bahwa tantangan utama Qimatu Coffee bukan hanya meningkatkan jumlah kunjungan, tetapi meningkatkan kemampuan perusahaan dalam mengonversi kunjungan menjadi nilai ekonomi melalui peningkatan nilai transaksi, pembelian ulang, customer engagement, loyalitas, dan advokasi pelanggan. Oleh karena itu, strategi pengembangan bisnis perlu memprioritaskan penguatan digital marketing yang didukung oleh customer engagement, inovasi produk, kualitas pelayanan, customer experience, kemitraan strategis, dan efisiensi operasional. Strategi tersebut diharapkan dapat memperkuat daya saing Qimatu Coffee, meningkatkan relevansi perusahaan bagi Generasi Z, dan mendukung pertumbuhan bisnis secara berkelanjutan.

The coffee shop industry in Indonesia has experienced increasingly dynamic development driven by rising coffee consumption, tourism growth, social media development, and changing consumer behavior, particularly among Generation Z. These developments create market opportunities while simultaneously intensifying competition among coffee shops. Qimatu Coffee, located in the Puncak tourism area of Bogor Regency, faces a gap between relatively high customer visits and revenue performance. From January to June 2026, Qimatu Coffee recorded an average of 8,660 visitors per month, while revenue declined by 7.60% and average transaction value decreased by 6.60%. This condition indicates that high customer traffic has not been fully converted into increased transaction value and business growth. Therefore, this study aims to analyze the internal and external conditions of Qimatu Coffee, determine its strategic position within the competitive environment, and formulate priority business development strategies to improve revenue growth and competitiveness. This study employed a Sequential Explanatory Mixed Methods approach using Qimatu Coffee as a case study. The strategic analysis consisted of Porter’s Five Forces, Value chain, Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), Internal-External (IE) Matrix, SWOT, and Quantitative Strategic Planning Matrix (QSPM). Data were collected through interviews, observations, documentation, and internal company records. Quantitative findings were used to identify strategic factors and determine strategic priorities, while qualitative information was used to provide deeper explanations regarding the experiences, needs, preferences, and behaviors of Generation Z consumers as well as the company’s business conditions. The integration of both strands provided a comprehensive understanding of the alignment between internal capabilities, external environmental conditions, and target market characteristics. The findings indicate that Qimatu Coffee has a strong internal condition, reflected by an IFE score of 3.674. Its major strengths include customer service, with a score of 4.63, facilities and infrastructure at 4.50, as well as strong human resource competencies and operational processes. However, the company still faces weaknesses related to suboptimal digital promotion, limited menu variety, insufficient customer engagement, limited partnerships, and inadequate periodic evaluation of digital marketing activities. Externally, Qimatu Coffee faces intense competitive pressure, particularly from the threat of substitutes with a score of 4.00, buyer bargaining power at 3.96, and rivalry among coffee shops at 3.88. At the same time, social media development, coffee consumption trends, tourism growth in Puncak, and partnership opportunities represent important opportunities. The EFE score of 3.465 indicates that the company has a strong ability to respond to external opportunities and threats. The integration of the IFE and EFE results places Qimatu Coffee in Cell III of the IE Matrix, categorized as Grow and Build. The SWOT analysis generated six strategic alternatives, namely digital marketing optimization, menu innovation, customer engagement enhancement, strategic partnership development, service quality and customer experience improvement, and operational efficiency enhancement. The QSPM results indicate that the highest-priority strategy is digital marketing optimization through Instagram, TikTok, Google Business Profile, and local influencers, with a TAS of 6.84. The subsequent priorities are customer engagement enhancement with a TAS of 6.52, menu innovation with 6.28, service quality and customer experience improvement with 5.96, strategic partnership development with 5.71, and operational efficiency and raw material management with 5.39. Overall, the study demonstrates that Qimatu Coffee’s primary challenge is not merely increasing customer visits, but strengthening its ability to convert customer traffic into economic value through higher transaction value, repeat purchases, customer engagement, loyalty, and customer advocacy. Therefore, the business development strategy should prioritize digital marketing strengthening, supported by customer engagement, product innovation, service quality, customer experience, strategic partnerships, and operational efficiency. These strategies are expected to strengthen Qimatu Coffee’s competitiveness, increase its relevance among Generation Z consumers, and support sustainable business growth.