Proposed B2B Marketing Strategy to Increase Sales of Jenderal Kopi

Abstract

Jenderal Kopi is one of the restaurants in Bandung that focuses on Indonesian coffee. After the pandemic subsided, based on data from the official website of the West Java local government, there was a phenomenon with the emergence of new restaurants/cafes and coffee shops in Bandung, which posed a threat to Jenderal Kopi. Based on internal data and information from management, Jenderal Kopi is also facing problems related to sales and the number of guests, which are stagnant and tend to decline in 2022 compared to 2021, when the Covid-19 pandemic was at its peak. After conducting an in-depth interview with one of the owners of Jenderal Kopi, Jenderal Kopi has a significant asset that can be utilized, namely the Probatone 25 kg roasting machine. Probatone is a market leader in the coffee machine industry. This sophisticated machine has met industry standards and can do large quantities of production, and has advantages compared to other brands of coffee roasting machines. In this paper, the author conducts qualitative research by conducting preliminary surveys and in-depth interviews with various parties as a new potential market segment for Jenderal Kopi to accomplish sales with a Business to Business (B2B) mechanism because previously, Jenderal Kopi only did Business to Consumer (B2C) sales. The author also analyzes the factors that influence the buying interest of the potential new market for Jenderal Kopi. The analysis was conducted internally using: Segmenting, targeting and positioning, Marketing mix, VRIO Framework and Business Model Canvas, and external analysis consisting of Porter 5 forces, PESTEL analysis, Competitor analysis and Consumer analysis. As a result of the author’s research, Jenderal Kopi still has a potential market in the B2B sector and needs from several business sectors to fulfill roasted beans in their operations/activities: hotels, restaurants/cafes/coffee shops, and political parties. In the end, after discussing again with one of the owners of Jenderal Kopi, the new segment chosen for the B2B market was the hotel industry with consideration of the large and sustainable number of orders. In conclusion, Jenderal Kopi needs to take several steps and adjustments for marketing its new sales mechanism as a solution to get additional sales by maximizing the use of existing assets. With these other sales, it is expected that Jenderal Kopi can continue to compete with new entrants in the same industry.