Analysis of Coffee Shop Business Strategy in Bandar Lampung

MSMEs boost Indonesia's economy. MSMEs create jobs and reduce poverty in Indonesia, accounting for 56% of business investment and 97% of household work. The number of coffee shops indicates market interest in them. Coffee shops are now used for studying, meeting, and hanging out with friends. Teenagers visit Bandar Lampung City's MSME businesses. Shop and cafe owners benefit from the market segmentation of young people. Even though young people and teenagers love it, a coffee shop must innovate and grow to survive because so many businesses can copy it. This study used quantitative and descriptive qualitative methods. This method collects, analyzes, and interprets data. This chapter's matching and decision stage matrices use EFE, IFE, QSPM data. Early in strategy formulation, the input tool measures subjectivity. The strategist can better generate, prioritize, evaluate, and choose strategies in the Quantitative Strategic Planning matrix by making minor decisions about the relative importance of external and internal factors in the input matrix

MSMEs boost Indonesia's economy. MSMEs create jobs and reduce poverty in Indonesia, accounting for 56% of business investment and 97% of household work. The number of coffee shops indicates market interest in them. Coffee shops are now used for studying, meeting, and hanging out with friends. Teenagers visit Bandar Lampung City's MSME businesses. Shop and cafe owners benefit from the market segmentation of young people. Even though young people and teenagers love it, a coffee shop must innovate and grow to survive because so many businesses can copy it. This study used quantitative and descriptive qualitative methods. This method collects, analyzes, and interprets data. This chapter's matching and decision stage matrices use EFE, IFE, QSPM data. Early in strategy formulation, the input tool measures subjectivity. The strategist can better generate, prioritize, evaluate, and choose strategies in the Quantitative Strategic Planning matrix by making minor decisions about the relative importance of external and internal factors in the input matrix  Figure 1 shows Bandar Lampung coffee shops growing annually. This includes branch stores. People have many options. Price, taste, service, and other factors influence these choices. These factors determine coffee shop satisfaction. Bandar Lampung's MSME coffee shops, Adiksi Coffe, Kiyo Pramuka, and Kopi Palapa, are popular with teens. Shop and cafe owners benefit from the market segmentation of young people. Even though young people and teens love it, this coffee shop business will only survive if it can innovate and develop business strategies. Many coffee shops can imitate each other. The author used Adiksi Coffe, Kiyo Pramuka, and Kopi Palapa shops as research material because Adiksi Coffe, Kiyo Pramuka, and Kopi Palapa are market challengers. Market challenger strategy is used by companies in second or third place to attack leaders and competitors with aggressive offers to gain market share and provide more relevant results than market leader selection.

LITERATURE REVIEW Micro, Small, and Medium Enterprises (MSMEs)
Economic leaders run MSMEs. Micro, small, medium, and large businesses differ in initial asset value (excluding land and buildings), average annual income, and permanent workers (Maksum et al., 2020). Countries define MSMEs differently using these three measures. Comparing MSMEs across countries takes a lot of work. Law 20 of 2008 defines Indonesia's MSMEs. Chapter 1 (General Regulations), Article 1 describes micro-enterprises as production companies owned by individuals and businesses. Economic and production businesses that stand alone are run by individuals or entities that are not subsidiaries or branches of self-owned businesses, control or directly or indirectly become part of microbusinesses or large corporations that meet the legal definition of small business. Medium-sized businesses are independent economic entities, not micro-business branches. Laws define micro-enterprises as small or large businesses.

Strategic Management
Strategic management requires cross-functional decision-making, implementation, and evaluation for organizational goals. Strategic management requires marketing, finance, accounting, production, operations, R&D, and information systems. This text mixes strategic management and planning. Academic and business terms differ. Plan, execute, and evaluate strategic management. Strategic management seizes new opportunities, while long-term planning optimizes today's trends for tomorrow (David Fred R & David Forest R, 2017).
Strategic management impacts performance. Decisions require workplace evaluation by managers. Strategic planning includes predictable and impossible. The right strategy lets small companies compete. It guides the firm. Strategic management evaluates and controls an organization's businesses and industries, evaluates competitors, sets objectives and strategies to meet all existing and potential competitors, and reevaluates the strategy. Strategic Management demonstrates how work affects others and the company's plan. Employee management maximizes business goals.

IFE Matrix
The IF matrix assesses a company's strengths and weaknesses. 4 represent significant strengths, 3 minor strengths, 2 minor weaknesses, and 1 significant weakness. Weaknesses can be rated 2-1, and strengths 3-4. Comparison tools improve IFE matrix ranking (Leliga et al., 2019). The IFE matrix summarizes the company's external and internal environment data.

EFE Matrix
The EFE Matrix rates the company's strategy's response to opportunities and threats based on external factors. 4 is a good response, 3 is above average, 2 is average, and 1 is poor. Factor ratings and weights are subjective. The company's response to opportunities could be better because only one opportunity was rated 3. The rest got 1. The first threat is better prepared by the company.

Quantitative Strategic Planning Matrix (QSPM)
The Quantitative Strategic Planning Matrix (QSPM) evaluates strategic options and ranks their attractiveness. QSPM prioritizes feasible strategies. QSPM requires companies to analyze their external and internal environments, research, weigh the pros and cons of various options, analyze, and then choose a course of action.
QSPM ranks strategies by how well they use or improve critical external and internal factors. The cumulative impact of external and internal factors determines the relative attractiveness of each strategy in a set of alternatives. (Haekal, 2022;Walukow & Pangemanan, 2015).

Object of Research
Research activities were carried out at Addiction Coffee, Kiyo and Palapa Coffee, which are engaged in the coffee business from cultivation to selling Addicted Coffee, Kiyo and Palapa Coffee located in Bandar Lampung City's plains. The research object will focus more on business development strategies using the Business Model Canvas.

Research Subject
In carrying out the research, data is needed; the data obtained involves owners or internal parties from Addiction, Kiyo Pramuka and Kopi Palapa.

Data Collection
We do observation, interview and study of literature in this research. Observations were made to determine the business strategy of Kopi Addiction, Kiyo and Kopi Palapa directly, as well as the internal and external factors that affect the Kopi Adiksi, Kiyo Pramuka and Kopi Palapa business. Observations made in this study were direct observations at the locations of Addiction Coffee, Kiyo Pramuka and Palapa Coffee. Interviews were conducted to collect and obtain information and data needed in this study. Interviews were conducted with the direct owners of Kopi Addiction, Kiyo Pramuka and Kopi Palapa. Literature study is used as a reference in conducting research based on previous research studies; this can assist researchers in using and implementing methods into data processing.

Data Type
In this study, there are 2 types of data are used: Primary and secondary. Primary data is data obtained directly from the results of field studies, such as direct observations and interviews with company owners, which are intended to adjust existing data and occur. Secondary data is data obtained from previous research that has been done. This secondary data is sourced from literature studies from journals, theses, books, articles, and other information.

Research Procedure
The following is the research procedure carried out: 1.

Model Analysis
This study used quantitative and descriptive qualitative methods. This method collects, analyzes, and interprets data. Thus, the researcher seeks to comprehend, reveal, and explain field phenomena and draw descriptive conclusions from the data. This chapter's matching and decision stage matrices use EFE, IFE, and QSPM data. Early in strategy formulation, the input tool measures subjectivity. Strategists can better generate, prioritize, evaluate, and choose strategies in the Quantitative Strategic Planning Matrix by making minor decisions in the input matrix about the relative importance of external and internal factors (David Fred R & David Forest R, 2017).

RESULT General Description of the Research Object Adiksi Coffee
Adiksi Coffee is in Jalan Purnawirawan Raya, Gunung Terang, Tanjung Karang Barat District, Bandar Lampung City. The location, which is close to schools and campuses, makes Adiksi Coffee a prima donna among studentsestablished in February 2020. Addiction has opened another branch in the Korpri area, Sukarame, Bandar Lampung.

Kiyo Pramuka
Kiyo Pramuka is a cafe & restaurant with an outdoor and indoor concept located at Jalan Pramuka No.26, Sumberejo, Kec. Kemiling, City of Bandar Lampung. Kiyo Pramuka serves many dishes, especially coffee drinks, which are a mainstay. The facilities provided by Kiyo Pramuka are complete, starting from a large parking area, free Wi-Fi, air conditioning, electric sockets, prayer rooms, bathrooms, and others.

IFE Matrix
The results of the IFE matrix are as follows:

EFE Matrix
The EFE matrix is obtained as follows: Adiksi Coffee  Kopi Palapa

DISCUSSION IFE Matrix Analysis
Internal environmental analysis used the IFE matrix. The IFE matrix weights and rates each factor's strengths and weaknesses to calculate a value. Company interviews provided weights and ratings. The IFE matrix table weighs Coffee Addiction at 2.556. Addiction Coffee's internal strength in utilizing and overcoming weaknesses is average. Addiction Coffee's main strength is its selling price, which is affordable and competitive, especially in Bandar Lampung City's coffee business, while its main weakness is its manual coffee-making tool.
The Kiyo Scout matrix weighted value is 2.725. Kiyo Pramuka's internal strength is above average in using its strengths and overcoming weaknesses. This study gives Kiyo Pramuka the highest internal score. Kiyo Pramuka's main strength is its strategic location (0.376), while its main weakness is its high employee turnover (0.089). Palapa Coffee earned 2,284. This indicates that Kopi Palapa's internal strength is below average and has yet to overcome its weaknesses. Palapa Coffee scored the lowest internally in this study. Palapa Coffee's main strength, 0.388, is its affordable price. Its biggest flaw is 0.088valued coffee-making equipment.

EFE Matrix Analysis
External environmental analysis used EFE (External Factor Evaluation) matrix. The EFE matrix determines object development factors. Critical employees' ratings were then interviewed. To determine store development strategy, weigh and rate each opportunity and threat factor. Table 6

Internal External (IE) Matrix Analysis
The coffee shop's strengths, weaknesses, opportunities, and threats will determine the IE matrix's position and strategy. The IE matrix uses the weighted average of the IFE and EFE matrices. Drawing a line between the IFE and EFE matrix yields the company's position. The total weighted IFE score for Coffee Addiction is 2.556, and the total weighted EFE score is 2.835. The two axes meet in the fifth cell. Addiction Horizontal integration can help Coffee expand by building in other locations and adding products and services. Kiyo Pramuka and Kopi Palapa had weighted IFE scores of 2.725 and 2.284, respectively. Despite the total EFE weighted values of 2.663 and 2.555, the two objects meet in the fifth cell. Horizontal integration-building in another location and offering more products and services-can help Kiyo Pramuka and Kopi Palapa grow.

QSPM Matrix Analysis
The final stage uses QSPM to determine the best strategy (Sabita et al., 2021). Matching internal and external strategic factors that may influence alternative plans yields the Attractive Score (AS). Multiplying the AS score by the average weight of the main factors yields the TAS (Total Attractiveness Score). Add TAS values vertically to get STAS (Sum Total Attractiveness Scores). Coffee Background will prioritize its highest STAS strategic objective. "Improving product quality" had the highest Total Attractive Score (TAS) of 5.619 on the QSPM Coffe Addiction matrix table, followed by "Upgrade equipment and coffee machines" at 5,346. Coffee Addiction chose "improving product quality" as its strategy. In Kiyo Pramuka's QSPM matrix table, "Improving service quality" had the highest Total Attractive Score (TAS) of 5.832. "Improve product quality and maintain consistency of taste" scored 5,658 next. Thus, Kiyo Pramuka's strategy was "Improving service quality". The QSPM matrix for Kopi Palapa showed that "Improve the layout or expand the place" had the highest Total Attractive Score (TAS) of 5.088, followed by "Opening a new branch" at 4,997. Thus, Kopi Palapa chose "Improving the layout or expanding the place" as its strategy.

CONCLUSION AND RECOMMENDATION
Based on the total weighted value of IFE Addiction Coffe, Kiyo Pramuka and Palapa Coffee can implement a growth strategy through horizontal integration, an activity to expand the company by building in other locations and increasing the types of products and services. Based on the Coffe Addiction QSPM matrix table, the "improving product quality" strategy was chosen as a strategy that Coffe Addiction can implement. Meanwhile, based on the QSPM matrix table for Kiyo Scouts, the strategy "Improving service quality" was chosen as a strategy that Kiyo Scouts must implement. Meanwhile, based on the results of the QSPM matrix for Kopi Palapa, the strategy "Improving the layout or expanding the place" was chosen to be the strategy that Kopi Palapa had to implement.
Addiction Coffe, Kiyo Pramuka and Kopi Palapa need to be aware of their strengths and advantages to formulate strategies to improve product and service quality to survive in the industry. Adiksi Coffe, Kiyo Pramuka and Kopi Palapa must also anticipate the emergence of many new competitors by taking advantage of opportunities, namely building good relationships with customers and maintaining the quality and quantity of employees they have.