Strategi pengembangan bisnis biji kopi robusta (studi kasus: pt asia makmur)

Production rate of robusta coffee beans in Indonesia has reached 85 % of total coffee beans production in Indonesia. Bandar Lampung as the main trading centre of robusta coffee beans has its annual export volume at least 75 % from total export volume of coffee beans from all regions in Indonesia. PT Asia Makmur (PTAM) is one of local company which has its trading license as exporter and located in Bandar Lampung. The business development strategy is needed by PTAM as so far the company is managed according to family-relationship management in order to preserve and escalating the company’s income in coming years. The strategic steps are needed to manage the internal and external factors of the company means the management of its strengths, weaknesses and to optimize the opportunities as well as to overcome the exsisting threats. This research is using the descriptive approach with a case study research to obtain the information, condition and clarity of the company related with research object in a factual way, accurate and systematic. All data are obtained by depth-interview and directly conducted with management team of PTAM and accompanied with the company’s documentations. Processing techniques and data analysis in this research is quantitative descriptive analysis by analyzing the internal and external factors which influence the company. Analysis tools used here Internal Factor Analysis Summary (IFAS), External Factor Analysis Summary (EFAS) and Strategic Factor Analysis Summary (SFAS) with paired-comparison method by giving the weight and rate for each internal and external factors of the company. Through the evaluation of SFAS matrix, there are prioritized strategi for PTAM which are short-term strategy, medium term strategy or long term strategy. Afterwards, SWOT (Strenghts, Weaknesses, Opportunities and Threats) analysis is being used according to SFAS result. According to research result and evaluation into those three elements the conclusion reached are the dominant internal factors which are strengths factor of PTAM are the ability to produce the special (premium) product and accompanied with its storage and processing capacity. The main weaknesses factors are the qualified human resource with lack ability of English skill for business purpose and the knowledge of international trading. Dominant external factors which become the main opportunities for PTAM are the direct selling to the end users, ability to produce the international certified robusta coffee beans and the demand of domestic market. While the main threats for PTAM are the competition with FDI (Foreign Direct Investment) companies, the volatility of world coffee exchange and the competitive selling price for export business. The recommended strategy for business development of PTAM would be made in a way of vertical integration either forward integration or backward integration