FIVE FORCES ANALYSIS OF COFFEE BUSINESS INDUSTRY IN TEMANGGUNG REGENCY OF CENTRAL JAVA
Abstract
Coffee is a valuable commodity whose popularity is increasing and substantially contributes to economic growth. Coffee is an essential asset on a global scale, and the market has been continuously rising over the past 30 years. Temanggung, in Central Java, is one of the most well-known coffee-producing regions with a unique character. Temanggung is remarkable because it has two geographical indication certificates, Sindoro Sumbing Arabica, and Temanggung Robusta, and is the largest Arabica and Robusta coffee-producing area in Central Java. This study aimed to investigate the competitive landscape using Porter's Five Forces by applying qualitative research to the coffee business in Temanggung. The study's findings revealed that by understanding the capabilities of each force in the industry for each category of business actor and coffee bean type, stakeholders could gain unique knowledge about the coffee industry, particularly the problems throughout the value chain. This research is useful in assisting business actors and other stakeholders in making the best possible decisions. Finally, this research can assist central and local governments in efficiently promoting Indonesia's increasingly promising coffee sector in the future.
Keywords
Full Text:
PDFReferences
Ambarwati, R., Fathurochman, A. G., & Rizal, A. (2019). Competitive Force Model for Indopipe Industry with Analysis of Customer Requirements. Journal of Physics: Conference Series, 1424(1), 1–7. https://doi.org/10.1088/1742-6596/1424/1/012046
Anastasiu, L., GavriÅŸ, O., & Maier, D. (2020). Is human capital ready for change? A strategic approach is adopting Porter's five forces to human resources. Sustainability (Switzerland), 12(6). https://doi.org/10.3390/su12062300
Balan, V., Pryimak, V., & Tymchenko, I. (2021). A hybrid fuzzy approach for industry competition analysis. Scientific Papers of the University of Pardubice, Series D: Faculty of Economics and Administration, 29(2). https://doi.org/10.46585/SP29021280
BPS-Jateng, B. P. S. (2020). Provinsi Jawa Tengah dalam Angka 2020.
Bruijl, G. H. T. (2018). The Relevance of Porter’s Five Forces in Today’s Innovative and Changing Business Environment. SSRN Electronic Journal, January. https://doi.org/10.2139/ssrn.3192207
Downes, L. (1997). Beyond Porter – A Critique of the Critique of Porter. Context Magazine. http://www.themanager.org/strategy/BeyondPorter.htm
Ervina, V., & Meitriana, M. A. (2021). Pengaruh Kualitas Produk, Promosi, dan Citra Merek terhadap Keputusan Pembelian Kopi Merek Moola Pedawa. Bisma: Jurnal Manajemen, 7(1), 56. https://doi.org/10.23887/bjm.v7i1.29290
ICO - International Coffee Organization. (2020). Impact of Covid-19 on the Global Coffee Sector. In International Coffee Organization (Vol. 3, Issue 1). http://www.ncbi.nlm.nih.gov/pubmed/32699574%0Ahttp://www.pubmedcentral.nih.gov/articlerender.fcgi?artid=PMC7370821
Isabelle, D., Horak, K., McKinnon, S., & Palumbo, C. (2020). Is Porter's five forces framework still relevant? A study of the capital/labor intensity continuum via mining and IT industries. Technology Innovation Management Review, 10(6), 28–41. https://doi.org/10.22215/timreview/1366
Jateng, B. (2020). Produksi Perkebunan Menurut Kabupaten/Kota dan Jenis Tanaman di Provinsi Jawa Tengah (ton) (Ton), 2019-2020. https://jateng.bps.go.id/indicator/54/997/1/produksi-perkebunan-menurut-kabupaten-kota-dan-jenis-tanaman-di-provinsi-jawa-tengah-ton-.html
Kementan. (2019). Produksi Kopi Menurut Provinsi di Indonesia , 2017-2021 Coffee Production by Province in Indonesia , 2017-2021 (Vol. 2019).
Kusmulyono, Muhammad Setiawan, Subagyo, I. E., Gunawan, V. P., & Rachman, R. A. (2019). Laporan Pemetaan Riset IKM Kopi Temanggung.
Kusmulyono, M. S., & Agustiawan, S. (2020). Aplikasi Strategi Bisnis.
Lee, H., Kim, M., & Park, Y. (2012). An analytic network process approach to the operationalization of the five forces model. Applied Mathematical Modelling, 36(4), 1783–1795. https://doi.org/10.1016/J.APM.2011.09.012
Lubis, S., Gistituati, N., & Rifma. (2021). Dimensi-Dimensi Kepemimpinan Produktif dalam Menghadapi Kompleksitas dan Dinamika Organisasi. Jurnal Bahana Manajemen Pendidikan, 10(2), 12–18. https://doi.org/https://doi.org/10.24036/jbmp.v10i1
Mahat, M. (2019). The competitive forces that shape Australian medical education: An industry analysis using Porter’s five forces framework. International Journal of Educational Management, 33(5), 1082–1093. https://doi.org/10.1108/IJEM-01-2018-0015
Mulyati, H., & Indrawan, D. (2021). Inclusive Business Models in Coffee Value Chain: Comparing Practical Evidence Between East Java and North Sumatera. Jurnal Manajemen Dan Agribisnis, 18(2), 122–130. https://doi.org/10.17358/jma.18.2.122
Oelviani, R., & Hermawan, A. (2017). Kebutuhan Teknologi Kopi di Jawa Tengah (Studi Kasus Komoditas Kopi di Kabupaten Temanggung). Semnas BAPPEDA Provinsi Jawa Tengah 2017, August, 524–533.
Porter, M. E. (1979). How Competitive Forces Shape Strategy Harvard Business Review How Competitive Forces Shape Strategy. Harvard Business Review, 57(2), 137–145.
Porter, M. E. (1990). The Competitive Advantage of Nations. The Free Press.
Porter, M. E. (2008). The Five Competitive Forces That Shape Strategy The Five Competitive Forces That Shape Strategy The Idea in Brief The Idea in Practice. Harvard Business Review, 23–41. www.hbr.org
Saunders, M., Lewis, P., & Thornhill, A. (2016). Research Methods for Business Students (7th ed.). Pearson Education Limited.
Wulandari, A. E., Harianto, H., & Arifin, B. (2019). The Interdependence of Indonesia Coffee Futures and Spot Market and Its Relationship with Offshore Futures Market. Jurnal Manajemen Dan Agribisnis, 16(1), 30–43. https://doi.org/10.17358/jma.16.1.30
Zahra, A. M., Dhewanto, W., & Adhi, A. (2021). Boosting Emerging Technology Adoption in SMEs : A Case Study of the Fashion Industry. International Journal of Applied Business Research, 3(2), 169–185. https://doi.org/10.35313/ijabr.v3i2.155
Zulganef, Z., & Nilasari, I. (2022). Building Service Experience to Attain Customer Repurchase Intention: A Moderated-Mediation Model in the Context of Student Consumer in Indonesia. DeReMa (Development Research of Management): Jurnal Manajemen, 17(2), 147. https://doi.org/10.19166/derema.v17i2.5867
DOI: https://doi.org/10.37403/mjm.v9i1.545
Refbacks
- There are currently no refbacks.
Copyright (c) 2023 Maker: Jurnal Manajemen
Maker: Jurnal Manajemen is Indexed By:
Publisher: DEPARTMENT OF MANAGEMENT
Sekolah Tinggi Ilmu Ekonomi (STIE) SULTAN AGUNG
Jl. Surabaya No. 19 Pematangsiantar 21118, Sumatera Utara
E-mail: maker@stiesultanagung.ac.id