| Date post: | 25-Nov-2023 |
| Category: |
Documents |
| Upload: | independent |
| View: | 0 times |
| Download: | 0 times |
Bedugul Green Fresh Mart
A Project Feasibility Study
Presented to
The Faculty of School of Business
SAINT MARY’S UNIVERSITY
Bayombong, Nueva Vizcaya, Philippines
In Partial Fulfillment
Of the Requirement for the Degree
Bachelor of Science in Entrepreneurial Management
By:
Umi Nur Cholifah (405059)
Sri Weni (405060)
October 2014
i
TABLE OF CONTENTS
Table of Contents ................................................................................................... i
List of Table ......................................................................................................... v
List of Figure ....................................................................................................... vii
Approval Sheet ................................................................................................... viii
Preface……………………………………………………………………………ix
Introduction………………………………………………………………………x
Acknowledgement ................................................................................................ xi
Chapter 1. The Executive Summary ................................................................... 1
1.1. Visions ............................................................................................................... 1
1.2. Missions ............................................................................................................. 1
1.3. Objectives .......................................................................................................... 1
1.4. Goals ........................................................................................................ 1
1.5. Higlights ....................................................................................................... 2
1.5.1. Project Background .............................................................................. 2
1.5.2. Management and Personnal Feasibility Summary ............................... 2
1.5.3. Marketing Feasibility Summary ........................................................... 2
1.5.4. Production Feasibility Summary .......................................................... 3
1.5.5. Financing Feasibility Summary ........................................................... 3
1.5.6. Social and Economic Feasibility Summary ......................................... 3
1.5.7. Project Implementation and Time Table .............................................. 4
1.5.8. Conclusion to Feasibility ..................................................................... 4
Chapter 2. Project Background ........................................................................... 5
2.1. Project Proponents ........................................................................................ 5
2.2. Proposed Name of the Business .................................................................... 5
2.3.Type of Business Organization ...................................................................... 6
2.4. Location of the Storehouse............................................................................ 6
Chapter 3. Management and Personnal Feasibility Summary ......................... 8
3.1. Personnel (Administrative) ........................................................................... 8
3.2. Proposed Salary of Personnel……………………………………………….9
3.3. Management Proposals. .............................................................................. 10
ii
Chapter 4. Marketing Feasibility....................................................................... 12
4.1. General Market Description. ..................................................................... 12
4.1.1. Target Market. ................................................................................. 12
4.1.2. Demograpic. .................................................................................... 12
4.1.3. Psychological and Socio Cultural. .................................................. 12
4.1.4. Learning Involvment ....................................................................... 13
4.1.5. Geograpic. ....................................................................................... 14
4.2. Demand. ..................................................................................................... 16
4.2.1. Population. ...................................................................................... 16
4.2.2. Demand. .......................................................................................... 17
4.2.3. Project Demand ............................................................................... 17
4.3. Demand Supply Analysis and Market Potential ........................................ 18
4.4. Market Share.............................................................................................. 18
4.5. Projected Sales……………………………………………………………19
4.6. SWOT Analysis ......................................................................................... 20
4.6.1. SWOT Matrix ................................................................................. 20
4.6.2. Questionnaire Design ...................................................................... 21
4.6.3. Questionnaire Matrix ...................................................................... 22
4.6.4. Result of SWOT Data Processing ................................................... 23
4.6.5. SWOT Position ............................................................................... 24
4.6.6. Internal External Factor Evaluation ................................................ 25
4.7. Proposed Marketing Strategy .................................................................... 26
4.7.1. General Strategy…………………………………………………...26
4.7.1.1. Competitive Positioning ................................................... 27
4.7.1.2. Brand Positioning ............................................................. 29
4.7.2. Pricing Strategy ............................................................................... 30
4.7.2.1. Distribution Channels ...................................................... 30
4.7.2.2. Customer Relationship Management (CRM)................... 31
4.7.3. Promotion Strategy ......................................................................... 32
4.7.4. Place Selection Strategy .................................................................. 35
Chapter 5. Production Feasibility ...................................................................... 36
5.1. Product ....................................................................................................... 36
iii
5.1.1. Product Categories .......................................................................... 36
5.1.2. Logo of Product .............................................................................. 40
5.1.3. Product Fiture .................................................................................. 41
5.1.4. Product Benefit................................................................................ 41
5.2. Packaging Process Description .................................................................. 42
5.3. Juice Row Vegetable ................................................................................. 47
5.4. Machine and Equipment ............................................................................ 49
5.5. Project Location ......................................................................................... 52
5.6. Project Layout............................................................................................ 52
Chapter 6. Financial Feasibility ......................................................................... 54
6.1. Capital ....................................................................................................... 54
6.2. Capital and Loan ........................................................................................ 54
6.3. Contribution ............................................................................................... 55
6.4. Machine and Equipment ............................................................................ 55
6.5. Materials .................................................................................................... 56
6.6. Labor Salary .............................................................................................. 56
6.6.1. Direct Labor Salary ......................................................................... 56
6.6.2. Indirect Labor Salary....................................................................... 56
6.7. Depretiation ............................................................................................... 57
6.7.1. Office Depretiation.......................................................................... 57
6.7.2. Factory Depretiation........................................................................ 57
6.8. Projected Sales .................................................................................. 58
6.9. Amortization ..................................................................................... 58
6.10. Operating Expenses ........................................................................ 58
6.10.1. Factory Overhead .......................................................................... 59
6.11. Pre Operation Expenses ........................................................................... 59
6.12. Cash Flow for Pre Operating Expenses ................................................... 59
6.13. Cost of Good Sold ................................................................................... 60
6.14. Project Income Statement ........................................................................ 61
6.15. Cash Flows .............................................................................................. 63
6.16. Break Event Point .................................................................................... 64
6.16.1. Percentage Projection of Sales ...................................................... 64
iv
6.16.2. BEP-Unit Each Product................................................................. 64
6.17. Balance Sheet .......................................................................................... 65
6.18. Pay Back Period....................................................................................... 65
6.19. Internal Rate of Return ............................................................................ 66
6.20. Net Present Value .................................................................................... 66
6.21. Current Ratio ........................................................................................... 67
6.22. Quick Ratio .............................................................................................. 68
6.23. Cash Ratio................................................................................................ 69
6.24. Interest Coverage Ratio ........................................................................... 69
6.25. Inventory Turnover .................................................................................. 70
6.26. Gross Profit Margin ................................................................................. 70
6.27. Net Profit Margin..................................................................................... 71
6.28. Return on Investment............................................................................... 71
6.29. Return on Equity (ROE) .......................................................................... 72
6.30. Benefit Cost Ratio ................................................................................... 72
Chapter 7. Socio Economy Feasibility ............................................................... 74
7.1. Project Empleyees ..................................................................................... 74
7.2. The Government ........................................................................................ 76
7.3. Other Beneficiary ...................................................................................... 76
Chapter 8. Project Implementation and Time Table ....................................... 77
8.1. Time Table ................................................................................................. 77
8.2. Budgeting and Costing .............................................................................. 78
8.3. Assignment of Activities ........................................................................... 79
Chapter 9. Conclusion ........................................................................................ 80
References ....................................................................................................... 82
Supplements ....................................................................................................... 83
CurriculumVitae..………………………………………………………………93
v
LIST OF TABLE
Table 2.1. Project Proponents .......................................................................... 5
Table 3.1. Job Description ............................................................................... 8
Table 3.2. Personnel Plan Salary .................................................................... 10
Table 4.1. Demographic Profile ..................................................................... 12
Table 4.2. Psychological and Socio Cultural ................................................. 13
Table 4.3. Bali’s Cities/Municipalities Population by District ..................... 16
Table 4.4. Population of Bali ......................................................................... 16
Table 4.5. Demand of the Product ................................................................. 17
Table 4.6. Increasing Percentage ................................................................... 17
Table 4.7. Projected Demand ......................................................................... 18
Table 4.8. Market Potential ........................................................................... 18
Table 4.9. Market Share ................................................................................ 19
Table 4.10. Projected Sales ............................................................................. 19
Table 4.11. Questionnaire Matrix ................................................................... 22
Table 4.12. Result of Data Processing ............................................................ 23
Table 4.13. Internal and External Factor Evaluation ...................................... 25
Table 4.14. Competitor Analysis .................................................................... 28
Table 4.15. Brand Positioning ......................................................................... 29
Table 5.1. Product Feature ........................................................................... 41
Table 6.1. Capital ........................................................................................... 54
Table 6.2. Capital and Loan .......................................................................... 54
Table 6.3. Contribution ................................................................................. 55
Table 6.4. Machine and Equipment .............................................................. 55
Table 6.5. Materials ........................................................................................ 56
Table 6.6.1. Direct Labor Salary ....................................................................... 56
Table 6.6.2. Indirect Labor Salary..................................................................... 56
Table 6.7.1. Office Depreciation ....................................................................... 57
Table 6.7.2. Factory Depreciation ..................................................................... 57
Table 6.8. Projected Sales .............................................................................. 58
Table 6.9. Amortization ................................................................................. 58
vi
Table 6.10. Operating Expenses ....................................................................... 58
Table 6.10.1. Factory Overhead .......................................................................... 59
Table 6.11. Pre Operating Expenses ................................................................ 59
Table 6.12. Cash Flow for Pre Operating Expenses ........................................ 59
Table 6.13. Cost of Goods Sold ....................................................................... 60
Table 6.14. Projected Income Statement .......................................................... 61
Table 6.15. Cash Flow ..................................................................................... 63
Table 6.16. Break Event Point ......................................................................... 64
Table 6.16.1. Percentage Projection of Sales ...................................................... 64
Table 6.16.2. BEP - unit each product ................................................................ 64
Table 6.17. Balance Sheet ................................................................................ 65
Table 6.18. Pay Back Period ............................................................................ 66
Table 6.19. Internal Rate of Return .................................................................. 66
Table 6.20.1. Net Present Value .......................................................................... 66
Table 6.20.2. Profitability Index/Benefit Cost Ratio .......................................... 67
Table 8.1. Time Table .................................................................................... 77
Table 8.2. Budgeting and Cost ...................................................................... 78
Table 8.3. Assignment of Activities .............................................................. 79
vii
LIST OF FIGURE
Figure 2.1. Proportion Share ............................................................................ 5
Figure 2.2. Location of the Storehouse.............................................................. 7
Figure 3.1. Linier Type Organization ............................................................... 8
Figure 4.1. SWOT Matrix ............................................................................... 20
Figure 4.2. SWOT Analysis Quadrant ........................................................... 24
Figure 4.3. Planning Phase Strategy ............................................................... 26
Figure 4.4. SWOT Analysis of Main Competitors .......................................... 28
Figure 4.5. Competitive Advantage ................................................................ 28
Figure 4.6. Brand Positioning Chart ............................................................... 29
Figure 4.7. Distribution Flow ......................................................................... 31
Figure 4.8. Distribution Channels .................................................................. 31
Figure 4.9. Promotion Strategy ...................................................................... 33
Figure 4.10. Promotion Strategy ...................................................................... 33
Figure 4.11. Promotion Strategy ....................................................................... 34
Figure 5.1. Product Categories ....................................................................... 40
Figure 5.2. Logo of Product ........................................................................... 40
Figure 5.3. During Harvest ............................................................................. 43
Figure 5.4. Accepting Process ........................................................................ 43
Figure 5.5. Cleaning Process .......................................................................... 44
Figure 5.6. Storage Room ............................................................................... 45
Figure 5.7. Packing Process ............................................................................ 46
Figure 5.8. Machine and Equipment .............................................................. 49
Figure 5.9. Machine and Equipment .............................................................. 50
Figure 5.10. Machine and Equipment .............................................................. 51
Figure 5.11. Project Location ........................................................................... 52
Figure 5.12. Project Layout .............................................................................. 53
Figure 6.1. Chart of Capital and Loan ............................................................ 54
Figure 6.2. Net Profit Chart ............................................................................ 62
Figure 7.1. Other Beneficiary ......................................................................... 77
viii
APPROVAL SHEET
In Partial Fulfillment of the Requirements for the Course
BACHELOR OF SCIENCE IN ENTREPRENEURIAL MANAGEMENT
This Study entitled : BEDUGUL GREEN FRESH MART
Has been submitted by : UMI NUR CHOLIFAH
(Student Number : 405059)
SRI WENI
(Student Number : 405060)
Project study / paper has been accepted in partial fulfillment of the requirements
for the degree of
BACHELOR OF SCIENCE IN ENTREPRENEURIAL MANAGEMENT
And which Grade for the study is:______ (ACCEPTABLE FOR COMPLIANCE)
Given this 14th
day of February, 2016
DR. Angel T. Ramos, BSc, CPA, MBA
Course Operator Ir. Fajar Kurniawan, MSc, RQP
Project Study Moderator
ix
Preface
To realize a business dream there are some important things that should
we run, starting from planning and organizing proceed will be continued in the
real work and in balance with continuous control so that we can start this business
idea. Although it is not easy we started our business site planning, but we are very
excited because our business is very interest and promise prospects in the future.
We are aware of our weaknesses and short comings in planning our business to
the limited experience we have, therefore we would be very happy if there is critic
is more constructive feedback. As its will help us to become a successful
entrepreneur.
x
Introduction
Not a few companies engaged in supplier in Bali at the moment and we
will be part of them. We dare to compete with them in a healthy way, as we will
present a fresh vegetables product, guaranteed hygiene and health. Our products
are very different from common vegetable in encounter in traditional markets and
supermarkets in Bali.
Our marketing strategy is a very attractive package and keep the freshness
of the vegetables and the storage temperature should pay attention.
We are confident that our products will be circulated superior product in all
societies, in particular for upper middle-class community in Bali.
xi
Acknowledgement
We would like to extend our deepest gratitude and sincere
appreciation to the following individuals who helped this plan possible.
To Saint Mary’s University for offering continuing education and
being an instrument in opening another door an opportunity of
becoming an entrepreneur.
To DR. Angel T. Ramos. MBA, BSc, CPA, D, Ed for given us a
chance to have a better future.
To Ir. Fajar Kurniawan, M.Si, RQP – GB for the guidance in
understanding of Business Implementation.
Thanks also to the head of the Central Bureau of Bali Province
Statistic Mr. Panusunan Siregar. And also the head of the Central
Bureau of Bali Province Statistic of Social Mr. Indra Susilo which
has helped us in meeting the data that we need incompleting our
project.
Not to forget, to thanks to Ms. Joyce Lee, Ms. Jayadinata Linda,
and Mr. Au Hin. as the parties who play an important role in the
survival of our learning so that we can complete our education up to
graduation.
To farmers in the area of Bedugul we say thanks very much for the
willingness to cooperate with us.
Acknowledgments for the entire student Saturday that we loved.
Without them notice ably less enthusiastic in completing the
project. They are sharing our friend, our friend argumentation
collided, and they are our friends in the ups and downs until the end
of our study period.
1
Chapter 1
The Executive Summary
________________________________________________________
1.1. Project Proponents
To be a vegetable supplier and determined to develop a business in
systematic and planned into a formidable company and position
themselves strategically in the business of trade and production in
agriculture.
Raised the value of selling local farm produce International.
Being a major supplier of vegetables to Denpasar area, Kuta, and Nusa
Dua.
1.2. Missions
Strive to increase the quality of service and production to match the
high standards that can fulfill consumer demand.
Continually improve guidance to customers in order as business
partner.
And expanding network of infinite market.
1.3. Objectives
Management based on the principles of efficient and effective, so as top
and a high income to develop the business and improve the welfare of
employees.
Improve the quality of human resources in accordance with the culture
and the culture of the company, so it can deliver a high work ethic and
sense of creative.
1.4. Goals
Government programs to help create a healthy society by providing
fresh vegetables and hygienic.
Provide our customers with high quality product and excellent service
at the reasonable price.
We maintain quality and product quality.
2
1.5. Highlights
1.5.1. Project Background
We choose supplier vegetable under the name “ Bedugul Green Fresh Mart
“ in the background as the background by our growing children and was raised by
parents and neighborhood farmers. The meaning of this name is supplied we
started this business from Bedugul area as the largest vegetables product in Bali
which become the main supplier of vegetables at the same time supporting us. The
Green fresh Mart has the intention that we are the supplier of fresh vegetables.
Our project will be located at Bay Pass Ngurah Rai Street, Sumbatan Kendal
No.18X Denpasar. Where the location is very strategic to be close to the main
target of our marketing namely Denpasar, Kuta and Nusa Dua. So that we can
facilitate the delivery of our product to our customers in a very quick time.
1.5.2. Management and Personal Feasibility Summary
At the company's management system, we apply the Six Sigma system in
which we will apply the DMAIC (Define, Measure, Analyze, Improve, Control)
and as a means of support in running our business. ( Eckes George. The Six
Sigma: How to Process product Into Profis, United States of America: John Wiley
& Sons, inc. 2001).
As for the running systems to our Six Sigma for the three major groups in
which each held and accounted by our members. In the division of this task; Sri
Weni responsible for the Define and Measure system, Umi Nur Cholifah
responsible for system Analyze and Improve, and Sri Weni responsible for control
systems and equipment. This division of labor is more based on skill and ability of
each of us in the field who have specified above.
1.5.3. Marketing Feasibility Summary
Our marketing system that will be run to start our business is after wards
will start from explaining the products that we sell will give examples for free as a
way to promote our products to consumers in addition to promoting products
through the current growing media. We will also continue to maintain good
relationships and communicate with all consumers, so that they can receive our
products and can sell itself, other than that one thing we noticed is that will
attempt delivery of products to consumers in order to quickly and no defects.
3
1.5.4. Production Feasibility Summary
Vegetable product which we seek is the result of a local farm where the
farmer is still relatively little use of modern methods. However behind these
limitations make vegetable farmers who produced has advantages compared to
other local farmers. The advantage of our products is to be the sole supplier of
organic vegetables.
In our cooperative relationships with the farmers, we will establish
mutually support each other. At the beginning we started our business, is still not
fully become advocates of the farmers, but with the passage of our efforts will be
a major supporter of local farmers to become the largest producer of organic
products in the area of Bedugul. By recycling existing vegetable waste, we will
make as organic fertilizer and we will sell back only to the farmers at a price
which is very cheap, thus the cooperation relationship between our farmers can
work well because it is mutually beneficial.
1.5.5. Financing and Financial Feasibility Summary
In starting this business we support with initial capital of IDR
450,000,000.00 Which IDR 300,000,000.00 was contributed by both of us, and
IDR 150,000,000.00 from the Bank Loan as for the ownership of capital we have
a large number of different figures that Umi Nur Cholifah has IDR
160,000,000.00 or 53% of the contribution or share of capital, and IDR
140,000,000.00 or 47% as Sri Weni of contribution or Share of capital, resulting
in a distribution of profits will be divided in proportion to each of us.
In the first planning our business we will receive gross income
approximately IDR 454,416,000.00 or 110% of the proceeds will we get. So in the
first year we have received 10% of net profit.
1.5.6. Social and Economic Feasibility Summary
Our business plan will be developed at this time we also have to consider
the social and economic impacts for both company employees and community
around the company, with the concept (Corporate Social Responsibility
Wikipedia.co.id)
In this case we as accompany have a responsibility to the various forms of the
entire user interests include consumers, employees, shareholders, communities
4
and the environment in all aspects of company operations that include social,
economic and environment, so as to achieve the creation of sustainable
development for our company.
1.5.7. Project Implementation and Time Table
To start this project, were quire five months of preparation. From finding
the location, lobbying farmers and preparation of documents we need to support
our feasibility until ready to make an agreement with our customers.
1.5.8. Conclusion to Feasibility
With preparation and a strong conviction of the both of us, we are very
confident that our business plan is very feasible and very promising to grow
rapidly. Therefore, we will immediately start the business as soon as possible that
we could try after completion of our study later.
5
Chapter 2
Project Background
2.1. Project Proponents
Supporters of capital funding in the start of our business is the both of us.
Which we areas owners of capital, also in charge of the future courses of our
business. In detail can be seen in Table 2.1.
Table 2.1. Project Proponents
Name Nationality Address % ownership
Umi Nur Cholifah Indonesia East Java 53%
Sri Weni Indonesia East Java 47%
As shown in the above table in the main supporting our Project Plan is
Umi Nur Cholifah who have the 53% stake in the company, and 47% of Sri Weni
have the company's assets. In the implementation and sharing of the results of
operations will be in proportion to the capital which has contributed to the
company.
Figure 2.1. Proportion Share
2.2. Proposed Name of the Business
We are both of people involved in this business who have similar
properties, namely simplicity. In the naming of our business, we deliberately
53% 47%
Proportion of Share
Umi NurCholifah
Sri Weni
6
chose a simple name that is easy to remember especially our customers. “Bedugul
Green Fresh Mart”. For the people familiar Bedugul, Bali 90% as the largest
vegetable growing areas in Bali. In conjunction with our business, we deliberately
made as a major name in the beginning because we stand in support of business
by vegetable farmers from Bedugul area.
As for the "Green Fresh Mart" is an attempt to market fresh vegetables.
We deliberately use the language of Britain is very easy to understand by the
people of Bali which is basically 90% understand English, although not exactly
the correct spelling. But in the language of the people of Bali are very familiar
with the market sense of the word-for-word in English.
In addition we have a long-term goal for our business, which is our main
target not only includes the people of Bali, but also to foreign tourists who have
permission to stay in Bali or on business in Bali. With the name of "Bedugul
Green Fresh Mart" we are sure will be a name that is easily embedded in the
hearts of our customers will be, as it is very easy to remember.
2.3. Type of Business Organization
In business we use a type of business organization Functional
Organization. Where this type of dross in accordance with our conditions in this
type of business start with we believe can assist in starting and running a business
we will, and we will transform functional into another type along with the
development of our business in the future.
2.4. Location of the Storehouse
We chose the location at By Pass Ngurah Rai area. On Suwung Batan
Kendal Road no.18x, Denpasar. This place as well as sales offices where our
product packaging. This location is very strategic and close to the main
market area, namely Denpasar, Kuta and Nusa Dua. So it will be easier for us
to send our products to our customers quickly.
7
Figure 2.2. Location of the Storehouse
8
Chapter 3
Management and Personnel Feasibility
3.1. Personnel (Administrative)
Figure 3.1. Linier Type Organization
Table 3.1. Job Descriptions
Job Requirements Jobs Specification
General Manager 1. Supervise office to achieve its goals and give directives to
his subordinates.
2. Instructed to carry out the work.
3. Supervise employees in fulfilling their duties.
4. Coaching employees to carry out their duties.
5. Developing new methods to carry out the work.
Production
Manager & HRD
Manager
1.Adjusting time job to fit the time of delivery.
2. Adjusting the quality of supervisory positions at each
point of work.
3. Provide production rates for marketing purposes to
make the sale price.
Marketing &
Finance Manager
1. Responsible for the general manager.
2. Setting goals and objectives of the course of the
company's operations and sales strategies to consumers.
3. Creating an analysis of market share and sales
strategy to determine customer.
4. Analyzing reports prepared by subordinates.
General Manager
Production Manager & HRD
Manager
Head Production
Production Planning Control
Quality Control
Marketing & Finance Manager
Designer Sales Expedition
9
5. Optimizing excellent service to every customer.
6. Responsible for the acquisition and use of funds
from the sale promotion.
7. Fostering marketing and guiding all employees in the
marketing department.
Head Production 1. Acquisition of funds at a low cost.
2. Uses of funds effectively and efficiently.
3. Analyzing financial statements.
4. Analyze internal and external environment
associated with routine decisions and specially.
Production
Planning Control
1. Helping to expedite production of receipt of the work
order to complete the product.
2. Provide an explanation of each item to the order of
production.
3. Follow up the development of the production gets
every week.
Quality Control 1. Creating corporate standardization.
2. Checking the goods in detail.
3. Provide instruction to repeat the work as not in
accordance with company quality standards.
Designer 1. Guy who would always express their creative ideas
led to innovations in new and dynamic products.
2. Designers are required to always provide the latest
ideas in accordance with the progress of time and
technology.
Sales Selling, marketing, customer satisfaction and customer
loyalty.
Expedition 1. Responsible for all items to be shipped and will
return.
2. Provide reports to the entry and exit of goods
marketing manager.
3.2. Proposed Salary of Personnel
General Manager is Umi Nur Cholifah, HRD & Production Manager is Sri
Weni and Marketing & Finance Manager is Umi Nur Cholifah.
In addition to the three main positions within our company helped by several key
positions to support part of the company’s work. Part of it are:
Head Production
Production Planning Control
Quality Control
Designer
Sales
10
Expedition
Worker
Table 3.2. Personnel Plan Salary
Position Salary ( IDR/Month)
General Manager 3,000,000.00
Production & HRD Manager 2,000,000.00
Marketing & Finance Manager 2,000,000.00
Head Production 1,250,000.00
Production Planning Control 1,250,000.00
Quality Control 1,000,000.00
Designer 1,000,000.00
Sales 1,000,000.00
Expedition 1,000,000.00
Worker @ 800.00 x 4 = 3,200,000.00
Total Persons 13
Total Payroll 16,700,000.00
3.3. Management Proposals
If you want to build a strong brand companies should not just rely on ads.
Companies should do something striking in the minds of consumers, not just
selling but have long-term implications. (Marketing 3.0: From Mind to Heart to
the Human Spirit; Philip Kotler, Hermawan Kartajaya, and Iwan Setiawan, John
Wiley & Sons, 2010).
This sentence is a reference to our business which we will develop later.
By applying the Six Sigma system we are confident that our company will have
long-term implications. In the implementation of our business will be using the
issue of cost, cycle time, and other business issues that should remain as part of
our attention for improvement, we will focus on the use of production tools to
achieve measurable results. In our company quality is just one purpose, and does
not stand alone or be separated from our other business objectives. We will also
11
create agents of change (Change Agent) who is not only working on the Quality
Department and we will promote efforts to improve quality continuously.
12
Chapter 4
Marketing Feasibility
4.1. General Market Description
4.1.1. Target Market
By using the concept of marketing as the fulfillment of human needs
which then turned into a desire, we are confident that our business community is
very welcome. Because, basically meeting the needs of food is a basic
requirement for the fulfillment of every human being. As for our marketing
objectives are:
Hospital, Supermarket, Hotel , Restaurant & Canteen
By explaining in detail all of our activities regarding products, product
design, promotional products, advertising products, communications to consumers
through the delivery of products to consumers in order to quickly. We also hope
to get to know and understand our products will be sold by its self.
4.1.2. Demograpic
Demographic over view of our efforts can be seen in the table below.
Table 4.1. Demographic Profile
Demographic Criteria
Age 12 years and up
Gender Female and Male
Income Middle Income
Occupation All type of job
Lifestyle Creative, relaxed, innovative, fun,
active.
4.1.3.Psychological & Socio Cultural
Our market segmentation of Psychological and Socio cultural aspect can
13
be seen in the table below :
Table 4.2. Psychological and Socio cultural
Categories Criteria
Personality Open minded
Culture All type
Religion All Religions
Native Bali, Java, Lombok, and Foreign
Social Class Middle Class and above
Family Type Small, Middle, and Big Family
4.1.4. Learning Involvement
We are entrepreneurs vegetables are all organic agricultural products.
Organic farming systems are systems that rely on agriculture natural ingredients
without the use of synthetic chemicals. Some Indonesian plants that have the
potential to be developed with these techniques are rice, horticulture, vegetables,
fruits.
Processing of organic agriculture is based on the principle of health, (e g:
Red Cabbage, Broccoli, oranges etc) Plantation crops (coffee, tea, coconut, etc.)
as well as spices ecology, fairness, and protection. The mean by the principle of
health, in organic farming is farming activities should pay attention to the
preservation and improvement of the health of soil, plants, animals, earth, and
humanity as a whole because all such components are interconnected and not
separate. Organic agriculture also has to pay attention to fairness, both among
humans and other living creatures in the environment. To achieve good organic
farming is necessary to do a careful processing and is responsible for protecting
the health and well-being both in the present and the future.
Vegetables are healthy and nutritious food. In vegetables contain many
vitamins and minerals as well as Iron, and much, much more content in vegetables
is beneficial for human health. Vegetables can be consumed in two ways: through
the process of cooking and not. Consumed more vegetables after cooking process,
although there are some vegetables that are not through the cooking process such
14
as lettuce, basil, cucumber etc. Other benefits of vegetables to human health
among foster child's body, maintain healthy organs, increase endurance, accelerate
blood circulation etc. Besides an excellent vegetable for a healthy diet.
4.1.5 Geographic
Bali is one of the provinces in Indonesia that known as Gods Island
(Paradise Island). Bali lies between Java and Lombok Island. Capital of the
province is Denpasar, located in the southern part of the island. Bali Island is part
of the Lesser Sunda Island along the 153 km and 112 km wide, about 3, 2 km
from the island of Java. Bali Province consists of a number of islands including
Bali Island itself as the biggest island , Nusa Lembongan Island, Serangan Island (
located at the southern part of Bali Island ), and Menjangan Island ( located at the
west side of Bali Island ).
Astronomically, Bali Province is located between 800 03
ꞌ 40
ꞌꞌ - 80
0 50ꞌ 48ꞌꞌ
south latitude and 1140
25ꞌ 53ꞌꞌ - 1150
42ꞌ 40
ꞌꞌ east longitude tropical climate which
makes it like other regions in Indonesia. The boundaries of the following areas of
Bali Province are :
North side : Bali Sea
South side : Indian Ocean
West side : Bali Straits
East side : Lombok Straits
The total area of Bali province is 5, 636.66 square km2 or 0,29 % of the
total area Indonesia archipelago. The governance of Bali Province is divided into
regencies and one city, namely Jembrana, Tabanan, Badung, Gianyar, Klungkung,
Bangli, Karangasem, Buleleng regencies and Denpasar City.
Based on the relief and topography, in the middle of the Island of Bali Lies
the mountains that extend from west to east and between these mountains there
are cluster of volcanoes, namely Mount Agung is the highest point in Bali as high
as 3,142 meters. The volcano last erupted in march 1963. Mount Batur erupted
and produced a tremendous disaster on earth. While the mountains are not
volcanoes include Mount Merbuk (1,356 meters) in Jembrana, Mount Patas
15
( 1,414 meters ) in Buleleng, and Mount Seraya ( 1, 058 meters ) in Karangasem,
as well as some other Mountains.The existence of these mountains course the area
of Bali is geographically divided into two unequal parts, namely North Bali with
narrow lowland and less slope, and lowland south Bali with a wide and sloping.
Bali Slope consists of flat land ( 0 - 2% ) of 122,652 ha of land, undulating ( 2 –
15% ) of 118,339 ha of land, steep ( 15 – 40% ) of 122,652 ha, and land is very
steep ( > 40% ) covering 132,189 ha, Bali Province also has four lakes, namely
Lake Baratan, Lake Buyan, Lake Tamblingan, and Lake Batur. Generally, Bali
has a tropical marine climate that is influenced by the wind movement. There are
two seasons; dry and rainy seasons, which are separated by a transition period.
The dry seasons is between June to September and is influenced by the Australia
Continental wind movement which contains not to many moisture. Meanwhile,
the rainy season is between December to March and is influenced by the Asia
Continental and Pacific Ocean wind movement which contains a lot of measure.
This causes rain fall in the area of Indonesia. In rural areas, most of the Balinese
people as a print production of small farmers with traditional agricultural patterns,
Production of the Balinese style is highly by climate change (natural cycles and
rainfall). Therefore, the transitional seasons is one indicator that can be used to
detect the dry season or early rainy season, so the planning and planting period,
mainly agricultural commodities can be prepared according to the actual climate
conditional. During the year 2012 the temperature/air temperature is highest in the
region occurred in Bali, Buleleng regency reached 27.50
C with 75% humidity.
Conversely, the lowest temperature occurred in Tabanan regency which reached
19.70C with high humidity levels93%.Source ; www.bpsbalidalamangka.
16
4.2. Demand
4.2.4. Population
Population of Bali shown in the Table 4.3.
Table 4.3. Bali’s Cities/ Municipalities population by District
Regency/City
Indonesia Citizen
Foreign Citizen
Total
Chinese
Other
Male Female Male Female
Male Female
(1) (2) (3) (4) (5) (6) (7) (8)
1. Jembrana 137 370 137 770
4 1
2 1 275 148
2. Tabanan 219 985 221 889
0 0
17 9 441 900
3. Badung 210 745 209 250
0 0
41 39 420 075
4. Gianyar 230 352 227 750
15 11
22 32 458 182
5. Klungkung 194 005 192 559
0 0
3 0 386 564
6. Bangli 108 143 108 661
0 0
0 0 216 804
7. Karangasem 229 206 227 998
0 0
0 0 457 204
8. Buleleng 346 237 347 302
21 21
25 19 693 625
9. Denpasar 273 679 258 845
0 0
201 135 532 860
Total Population
2012 1 707 453 1 703 453 36 32 309 234 3 411 517
2011 1 601 569 1 700 596
41 34
343 248 3 312 831
2010 1 560 008 1 661 469
35 31
513 319 3 222 375
2009 1 639 033 1 632 065
77 78
416 283 3 271 952
2008 1 609 278 1 599 581
339 258
277 112 3 209 845
Source: BPS-statistics of Bali Province (Result of Population Registration)
Table 4.4. Population of Bali
Source;denpasarkota.go.id(2014)
Year Population of Bali
2010 3,222,375
2011 3,312,831
2012 3,411,517
2013 4,056,323
2014 4,104,914
17
Base on the population of the island at this time we can only meet about
644,475 of the total existing population or 20%of the total population of Bali
(BPS,2014).
4.2.5. Demand
The situation is quite a high demand for our market. As we know that
vegetables are a basic requirement and as a main meal of Indonesia society.
Therefore, we will present the products with high quality health care to our
customers.
Based on the population related to get market, demand of our product is
644,475. Demand of the product based on population of Bali shown in Table.4.5.
Table 4.5. Demand of the Product
Year Population of Bali Actual Demand
(20% X Population)
2010 3,222,375 644,475
2011 3,312,831 665,566
2012 3,411,831 682,303
2013 4,056,323 811,265
2014 4,104,914 820,893
4.2.6. Project Demand
Using Arithmetic Methods, we can forecast increasing demand of product
for the next 5 years. Increasing percentage shown in the table 4.6.
Table 4.6. Increasing Percentage
Year actual demand year to year Percentage
2010 644,475 18,091 2,81%
2011 662,566 19,737 2,98%
2012 682,303 128,962 18,90%
2013 811,265 9,718 1,20%
2014 820,983
Total N=5 25,89%
Our average increase/(decrease) will then be:
Increase/(decrease)average = (25.89 ÷ 5) X 100
= (5.178) x 100
18
= 0.0158 + 1
= 1.0158
Than our project demand values for the next 5 years later will be, shown in the
table 4.7.
Table 4.7. Projected Demand
Year Projected Demand
2015 ( 2014 = 820,983 ) x 1.0158 = 833,955
2016 ( 2015 = 833,955 ) x 1.0158 = 847,131
2017 ( 2016 = 847,131) x 1.0158 = 860,516
2018 ( 2017 = 860,516 ) x 1.0158 = 874,112
2019 ( 2018 = 874,112 ) x 1.0158 = 887,923
We will choose the highest projected demand for next analysis.
Demand in 2019 = 887,923
4.3. Demand Supply Analysis and Market Potential
Our business has competitor. According to BPS Bali, our competitor can
supply 345,600 products each year. Demand and supply gap is our market
potential.
Table 4.8. Market Potential
Market Potential
Yearly 887,923 - 345,600 = 542,323
Monthly 542,323 / 12 Month = 45,194
Daily 45,194 /30 Days = 1,507
Our Market Potential for Organic Vegetable product shown on Table 4.8.
Projected Demand 542,323 unit per year, or 45,194 unit per month, or 1,507unit
per day.
4.4. Market Share
Based on our capital, we are confident that our market share is 6.68% from
market potential.
19
Table 4.9. Market Share
Market Share
Yearly 542,323 x 6.68% = 36,227
Monthly 36,227 x 6.68% = 2,419
Daily 2,419 x 6.68% = 161
4.5. Projected Sales
Our projected sales are 161 kg daily for all list products. For details
projected sales described in Table 4.10.
Table 4.10. Projected Sales
No Items Kg Price/kg
(IDR)
Daily
(IDR)
Monthly
(IDR)
Yearly
(IDR)
1 BY 18 35 630 18,900 226,800
2 SW 28 36 1,008 30,240 362,880
3 KK 18 18 324 9,720 116,640
4 TM 10 35 350 10,500 126,000
5 SI 13 30 390 11,700 140,400
6 DS 18 32 576 17,280 207,360
7 PR 13 18 234 7,020 84,240
8 BK 18 18 324 9,720 116,640
9 BC 12 25 300 9,000 108,000
10 BE 13 18 234 7,020 84,240
Total 161 265 4,370 131,100 1,573,200
20
4.6. SWOT Analysis
4.6.1. SWOT Matrix
SWOT Matrix shown in Figure 4.1.
Figure 4.1. SWOT Matrix
STRENGTH:
1. Organic vegetables have a
sweeter taste compared to non-
organic vegetables.
2. Organic vegetables have a higher
sale value (more expensive)
compared to non-organic.
3. Can be a source of food that is
safe and nutritious as it contains no
toxins to be able to improve public
health.
4. Organic vegetables containing
Vitamin C, Potassium, Beta
Carotene and higher.
WEAKNESSES:
1. Organic vegetables look less
attractive, such as smaller size and
the leaves with holes.
2. Prices are quite expensive
3. Results products organic
vegetables is lower than in
conventional vegetables.
OPPORTUNITIES:
1. Has a very good prospect
because it can support capital
from foreign investors.
2. Eventually the whole world will
drive the economy into the
concept of the Green Economy as
a concept that will support
sustainable development. (
Concept Economy , Davit
Darmawan, 2009)
THREAT:
1. Low organic vegetable
production makes little supply
shortage.
2. Constraint is the least fertile
land area.
3. Products of high quality and has
a market segment, the top layer of
society.
4. Prices are set much higher than
in conventional agricultural
products.
5. Companies cannot charge a
higher price compared to
competitors.
21
4.6.2. Questionnaire Design
QUESTIONNAIRE
Name : _____________________ Signature:_____________________
Age : _____________________
Answer the entire question by thickening the chosen box.
Point 4: Very Agree (VA) Point 2: Acceptable (AC)
Point 3: Agree (AG) Point 1: Disagree (DA)
Questions 1 2 3 4
Strength :
1. It has a sweeter taste.
2.Has a higher nutritional value compared to
conventional vegetables.
3.It can be a food source that is safe for health.
4.Have a high selling price.
Weakness :
1. Physical appearance is less attractive organic
vegetables (small holes)
2. more expensive price
3. Results of organic vegetable production is lower
than conventional vegetables.
4. Not all people know the advantages of organic
vegetables.
Opportunities :
1. It has very good prospects because little organic
vegetable business
2. Having a sizeable market opportunity especial in
Bali and the surrounding area.
3. likely to get capital support of foreign investors.
Threats :
1. Having segment middle to upper market
economy.
2. in the set price is much higher than conventional
vegetable products
3. The company cannot set the selling price is
higher than the price that has been set by a
competitor.
22
4.6.3. Questionnaire Matrix
Questionnaire matrix describes in Table 4.11.
Table 4.11. Questionnaire Matrix
Question No Respondent
Average Rating Answer 1 2 3 4 5
Strength
1 4 3 3 3 4 3,4 3 AG
2 3 4 3 4 3 3,4 3 AG
3 4 3 3 4 3 3,4 3 AG
4 3 3 3 4 4 3,4 3 AG
Weakness
1 2 1 2 1 1 1,4 1 DA
2 3 3 2 2 3 2,6 3 AG
3 2 2 3 3 3 2,6 3 AG
4 2 2 2 3 1 2 2 AC
Opportunities
1 2 2 3 2 3 2,6 3 AG
2 1 2 3 2 3 2,2 2 AC
3 3 2 3 2 2 2,4 2 AC
Threat
1 2 2 3 2 3 2,6 3 AG
2 1 2 3 2 3 2,2 2 AC
3 2 1 2 1 1 1,4 1 DA
Data collection techniques used in this study is:
1. Observations
2. Questionnaire
3. Interview
4. Study of library
5. Using purposive sampling technique.
23
4.6.4. Result of SWOT Data Processing
Table 4.12. Result of Data Processing
No Factor
Internal Factor Evaluation (IFE) Integrity Rating Score
STRENGHT
1 The products are highly prospective for
business development 3 3 9
2 The packaging process is very easy and simple
products 2 3 6
3 Has a fairly extensive marketing network in
Bali 2 3 6
4 The company will offering the special prices
and discount on the purchase of certain product. 3 3 9
10 30
WEAKNESS
The results of organic production that is not
able to meet market demand. 2 1 2
2 The risk of rapid deterioration due to the effects
of weather. 2 3 6
3 Employee system unstable. 3 3 9
4 BGFM product yet known. 3 2 6
10 23
External Factor Evaluation (EFE)
OPPORTUNITIES
1 Has a very high market opportunity because
there are many entrepreneurs in this field. 3 3 9
2 Likely to have the support of foreign investors
through the concept of green economy. 2 2 4
3 Utilizing capital loans from private financial
institutions and governments 2 2 4
4 Potential to grow the business beyond the
territory of Bali even out of the country. 3 3 9
10 26
THREAT
1 Competitors better known consumer products. 3 3 9
2 Many vegetable products sold in traditional
markets. 3 2 6
3 Results of organic vegetable products is lower
than conventional vegetables 1 1 1
4 The company cannot set a higher selling price
than competitors 1 1 1
10 17
24
4.6.5. SWOT Position
SWOT Position shown in Figure 4.3.
=
(3, 5) = (4, 5)
Coordinate (3,5 ; 4,5)
y (Opportunity)
IV 4.5 ● I
x (Weakness) 3.5 x (Strength)
III II
y (Threat)
Figure 4.2. SWOT Analysis Quadrant
SWOT Position is in Quadrant I it means strategy of our company
available to use for marketing is Aggressive Strategy.
25
4.6.6. Internal External Factor Evaluation
Table 4.13. Internal and External Factor Evaluation
IFE
EFE
STRENGTH-S WEAKNESS-W 1. The products are highly
prospective for business
development.
2. The packaging process is very
easy and simple products.
3. Has a fairly extensive marketing
network in Bali.
4. The company would offering
the special prices and discount on
the purchase of certain product.
1. The results of organic
production that is not able to meet
market demand.
2. The risk of rapid deterioration
due to the effects of weather.
3. Employee system unstable.
4. BGFM product yet known.
OPPORTUNITY-O STRATEGY-SO STRATEGY-WO 1.Has a very high market
opportunity because there are many entrepreneurs in this field.
2. Likely to have the support of
foreign investors through the
concept of green economy.
3. Utilizing capital loans from
private financial institutions and governments.
4. Potential to grow the business
beyond the territory of Bali even
out of the country.
1. The products are highly
prospective for business development.
2. The packaging process is very easy and simple products.
3. Has a fairly extensive marketing
network in Bali.
4. The company would offering
the special prices and discount on
the purchase of certain product.
1. The results of organic
production that is not able to meet market demand.
2. The risk of rapid deterioration due to the effects of weather.
3. Employee system unstable.
4. BGFM products yet known.
THREAT-T STRATEGY-ST STRATEGY-WT 1. Competitors better known consumer products.
2. Many vegetable products sold in traditional markets.
3. Results of organic vegetable
products is lower than conventional vegetables.
4. The company cannot set a
higher selling price than competitors.
1. Will only circulate or market a
product with attractive packaging
and guaranteed fresh and hygienic.
2 The company will always put
the quality of products to meet the
wishes and demands of the customers as a whole.
3. The company will provide
discounts to any customer who
will buy in bulk.
4. Provide assurance products to
maintain price stability in the
market.
1. Improve training existing workforce.
2. Utilizing social media as an
inexpensive means of promotion
in addition to the installation of
distribute brochures and products labels.
3. To maintain the quality of
goods, BGFM will use a freight
car that is equipped with a refrigerator a certain temperature.
4. BGFM will emphasize on
punctually, good start to the
process of packing the product
until delivery to all customers.
26
4.7. Proposed Marketing Strategy
4.7.1. General Strategy
One of the keys to tapping consumer marketplace is coming up with a
product or service that addresses a specific consumer need. Finding and fulfilling
costumer needs and then delivering suitable product or service are part of the
marketing process. (Miranda Brookins, Demand Media 2014)
Source: Steps In The Marketing Process http://www-rohan.sdsu.edu
Figure 4.3. Planning Phase Strategy
We would like to apply this guide in our project. So that by applying this
system we can create plans in 3 Phase for over 300 common marketing activities,
receive step-by-step guidance for each subject covered in this guide, organize, and
manage our marketing activities. The guide groups common activities into 4
Phases, to clarify how the activities fit together in the revenue-generation process:
27
Analyze:
We can identify the needs of its potential customers, and we have to take a
looks at our resources and capabilities, which may include finding, time, human
resource. Beyond that we have to take into account the type of competition in the
market, and how technological, political, social, and economical happenings, may
impact what customers want and our ability to environment we are working in.
Plan:
We plan how to pull our resources together to fulfill the need. This
involves conducting market and marketing research, and creating examples of the
products for testing. We can also use the planning stage to make decisions about
how to price, promote, and distribute our product or service.
Implementation:
Using the distribution plan we create based on the target market we are
trying to reach. Use the promotional plan we developed to help inform, persuade,
and remind customers to our product or services exists.
Control:
The control portion of the marketing process involves coming up with
ways to measure the tactics we decide to promote the product we are selling.
This is including looking at profits, revenue, customers, satisfaction, the number
of the views our website receives or the number of clicks an Email promotion we
send to announce our product receives. If metrics indicate that a tactic we are
using to promote the product is not working favorably, we can make changes,
when access necessary, similarly, if feedback from customers shows that the
product is not fulfilling a need. We have to revisit the planning phase.
4.7.1.1. Competitive Positioning
We will differentiate our offering and create value for our market, and
carving out a spot in the competitive landscape, putting our stake in the ground
and winning mindshare in the marketplace- being known for certain “
requirement”. Our Competitor shown below:
1. Rumah Fair Trade (RFT)
2. Bali Organic Association (BOA)
3. Bali Rungu Organic Farm (BROF)
28
4. Wet Market (WM)
SWOT Analysis of Main Competitor (RFT, BOA, BROF and WM)
Strength Weakness
1. Popularly
2. Brand Awareness
3. Large Offer
4. Good Packing
5. Good Quality
6. Many of cooperation network
1. Expensive
2. Location
3. Expedition
4. Service
5. Only seal at retail prices
Figure 4.4. SWOT Analysis of Main Competitors
Table 4.14. Competitor Analysis
Attribute Weight Rating ( Scale=1-5; 1- Poor, 5-
Excellent)
Must total
100%
BGFM RFT BOA BROF WM
Customer Awareness 20% 4,0 4,0 5,0 3,0 3,0
Product Quality 40% 5,0 3,0 5,0 3,0 3,0
Product Availability 25% 4,0 4,0 5,0 4,0 3,0
Technical Assistance 5% 3,0 4,0 4,0 3,0 1,0
Selling Staff 10% 4,0 4,0 4,0 2,5 2,0
Total 100% 20,0 19,0 23 18,5 12,0
Score Average 4 3,8 4,6 3,7 2,4
Competitive Advantage
Figure 4.5. Competitive Advantage
Large selection of product
Affordable Price
Promotion
Quality Product
Service
29
4.7.1.2. Brand Positioning
Our brand positioning are relevant to include relevant, differentiation, and
credibility or attainability. Such as the customer could find our brand more
appealing. Differentiation is means our brand would be an unique one. Credible
and attainability is our final measure.
We will make our market recognizes our brand and know exactly what is
our product. We will deliver a consistent experience that the market has come to
expert, both visually and operationally at every quality, design, price service,
warrant, and credibility.
Table 4.15. Brand Positioning
Quality Design Price Service Warrant Credibility
BGFM 80 85 75 70 85 80
RFT 70 75 80 85 65 70
BOA 85 90 85 80 75 85
BROF 75 65 70 60 55 60
WM 65 40 60 30 20 30
Figure 4.6. Brand Positioning Chart
0
10
20
30
40
50
60
70
80
90
Quality Design Price Service Warrant Credibility
Bedugul Green FreshMart Rumah Fair Trade Bali Organic Assosiation
Bali Rungu Organic Farm Wet Market
30
Based on Brand Positioning Chart above, our brand position at the right
level, our quality, design, and credibility almost equal to Bali Organic
Association. Our Warrant is the superior than others, our Price is acceptable and
our price and service is quilt good enough for.
4.7.2. Pricing Strategy
At the beginning of starting a business Bedugul Green Fresh Mart will use
the strategy as a multi-unit pricing strategy since the beginning of Bedugul Green
Fresh Mart cannot sell higher or equal to the selling price of competitors. We are
confident with this strategy will be able to increase sales of our products so as to
increase profits.
We believe the price is not the main thing in our develops the business,
and we understand that consumer is very smart in choosing a quality product or
not. Therefore we also will put the best service and fast delivery to all customers.
Order to respond to the speed and how to package products is also an important
factor in order for us to attract customers, so that at the right time we will be able
to implement the strategy Competitive Pricing or equalize the price of a product
based on the selling price of a competitor.
4.7.2.1. Distribution Channels
“Distribution Channels are institutions distributor or dealer institutions that
have activities to distribute or deliver goods or services from producer to
consumer.”Warren J. Keegan (2003) Global Marketing Management, 7th
edition.
Distribution channel is a group of companies or individuals who have the
right of ownership over the product or service when it is transferred from
producers to consumers. Principle of Marketing (Philip Kotler 1991: 279)
We will utilize the product distribution activities as a means of gathering
critical information about customers and competitors, to promote the products that
we offer. It is also a means to negotiate, marketing products and also pay the bills.
There are some kinds of distribution channels in our company. Bedugul
Green Fresh Mart distribution channel has divided into four major groups,
namely: Supermarket, Hospital, Restaurant and Hotel. List of our distribution
channels can be seen in the list below.
31
Figure 4.7. Distribution Flow
Figure 4.8. Distribution Channels
4.7.2.2. Customer Relationship Management (CRM)
Important factor supporting the success of our company as one of them
is CMR. Because we realize the dissatisfaction of a customer will tell 7-10 people
friends, otherwise satisfied customers would recommend the company concerned
to 3-4 of their friends. Therefore, we will prioritize the service as an important
factor that we should consider. As the implementation of CMR strategy then we
will choose those professionals who have sufficient quality that we expect will
Bedugul Green FreshMart
Retail
Consumers
•Carrefour Bali
•Makro Bali Supermarket
•Surya Husada Hospital
•Balimed hospital Hospital
•gateway of India Authentic Indian Food
•Harmony Vegetarian
•The Oberoi
Restaurant
•The Royal Beach Seminyak
•Devine Earth Bali Hotel
32
understand, as well dealing with customers and also understand how to use
technology to CRM.
4.7.3. Promotion Strategy
Our company will use a mix of promotion strategy or marketing mix
communication. With this strategy we believe will be able to promote our product
the cost is not too high and can increase sales of the company's products.
The strategy that we will run is as follows
Personal Selling
Individual communications, or face to face in an effort to sell and
create relationships.
Advertising
Advertising is a quick way to introduce our new products to the
public, in this case a lot of media that we can take advantage of them
Radio, TV, magazine and newspaper. But this medium requires a fairly
high cost and less effective, so we will take advantage of existing social
media networks in starting promote our business.
The social media are as follows:
Website: With this medium we will be able to provide much
information about our products to consumers. Instead consumers
will be able to learn and know the advantages and superiority of
our products. We hope the website can minimize the cost of
advertising.
Visit our Website: http://bgfmbaliid.wix.com/1234
33
Figure 4.9. Promotion Strategy
Facebook Page: Social media is very popular by people in the
Americas, Asia and Europe is very suitable for promotion and we
made a means of our sales process. In addition to free social media
is also very easy and popular all societies. Visit our Face book
Page at: www.facebook.com/BedugulGreenFreshMart
Figure 4.10. Promotion Strategy
Twitter: Twitter is Social Networking service and micro blogging
online that allows us to send and read text-based massage of up to
140 characters, known as chirp (tweet). Twitter has become one of
the top ten most visited site on the internet, and dubbed the short
messages from the internet. While registered we can posting chirp
34
through the interface website, Short Message service ( SMS ), or
Through a variety of applications for mobile device.
We ensure that promoting by twitter could help our company to
promoted our new product.
Follow us on http://twitter.com/BGFM1
Figure 4.11. Promotion Strategy
Instagram: One more thing that is also very popular with the people of
Indonesia now is Instagram. We will utilize this medium as a means of
free promotion of our products to the public by introducing new terms of
our products, such as its terms we use other social networking. Visit us
at: www.instagram/bedugulgreenfreshmart
E-Mail: Internet Mail is appropriate we use as a tool to introduce our
products we can also use as a means of communication and negotiation
with our customers in particular and can be more formal. E-mail also
does not require high costs. Contact us at: [email protected]
Public Relation
Public relation is a form of direct promotion but we were not very
effective. PR we will make as a bridge for our enterprise customers,
employees, society and even the government. We believe PR will be able
to increase the prestige of the company and our company's image in the
public eye. The first thing we can do is remove the media or the bulletin
and put an article in the print media that contains the benefits of our
35
products. For employees and customers, we will hold a tour and open
house.
Sales Promotion
Sales promotion is a sales promotion incentive will be given in the
near term to increase demand or sales of products. As for the sales
promotion that we could give to our customers is voucher, Discounts, and
free samples.
We hope to have strategy above will be able to obtain what we
expect is to provide product information, to make a product that is
different from the others, increase sales, sales stability as well as increase
the value of our products in the future.
4.7.4. Place Selection Strategy
Bedugul Green Fresh Mart will be open at Jalan By Pass Ngurah Ray,
Suwung Batan Kendal No. 18X, Denpasar, Bali, Indonesia.
We as suppliers of basic foodstuffs have some consideration so we chose
Denpasar as our place of business. As for our consideration is the level of
population density and income level of residents in the vicinity are high enough to
affect the purchasing power of our products. In addition, our company places very
easily accessible by consumers, otherwise very easy for us to make the delivery of
goods to customers with a very short time and quickly. Another thing to be
considered is the safety of our environment and the cleanliness of our business
locations around the environment in which our business.
36
Chapter 5
Production Feasibility
5.1. Product
We choose organic products as products that will be marketed by
considering several factors the state of the world. A public figure once said in
print that a cure for cancer in misery, he must consume organic food. Likewise
with some healing disease with diet therapy, always prioritize organic food on the
menu. Consuming organic foods proven to make people more healthy and fits, as
free from chemicals and synthetic.
As for farmer themselves. WHO reported that each year there are three
million victims of pesticide poisoning and approximately two hundred thousand
people died because of it. Poisoning occurs because spraying is not using security
syntax, exaggerated and incorrect placement of pesticides, thus contaminating
food or water consumption in farm families.
In terms of the price of organic products are more expensive than
conventional products. But how much it costs to be issued if they are sick, it is not
comparable to the high cost of organic products they consume. Prices of organic
products are also not comparable to the price of food supplement which sells to
keep in shape.
In terms of the product of organic products in the production environment
by considering the environmental balance. Fertilizer used is a natural fertilizer,
derived from plants that rot (compost) or livestock manure. Similarly to eradicate
pests, do not use chemical pesticides, but the natural enemies of the pests.
Cropping pattern also often use intercropping system, so as to enrich the soil
elements and avoid growing pest resistant plants because continuous use of
pesticides. This in creasingly resistant pests can sometimes appear as a pest
explosion that is not easily addressed by farmers. In addition, organic products
typically use local seeds.
5.1.1. Product Categories
Our product categories are staple foods, we strive to meet basic human
needs. Nowadays consumer awareness for healthy foods increases. This
37
phenomenon is supported by the emergence of organic products in the form of
fresh (uncooked) and cooked (organic restaurants).
Here is our product feature that we will be marketed:
1. Spinach
In addition to high fiber, spinach is a good source of iron is very good
(double other green vegetable juice) for blood health. In addition, spinach also
contains Lutein which serves to maintain the health of your eyes and cataracts, as
well as 13 types of chlorophyll and flavonoid components that can act as an
antioxidant and anti-cancer. Spinach is also a rich source of vitamins in vitamin A,
C, K, and folate.
2. Green cabbage
Mustard greens have a lot of vitamins and mineral, it is also known to
have the ability of antioxidants as vitamin C and E, and carotenoids and
glucosinolates. Mustard greens also contain calcium, magnesium, and folic acid
which can help to nourish the bones, as well as high in fiber to help aid digestion
in the human body. In addition, green cabbage can also prevent inflammation and
to prevent types of cancer.
3. Kale
Kale that many in Indonesia was met at the food contains many nutrients
such as vitamins A and C, although not as much as spinach and cassava leaves.
The minerals found in kale include calcium, and potassium fosfar. Vitamin B
complex on kale known to help increase the hormone that creates a comfortable
atmosphere. In addition, extra kale also been found to help the inhibition of
absorption of sugar so it is suitable for diabetics.pes of cancer.
4. Cucumber
Cucumber is one of the vegetable that are rich in vitamin C (Antioxidant),
Manganese, Folate, (reducing the risk of heart disease and depression) Fiber,
Magnesium, Chlorophyll, and Lutein. Cucumber can also maintain digestive
health. The high water content of cucumber can refresh the body.
38
5. Celery
Celery is the best source of Calcium, Iron, Potassium, and Vitamins A and
C. In addition, celery also contains an Active Component of Coumarin and
Acetylenics that could prevent the development of cancer cells.
6. Cassava Leaves
Vegetable that are served with various kinds of vegetables and main dishes
typical of Indonesia this proved to be a very good source of nutrition. Young
Cassava leaves contain protein and Iron. Cassava leaves protein also has a four-
fold and two-fold vitamin A in spinach appeal, making it a good source of
vitamins and minerals that are good for the health of the human body.
7. Bitter Cucumber
Bitter Cucumber or better known as Pare contains high fiber, which is very
good for the health of the human body. In addition it also contains a lot of
calcium, potassium, iron, and Vitamins C and A. The benefits of bitter melon are
numerous, ranging from lowering cholesterol, and high blood pressure. Active
components (saponins) may also increase the body's immunity and prevent the
growth of cancer cells.
8. Broccoli
Italian native plants is a source of Vitamin C which is very good. Not only
rich in fiber, vitamins and minerals, broccoli also contains antioxidants and lutein
sulforaphanic good for reducing cancer risk. Broccoli is also known to be
beneficial for heart health.
9. Bok Choy
This plant is often called "Spoons Soups" because of the shape of its
leaves are similar to a soup spoon. Vegetables are classified as types of cabbage
are rich in vitamins A, C, D, and folate. Not only that, Bok Choi is also rich in
potassium which is very good for fluid balance and cardiovascular health. Another
health benefit is Glucosinolates content as an antioxidant that can prevent prostate
and breast cancer.
10. Beans
Beans and other bean plants originating from Peru. These vegetables were
first brought to Europe by explorers from Spain in the 16th century, Beans are
39
vegetables rich in vitamin K, C, and A, and contains Folate, Manganese,
Potassium, Iron, and fiber, beans also contain antioxidant compounds that either
for heart health. The fiber content in beans has the potential to reduce the risk of
type 2 diabetes.
40
Figure 5.1. Product Categories
5.1.2. Logo of Product
We designed a logo as a way to facilitate the consumers to get to know our
company and products.
Philosophy contained in our logo is as follows:
BGFM stands Bedugul Green Fresh Mart.
The green color of leaves symbolize of health and freshness of vegetables.
And the house is in the middle symbolizes a place of business.
So it can be concluded that BGFM is a business engaged in the field of fresh
vegetables which aims to meet the needs of the community.
Figure 5.2. Logo of Product
41
5.1.3. Product Feature
Feature of our product can be seen in the Table below.
Table 5.1. Product Feature
fres
h
Good
Hal
al
Var
ious
Hea
lthy
No A
rtif
icia
l
Hygie
nic
Ver
y B
est
Texture
Nutrition’s
Taste
Size
Color
Product
Price
Packing
From table above we can see, that the features of our product that we
process and the period of expired has been determined through test trials that
period expire is 10 days after the vegetable is packaging.
5.1.4. Product Benefit
We conduct research on the nutrients contained in the organic vegetables.
With a healthy diet and making organic vegetables as the main diet every day we
believe may reduce the number of cancer patients in the population of Indonesia,
especially in Bali. Here are the advantages and benefits of organic products :
Organic produce contains fewer pesticides
Pesticides are chemicals such as fungicides, herbicides, and
insecticides remain on (and in) the food we eat.
Organic food is often fresher
Fresh food tastes better. Organic food is usually fresher because it
doesn’t contain preservatives that make it last longer. Organic produce is
often (but not always, so watch where it is from) produced on smaller
farms near where it is sold.
42
Organic farming is better for the environment
Organic farming practices reduce pollution (air, water, soil)
conserve, increase soil fertility, and use less energy. Farming without
pesticides is also better for nearby birds and small animals as well as the
people who harvest our food.
Organically raised animals are not given antibiotics, growth harmonic,
or fed animal by products
The use of antibiotics in conventional meat production helps create
antibiotic-resistant strains of bacteria. This means that when someone gets
sick from these strains they will be less responsive to antibiotic treatment.
Not feeding animal by products to other animals are given more space to
move around and access to the outdoors, both of which help to keep the
animals healthy. The more crowded the conditions, the more likely an
animal is to get sick. (Authors: Maya W. Paul, Gina Kemp, M.A.& Robert
Segal, M.A May 2014).
5.2. Packaging Process Description
Packing is one of division in the BGFM, the vegetable post-harvest
handling activities to them put into a product according to the criteria customers
expect. The stage are carried out in the packing includes receiving, cleaning,
storage, and packing. Activity within this packing lasts for 24 hours.
Acceptance
In Packaging also given counseling to new partners in particular, with
regard to post-harvest, from how to prepare the vegetables until the vegetables are
acceptable standard criteria, although it is also explained by field extension agents
companies. Process in packaging started from revenue generated by the division
of vegetable production, as well as partnership (Purchasing partner, partner
farmer, and the farmer’s farmer city) . Vegetable are selected according to the
type of product quality standards that have been agreed between the suppliers of
packaging with vegetable. During sorting, not infrequency party suppliers
(Product division, partnership, or farmers themselves) come immediately to send
vegetable production results to be paid to BGFM. In addition to transfer itself, the
BGFM also provide harvest taking care of the production or partners to help
43
delivered of land to packaging. If the suppliers come alone, then it is obligatory
for them to witness the activities of sorting, so that no injured party and if there
are damages that occur so that repairs can be done at the time of handling post-
harvest vegetables.
Figure 5.3. During Harvest
Figure 5.4. Accepting Process
44
Cleaning
Trimming is one process that is performed in packaging after receipt and
sorting. Vegetable that have been sorted for further cleaned of dirt, as well as the
disposal is done in certain part of the vegetable shape foliage leaf crops by
removing by outermost layer (the type of cabbage, spinach, etc). Usually leaves
trimming criteria is 2-3 outer leaves, the leave are hollow (farmer pests and
diseases), as well as the leaves are damaged by a mechanical foul during the post-
harvest.
Figure 5.5. Cleaning Process
Storage
After trimming activities, the next process is the storage. Storage is done
in a cold room with a temperature optimum in accordance with the shelf (shelf
life) of these vegetables. To overcome these obtain BGFM build more than one
unit of the refrigerator so that the vegetable storage can be adapted to the shelf
above. For vegetable type leaves (Spinach, green cabbage, cassava leaves, celery,
etc) are usually stored in a cold room temperature 4-70C. While the vegetables are
manifold fruits (Cucumber, bitter cucumber, and beans) are placed in a cold room
temperature of 7-100C. Technology is done by means of caps the vegetables into a
large plastic bag and then suck all the air that are in plastic and then sealed
properly. After the experiment, it turn out this technologies is quite effective
because it can increase the shelf that were previously only able to be stored up to
5 days to 10 days.
46
Packing
In degree or unboxed is vegetable that is sold in packaged from without.
For delivery by truck BGFM creates placed on the box to use the freight shipping
companies, vegetables inserted in cardboard boxes that was given the ice for
cooling packaged and plastic film wrapped using vegetable, wrapped using a
material called plastic film. The usefulness of this is packaged in the form of: The
display will looks clean and luxurious, reduce excessive evaporation to extend
shelf life, protect vegetable from the touch o cross contamination. Wrapped using
plastic film and vegetable laid or laid regularly over later wrapped in plastic film.
The usefulness of this is packaged in the display will appear more clean,
luxurious, reduce excessive evaporation to extend shelf life, protect vegetables
from cross contamination, protect vegetables from physical damage by pressure.
Wrapped using plastic bags vegetable put into a plastic bag of the type of PP or
PE plastic there are also types. Plastic bags are hold in some parts of the surface
for air circulation. The usefulness of this is packaged in the form of: Reducing
excessive evaporation to extend shelf life, reducing the possibility of cross
contamination. Wrapped Special uses plastic in plastic named type A. Vegetables
placed in a plastic type A is better than the plastic is in “sealed” at the tip such that
the plastic pitch cover tightly.
Figure 5.7. Packing Process
47
5.3. Juice Row Vegetables
Just like fruits, vegetables are also needed by the body because it is rich in
fiber, enzymes, vitamins and minerals. Juice raw vegetables have higher nutrient
content than green vegetables that have been processed. Not only that, the
nutrients in the form of processed vegetable juices more digestible, more rapidly
distributed by the blood so that the body is not deficient intake of substances
necessary for metabolic processes. Raw vegetable juice contains micro mineral
elements such as boron, selenium, and chromium that is needed by the
body. These minerals will come out when foods processed into juice, not cooked
instead of boiled. Mineral selenium in green vegetables actually to protect the
body against Cancer. Boron helps the absorption of calcium in children,
adolescents and the elderly. Chromium with insulin while helpful in carbohydrate
metabolism as well as fat, and serves to facilitate the entry of glucose into
cells. So, do not underestimate the benefits of green vegetable juice for the health
and fitness of your body. Consider the materials that you choose to be processed
into green juice because not all raw vegetables taste good according to the tongue
of Indonesia. The addition of fruit is also very advisable to make a delicious
vegetable juice in addition to useful as a natural sweetener.
Cucumber Vegetable Juice Oranges
Recipe for: 2 servings
Ingredients:
150 grams of cucumber
2 pieces of lemon
100 ml of water ginger
2 tablespoons sugar syrup
Ice cubes
48
How to make:
Peel the cucumber and cut so easily destroyed.
Cut the lemon in half and then squeeze the water.
Blend cucumber until smooth, strain.
Mix cucumber juice with lemon juice, ginger juice and sugar syrup.
Then process of re-using a blender until well blended.
Pour into glasses and serve.
To be more fresh, serve with adding ice cubes on it.
Note:
Helpful cucumber vegetable juice recipes beauty care, keep skin smooth and
toned from the inside.
Just like fruits, vegetables are also needed by the body because it is rich in fiber,
enzymes, vitamins and minerals. Juice raw vegetables have higher nutrient
content than green vegetables that have been processed. Not only that, the
nutrients in the form of processed vegetable juices more digestible, more rapidly
distributed by the blood so that the body is not deficient intake of substances
necessary for metabolic processes.
Juice Celery Turnip Round
Ingredients:
750 grams of celery
1 small round pieces of turnip
1 green apple
½ tangerine
1 tablespoon sugar syrup
How to make:
Apples, tangerines and radishes washed and peeled and then blended until
it is destroyed.
Mashed vegetables celery , squeeze then take the water.
49
Mix the juice with the juice of celery and enter the sugar syrup and stir
well.
This green vegetable juice recipes useful for patients with hypertension, coronary
heart disease, prevent colon cancer, digestion, lowers cholesterol and is very good
for maintaining the health of pregnant women.
(http://jussehatku.blogspot.hk/2014/05/resep-jus-sayur-hijau-enak-sehat.html).
5.4. Machine and Equipment
Figure 5.8. Machine and Equipment
50
Figure 5.9. Machine and Equipment
51
Source: www.googleimage.com
Figure 5.10. Machine and Equipment
5.5. Project Location
Bedugul Green Fresh Mart will be open at Jalan By Pass Ngurah Ray,
Suwung Batan Kendal No. 18X, Denpasar, Bali, Indonesia
52
Source Picture: www.google.com.hk
Figure 5.11. Project Location
5.6. Project Layout
53
Using:www.google.sketchup.pro2014
Figure 5.12. Project Layout
54
Chapter 6
Financial Feasibility
________________________________________________________
6.1. Capital
Table 6.1.Capital
No Category Total IDRP
1 Building and Transportion 208,195,000.00
2 Machine &Equipment 18,720,000.00
3 Other Civil Work 16,145,000.00
4 Pre Operating Expenses 206,940,000.00
Total Project Cost 450,000,000.00
Figure 6.1. Chart of Capital
6.2. Capital and Loan
Table 6.2. Capital and Loan
Category Percentage Amount
Share /Capital 66.67% 300,000,000.00
Loan 33.33% 150,000,000.00
Total Capital And Loan 100.00% 450,000,000.00
Building and Transportation
46%
Pre Operating Expense 46%
Other Civil Work 4%
Machine & Equipment
4%
Other 8%
55
6.3. Contribution
Table 6.3. Contribution
No Category Debit(Equity) Contribution%
1 Umi Nur Cholifah 160,000,000.00 53.33%
2 Sri Weni 140,000,000.00 46.67%
Total 300,000,000.00 100.00%
6.4. Machine & Equipment
Table 6.4. Machine & Equipment
No Machine &Equipment PriceIDR Units Total IDR
1 Packing Press Machine 2,000,000.00 1 2,000,000.00
2 Labeling Machine 500,000.00 2 1,000,000.00
3 Numbering/Code 350,000.00 2 700,000.00
4 Calculator 70,000.00 2 140,000.00
5 Packing Box 90,000.00 9 810,000.00
6 Refrigerator 5,500,000.00 1 5,500,000.00
7 Basket 50,000.00 9 450,000.00
8 Knifes 10,000.00 4 40,000.00
9 Scissors 10,000.00 4 40,000.00
11 Tables 750,000.00 2 1,500,000.00
12 Scales 1,000,000.00 2 2,000,000.00
13 Air Condition 4,500,000.00 1 4,500,000.00
Total 39 18,720,000.00
56
6.5. Materials
Table 6.5. Materials
No Machine
&Equipment Price IDR Units Total IDR
1
Packing Press
Machine 2,000,000.00 1 2,000,000.00
2 Labeling Machine 500,000.00 2 1,000,000.00
3 Numbering/Code 350,000.00 2 700,000.00
4 Calculator 70,000.00 2 140,000.00
5 Packing Box 90,000.00 9 810,000.00
6 Refrigerator 5,500,000.00 1 5,500,000.00
7 Basket 50,000.00 9 450,000.00
8 Knifes 10,000.00 4 40,000.00
9 Scissors 10,000.00 4 40,000.00
11 Tables 750,000.00 2 1,500,000.00
12 Scales 1,000,000.00 2 2,000,000.00
13 Air Condition 4,500,000.00 1 4,500,000.00
Total 39 18,720,000.00
6.6. Labor Salary
6.6.1. Direct Labor Salary
Table 6.6. Direct Labor Salary
No Category
Person in
charge
Monthly
(IDR) Yearly (IDR)
1 Head Production & QC 1 1,000,000.00 12,000,000.00
2 PPC & Designer Product 1 1,000,000.00 12,000,000.00
3 Sales 1 800,000.00 9,600,000.00
4 Expedition 1 800,000.00 9,600,000.00
5 Workers @ 750 x 4 4 3,000,000.00 36,000,000.00
Total Direct Labor Salary 6,600,000.00 79,200,000.00
6.6.2. Indirect Labor Salary
Table 6.6.2. Indirect Labor Salary
No Category Monthly Yearly
1 General Manager 3,000,000.00 36,000,000.00
2 Production & HRD Manager 2,000,000.00 24,000,000.00
3
Marketing & Financial
Manager 2,000,000.00 24,000,000.00
Total Indirect Labor Salary 7,000,000.00 84,000,000.00
57
6.7. Depreciation
6.7.1. Office Depreciation
Table 6.8. Office Depreciation
No Category Unit Price (IDR) Cost (IDR)
Expected
Life Depreciation
1 Computer 3 3,200,000.00 9,600,000.00 5 1,123,200.00
2 Photo Copy 1 350,000.00 350,000.00 5 40,950.00
3 Type Writter 1 450,000.00 450,000.00 5 52,650.00
4 Thelephone 1 425,000.00 425,000.00 7 49,725.00
5 Table 3 1,000,000.00 3,000,000.00 7 351,000.00
6 Chair 9 100,000.00 900,000.00 5 105,300.00
7 Locker 1 850,000.00 850,000.00 7 99,450.00
8
Water
Dispenser 1 350,000.00 350,000.00 3 40,950.00
10 Calculator 3 50,000.00 150,000.00 5 17,550.00
Total 16,075,000.00 1,880,775.00
6.7.2. Factory Depreciation
Table 6.7.2. Factory Depreciation
No
Machine &
Equipment Price (IDR) Unit Total (IDR)
Expected
Life
Depreciation
(IDR)
1
Packing
Press
Machine 1,500,000.00 1 1,500,000.00 5 175,500.00
2 Labeling 175,000.00 2 350,000.00 5 40,950.00
3
Numbering
Machine 175,000.00 2 350,000.00 5 40,950.00
4 Calculator 50,000.00 2 100,000.00 5 11,700.00
5 Packing Box 40,000.00 9 360,000.00 2 42,120.00
6 Refrigerator 2,000,000.00 1 2,000,000.00 7 234,000.00
7 Backed 75,000.00 9 675,000.00 2 78,975.00
8 Knifes 10,000.00 4 40,000.00 5 4,680.00
10 Cutter 10,000.00 4 40,000.00 2 4,680.00
11 Tables 100,000.00 2 200,000.00 7 23,400.00
12 Scales 450,000.00 2 900,000.00 5 105,300.00
13
Air
Condition 1,500,000.00 1 1,500,000.00 5 175,500.00
Total 8,015,000.00 937,755.00
58
6.8. Projected Sales
Table 6.8. Projected Sales
No Items Kg
Price
(IDR) Daily (IDR) Monthly (IDR) Yearly (IDR)
1 Spinach 18 35,000.00 630,000.00 18,900,000.00 226,800,000.00
2 Green Cabbage 28 36,000.00 1,008,000.00 30,240,000.00 362,880,000.00
3 Kale 18 18,000.00 324,000.00 9,720,000.00 116,640,000.00
4 Cucumber 10 35,000.00 350,000.00 10,500,000.00 126,000,000.00
5 Salary 13 30,000.00 390,000.00 11,700,000.00 140,400,000.00
6 Cassava Leaves 18 32,000.00 576,000.00 17,280,000.00 207,360,000.00
7 Bitter Cucumber 13 18,000.00 234,000.00 7,020,000.00 84,240,000.00
8 Broccoli 18 18,000.00 324,000.00 9,720,000.00 116,640,000.00
10 Beans 13 18,000.00 234,000.00 7,020,000.00 84,240,000.00
Total 149 240,000.00 4,070,000.00 122,100,000.00 1,465,200,000.00
6.9. Amortization Table 6.9. Amortization
Year Loan
Interest
Expense
Payment of
Principle Loan Total Amortization
0 150,000,000.00 0 0 0
1 127,680,000.00 22,500,000.00 22,320,000.00 44,820,000.00
2 102,012,000.00 19,152,000.00 25,668,000.00 44,820,000.00
3 72,493,800.00 15,301,800.00 29,518,200.00 44,820,000.00
4 38,547,870.00 10,874,070.00 33,945,930.00 44,820,000.00
5 .00 5,782,180.50 39,037,819.50 44,820,000.00
Interest Table : 15% =0,2988
6.10. Operating Expenses
Table 6.10. Operating Expenses
Item Monthly (IDR) Yearly (IDR)
Salary 7,000,000.00 84,000,000.00
Rent 1,500,000.00 18,000,000.00
Utilities 300,000.00 3,600,000.00
Thelephone 500,000.00 6,000,000.00
Promotion 500,000.00 6,000,000.00
Depreciation 1,880,775.00
Insurance 250,000.00 3,000,000.00
Office Supplies 250,000.00 3,000,000.00
59
6.10.1. Factory Overhead
Table 6.10.1. Factory Overhead
Items Monthly (IDR) Yearly (IDR)
Water 300,000.00 3,600,000.00
Maintenance 350,000.00 4,200,000.00
Electricity 450,000.00 5,400,000.00
Depreciation Machine
&Equipment 937,755.00
Total 1,100,000.00 14,137,755.00
6.11. Pre Operation Expenses
Table 6.11. Pre Operation Expenses
Category Monthly(IDR)
Material 81,870,000.00
Salary Direct Labor 6,600,000.00
Factory Overhead Cost 1,100,000.00
Operation Cost 10,300,000.00
Total Pre Operation Expenses 99,870,000.00
6.12. Cash Flow for Pre Operating Expenses
Table 6.12. Cash Flow for Pre Operating Expenses
Month 1 2 3 4 5
Cash In 122,100,000.00 122,100,000.00 122,100,000.00 122,100,000.00
Cash Out 99,870,000.00 99,870,000.00 99,870,000.00 99,870,000.00 99,870,000.00
Net Cash -103,470,000.00 22,230,000.00 22,230,000.00 22,230,000.00 22,230,000.00
Cumulative
Cash -103,470,000.00 -125,700,000.00 -22,230,000.00 0.00 22,230,000.00
60
6.13. Cost of Good Sold
Table 6.13. Cost of Good Sold
Year 1 Year 2 Year 3 Year 4 Year 5
Direct Material Used
Purchases, January 1,025,640,000.00 1,076,922,000.00 1,130,768,100.00 1,187,306,505.00 1,246,671,830.25
Total available for use 1,025,640,000.00 1,076,922,000.00 1,130,768,100.00 1,187,306,505.00 1,246,671,830.25
Less: Material inventory 53,846,100.00 56,538,405.00 59,365,325.25 62,333,591.51
Direct Material Used 1,025,640,000.00 1,025,640,000.00 1,076,922,000.00 1,130,768,100.00 1,187,306,505.00
Direct Labor 79,200,000.00 83,160,000.00 87,318,000.00 91,683,900.00 96,268,095.00
Factory Overhead 14,142,435.00 14,849,556.75 15,592,034.59 16,371,636.32 17,190,218.13
Total Manufacturing
Cost 1,118,982,435.00 1,123,649,556.75 1,179,832,034.59 1,238,823,636.32 1,300,764,818.13
Add: Work in Process,
January 55,949,121.75 56,182,477.84 58,991,601.73 61,941,181.82
Cost of Goods put into
process 1,118,982,435.00 1,179,598,678.50 1,236,014,512.43 1,297,815,238.05 1,362,705,999.95
Less: Work in Process,
December 55,949,121.75 58,979,933.93 61,800,725.62 64,890,761.90
Cost of Goods
Manufactured 1,118,982,435.00 1,123,649,556.75 1,177,034,578.50 1,236,014,512.43 1,297,815,238.05
Add: Finished Goods,
January 55,949,121.75 56,182,477.84 58,851,728.93 61,800,725.62
Total Goods Available
for Sale 1,118,982,435.00 1,179,598,678.50 1,233,217,056.34 1,294,866,241.35 1,359,615,963.67
Less: Finished Goods,
December 55,949,121.75 58,979,933.93 61,660,852.82 64,743,312.07
Cost of Goods Sold 1,118,982,435.00 1,123,649,556.75 1,174,237,122.41 1,233,205,388.53 1,294,872,651.60
61
6.14. Project Income Statement
Table 6.14. Project Income Statement
Year 1 Year 2 Year 3 Year 4 Year 5
Project Sales 1,465,200,000.00 1,538,460,000.00 1,615,383,000.00 1,696,152,150.00 1,780,959,757.50
Less: Cost of
Goods Sold 1,181,982,435.00 1,123,649,556.75 1,1774,237,122.41 1,233,205,388.53 1,294,872,651.60
Gross Profit 454,217,565.00 528,210,443.25 560,215,877.59 587,970,261.47 617,364,780.90
Operating
Expenses
Salaries (Indirect
Labor) 84,000,000.00 88,200,000.00 92,610,000.00 97,240,500.00 102,102,525.00
Rent 18,000,000.00 18,900,000.00 19,845,000.00 20,837,250.00 21,879,112.50
Utilities 3,600,000.00 3,780,000.00 3,969,000.00 4,167,450.00 4,375,822.50
Promotion 6,000,000.00 6,300,000.00 6,615,000.00 6,945,750.00 7,293,037.50
Depreciation 1,880,775.00 1,974,813.75 2,073,554.44 2,177,232.16 2,286,093.77
Insurance 3,000,000.00 3,150,000.00 3,307,500.00 3,472,875.00 3,646,518.75
Office Supplies 3,000,000.00 3,150,000.00 3,307,500.00 3,472,875.00 3,646,518.75
Interest Rate 22,500,000.00 23,625,000.00 24,806,250.00 26,046,562.50 27,348,890.63
Total Operating
Expenses 141,980,775.00 149,079,813.75 156,533,804.44 164,360,494.66 172,578,519.39
Net Profit Before
Tax 306,228,600.00 372,822,030.00 397,058,043.68 416,654,535.86 437,480,269.01
Tax (5%) 15,311,430.00 18,641,101.50 19,852,902.18 20,832,726.79 21,874,013.45
Net Profit 290,917,170.00 354,180,928.50 377,205,141.49 395,821,809.07 415,606,295.56
Return On Sales 18.49% 21.44% 21.75% 21.73% 21.73%
Return On
Investment 64.65% 78.71% 83.82% 87.96% 92.36%
Gross Profit
Margin 28.87% 31.98% 32.30% 32.29% 32.28%
62
Figure 6.2. Net Profit Chart
63
6.15. Cash Flows
Table 6.15. Cash Flows
Year 0 Year 1 Year 2 Year 3 Year 4 Year 5
In Flow
Loan 150,000,000.00
Capital 300,000,000.00
Net Profit +
Depreciation 293,748,570.00 293,748,570.00 380,036,541.49 398,653,209.07 418,837,655.56
Total In Flow 450,000,000.00 293,748,570.00 293,748,570.00 380,036,541.49 398,653,209.07 418,837,655.56
Out Flow
Building
&Transpor 208,195,000.00
Machine &
Equipment 18,720,000.00
Other Civil Work 16,145,000.00
Payment of
Principle Loan
22,320,000.00 25,668,000.00 29,518,200.00 33,945,930.00 39,037,819.50
Pre Operating
Expenses 206,940,000.00
Total Out Flow 450,000,000.00 22,320,000.00 25,668,000.00 29,518,200.00 33,945,930.00 39,037,819.50
Net Cash In Flow-
Out Flow 271,428,570.00 268,080,570.00 350,518,341.49 364,707,279.07 379,399,836.06
Cash Balance Beg 271,428,570.00 539,509,140.00 890,027,481.49 1,254,734,760.56
Cash Balance End 271,428,570.00 539,509,140.00 890,027,481.49 1,254,734,760.56 1,636,134,596.62
Annual Cash Flow 271,428,570.00 268,080,570.00 350,518,341.49 364,707,279.07 379,399,836.06
Average Cash
Flow
326,826,919.32
Pay Back Period
9 Month
64
6.16. Break Event Point
Table 6.16. Break Event Point
Year 1 Year 2 Year 3 Year 4 Year 5
Sales 1,465,200,000.00l 1,538,460,000.00l 1,615,383,000.00l 1,696,152,150.00l 1,780,959,757.50l
Fixed Cost 141,980,775.00l 149,079,813.75l 156,533,804.44l 164,360,494.66l 172,578,519.39l
Variable Cost 1,118,982,435.001 1,123,649,556.751 1,174,237,122.411 1,233,205,388.531 1,294,872,651.601
Contribution
Margin Ratio 0.9 0.9 0.9 0.9 0.9
BEP-Sales 157,215,242.64l 165,076,004.78l 173,329,805.02l 181,996,295.27l 191,096,110.03l
BEP-Units 655.06l 687.82l 722.21l 758.32l 796.23l
6.16.1. Percentage Projection of Sales
Table 6.16.1. Percentage Projection of Sales
Product Code Daily Kg Percentage
BY 18 12.16%
SW 28 18.92%
CC 18 12.16%
TM 10 6.76%
SI 13 8.78%
DS 18 12.16%
PR 13 8.78%
BK 18 12.16%
BC 12 8.11%
Total 148 100.00%
6.16.2. BEP – Unit Each Product
Table 6.16.2. BEP-Unit Each Product
Product Code Year 1 Year 2 Year 3 Year 4 Year 5
BY 79.67 83.65 87.84 92.23 96.84
SW 123.93 130.13 136.63 143.47 150.64
CC 79.67 83.65 87.84 92.23 96.84
TM 44.26 46.47 48.80 51.24 53.80
SI 57.54 60.42 63.44 66.61 69.94
DS 79.67 83.65 87.84 92.23 96.84
PR 57.54 60.42 63.44 66.61 69.94
BK 79.67 83.65 87.84 92.23 96.84
BC 53.11 55.77 58.56 61.49 64.56
Total 655.06 687.82 722.21 758.32 796.23
65
6.17. Balance Sheet
Table 6.17. Balance Sheet
Year 1 Year 2 Year 3 Year 4 Year 5
Current Assets
Cash 293,748,570.00 271,428,570.00 293,748,570.00 393,653,209.07 418,437,655.56
Account Receivable
Material Inventory .00 51,578,100.00 54,157,005.00 56,864,855.25 59,708,098.01
WIP Inventory .00 53,788,887.75 54,022,232.14 56,723,343.74 59,559,510.93
Finish Goods
Inventory .00 55,949,121.75 58,979,933.93 61,660,852.82 64,743,312.07
Total Current Asset 293,748,570.00 437,172,913.50 465,449,386.76 578,670,988.86 607,455,740.96
Non Current Asset
Building &
Transportation 208,195,000.00 208,195,000.00 208,195,000.00 208,195,000.00 208,195,000.00
Other Civil Work 16,145,000.00 16,145,000.00 16,145,000.00 16,145,000.00 16,145,000.00
Less: Accumulated
Depreciation 2,818,530.00 5,637,060.00 8,455,590.00 11,274,120.00 14,092,650.00
Total Non Current
Assets 227,158,530.00 229,977,060.00 232,795,590.00 235,614,120.00 238,432,650.00
Total Assets 539,639,970.00 685,895,713.50 717,003,586.76 833,056,588.86 864,672,740.96
Liabilities
Account Payable 127,680,000.00 102,012,000.00 72,493,800.00 38,547,870.00
Total Liabilities 127,680,000.00 102,012,000.00 72,493,800.00 38,547,870.00
Capital
Capital Beginning 121,042,800.00 229,702,785.00 267,304,645.27 398,686,909.80 449,066,485.40
Net Income 290,917,170.00 354,180,928.50 377,205,141.49 395,821,809.07 415,606,255.56
Capital at end of the
year 411,959,970.00 583,883,713.50 644,509,786.76 794,508,718.86 864,672,740.96
Total Lialibilities &
Capital 539,639,970.00 685,895,713.50 717,003,586.76 833,056,588.86 864,672,740.96
66
6.18. Pay Back Period
Table 6.18. Pay Back Period
Year Out Flow In Flow Net Cash Flow
(NCF)
Cumulative
Net Cash Flow
Net Profit Depreciation
0 450,000,000.00 -450,000,000.00
1 22,320,000.00 290,917,170.00 2,831,400.00 271,428,570.00 -178,571,430.00
2 25,668,000.00 354,180,928.50 5,662,800.00 334,175,728.50 -62,747,158.50
3 29,518,200.00 377,205,141.49 8,494,200.00 356,181,141.49 690,356,869.99
4 33,945,930.00 395,821,809.07 11,325,600.00 373,201,479.07 729,382,620.56
5 39,037,819.50 415,606,255.56 14,157,000.00 390,725,436.06 763,926,915.13
6.19. Internal Rate of Return
Table 6.19. Internal Rate of Return
Year Out Flow In Flow Net Cash
Flow
Discounted
18%
Cash Flow
30%
Net Profit Depreciation
0 450,000,000.00
-
450,000,000.00 -450,000,000.00
-
450,000,000.00
1 22,320,000.00 290,917,170.00 2,818,530.00 271,428,570.00 230,024,211.86 208,791,207.69
2 25,668,000.00 354,180,928.50 5,637,060.00 334,175,728.50 283,199,769.92 257,058,252.69
3 29,518,200.00 377,205,141.49 8,455,590.00 356,181,141.49 301,848,428.99 493.45273,985,
4 33,945,930.00 395,821,809.07 11,274,120.00 373,201,479.07 316,272,439,89 287,078,060.82
5 39,037,819.50 415,606,255.56 14,092,650.00 390,728,436.06 331,123,250.90 300,558,027.74
1,012,468,097.56 877,471,042.40
IRR 90%
MARR 20
6.20. Net Present Value
Table 6.20.1. Net Present Value (20%)
Year Net Cash flow factor of PV Present Value
1 271,428,570.00 0.833 226,099,998.81
2 334,175,728.50 0.694 231,917,955.58
3 356,181,141.49 0.579 206,228,880.92
4 373,201,479.07 0.482 179,883,112.91
5 390,725,436.06 0.402 157,071,625.30
NPV 1,001,201,573.52
67
Total Project 450,000,000.00
NPV 1,001,201,573.52
NPV : 1,001,201,573.52
Total Project : 450,000,000.00
PI : 2.22
Table 6.20.2. Profitability Index/ Benefit Cost Ratio
Analyze Project Feasible
PI > 1
PI < 1
Project Feasible
Project non Feasible
6.21. Current Ratio
Current Ratio is commonly explained as a measure of a company’s ability
to pay the current debt liabilities. For the leaders, current ratio is very helpful for
them to determine whether a company has a sufficient level of liquidity to pay
liabilities. They would prefer a high current ratio since it reduces their risk.
Current Ratio =
Current Ratio =
Current Ratio1st
Year =
Current Ratio1st
Year = 2.301 : 1
Current Ratio 1st
Year = 2.301 1
Rate of Return = 1 = 20% Total Project 450,000,000.00
NPV 1,001,201,573.52
68
Analysis:
Based on the standard ratio used, generally a ratio (current ratio) are
considered liquid is 2 : 1 . In the case above, the company has a current ratio of
2.301 : 1 , meaning that the composition of the debt is quilt large compared to
current assets owned by the company. Current Ratio is very large of the safety
limit (margin of safety) for creditors. The greater the value of (current ratio),the
greater the company’s ability to pay all obligations to creditors of the company.
However, the current ratio of 2 : 1 limit should not be interpreted rigidly.
Company that has a current ratio of less than 2 may be having liquidity is very
good because the quality of the company the ability to pay is very high.
6.22. Quick Ratio
The Quick Ratio is more conservative than the current ratio, a more well
known liquidity measure, because it excludes inventory from current assets.
Inventory is excluded because some companies have difficulty turning their
inventory into cash. In the event that short-term obligation need to be paid off
immediately, there are situations in which the current ratio would overestimate a
company’s short-term financial strength.
Quick Ratio =
Quick Ratio =
Quick Ratio =
Quick Ratio =
Quick Ratio =
Analysis:
In general, Quick Ratio 1: 1 reflects good financial condition. The great
the value of quick ratio, the better the condition of the financial condition of our
company, because the company can avoid the difficulty to meet all obligations,
and avoid a lack of funds. calculation based on the value of our company has
69
good quick ratio is 0.968 or 1 means the company is experiencing financial
condition is quite good, so it is not difficult to meet all the obligations of the
company.
6.23. Cash Ratio
The Cash Ratio is generally a more conservative look at company’s ability
to cover its liabilities than many other liquidity ratios. This is due to the fact that
inventory and accounts receivable are left out of the equation. Since these two
accounts are large part of many companies, this ratio should not be used in
determining company value, simply as one factor in determining liquidity.
Cash Ratio =
Cash Ratio =
Cash Ratio = 2.307
Analysis:
In the calculation of the above our company have huge cash ratio from all
obligations.
6.24. Interest Coverage Ratio
This ratio present the company’s ability to meet interest payments and the
ability to avoid bankruptcy. In general, the higher this ratio means that the
company is able to pay interest. It also indicates that the company has the capacity
to take on new debt.
More extensive analysis will evaluate the ability of the company to pay all
the expenses that are fixed. In addition to interest payments, including principal
payments, preferred stock dividends, rent payments, and the costs of other basic
capital.
Interest Coverage Ratio =
Interest Coverage Ratio =
Interest Coverage Ratio =
70
Analysis:
Interest Coverage Ratio of 20.2 times, meaning that the company is able to
pay the Interest on the loan of nearly 0.5% of BGFM incoming before taxes
(EBIT). The great the ratio, the better the company’s financial condition.
However, companies should be careful, especially if it has a very large ratio. This
shows that the policy has run the company for this very conservative in a
managing its debt, meaning that companies utilize less credit facility or loan
assistance of a third party to manage the firm optimally. Conversely, if the lower
its ratio Interest coverage, the company overestimated its means to borrow money
and do not work efficiently in the operations.
6.25. Inventory Turnover
Inventory Turnover will show that the company has sold its products
efficiently or not.
Inventory Turnover =
Inventory Turnover =
Inventory Turnover =
Analysis:
Our company has Inventory Turnover 20 times as much as a year, or
inventory stored in the warehouse for 12 months/ 20 = 0.6 months, or 360 days/
20 =18 days.
6.26. Gross Profit Margin
Gross Profit Margin reflects the company's efficiency in producing each
unit is in production. The higher the percentage ratio of gross profit margin, the
company is able to sell products at lower costs.
Gross Profit Margin =
Gross Profit Margin =
Gross Profit Margin =
71
Gross Profit Margin =
Analysis:
It mean that every IDR 1,000.00 sales can produce a gross profit of IDR
0.2888. The higher profitability means the better. But the calculation of Gross
Profit Margin, strongly influenced by HPP, HPP because the greater, the smaller
the resulting Gross Profit Margin.
6.27. Net Profit Margin
Net Profit Margin can be obtained by calculating the ratio between Net
Profit after tax to sales volumes. The greater the ratio of net profit margin shows
that the management has been working efficiently, both in product and operational
management as well as sales. This ratio is a measure of the ability of the company
to change every dollar that is obtained from sales into net profits. Companies that
have a net profit margin ratio is relatively large will have the ability to survive in
difficult conditions.
Net Profit Margin =
Net Profit Margin =
Net Profit margin = 0,185 or 2%
Analysis:
Means to demonstrate the company’s ability to generate profits from the
assets used, meaning the IDR 1,000.00, the assets will generate a net profit
after tax of IDR 2,000.00 or with IDR 1,000.00 generate net income (EAT)
IDR 0.185 .
6.28. Return on Investment
ROI (abbreviation English : return on investment ) or ROR (English
abbreviation: rate of return ) - in Indonesia is called return on investment -
is the ratio of money gained or lost on an investment relative to the amount of
money that is invested. The amount of money gained or lost may be referred
to the interest or profit/less. Investing money can be referred to as the asset,
capital, principal, investment cost basis. ROI is usually expressed as a percentage
and not the decimal value.
72
ROI does not give an indication of how long an investment. However, ROI
is often expressed in terms of annual or annualized and often also expressed for a
calendar year or fiscal. ROI is used to compare the return on investment between
investments that are difficult compared to using the value of the monetary
Return on Investment always refers to the total assets or net assets.
Return on Investment =
Return on Investment =
Return on Investment =
Return on Investment =
6.29. Return on Equity (ROE)
Return on Equity of each company should be compared with the return on
equity of other similar companies or with industry averages. The goal is to see the
strength of the company in creating the attraction of investment in the future.
Return on Equity =
Return on Equity =
Return on Equity = 0.641 or 64%
Analysis:
Return on Equity is an importance measure of the profitability of our
company. Higher values are generally favorable meaning that the company is
efficient in generating income on new Investment. Investors should compare the
ROE of different companies and also check the trend in ROE over time. However,
relying solely on ROE for investment decisions in not safe.
6.30. Benefit Cost Ratio
Benefit Cost Ratio is one concept that can determine the feasibility of a
project is usually B/C ratio is used to determine the feasibility of a project relating
to the public interest
73
Benefit Cost Ratio =
Benefit Cost Ratio =
Benefit Cost Ratio =
Benefit Cost Ratio =
Analysis:
When the profitability index is greater than one then the specified project
feasible. If the profitability index is less than one specified project is not feasible.
According to the calculations above, the project is declaration feasible.
74
Chapter 7
Socio – Economic Feasibility
7.1. Project Employees
Important things to be supporting continuity, business development
BGFM are employees of the company. As the implementation of the company
employees of the company, BGFM has made a policy that is based on the
Indonesian government rule or regulation of the labor laws in force.
Under the legislation binding on minimum wage (UMR) of Article 54
paragraph 1 letter e Act no13 / 2003. BGFM have determined the amount of
wages or salary and the method of payment to each employee.
Based on the Company's Regulations (CR), BGFM will provide a
minimum wage of IDR 55,000.00 per day or adapted to the basic salary they
receive or appropriate position, length of employment, education and competence
of workers.
BGFM will give time off associated with some of the company workers'
rights.
Some types of leave that is given BGFM are:
Annual Leave
Sick Leave
Maternity Leave
Leave Large
Leave for an Important Reason
For employees who have undergone a service life of over one year in a
row, BGFM will give annual leave of not less than 12 days.
In the Company Regulation, have grouped components BGFM Wage and
Non-wage income, are:
Wages Principal : Is the basic benefits that will BGFM paid to
workers according to the level or type of work that magnitude in
75
the set by mutual agreement between the company and the
employees
Fixed Allowances : is a regular payment relating to work given to
the workers and their families remain as well as the basic wage
payments, such as alimony, child support, housing allowance, meal
allowance and transportation allowance will BGFM give to
workers with a certain time unit .
Holiday allowance : is an allowance that will BGFM give to
workers who have had a work period of at least more than three
consecutive months, and who has been through a period of over
one year, BGFM will provide a minimum of one month's salary
THR BGFM .And for employees who work over a three-month
period of continuous but less than one year, they will receive
proportionally, is by calculating the ongoing work twelve months
divided at times one month's salary.
As the Company's rules BGFM, also will make payroll deductions with the
provisions that have been agreed between the parties BGFM employees, is:
1. Deduction for income tax on the gross salary of employees. The amount of
deduction depends on the number of employee gross income, marital
status (single, married, and number of children) and adjusted to the
applicable tax rates.
2. Cutting Social Security dues such as health insurance and Retirement
Security.
3. Wage cuts because of absence for no apparent reason, the delay to come to
work, the Company violated Regulation and wage cuts due to pay the
mortgage as: pay home and car to pay.
BGFM set working hours for all employees of the company to get a day
off every week as scheduled.
76
7.2. The Government
Without prejudice to the provisions of the regulations concerning the
obligation of each company. BGFM has been and will always meet all the
regulations of all liabilities of the company, ranging from the manufacture of
Articles of the Company, to obtain business licenses, taxpaying company; taxes
on land, buildings, and other corporate taxes.
7.3. Other Beneficiary
Forms of cooperation Implementation BGFM with farmers and
communities in Bedugul Bali in particular, will accommodate BGFM vegetable
waste from the company itself and accommodate BGFM waste plants and
vegetables from the farmer BGFM to be processed into organic fertilizer and
will be re-distributed to farmers BGFM, with prices affordable and very cheap.
The process of making organic fertilizer can be seen in figure 7.3.below:
resource: www.pupukkaltim.com
Figure 7.1. Other Beneficiary
77
Chapter 8
Project Implementation and Time Table
8.1. Time Table
Table 8.1. Time Table
Activities Dec 2014 Jan 2015 Feb 2015
1.Analyse the type of business and draft
2.Prepare the feasibility study for the
project.
3.Prepare Company Legal Registration.
4.Negotiation with farmers, Lobbying
potential customers, and the owner of
the land to the place of project.
5.Determination, Management,
Engineering, and Marketing Contract.
6.Arrangement for management ;
Selection, Recruitment, and Training of
Staff.
7.Arrangement for operation Preparing
; Construction, Installation of land,
Building, Machineries, and the
Equipment.
8.Arrangement for marketing ;
Advertising, and Promotion.
9.Opening and project starts.
10.The project was able to run normally.
78
8.2. Budgeting and Costing
Table 8.2. Budgeting and Costing
Activities Cost (IDR)
1.Analyse the type of business and draft 4,000,000.00
2.Prepare the feasibility study for the project. 7,300,000.00
3.Prepare Company Legal Registration 15,700,000.00
4.Negotiation with farmers, Lobbying potential customers,
and the owner of the land to the place of project. 15,600,000.00
5.Determination, Management, Engineering, and Marketing
Contract. 11,230,000.00
6.Arrangement for management ; Selection, Recruitment,
and Training of Staff. 12,000,000.00
7.Arrangement for operation Preparing ; Construction,
Installation of land, Building, Machineries, and the
Equipment.
293,450,000.00
8.Arrangement for marketing ; Advertising, and Promotion. 18,330,000.00
9.Opening and project starts. 8,220,000.00
10.The project was able to run normally. 24,500,000.00
Total 410,330,000.00
79
8.3. Assignment of Activities
Table 8.3. Assignment of Activities
Activities In Charge
1.Analyse the type of business and draft Umi & Weni
2.Prepare the feasibility study for the project. Umi & Weni
3.Prepare Company Legal Registration Umi Nur. C
4. Negotiation with farmers, Lobbying potential customers,
and the owner of the land to the place of project.
Umi Nur. C
5.Determination, Management, Engineering, and Marketing
Contract.
Sri Weni
6. Arrangement for management ; Selection, Recruitment,
and Training of Staff.
Umi Nur. C &
Sri Weni
7.Arrangement for operation Preparing ; Construction,
Installation of land, Building, Machineries, and the
Equipment.
Umi Nur. C &
Sri Weni
8.Arrangement for marketing ; Advertising, and Promotion. Umi Nur.C&
Sri Weni
9.Opening and project starts. Umi Nur.C&
Sri Weni
10.The project was able to run normally. Umi Nur. C &
Sri Weni
80
Chapter 9
Conclusion
Based on some feasibility analysis we have done that; Management
Feasibility, Marketing Feasibility, Feasibility Production, Socio Economy
Feasibility, and Financial Feasibility.
Management Feasibility ; At the company’s system, we are apply the six sigma
system in which we will apply the DMAIC ( Define, Measure, Analyze, Improve,
and Control ) as means of support in running our business. In the Implementation
of our business will be using the issue of cost, cycle time, and other business issue
that should remain as part of our attention for improvement, and in our company
quality is not just one purpose and does not stand alone or be separated from our
other business objectives. We also create agent of change (Change Agent) who is
not only working on the Quality Department and we will promote efforts to
improve quality continuously.
Marketing Feasibility ; Based of Market potential, organic vegetable product is
1,507 units per day, and a new BGFM able to meet approximately 6.68% of the
existing market demand. This is a great opportunity for BGFM to meet the market
demand is greater. Bay using the concept of marketing as the fulfillment of human
needs which the turned into a desire, because, basically meeting the needs of
foods is a basic requirement for the fulfillment of every human being. By
explaining in detail all of our activities regarding products, product design,
promotional product, advertising product, communications to consumers through
the delivery of products to consumers in order to quickly. So it can be sold by
itself.
Production Feasibility ; In terms of the price of organic products are more
expensive than conventional products. In terms of production environment by
considering the environmental balance, that organic product contains fewer
pesticides, organic food is often fresher, organic farming is better for
environment.
81
Organically raised animals are not given antibiotics, growth harmonic, or fed
animal by products.
Socio Economic Feasibility ; Based on socio economic feasibility, we are
entrepreneur vegetable are all organic agricultural product, that the systems are
rely on agriculture natural ingredients without the use of synthetic chemicals. And
the Processing of organic agriculture is based on the principle of health, it is
means organic forming is forming activities that pay attention to the preservation
and Improvement of the health of soil, plants, animals, earth, and humanity as a
whole because all such component are interconnected and not separate. In other
cooperation of BGFM with the communities Bali in particular is processed waste
plants to be organic fertilizer and re-distributed to farmers BGFM, with price
affordable and very cheap.
Financial Feasibility ; Based on financial feasibility, IRR of BGFM is 26%, and
MARR is 20%, P 2rofitability Index is 2.17 , Current Ratio 1st
year is 2.13 ,
Quick Ratio is 1 , Cash Ratio is 2.127 , based on Interest Coverage Ratio of 20.2
times, meaning that BGFM is able to pay the interest on the loan of nearly 0.5%
of company incoming before taxes. Based on Gross Profit Margin is 29%, and Net
Profit Margin is 2%. Return on Investment of BGFM is 88%. Return on Equity of
BGFM is 64%, and Benefit Cost Ratio of BGFM is 2.2.
After careful consideration of all factors, it can be prudently concluded
that project of Bedugul Green Fresh Mart is indeed feasible.
82
References
( Eckes George. The Six Sigma: How to Process product Into Profis, United
States of America: John Wiley & Sons, inc. 2001)
Marketing 3.0: From Mind to Heart to the Human Spirit; Philip Kotler, Hermawan
Kartajaya, and Iwan Setiawan, John Wiley & Sons, 2010
BPS – Statistics of Bali Province (Result of Population Registration)
Marketing Process,(Miranda Brookins, Demand Media 2014)
Warren J. Keegan (2003) Global Marketing Management, 7th
edition.
Principle of Marketing (Philip Kotler 1991: 279)
(Authors: Maya W. Paul, Gina Kemp, M.A. & Robert Segal, M.A May 2014)
Concept Economy (Davit Darmawan 2009)
Corporate-Social-Responsibility:(www.wikipedia.id.co)
www.denpasarkota.go.id2014
www.wikipedia.id.co
www.rohan.sdsu.edu.co
http://jussehatku.blogspot.hk/2014/05/resep-jus-sayur-hijau-enak-sehat.html
www.googleimage.com:
www.pupukkaltim.com
www.bpsbalidalamangka.
www.google.image.hk
www.ghuangzo.istorage.co
www.google.com.hk
www.skechup.com
83
Supplements
_____________________________________________________
1. List of Marketing forms and records
a. Sales Invoice : use to invoice product sold to customer either in in cash
or in charge basis.
b. Receiving Receipts : are uses to record stock purchases from suppliers.
c. Official Receipts : are given to customers who make direct of full
payment of their purchases items.
2. Questionnaire
3. List of Supplier
4. List of Customer
5. Brochure
6. Label Product
84
a. Sales Invoice
Bedugul Green Fresh Mart
Jl. Bay Pass NgurahRai, SuwungBatan Kendal
18x, Denpasar, Bali, Indonesia.
Phone : +62.361.69269834
INVOICE
Invoice to :________________ Invoice no :______________
__________________ Invoice Date:_____________
Descriptions Unit Price Quantity Total
Total
Payment Method: Bank Transfer a/n: Bedugul Green Fresh Mart
Account Number: 119-00-0664648-1
“Thank you for Your Business”
85
b. Receiving Receipt
Bedugul Green Fresh Mart Bali: ……………
Bay Pass NgurahRai, SuwungBatan Kendal To: ……………..
No.18x, Denpasar, Bali. ………………….
+62.361.69269834
Nota No: ………..
No Description Qty Price Unit Price Total
Sub Total: _______
Discount: ________
GrandTotal: ________
86
c. Official Receipt
Bedugul Green Fresh Mart Kwitansi / Receipt
No: ______________
_____________________
__________________
: _________________
Bali,…………………..
RP.___________________ (……………………….)
87
2. Questionnaire
Questionnaire 1
Name : _____________________ Signature :_____________________
Age : _____________________
Answer the entire question by thickening the chosen box.
Point 4: Very Agree (VA) Point 2: Acceptable (AC)
Point 3: Agree (AG) Point 1: Disagree (DA)
Questions 1 2 3 4
Strength :
1. It has a sweeter taste.
2.Has a higher nutritional value compared to
conventional vegetables.
3.It can be a food source that is safe for
health.
4.Have a high selling price.
Weakness :
1. Physical appearance is less attractive
organic vegetables (small holes)
2. more expensive price
3. Results of organic vegetable production is
lower than conventional vegetables.
4. Not all people know the advantages of
organic vegetables.
Opportunities :
1. It has very good prospects because little
organic vegetable business
2. Having a sizeable market opportunity
especial in Bali and the surrounding area.
3. likely to get capital support of foreign
investors.
Threats :
1. Having segment middle to upper market
economy.
2. in the set price is much higher than
conventional vegetable products
3. The company cannot set the selling price is
higher than the price that has been set by a
competitor.
88
Questionnaire 2
Name : _____________________ Signature:_____________________
Age : _____________________
Answer the entire question by thickening the chosen box.
Point 4: Very Agree (VA) Point 2: Acceptable (AC)
Point 3: Agree (AG) Point 1: Disagree (DA)
Questions 1 2 3 4
Strength :
1. It has a sweeter taste.
2.Has a higher nutritional value compared to
conventional vegetables.
3.It can be a food source that is safe for
health.
4.Have a high selling price.
Weakness :
1. Physical appearance is less attractive
organic vegetables (small holes)
2. more expensive price
3. Results of organic vegetable production is
lower than conventional vegetables.
4. Not all people know the advantages of
organic vegetables.
Opportunities :
1. It has very good prospects because little
organic vegetable business
2. Having a sizeable market opportunity
especial in Bali and the surrounding area.
3. likely to get capital support of foreign
investors.
Threats :
1. Having segment middle to upper market
economy.
2. in the set price is much higher than
conventional vegetable products
3. The company cannot set the selling price is
higher than the price that has been set by a
competitor.
89
3. List Of Supplier
Supplier Address Contact Person
Spinach
Jl. Bay Pass Nusa
Dua No.99
PuriSongit 03
Dewi Murni
62.85885802180
62.81339484737
Green Cabbage Jl. Kartika Plaza 9x
Kuta, Bali 80361
Ketut
62.81237559829
Kale Jl. NyuhBulan, Desa.
NyuhKuning
KomangCenik
62.85738267390
Cucumber Jl.TegalCumak No.
69
Andy
(0361)9137773
Celery
Jl. Kartika Plaza,
gang Pendawa No. 4
Kuta
Nyoman Muliartika
62.81999709418
Cassava Leaves
Jl. Singaraja
Denpasar,Brdugul
Bali 81161
Ketut Budiartini
62.85298106333
Bitter Cucumber
Jl. Baturiti-Mekarsari,
Pacung Village,
Bedugul, Bali 80361
Putu Aris Setiawan
62.82395291666
Broccoli
Jl. Singaraja
Denpasar Br.Candi
Kuning, Bedugul Bali
Ir. Nengah Ariyanto
62.82245254118
Bok Choy
Br. Asah Panji,
DesaWanagiri,
Bedugul, Bali
Ketut Atmaja
62.81907921187
Beans Jl. Pancasari, bedugul
Bali, Indonesia
Dail Daris
62.81234448217
90
4. List of Customers
Customer Location Contact Person
Carrefour Bali
Sunset Road, Banjar
Glogor Carik Ds.
Pemongan, Denpaasar
Ir. Made Putra
Telp: 08123811-100
Makro Bali
Jl. Bay NgurahRai
222x, Pesanggrahan,
Denpasar,
Mr. Ketut Atnyana
Telp: 08123837775
Surya Husada
Hospital
Jl. Serangan No1-4
Kota Denpasar
Mr. Ir. Bambamg .H
Telpn: 0361. 233787
Balimed Hospital
Jl. Mahendradatta,
denpasar
Mr.Wayan Budi, SE
Telp: 0361. 266655
Gateway of India
Authentic Indian Food
Jl. PataiKuta No.11,
Kuta, Bali
Mr.Imran Khan
Telp: 0361.754463
Harmony Vegetarian
Jl. Sanset Road No.8D
Kuta, Bali
Ms. Elena Rosita
Telp: 0361.759200
The Oberoi
Seminyak Beach
Jl.KayuAya, denpasar.
Mr. Budi Artana SE
Telp: 0361.730361
The Royal Beach
Seminyak
Jl.CamplungTunduk
Seminyak Beach,
Denpasar 800033 Bali
Mr. Bambang Hermanto
Telp: 0361.730730
Divine Earth
Jl.Rayabasangkasa
1200A. Kuta, Bali
80361
Mr.Ketut Sujana
Telp: 0361. 731964
91
5. Brochure
We are here for you, to help keeps your body Shape and Health
Bedugul Green Fresh Mart
Bay Pass NgurahRai, SuwungBatan Kendal No.18x Denpasar, Bali
+62.361.69269834 Source Picture: www.google.image.co
Our Product is Best Choice
92
6. Label Product
93
PERSONAL DETAIL
Place / Date of Birth : Lamongan, December 28th
178
Sex/Weight/Height : Female/55kg/155cm
Religion : Islam
Address : Jln. Rembang Perumahan Pasuruan Anggun Sejahtera
Block D5/02 Tipe Endelwis, Rembang Pasuruam, Jatim,
Indonesia.
Phone Hong Kong : +85296015930
Phone Indonesia : +628573577947
F
Formal
1. State Elementary School Laren 1, Lamongan, Jawa Timur 1992,
2. State Junior High School Muhammadiyah 4, Lamongan, Jawa Timur 1995,
3. State Junior High School Muhammadiyah 1, Lamongan, Jawa Timur 1998,
4. Saint Mary’s University Hong Kong 2016,
Bachelor of Science in Entrepreneurial Management, Faculty of
Management.
Informal
1. Batik Computer Lamongan (BCL), DataBase, Lamongan, 1996,
2. SMK Muhamadiyah, Accounting Basics, Lamongan, 1997,
3. Hikari Indonesia (HI), basics English & Japanese,Malang, 1998,
a. Marketing , PT.Gudang Garam Indonesia, Lamongan, 1997-1999.
b. Sales Counter, Koperasi SMP Kerajaan, Malaysia, 2001-2002.
c. Marketing, Bumi Putra Ensurance, Situbondo, 2006-2008.
d. Marketing of Credit Card, Danamond Bank, Bali, 2008-2010.
e. Staff Administration, PT. Edi Jaya, Bali, 2009-2010.
f. Marketing Exsecutive and Personal Loan,Amro Bank,RBS Bank, and City
Bank, Bali, 2009-2011.
CURRICULUM VITAE
UMI NUR CHOLIFAH, BSEM +85296015930
EDUCATIONAL BACKGROUND
JOB EXPERIENCE
94
Indonesian Muslim Student Association (IMSA), Member, 2013-
at present.
Komunitas Tangan Di Atas (TDA), Human Relationships, Hong Kong,
2013- at present.
…………………………
How to open a new Business, LAZNAS BSM, Central, Hong Kong,
September,28th
2013.
Business Online,Bisa Care-Bisa Learner Foundation(BCBLF),
Causeway Bay, February,24th
2014.
Reproduction Health and heart Intelligence, Sheung Wan, Hong Kong,
June, 27th
2015.
Lecture and Islamic Exorcism, Indonesian Muslim Student Association
(IMSA), Hong Kong, Mei 31st 2015.
Entrepreneurial Party, Organizer, Tangan Di Atas (TDA), Hong Kong,
December 6th
2015.
I certify that statements made on this curriculum vitae are true and made in good
faith.
Hong Kong, January, 31st 2016
Umi Nur Cholifah, BSEM.
ORGANIZATION ACTIVITIES
WORKSHOP ACTIVITIES
95
PERSONAL DETAIL
Place / Date of Birth : Blitar, March 8th
1977
Sex / Weight / Height : Female / 45kg / 151cm
Religion : Islam
Address : Jl. Raya Betek, 04/04 Ds. Rejoso, Kc. Binangun, Kb.
Blitar, Jawa Timur, Indonesia. 66193
Phone Hong Kong :+85269269834
Phone Indonesia : +6281234448217
Formal
1. State Elementary School Rejoso 01, Jawa Timur, 1989,
2. State Junior High School Binangun 01 Jawa Timur, 1992,
3. State Junior High School Negeri Malang 01, Jawa Timur, 1995,
4. Saint Mary’s University Hong Kong, 2016,
Bachelor of Science in Entrepreneurial Management, Faculty of
Management.
Informal
1. Intensive English Course, Level 4 Bali, Indonesia, 1997,
2. Capstone College, English Course Level 2 Hong Kong, 2014,
3. Migrant Institute, DDHK, Microsoft Office Hong Kong, 2014,
a. Waitress at Japanese Morotaro Restaurant, Bali, Indonesia, 1996.
b. Sales Counter Kuta Centre, Kuta Square Bali, Indonesia, 1997.
c. Human Relationship Officer at QMEA Hong Kong, 2013.
Role and Responsibilities:
Provide guidance and mentoring new workers up to three months.
Being a translator between the employer and new workers.
Prepare documents and completeness of new visa applications for
workers.
d. National Service Training program (NSTP), Saint Mary’s University,
Hong Kong, 2015.
One Day One Juz (ODOJ 423), Member, Hong Kong 2012-at
present.
EDUACATIONAL BACKGROUND
JOB EXPERIENCE
ORGANIZATION ACTIVITIES
CURRICULUM VITAE
SRI WENI, BSEM +85269269834
96
Dompet Dhuafa Hong Kong, Volunteer, Hong Kong 2013-
2014.
Komunitas Tangan di Atas, Assistant Chairman, Hong Kong 2014-
at present.
Indonesian Muslim Student Association, Volunteer, Hong Kong, 2015-at
present.
Communication Training; Journalism, Public Speaking, Blogging, Public
Relations, by Dompet Dhuafa Hong Kong (DDHK), July 21st-August 12
nd
2012.
Creative and Innovative Teacher Training, by Dompet Dhuafa Hong Kong
(DDHK), January – march 2013.
Entrepreneurship Seminar, LAZNAS BSM, Central, Hong Kong,
September, 28th
2013.
Entrepreneurship Online Seminar, Konsulat Jenderal Republik Indonesia
(KJRI), Hong Kong, February 24th
2014.
Lecture and Islamic Exorcism, Indonesian Muslim Student Association
(IMSA), Hong Kong, Mei 31st 2015.
Entrepreneurial Party, Organizer, Tangan Di Atas (TDA), Hong Kong,
December 6th
2015.
Develop my own business, Women's Accessories (W2J) & Homemade
Soaps (SAVON-O), Hong Kong, May 13rd
2015 at present.
I certify that statements made on this curriculum vitae are true and made in good
faith.
Hong Kong, January 31st 2016
Sri Weni, BSEM.
WORKSHOP ACTIVITIES
