Application of Market Innovation Strategies for Banjaran Coffee Products using the Walk Shop

The business development undertaken by this partner group includes several issues. Problems related to the development of mar keting activities that have been carried out so far and want to change the marketing concept from online to offline. Although constrained by the limited location of store stock from each coffee partner, they still want to innovate directly through the idea of a tavern. The concept of business planning and product innovation is not yet understood as a tool that effectively recognizes business potential through on-going shop innovation. Marketing problems through other promotional media and cooperation. The method of implementation used to obtain solutions and target outcomes set, through training, technical guidance, and assistance. In the implementation of a team with experts who are experts in their fields, determine the stages and procedures in getting solutions to problems faced by partners, so partners can develop into sustainable businesses, and have competitiveness. The community activity program plan is carried out for 8 months starting from the preparation, implementation, monitoring, and evaluation, presentation, and reporting of activities and writing of publications in International Standard Serial Number (ISSN) journals, national seminar proceedings, and training modules for the implementation of activities.


INTRODUCTION
Profile of Ciapus Village, Banjaran District, Bandung Regency, is an area based on the topography of Ciapus Village extending from North to South. The northern part is the lowlands bordering the Banjaran Village as well as the Capital District of the Banjaran District which is the economic center with various shops along the provincial road and the Banjaran market which borders directly with the Ciapus Village area so that the population of Hamlet I is the majority of economic actors are the majority of the trade comes from a comer.
As is known, that Banjaran is a very cool region, so to develop the potential of coffee will bring benefits to coffee entrepreneurs in the region. The raw material produced for this coffee product is obtained from the Mount Puntang region, where the area produces high-quality coffee beans with a variety of distinctive and varied scents and flavors. For local people, drinking coffee has become a culture, of course, the majority of the daily population as a strong connoisseur of coffee (Mulyaningsih, 2015).
Moreover, this Banjaran coffee product business has various types of variants with diverse aromas and flavors, making people increasingly feel bored with coffee. Judging from the number of coffee lovers who are rich in benefits, surely the coffee business has a pretty high chance (Said, 2017).
Ignorance of the community about coffee makes them lack understanding of the taste of coffee with good quality. Given the economic level in Indonesia, including the majority of the lower middle class. Of course, to visit coffee with good quality, they will think twice, because the basic necessities of life are high. Therefore, most people prefer to enjoy sachet size coffee at a low price. They can enjoy the taste of coffee for only IDR 2,000. Without them knowing, that actual sachet coffee does not have the same benefits as real coffee (without additional processed).
Most sachets with pulp, not the original pulp but mixed with cornflour. Of course, the benefits are different. Coffee has a character which when mixed with other preparations, the benefits will be reduced and may even disappear or switch to drinks with less healthy side effects. As it has the potential to contain high levels of sugar and acids, it is not good for the stomach and can increase blood sugar. Because coffee when it is mixed with sugar, the acid content can also increase up to four times.
The target market for Small and Medium Enterprises (SME) activities has several market segments. Main Partner Group already has its own brand, namely Banjaran coffee stock, gedongan coffee group, a group that produces local types of Banjaran coffee, and the southern Bandung coffee group. The marketed price for this type of Banjaran coffee product is set for size of 100gr at a price of IDR 35,000 a nd for a type of size 500 gram is sold at a price of IDR 135,000. Over time, the phenomenon of Online to Offline or vice versa. Online to Offline seems to be the future that "must" become a culture in Indonesia in order to foster online purchases and the public must be educated. Indonesian people today still need tangible physical evidence from a store (Cao, 2014).
The age of the Banjaran Coffee Stock business is 4 years old (since March 2019). The brand is very iconic with a picture of a train (Sundanese for Delman). In each package of this Banjaran coffee product, it becomes an icon of the Banjaran's uniqueness, because some of the consumers consider that this Banjaran coffee can be a form of local souvenirs.
Another plan of the Banjaran Coffee Stock using marketing techniques is to combine matching between the present and past elements. Having the impression of a product that appears from its packaging, Kopi Banjaran looks classic but does not lose its elegant impression. As an attraction of this condition, when we enter the Banjaran Coffee Shop, there is a contemporary impression that appears there (for example, the display frame used in this shop building uses aluminum frames). At first glance, this store has provided a modern atmosphere.

Fig 1. Study partner group
In examining the map of innovation development for the marketing of Banjaran coffee products, there are several things that can be observed externally from the existence of this coffee product. According to Rangkuti (2000), it is necessary to pay attention to aspects of the SWOT analysis in order to read opportunities and threats externally by optimizing the strengths, among others, as follows: (1) This Banjaran coffee product has the opportunity to be developed into a product that has a very large opportunity position to develop into a typical Banjaran product; (2) Innovations developed by Banjaran coffee (partners) have not been fully effective, especially sales that are direct to consumers because of their limited area; (3) Banjaran coffee has already been introduced through online media, so that a small number of consumers already know this product; and (4) The Main Partner Group already has its own brand, namely Banjaran Coffee Stocks, Coffee Gr oup with the brand name Kopi Olla, Gedongan Coffee Group, and a Group that produces Banjaran Coffee in the Bandung Regency called the South Bandung Coffee Group (see Figure 1). Figure 2 explains the Banjaran coffee market segment having several coffee group partners working together as a development of the Banjaran coffee sales, including gedongan coffee partner groups, Banjaran south Bandung coffee groups, olla coffee groups, and local consumer groups. Aside from collaborating with these partner groups, the main partners also sell directly to the market.
Problems faced by partners related to the market innovation strategy of using a mobile shop for coffee products, among others: (1) Banjaran coffee products that when first doing O2O marketing (online to offline) doing online media by offering through Facebook this time will be done with using the offline method still has limitations in its marketing activities, so it is necessary to think of ways to be able to develop O2O innovations with new innovation patterns so that the concept of selling that has limited partners can be changed; (2) Even th ough they are constrained by the limited location of store stock from each coffee partner, they still want to innovate directly through the idea of a tavern; an d (3) The concept of business planning and product innovation is not yet understood as an effective tool to recognize business potential through on-going shop innovation. In the absence of a structured business plan, partners currently only produce according to the wishes of the customers. Lack of knowledge of group members in understanding business planning (Fadhlih & Rinawati, 2017). This is because of the average educational background of group members at the senior high school level. In addition, marketing issues through other promotional media and also cooperation such as promotional media and partnership cooperation are still minimal.
The achievement targets in the PKM activities are as follows: (1) Efforts to introduce innovative products with the concept of Kedai Walk are carried out based on shop patterns that are made in such a way as named gallery coffee that presents a variety of packaging from Banjaran coffee products; (2) Increasing the capacity of individuals and equipping SMEs to get to know the marketing mix through the Design of Walkstalls; (3) Directing the designated partner group involved in a series of training activities; and (4) Preparing partner groups to have superior and creative abilities in realizing these ideas; (5) The concept of a Walk-in Store provides an alternative choice for solutions faced by partner groups with financing plans that do not cost too much; (6) The benefits obtained are expected to add new partners in marketing the Banjaran coffee product to a wider range; and (7) Partner groups can design similar types of training to be able to dissemina te to others who are interested in opening a business in the coffee sector.

MEASUREMENT
The method used in designing the shop model can be used by the Banjaran coffee group as part of the technology used. Marketing conceptbased training methods that contain training content include: making business plans using the Canvas Business Method (BMC) or daily social, the concept of community approach, the concept of expanding marketing through media and foot networks (Siagian, 2014).
BIMTEK method (guidance and technology) and assistance as an effort to improve the ability of individuals and groups to the maximum, because the results can be appropriate in accordance with the target. Then, assistance will be made in managing the restaurant. After that, monitoring and evaluation is needed to ensure the sequence of activities goes according to plan (Maria et al., 2019;Indriastuti et al., 2020).
The store walk business plan is behind a plan. The business situation that will be carried out in PKM activities, and also outlines an innovation plan to develop a marketing, financial, and planned training activities plan. The shape of the Kedai Walk design is very interesting and colorful, with various unique ornaments adapted to be able to make a magnetic force for the expansion of the business. The pattern on coffee running is inseparable from a number of things, such as marketing strategy innovation plans, financial strategy plans, and training plans.
Informants who were the object of research, i.e: coffee drinkers who come to the coffee shop, with criteria for selecting coffee shops, the amount of coffee consumption, and the frequency of visits to coffee shops. In this research, using a purposive sampling technique. This is intended because the researcher will choose the informant who is considered to know the information, the problem in-depth, and can be trusted to be the source of the data. The technique of collecting data through primary data is observation. Observations were made directly and were participants. Next, interviews are conducted with coffee shop owners to get an idea of a concept (Solikatun, 2018). To capture the meaning in-depth, it is necessary to look at how coffee consuming behavior becomes a comprehensive community culture. Interviews were conducted by researchers continuously until they obtained complete data.

DISCUSSIONS
The canvas business development model in running a shop offers an innovative concept that can be utilized by the Banjaran cof fee partner group. To shift marketing activities, starting from online to offline, in order to provide alternative options for new opportunities for the development of this business. This solution developed from observations through the desire of coffee group partners to make new breakthroughs, so that it can easily and quickly reach its target market (Regina & Alfanur, 2016).
As for reviewing the weaknesses of the business location of the existence of this partner group, it is still considered to be less strategic because of limited capital, so there is no opportunity to rent a store in a strategic location. To that end, the service team offers a solution by introducing the concept of structured business planning so that the marketing strategy by following the stages of the plan through BMC is adjusted to the current location of the business location (Karinov, 2018).
Canvas business is a business concept, where companies as benefit makers and consumers as beneficiaries. Business model canva s is an easy way to describe business models in visual form on one page (Konnertz et al., 2011). With this model, it presents a framework for thinking, understanding, and helps the team to focus together.
Through the 9 main pillars that encapsulate business processes, it breaks down from corporate values, customer segments, to financial structures. The canvas model generates a business idea for running a tavern that has the potential to market its products.
Customer segments, obtained observations in the section that describes that the main customers of the manufacture of mobile coffee shops are those who enjoy coffee and also from young people, as potential customers of coffee products running.
The presence of the O2O phenomenon or vice versa provides a concrete picture that their hopes in the Banjaran Coffee Shop can serve customers who visit the shop for coffee purchases and payments through Go-Pay. The O2O system is a future that "must become a culture in Indonesia. In order to foster online purchases, the community must be educated first. The community also currently needs tangible physical evidence from a store.
As a result of improving the marketing concept of online to offline media marketing as an alternative choice for new opportunities for the development of the Banjaran coffee stock business, the output targets include recording and re-inventorying consumers who have been served via online, creation of new breakthroughs by conceptualizing marketing themes that directly serve consumers face to face and creating a new generation of coffee partners with the expectation of the objectives of this activity, able to provide new jobs and have been followed by beginners.
Increasing innovation by using a shop runs through several main steps, i.e: (1) The partner group understands the innovations to be developed related to marketing activities; (2) The mobile shop becomes an end product of the technology applied in PKM; (3) Structured business plan and product innovation; (4) Partners have understood the process and stages of preparing a business plan through the BMC method; (5) Can determine the target market; (6) Making product planning; (7) Can gather resources; and (8) Apply creativity in product development.
In the future, an attractive business strategy needs to be done by placing promotional media, creating a new partnership network, to using ecommerce in marketing products.