STRATEGI PEMASARAN DAN OPTIMALISASI OPERASIONAL DALAM MENINGKATKAN DAYA SAING UMKM PARFUM SADAP

Abstrak

UMKM Parfum Sadap di Ambon menghadapi tantangan daya saing di pasar parfum isi ulang melalui strategi pemasaran digital dan optimalisasi operasional untuk mendukung pertumbuhan berkelanjutan. Penelitian deskriptif kualitatif ini bertujuan menganalisis implementasi strategi tersebut, dengan metode observasi langsung, wawancara semi-terstruktur kepada pemilik Muhammad Haikal Reniurwarin S.Ikom, serta dokumentasi proses produksi dan penjualan. Hasil menunjukkan tren aroma manis seperti Victoria's Secret Scandal mendominasi pasar, promosi AISAS via Instagram dan TikTok Shop meningkatkan penjualan luar kota hingga 50% serta pangsa pasar 40%, sementara operasional manual efisien dengan margin keuntungan 40-60% dan biaya bulanan Rp2 juta. Kendala konten promosi diatasi melalui diversifikasi inovasi kemasan lokal dan distribusi via JNT-Shopee, meskipun manajemen stok masih manual tanpa metrik ROI spesifik. Kesimpulan merekomendasikan digitalisasi stok dan pelatihan SDM untuk meningkatkan efisiensi serta keberlanjutan usaha di era digital.

The Sadap Perfume MSME in Ambon faces competitive challenges in the refill perfume market through digital marketing strategies and operational optimization to support sustainable growth. This qualitative descriptive study aims to analyze the implementation of these strategies, using direct observation, semi-structured interviews with the owner Muhammad Haikal Reniurwarin S.Ikom, and documentation of production and sales processes. Results show that sweet fragrance trends, such as Victoria's Secret Scandal, dominate the market; AISAS promotion via Instagram and TikTok Shop increases out-of-town sales by up to 50% and market share by 40%, while manual operations remain efficient with profit margins of 40-60% and monthly costs of Rp2 million. Promotional content challenges are addressed through diversification of local packaging innovations and distribution via JNT-Shopee, although stock management is still manual without specific ROI metrics. The conclusion recommends digitizing stock and training human resources to improve.