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THESIS SUMMARY

BUSINESS PLAN DEVELOPMENT OF MI BASAH USING


MODIFIED CASSAVA FLOUR (MOCAF).
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Master of Management Program
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Submitted By
Arfan Hadi
11/325586/PEK/16067
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MASTER OF MANAGEMENT PROGRAM
FACULTY OF ECONOMICS AND BUSINESS
UNIVERSITAS GADJAH MADA
2013

MEffiT'STIAIfiilANY
MoEr3mIr cAssAvA fl,ouR (ililffiAr)
$ubmitdfu
Ar&nHi
tU3255861PEKlt6[fi7
Apprcqrsd By:
Theis Sryervissr
Dr. Sshid $usilo Nugre. M.Sc.
TABLE OF CONTENTS
Pages
CHAPTER I. Background ............................................................................ 1
CHAPTER II. Literature Review .................................................................. 2
CHAPTER III. Research Methods................................................................ 4
CHAPTER IV. Strategy and Planning .......................................................... 6
CHAPTER V. Action Plan ............................................................................ 13


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ABSTRACT

Business creation and processed wet noodle and noodles derived from
processed cassava flour (mocaf) have a huge opportunity. It can be seen from the
patterns of consumption that makes instant noodles and noodles processed into staple
foods, and the amount of cassava production reached 23.9 million tons in 2010, and
the number of traders noodles and chicken meatballs are a growing number of
particular areas of Yogyakarta special reached 1204 people in 2010. This business is
also supported by a program of agricultural diversification and food diversification
efforts by the Indonesian government to suppress people's dependence on rice. Based
on the above data the business of making noodles from flour wet mocaf as raw
chicken noodle and meatball noodle has excellent prospects.
This business uses a business model pattern bait & hook, by giving free
samples of their products to consumers including the merchant noodles and chicken
meatballs in the company's first run. Sampling focused so that consumers can
recognize and have a willingness and curiosity to buy a wet noodle mocaf. The
company's revenues come from the purchase of advanced mocaf flour that has been
distributed free of charge to the company's promotional plan from start to walk.
Consumers who became the company's main focus is a trader and meatballs and
chicken noodle restaurant that uses a wet noodle.
Based on some of the data obtained from the observation, which comes with
sample questionnaires and interviews, obtained positive results, where respondents
had a positive response to the taste of the noodles mocaf and have a desire to buy the
mocaf wet noodle. Therefore, the business outlook is very wide open. It is on show in
the three business scenarios that show good financial performance for a period of 5
years. In the optimistic scenario, the NPV obtained Rp. 928 million, an IRR of 110%
and Discounted Payback Period 1,05 years. In normal skenenario, obtained NPV Rp.
514 million, an IRR of 79% and Discounted Payback Period 1.51 years. In the
Pessimistic scenario, NPV obtained Rp. 209 million, an IRR of 49% and Discounted
Payback Period 2.53 years. In the third scenario, expected to see the opportunities and
risks of a more scalable.
Keywords: agricultural diversification, bait & hook, wet noodles mocaf
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CHAPTER I
BACKGROUND


1.1. Problem formulation
According to the World Instant Noodle Corporation in 2011, Indonesia was
the second largest consumer of instant noodles in the world after China with an
estimate, there are 63 packs of instant noodles in Indonesia consumed each day
(TheIndonesianWay.com, July 8, 2012). Indonesian society changes in consumption
patterns as instant noodles and other processed noodles used as a replacement or side
dishes of rice, even as a substitute for rice.
According to the Chairman of the Standing Committee on Food Security
Franciscus Welirang of Kadin Indonesia, the needs of wheat and wheat flour in the
country will continue to increase, because almost all foods use flour as the raw
material. Indonesian wheat imports reached 4.6 million tons per year, while wheat
flour reached 1.1 million tonnes (Bisnis.com, July 8, 2011). With the high number of
imports of wheat and wheat flour used as raw materials in the manufacture of food,
especially noodles, mocaf flour is an alternative raw material apt as a substitute for
wheat flour in the manufacture of food, especially noodles. Besides, Indonesia
cassava plant is native and is very easy to obtain. Based on data from the Ministry of
Agriculture, cassava production in the year 2010 was as much as 23.9 million tons,
cassava production in 2009 was 22.0 million tons, and by 2008 was as much as 21.8
million tons (Bisnis.com, July 8, 2011).
Based on data from community sellersof chicken noodle and meatball
(PAPMISO) of Yogyakarta region, there are about 1204 sellers of chicken noodle and
meatball (Ikhwanudin, 27 april 2010). With the large amount of chicken noodle and
meatball vendors in Yogyakarta, mi basah business using alternative materials
processed from cassava flour (mocaf) has excellent prospects.


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CHAPTER II
LITERATURE REVIEW

2.1. Literature Review
2.1.1 Definition of Noodles
Noodles originally came from China. Noodles are very popular in Asia,
especially eastern Asia. Noodles can be categorized as one of the food commodities
that can serve as a substitute for basic food (Sunaryo, 1985).

2.1.2 Types of noodles
Based on the size of the diameter, noodle products can be divided into three,
namely:
1. Spaghetti (2.8-6.9 mm)
2. Commercial noodles in general (1.8-3.2 mm)
3. Vermicelli (less than 1.02 mm).
Based on the origin of raw materials can be divided into two, namely:
1. the murky mi (noodle) of materials, especially wheat flour
2. Transparent noodles made from starches such as rice noodles (from rice starch)
3. Chinese noodles (from sweet potato starch).

2.2 Theoretical Methods
2.2.1 Business Plan
Maddy (2009) defines a business as all the activities carried out by individuals
or groups of individuals carried out legally by using and combining resources or
factors of production to provide goods and / or services to the public in order to
obtain financial benefits, ie business income or income from operations (business
profit). Planning is a management function relating to the election of the vision,
mission and objectives, strategies, policies, procedures, rules, programs and budgets.
From the two definitions above, the business planning process is determining the
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vision, mission and objectives, strategies, policies, procedures, rules, programs and
budget required to run a business or a particular business.

2.2.2 Business Model Canvas
Canvas consists of 9 components,, also called 9Building Blocks. The nine
components are:
a. Customer segments
b. ValueProposition
c. Channel
d. Customer Relationship
e. Revenue Stream
f. Key Resources
g. Key Activities
h. Key Partnerships
i. Cost Structure

2.2.3 Business Model Patterns
Pigneur and Ostelwader (2010) tried to summarize the pattern of business
models into 5 types, namely:
a. Unbundling Business Models
b. the long tail
c. Multi-sided platform
d. free as business model
e. open business models







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CHAPTER III
RESEARCH METHODS

3.1. Analysis level
This study discusses the business plan that will be executed to create a
product that usingmi basah mocaf raw materials and are expected to contribute to
reducing the use of flour and product that has a competitive advantage over other mi
basah products.

3.2. Data sources
The data used for the study was obtained from multiple sources, including:
a. Study of Literature.
b. Observation.
c. Survey.

3.3. Data Collection Methods
Sources of the above data were obtained through several ways, including:
a. Primary
Primary data is data taken directly from the object of research, among others:
1) Survey
2) Interview.
b. secondary
Secondary data is data obtained through the research literature and is the result of
studies that have been done before, to explore the theory that will be used to support
research in solving problems, among others: Library Study

3.4. Method of Data Analysis
3.4.1. Financial Analysis
Analysis techniquesused is the financial analysis. The main function of the
financial analysis is to calculate the financial feasibility of the business, as well as to
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calculate the capital requirement for this business.
A. Net Present Value
B. Internal Rate of Return
C. Discounted Payback Period

3.4.2. analysis of Strategies
A. Porter's Five Forces
B. SWOT analysis

3.4.3. Marketing analysis
A. Market share
B. Market size

















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CHAPTER IV
STRATEGY AND PLANNING

4.1. Business Model Canvas of CV.Telamie
CV.Telamies business model is described using a business model canvas and
following the pattern of business model. CV.Telamie;s business model canvas in this
study is as shown below:

Business Model Canvas of CV.Telamie
Customers
Supplier
flour
Mocaf
Noodles
production
The mocaf
flour raw
material
(Newness)
Selling Price
Dedicated
personal
assistance

B2B
andB2C

Own store
Human
Machineries
Financial
Fixed cost & Variable cost
Direct sales
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4.2. Functional Framework
The functional framework will be discussed in detail how the company will
run the business. Functional framework contains all aspects of corporate and
business, so the company can run, grow, and even includes an exit strategy if the
pattern of the business is not according to what was planned. Matters discussed in the
functional framework are:
Vision, Mission, Objectives
The vision of the company's business is "mocaf mi basah manufacturing
company on a national scale in five years time since the company's operations" to
cope with intense competition, the company will continue to innovate in a variety of
products to be able to dominate the market especially Yogyakarta area that can make
a significant contribution to the people of Yogyakarta in providing mocaf mi
basahwith good quality at a very affordable price for all walks of life.
This company's business mission is "to provide quality products and services
for customers at a very affordable price." Both of these are believed to be able to
make the best companies, where companies are able to meet the wishes of customers
who want high-quality products at low prices and maintain relationships with existing
customers.
Marketing Plan
Judging from its market size, the need for mocaf mi basahYogyakarta area
are:
Based on data from interviews with chicken noodle and meatball sellers in
Yogjakarta
Sales in average (days) = 5 kg wet noodle
The number of chicken noodle and meatball sellers= 1204 people
Total Consumption (days) = 1204 x 5 = 6020 Kg / Day
The initial target of the company is to adjust production capacity of the
machine, and by observation in the field. For the initial stage of the establishment of
the company, it is only able to produce a target of 350 Kg / day (optimist target) or a
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mocaf mi basahsupplier for 60 chicken noodle and meatball sellers in Yogyakarta
area was calculated as follows:
Target Company = (350 kg) / (6020 kg) x 100% = 5.81%
From the calculation above that the target of the company amounted to only
5.81% of the total consumption of mi basah in Yogyakarta or mi basahsupplier for 70
chicken noodle and meatball sellers out of 1204 sellers in Yogyakarta. By calculating
the target market, the company is very optimistic to reach the target market and the
production of mocafmi basahwhich will be circulated in the market. The marketing
plan will be able to introduce mi basahproducts that can be accepted in the market.
Plan of Operations
Day-to-day operational activities undertaken by the company will be
described by the following picture:

CV.Telamies operational activities
From the picture above, daily operational activities undertaken by the
company CV.Telamie can be explained, namely:
1) Raw materials of mocaf flour and lye from suppliers that are used as ingredients
are put into the manufacture of mi basah production warehouse.
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2) Inventory in the warehouse loading for stock production for 1-3 months of the
production process.
3) The production process starts from making dough, mixing lye and milling and
packing mi basah.
4) Prepackaged mi basahis put into stores that are the regions with production sites to
sell directly.
5) In addition to the direct sale, the company also received a delivery order to be
delivered by the salesmen. In addition it also serves as a sales marketer of mi basah to
chicken noodle and meatball sellers located in Yogyakarta.

Management Plan and the HR Plan

Company Organization Scheme





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Manpower Data of CV.Telamie
Position Gender Age Education Total
General Manager m Min 25 yrs Min S1 Engineering field 1 person
Finance department f Min 24 yrs Min D3/S1 field of
Accounting
2 people
Marketing Department m Min 25 yrs min SMA 2 people
Operations section m/f Min 20 yrs min SMA 3 people

Financial Plan
In this business scenario, three scenarios will be created for a more detailed
profile of the business, such as: Pessimistic, Normal, Optimistic.
Required initial capital of Rp. 229,150,000.00
By optimistic calculation, then the following resultswere obtained:
a. Net Present Value : Rp 928.320.945,23
b. Discounted Payback Period : 1,05 years
c. IRR : 110%
With normal calculation, the results are as follows:
a. Net Present Value : Rp 514.800.500,39
b. Discounted Payback Period : 1,51 tahun
c. IRR : 79%



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With pessimistic calculation, the obtained results are as follows:
a. Net Present Value : Rp 209.524.372,10
b. Discounted Payback Period : 2,53 tahun
c. IRR : 49%
Strategic Plan
1) SWOT Analysis
a) Strength
Services provided excellent customer satisfaction
Provide free shuttle service for customers
The price is cheaper than other products
The price of mi basah can be more stable than other manufacturers
Fluctuations in the price of raw materials (input) does not affect the
performance of the company significantly.
Companies are more stable and avoid the scarcity of raw materials
The company has good management to manage and control all operational
activities.
b) Weakness
Mocaf mi basahis still new in the market so it requires the introduction of
product
The company is still dependent on the supplier of mocaf
The small number of distribution channels.
c) Opportunity
Fluctuations in the price of wheat flour and wheat flour price growth is unstable
High levels of consumption of mi basah and other processed noodles
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The number of cassava farmers in Indonesia
Awareness of the community to use local products is increasing.
d) Threats
There is a great player, both national and multinational companies engaged in
the production of wheat flour
The low ability of farmers to process cassava into mocafflour.

4.3. Environmental Impact Analysis
Production sites and sales offices are located in the region will facilitate the
control of the company. In the planning of site selection, the company plans to choose
a location that is in around Kaliurang, Sleman, Yogyakarta. For the environmental
impact, the company did not have a problem with waste and environmental pollution
because the production of mi basah usesmocaf raw materials so no waste and mixed
materials of manufacture in the form of alkaline solution that is safe for consumption
for the human body so the company does not have the environmental impact.










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CHAPTER V
ACTION PLAN
5.1. Time and Events
Business action plan needs to be done and is an important concern
comprehensively on time and in which the activities will be carried out in the
business plan. Activity is divided into three major domains, is to facilitate the
implementation and inspection, among others:
a. Operational technical activities
b. Promotional activities and customer relations
c. Supporting activities (back office)
Time ActivityTable


year 0 1

II

III IV

V
No month 1 2 3 4 5 6 7 8 9 10 11 12
A technical Operations
1 Search and rentalof accommodation
2 The design process of stores
3 The process of co-operation with the
supplier of mocafflour
4 Booking and purchase of equipment
6 Production of mi basah mocaf
7 Division of mi basahfor free
8 Regular maintenance of machinery
B Promotion, advertising and customer
relations
1 Promotion and advertising
3 Maintain relationships with
customers
C Office and supportingactivities
1 The process of licensing companies
2 HR, accounting, finance, etc.
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5.2. responsible person
Each part or division is in charge of each activity undertaken. All personnel
are responsible to the founder and director of the company at the beginning of this
passage. Next will be the organizational structure more qualified in every division
that is in line with the increase in employees.

5.3. PerformanceSize
Performance measures are made to undergo personnel duties, to achieve the
target to be achieved. Measure of the performance is based on the activities
performed by each division and the personnel inside.