Stasiun Pempek : A Business Plan.
ABSTRACT
Indonesia memiliki beraneka ragam makanan tradisional, salah
satunya adalah pempek, makanan khas Palembang. Namun pempek juga
merupakan salah satu makanan favorit di Bandung. Hal inilah yang
menjadi dasar berdirinya Stasiun Pempek di Bandung.
Stasiun Pempek memiliki target market yaitu orang-orang yang berada
di wilayah Bandung barat, terutama mereka yang gemar menyantap
pempek. Harga yang ditawarkan mulai dari Rp2,500-Rp8,000. Stasiun
Pempek terletak di seberang Stasiun Bandung Jl. Kebon Kawung no.50.
Promosi yang digunakan adalah bauran komunikasi pemasaran, dengan
menggunakan logo, brosur, banner, radio dan koran. Terlebih lagi, Stasiun
Pempek membuat promosi via internet yang dapat diakses dengan alamat
www.sp.co.id. Dalam aspek operasional, Stasiun Pempek memiliki proses
pembuatan pempek (manufacturing process), dan proses pelayanan
konsumen (service process). Bisnis ini membutuhkan empat belas orang
karyawan yang tergabung dalam tiga departemen, yaitu: General
Department, Financial Department, dan Manufacturing Department.
Berdasarkan hasil analisis keuangan selama dua belas bulan yang
terdiri dari: perhitungan payback period, net present value, dan profitability
index maka bisnis Stasiun Pempek dikatakan layak. Dengan demikian,
bisnis ini menarik untuk dijalankan karena menguntungkan.
Maranatha Christian University
EXECUTIVE SUMMARY
Stasiun Pempek, unlike typical pempek restaurant, will provide unique
pempek in the nuance of restaurant. Stasiun Pempek is the answer to an
increasing demand of a nuance restaurant. Our target market wants: (1) a great
taste of pempek at a competitive price, (2) fast and friendly service, and (3)
experience of the comfortable nuance. Our total commitment to open a
comfortable pempek restaurant with the nuance of Palembang City is a smart
idea to satisfy our target market. Taste and feel the different yourself!
Based on size of market and defined market area, Stasiun Pempek needs IDR
85.912.000 as the capital. The supplement financing is required to prepare
selected site, purchase of the material and cover expenses during the first year of
operation. This financing will allow Stasiun Pempek to successfully open and
maintain operations to provide its consumers with an inviting atmosphere and
quality product. This business payback period is in the first year, which is ten
months and six days.
Maranatha Christian University
TABLE OF CONTENTS
TITLE PAGE…………………………………………………………………..i
DECLARATION OF ORIGINALITY………………………………………...ii
FRONT COVER OF THE BUSINESS PLAN……………………………..iii
APPROVAL PAGE…………………………………………………………..iv
TABLE OF CONTENTS……………………………………………………..v
ABSTRACT…………………………………………………………………..vi
EXECUTIVE SUMMARY…………………………………………………..vii
CHAPTER I. THE BACKGROUND……………………………………….. 1
CHAPTER II. MARKETING ASPECT……………………………………...8
CHAPTER III. OPERATIONAL ASPECT…………………………………15
CHAPTER IV. HUMAN RESOURCES ASPECT……………………......23
CHAPTER V. FINANCIAL ASPECT………………………………………35
BIBLIOGRAPHY
APPENDICES
Maranatha Christian University
CHAPTER I
THE BACKGROUND
1.1.
Background of Business
Indonesia consists of many provinces that are rich of traditional foods
as the element of the culture. There are hundreds of various and unique
Indonesian traditional foods (Husnul par. 7). One of them is pempek, a fish
dumpling long known as a special delicacy of Palembang, South Sumatra.
Pempek has now become a commodity that has spread in many cities
across the country including Bandung. It is caused by the advantage
earned from this culinary business. The business of pempek culinary can
bring profit (Arifah par. 5). Therefore, people who sell pempek always
intend to get advantages from the positive response of consumers by
promoting their business, improving the taste and also by creating a new
innovation of product.
Besides improving the product, many pempek restaurants in Bandung
also add the value of the restaurant itself, such as by serving consumers
with good services and setting a comfortable place in order that they will
feel the nuance of the restaurant. However, based on my observation at
1
Maranatha Christian University
10 pempek restaurants in west Bandung, most of them do not use a
concept that shows the traditional nuance of the restaurant. Many people
like traditional restaurants that serve traditional nuance. This is shown
from the survey that I did for 100 people in west part of Bandung, the
result was 80% people agree that traditional restaurants should provide
the traditional nuance.
Considering this condition, I am going to open a pempek restaurant
whose concept is the traditional nuance of Palembang. The reason of
opening this business is because of two factors. The main factor is that,
culinary business is always needed by consumers. It is a long-lasting
business because everyone needs food (Wilhem par.1). Besides, one key
success in running a culinary business is the love of the food (Sudarmi
par. 18). Based on the newly conducted survey that I did to 100 people in
west Bandung, there are 86% of people who love pempek very much. In
other words, it proves that many people like pempek.
The additional factor why I am very proud of pempek as Palembang
traditional cuisine is because it is a must to promote Indonesian traditional
food in order to introduce the characteristic of Indonesian culture (Aulia
par.2). Therefore, by opening this business, there is a chance to introduce
Palembang traditional cuisine and its nuance as part of Indonesian culture.
In addition, I have the skill to make pempek and I have the knowledge in
running this business because I had observed the process of running this
business from production until selling process.
2
Maranatha Christian University
I am going to name my business Stasiun Pempek (henceforth, SP).
Stasiun means station. Therefore, SP means a place where pempek is
provided as its main menu. The reason of choosing this name is because
the location of the business is across of the railway station namely Stasiun
Bandung. I also consider this location as the most suitable place to open
SP because it is strategic and is in the uptown of Bandung.
1.2. Unique Selling Preposition
There are many pempek sellers in Bandung who make new creation of
pempek, such as pempek sosis and keju. It is because people like new
creation of the food. New variations of food are created every year
because Bandung people are interested in new, delicious and peculiar
foods (Aprianti par.1). In order to satisfy the need of the consumers, SP
also sells pempek sosis and keju. However, SP has specialties that will
surpass the product from other competitors. One of them is the innovation
of pempek sapi because the fillings are grinded beef and egg. Another
innovation is pempek sayur which fillings are onions, cabbage and carrot.
I did a survey on 100 people in west part of Bandung in order to know
people’s interest about these new innovations of pempek. As a result, 89%
of the respondents are quite interested to try pempek sapi and pempek
sayur. SP also introduces some of the Palembang culture to make people
who eat pempek feel the nuance of Palembang.
3
Maranatha Christian University
1.3.
SWOT Analysis
In planning the business, SP needs to analyze the SWOT aspect.
Kotler and Armstrong state that “the overall evaluation of a company’s
strengths, weaknesses, opportunities, and threats is called SWOT
analysis” (102). Referring to this theory, the analysis of strengths,
weaknesses, opportunities, and threats as a strategic plan of SP will be
discussed in the following paragraphs.
1.3.1. Strengths
In opening the business, SP considers its strengths as the advantages.
Based on Allan’s statements, strengths refer to “the competitive
advantages and other distinctive competencies that a company can exert
in the marketplace” (par. 1). One of the strengths is that, SP is a pempek
restaurant that offers various fillings. SP considers that product, price and
service quality are the most important things of the business. Therefore,
SP intends to satisfy consumers by providing delicious and various
pempek in low prices as well as serving them well.
The other specialties of SP are the comfortable dining room. SP plays
Palembang traditional songs and decorates the wall by using songket
Palembang and pictures of Palembang monument such as monument
Pancasila, and miniature of Ampera Bridge. By providing these,
consumers will feel the nuance of Palembang.
The other strength of SP is the location because this is one of the
strategic places as it is located in the up town of Bandung. Furthermore,
4
Maranatha Christian University
most of public transportations pass through the station. This creates easy
access for people who intend to buy pempek at SP.
1.3.2. Weakness
In running this business, there are some weaknesses of SP. According
to Allan, weakness is “constraint that hinders movements in certain
directions” (par. 2). One of the weaknesses is that, SP is a new restaurant
that still has limited capital especially for its marketing communication.
Kotler and Keller define marketing communication as “firm attempt to
inform, persuade and remind consumer–directly or indirectly-about the
products and brands they sell” (510). The limited marketing
communication will cause consumers not to have trust to SP.
The next weakness is pempek is not the main food that makes people
always consume it. People usually have it at snacking time or as
substitution food. Therefore they prefer visiting other restaurants that
provide main food.
Another weakness is that SP has minimum facility and capacity. The
room size is small which is only 3 meter width and 12 meter length. The
parking area is limited which is only for two cars.
Moreover, the distribution of the product is not maximum. It means the
product has not scattered extensively because SP does not have any
branch. People who live far from SP have to travel for a long distance
when they want to visit SP.
5
Maranatha Christian University
1.3.3. Opportunity
Opportunity creates a chance to raise the income of SP. Opportunity is
“an area of buyer need or potential interest which in a company can
perform profitably” (Kotler and Armstrong 102). Learning from the theory,
SP intends to get the beneficial opportunities that are available. The first is
that SP has qualified product at the lowest price among the three
competitors namely Pempek Pak Raden, Pempek Rama and Pempek
Bikinanku. The good service that SP offers can invite people to buy
pempek at SP. The next opportunity is the traditional nuance that can
create the good brand positioning in the mind of the consumers. Moreover,
the strategic location creates easy access to visit SP.
1.3.4. Threat
Kotler and Armstrong point out that threat is “a challenge posed by an
unfavorable trend or development that would lead, in the absence of
defensive marketing action, to deterioration in sales or profit” (104).
According to the theory, threat is unfavorable condition that can affect the
profit of the business. SP also has threats when running this business.
One of them is that the consumers have the tendency to be reluctant to
visit the restaurant because of its limited capacity and facility. The next
threat is that SP is a new business, which makes consumers have low
trust and consumers’ awareness. The non-extensive distribution of the
product can make consumers who are far from SP have to spend more
time and energy to travel. There is a possibility, they prefer other pempek
6
Maranatha Christian University
restaurants rather than SP such as Pempek Pak Raden, Pempek Rama,
also Pempek Bikinanku.
Another threat is that, pempek is not the main food. Based on the
survey to 100 people, there are 71% of people who seldom eat pempek,
this means not many people eat pempek.
7
Maranatha Christian University
BIBLIOGRAPHY
Printed Sources
Atkinson, Anthony A., et al. Management Accounting. 9th ed. New Jersey:
Prentice-Hall, Inc., 2001.
Gitman, Lawrence, J. Managerial Finance. 12th ed. Boston: Pearson
Education, 2009.
_____. Principles of Managerial Finance. 8th ed. Boston: Pearson
Education, 2006.
Hansen, Don R., and, Maryanne, M. Mowen. Cost Management:
Accounting and Control. 5th ed. Mason: Thomson Higher Education,
2006.
Heizer, Jay, and Barry Render. Operation management. New Jersey:
Pearson Education, 2008.
Hughes, Robert J., and Jack R. Kapoor. Business. Boston: Houghton
Mifflin Company, 2005.
Kotler, Philip, and Gary Armstrong. Principles of Marketing. 10th ed. New
Jersey: Pearson Education, 2004.
Kotler, Philip and Kevin Lane Keller. Marketing Management. 12th ed. New
Jersey: Pearson Education, 2009.
Maranatha Christian University
Mondy, R. Wayne, and M. Robert Noe. Human Resource Management.
New Jersey: Pearson education, 2005.
Robbins, P. Stephen, and Mary Coulter. Management. New Jersey:
Pearson Education, 2007.
Robbins, P. Stephen, and Timothy A. Judge. Organizational Behavior.
New Jersey: Pearson Education, 2007.
Russel, S. Roberta and Bernard W. Taylor III. Operations Management.
New Jersey: Prentice Hall, 2000.
Electronic Sources
Allan, Andrews. “The Strengths and Weaknesses of a Business”. Webarticles.info 6 June 2007. 25 November 2009.
.
Aprianti, Yenti. “Orang Bandung Suka Makanan Baru, Enak, dan Aneh”.
Kompas.com 28 April 2008. 25 November 2009 .
Arifah, Nur Ema. “Kenikmatan Pempek dari Jalan Rama”.
DetikBandung.com 16 July 2009. 3 October 2009 .
Maranatha Christian University
Aulia. “Makanan Khas Harus Dipromosikan”. Metroriau.com 23 November
2009. 25 November 2009 .
Egelhoff, Tom. “How to Promote Your Business by Word-of-Mouth”. Small
Town Marketing 2005. 04 December 2009
.
Husnul, Amalia. “Masakan Khas Indonesia Harus Dipatenkan”.
Kompas.com 18 September 2009. 25 November 2009
.
Keetch, Paul. “Marketing Strategy”. Self Growth.com 2009. 3 october
2009. .
Sudarmi. “Wanita Perkasa di Bisnis Makanan” SWA.co.id 6 July 2009. 25
November 2009 .
Maranatha Christian University
Indonesia memiliki beraneka ragam makanan tradisional, salah
satunya adalah pempek, makanan khas Palembang. Namun pempek juga
merupakan salah satu makanan favorit di Bandung. Hal inilah yang
menjadi dasar berdirinya Stasiun Pempek di Bandung.
Stasiun Pempek memiliki target market yaitu orang-orang yang berada
di wilayah Bandung barat, terutama mereka yang gemar menyantap
pempek. Harga yang ditawarkan mulai dari Rp2,500-Rp8,000. Stasiun
Pempek terletak di seberang Stasiun Bandung Jl. Kebon Kawung no.50.
Promosi yang digunakan adalah bauran komunikasi pemasaran, dengan
menggunakan logo, brosur, banner, radio dan koran. Terlebih lagi, Stasiun
Pempek membuat promosi via internet yang dapat diakses dengan alamat
www.sp.co.id. Dalam aspek operasional, Stasiun Pempek memiliki proses
pembuatan pempek (manufacturing process), dan proses pelayanan
konsumen (service process). Bisnis ini membutuhkan empat belas orang
karyawan yang tergabung dalam tiga departemen, yaitu: General
Department, Financial Department, dan Manufacturing Department.
Berdasarkan hasil analisis keuangan selama dua belas bulan yang
terdiri dari: perhitungan payback period, net present value, dan profitability
index maka bisnis Stasiun Pempek dikatakan layak. Dengan demikian,
bisnis ini menarik untuk dijalankan karena menguntungkan.
Maranatha Christian University
EXECUTIVE SUMMARY
Stasiun Pempek, unlike typical pempek restaurant, will provide unique
pempek in the nuance of restaurant. Stasiun Pempek is the answer to an
increasing demand of a nuance restaurant. Our target market wants: (1) a great
taste of pempek at a competitive price, (2) fast and friendly service, and (3)
experience of the comfortable nuance. Our total commitment to open a
comfortable pempek restaurant with the nuance of Palembang City is a smart
idea to satisfy our target market. Taste and feel the different yourself!
Based on size of market and defined market area, Stasiun Pempek needs IDR
85.912.000 as the capital. The supplement financing is required to prepare
selected site, purchase of the material and cover expenses during the first year of
operation. This financing will allow Stasiun Pempek to successfully open and
maintain operations to provide its consumers with an inviting atmosphere and
quality product. This business payback period is in the first year, which is ten
months and six days.
Maranatha Christian University
TABLE OF CONTENTS
TITLE PAGE…………………………………………………………………..i
DECLARATION OF ORIGINALITY………………………………………...ii
FRONT COVER OF THE BUSINESS PLAN……………………………..iii
APPROVAL PAGE…………………………………………………………..iv
TABLE OF CONTENTS……………………………………………………..v
ABSTRACT…………………………………………………………………..vi
EXECUTIVE SUMMARY…………………………………………………..vii
CHAPTER I. THE BACKGROUND……………………………………….. 1
CHAPTER II. MARKETING ASPECT……………………………………...8
CHAPTER III. OPERATIONAL ASPECT…………………………………15
CHAPTER IV. HUMAN RESOURCES ASPECT……………………......23
CHAPTER V. FINANCIAL ASPECT………………………………………35
BIBLIOGRAPHY
APPENDICES
Maranatha Christian University
CHAPTER I
THE BACKGROUND
1.1.
Background of Business
Indonesia consists of many provinces that are rich of traditional foods
as the element of the culture. There are hundreds of various and unique
Indonesian traditional foods (Husnul par. 7). One of them is pempek, a fish
dumpling long known as a special delicacy of Palembang, South Sumatra.
Pempek has now become a commodity that has spread in many cities
across the country including Bandung. It is caused by the advantage
earned from this culinary business. The business of pempek culinary can
bring profit (Arifah par. 5). Therefore, people who sell pempek always
intend to get advantages from the positive response of consumers by
promoting their business, improving the taste and also by creating a new
innovation of product.
Besides improving the product, many pempek restaurants in Bandung
also add the value of the restaurant itself, such as by serving consumers
with good services and setting a comfortable place in order that they will
feel the nuance of the restaurant. However, based on my observation at
1
Maranatha Christian University
10 pempek restaurants in west Bandung, most of them do not use a
concept that shows the traditional nuance of the restaurant. Many people
like traditional restaurants that serve traditional nuance. This is shown
from the survey that I did for 100 people in west part of Bandung, the
result was 80% people agree that traditional restaurants should provide
the traditional nuance.
Considering this condition, I am going to open a pempek restaurant
whose concept is the traditional nuance of Palembang. The reason of
opening this business is because of two factors. The main factor is that,
culinary business is always needed by consumers. It is a long-lasting
business because everyone needs food (Wilhem par.1). Besides, one key
success in running a culinary business is the love of the food (Sudarmi
par. 18). Based on the newly conducted survey that I did to 100 people in
west Bandung, there are 86% of people who love pempek very much. In
other words, it proves that many people like pempek.
The additional factor why I am very proud of pempek as Palembang
traditional cuisine is because it is a must to promote Indonesian traditional
food in order to introduce the characteristic of Indonesian culture (Aulia
par.2). Therefore, by opening this business, there is a chance to introduce
Palembang traditional cuisine and its nuance as part of Indonesian culture.
In addition, I have the skill to make pempek and I have the knowledge in
running this business because I had observed the process of running this
business from production until selling process.
2
Maranatha Christian University
I am going to name my business Stasiun Pempek (henceforth, SP).
Stasiun means station. Therefore, SP means a place where pempek is
provided as its main menu. The reason of choosing this name is because
the location of the business is across of the railway station namely Stasiun
Bandung. I also consider this location as the most suitable place to open
SP because it is strategic and is in the uptown of Bandung.
1.2. Unique Selling Preposition
There are many pempek sellers in Bandung who make new creation of
pempek, such as pempek sosis and keju. It is because people like new
creation of the food. New variations of food are created every year
because Bandung people are interested in new, delicious and peculiar
foods (Aprianti par.1). In order to satisfy the need of the consumers, SP
also sells pempek sosis and keju. However, SP has specialties that will
surpass the product from other competitors. One of them is the innovation
of pempek sapi because the fillings are grinded beef and egg. Another
innovation is pempek sayur which fillings are onions, cabbage and carrot.
I did a survey on 100 people in west part of Bandung in order to know
people’s interest about these new innovations of pempek. As a result, 89%
of the respondents are quite interested to try pempek sapi and pempek
sayur. SP also introduces some of the Palembang culture to make people
who eat pempek feel the nuance of Palembang.
3
Maranatha Christian University
1.3.
SWOT Analysis
In planning the business, SP needs to analyze the SWOT aspect.
Kotler and Armstrong state that “the overall evaluation of a company’s
strengths, weaknesses, opportunities, and threats is called SWOT
analysis” (102). Referring to this theory, the analysis of strengths,
weaknesses, opportunities, and threats as a strategic plan of SP will be
discussed in the following paragraphs.
1.3.1. Strengths
In opening the business, SP considers its strengths as the advantages.
Based on Allan’s statements, strengths refer to “the competitive
advantages and other distinctive competencies that a company can exert
in the marketplace” (par. 1). One of the strengths is that, SP is a pempek
restaurant that offers various fillings. SP considers that product, price and
service quality are the most important things of the business. Therefore,
SP intends to satisfy consumers by providing delicious and various
pempek in low prices as well as serving them well.
The other specialties of SP are the comfortable dining room. SP plays
Palembang traditional songs and decorates the wall by using songket
Palembang and pictures of Palembang monument such as monument
Pancasila, and miniature of Ampera Bridge. By providing these,
consumers will feel the nuance of Palembang.
The other strength of SP is the location because this is one of the
strategic places as it is located in the up town of Bandung. Furthermore,
4
Maranatha Christian University
most of public transportations pass through the station. This creates easy
access for people who intend to buy pempek at SP.
1.3.2. Weakness
In running this business, there are some weaknesses of SP. According
to Allan, weakness is “constraint that hinders movements in certain
directions” (par. 2). One of the weaknesses is that, SP is a new restaurant
that still has limited capital especially for its marketing communication.
Kotler and Keller define marketing communication as “firm attempt to
inform, persuade and remind consumer–directly or indirectly-about the
products and brands they sell” (510). The limited marketing
communication will cause consumers not to have trust to SP.
The next weakness is pempek is not the main food that makes people
always consume it. People usually have it at snacking time or as
substitution food. Therefore they prefer visiting other restaurants that
provide main food.
Another weakness is that SP has minimum facility and capacity. The
room size is small which is only 3 meter width and 12 meter length. The
parking area is limited which is only for two cars.
Moreover, the distribution of the product is not maximum. It means the
product has not scattered extensively because SP does not have any
branch. People who live far from SP have to travel for a long distance
when they want to visit SP.
5
Maranatha Christian University
1.3.3. Opportunity
Opportunity creates a chance to raise the income of SP. Opportunity is
“an area of buyer need or potential interest which in a company can
perform profitably” (Kotler and Armstrong 102). Learning from the theory,
SP intends to get the beneficial opportunities that are available. The first is
that SP has qualified product at the lowest price among the three
competitors namely Pempek Pak Raden, Pempek Rama and Pempek
Bikinanku. The good service that SP offers can invite people to buy
pempek at SP. The next opportunity is the traditional nuance that can
create the good brand positioning in the mind of the consumers. Moreover,
the strategic location creates easy access to visit SP.
1.3.4. Threat
Kotler and Armstrong point out that threat is “a challenge posed by an
unfavorable trend or development that would lead, in the absence of
defensive marketing action, to deterioration in sales or profit” (104).
According to the theory, threat is unfavorable condition that can affect the
profit of the business. SP also has threats when running this business.
One of them is that the consumers have the tendency to be reluctant to
visit the restaurant because of its limited capacity and facility. The next
threat is that SP is a new business, which makes consumers have low
trust and consumers’ awareness. The non-extensive distribution of the
product can make consumers who are far from SP have to spend more
time and energy to travel. There is a possibility, they prefer other pempek
6
Maranatha Christian University
restaurants rather than SP such as Pempek Pak Raden, Pempek Rama,
also Pempek Bikinanku.
Another threat is that, pempek is not the main food. Based on the
survey to 100 people, there are 71% of people who seldom eat pempek,
this means not many people eat pempek.
7
Maranatha Christian University
BIBLIOGRAPHY
Printed Sources
Atkinson, Anthony A., et al. Management Accounting. 9th ed. New Jersey:
Prentice-Hall, Inc., 2001.
Gitman, Lawrence, J. Managerial Finance. 12th ed. Boston: Pearson
Education, 2009.
_____. Principles of Managerial Finance. 8th ed. Boston: Pearson
Education, 2006.
Hansen, Don R., and, Maryanne, M. Mowen. Cost Management:
Accounting and Control. 5th ed. Mason: Thomson Higher Education,
2006.
Heizer, Jay, and Barry Render. Operation management. New Jersey:
Pearson Education, 2008.
Hughes, Robert J., and Jack R. Kapoor. Business. Boston: Houghton
Mifflin Company, 2005.
Kotler, Philip, and Gary Armstrong. Principles of Marketing. 10th ed. New
Jersey: Pearson Education, 2004.
Kotler, Philip and Kevin Lane Keller. Marketing Management. 12th ed. New
Jersey: Pearson Education, 2009.
Maranatha Christian University
Mondy, R. Wayne, and M. Robert Noe. Human Resource Management.
New Jersey: Pearson education, 2005.
Robbins, P. Stephen, and Mary Coulter. Management. New Jersey:
Pearson Education, 2007.
Robbins, P. Stephen, and Timothy A. Judge. Organizational Behavior.
New Jersey: Pearson Education, 2007.
Russel, S. Roberta and Bernard W. Taylor III. Operations Management.
New Jersey: Prentice Hall, 2000.
Electronic Sources
Allan, Andrews. “The Strengths and Weaknesses of a Business”. Webarticles.info 6 June 2007. 25 November 2009.
.
Aprianti, Yenti. “Orang Bandung Suka Makanan Baru, Enak, dan Aneh”.
Kompas.com 28 April 2008. 25 November 2009 .
Arifah, Nur Ema. “Kenikmatan Pempek dari Jalan Rama”.
DetikBandung.com 16 July 2009. 3 October 2009 .
Maranatha Christian University
Aulia. “Makanan Khas Harus Dipromosikan”. Metroriau.com 23 November
2009. 25 November 2009 .
Egelhoff, Tom. “How to Promote Your Business by Word-of-Mouth”. Small
Town Marketing 2005. 04 December 2009
.
Husnul, Amalia. “Masakan Khas Indonesia Harus Dipatenkan”.
Kompas.com 18 September 2009. 25 November 2009
.
Keetch, Paul. “Marketing Strategy”. Self Growth.com 2009. 3 october
2009. .
Sudarmi. “Wanita Perkasa di Bisnis Makanan” SWA.co.id 6 July 2009. 25
November 2009 .
Maranatha Christian University