PKM Toko Kelongtong dan Minimarket Rumahan Agar Memiliki Daya Saing Menghadapi Minimarket Modern


  • I. Marisan
  • K. Muslimin
  • P. A. Wibowo


traditional grocery stores, home minimarkets, competitiveness, accounting information systems, service quality


Indonesia is a heaven for strong capital retailers. With a population of more than 235 million, Indonesia has become a very lucrative market (editor of Majalah Kompetisi, 2012). AC Nielsen 2008 data shows modern retail growth of 30 percent every year. The existence of modern retail on the one hand has a positive impact in the form of employment of up to 23.4 million people (BPS, 2016), number two after agriculture. On the other hand, it has a negative impact due to unhealthy competition, which is detrimental to retail stores. The existence of minimarkets can turn off 20-50 small shops, while one supermarket can turn off up to 200 stores. Establishment of minimarkets, at a radius of 500 meters will get decrease result in income of up to 57.92 percent. At a radius of 1 km 30 percent (Iffah et al, 2011).

The two partners also experienced a decline in turnover, a traditional grocery store "Bu Sirly" at Ngabul Jepara, which is experienced a turnover of up to 30 percent and a home-based minimarket "Nice Supermarket" at Sengonbugel Mayong whose gets turnover decreased by 60 percent, so that they had to lay off their employees. It is caused at almost the same time in 2013-2014 modern there are ALFAmart and Indomaret that emerged at a distance of less than 500 meters.

Partnership Program This service activity strives to overcome partner problems in such as the low competitiveness, and is exacerbated by the low quality of service because there is no adequate SOP and often trouble recording and accounting systems. Outcome of devotion is a solution to the problem. They are: 1) competitiveness improvement program, 2) Upgrading accounting information systems and equipment programs. The approach used is interactive Participation Method, in which the two partners play a role in the process of planning activities and internal strengthening of the organization so that the two partners can maintain their performance after this PKM activity is completed.

The method of implementing the competitiveness improvement program was carried out in stages: 1) SWOT analysis, 2) Equalization of program perceptions and agreements, 3) shop modernization, 4) service standard training, 5) governance training and SOP, 6) SOP shop construction, 7) Application and assistance. In the upgrading system of shops and equipment information systems, the stages are: 1) analysis of the needs and design of information system, 2) Identification and preparation of product item databases, 3) Making accounting software, 4) Application of accounting information systems, 5) training of accounting information system, 6 ) in traditional shop units, an ergonomic store layout will be arranged, 7) Application and assistance for system use. As an effort to guarantee the quality of the implementation of the work program, the implementation of each partner will be accompanied by two students from the Information Systems Study Program, Communication Sciences, Management and Accounting.