INTERVIEW OB

Summary

This interview with Muhammad Hamdi bin Tarmizi, the son of the ketupat business owner, provides an insightful look into the growth and operations of a traditional food business. Starting in 1993 at the Alur Star night market, the company evolved to supply frozen ketupat for festive seasons. Through strategic decisions, such as investing in cold storage and expanding online presence via TikTok, the business grew, even during challenges like the COVID-19 pandemic. The family-run business values responsibility, teamwork, and helping the community, offering opportunities to villagers, such as hiring single mothers and supporting local farmers.

Takeaways

• 😀 The business began in 1993, operating at night markets in Alur Star, focusing on selling ketupat during the festive season.
• 😀 The company evolved from a home-based business to a mini factory with the increased demand for its products, especially during COVID-19.
• 😀 In 2013, the company introduced frozen ketupat to meet the growing demand, allowing customers to easily prepare it at home.
• 😀 The company currently employs around 22 people, with a significant focus on labor-intensive processes like wrapping the ketupat.
• 😀 The target market for the ketupat is primarily people living outside urban areas, especially those who want to taste traditional food from their hometowns.
• 😀 Leadership style emphasizes open communication and discussing issues with employees to improve the business and foster teamwork.
• 😀 A major decision was investing in cold storage to reduce transportation costs and improve long-term storage of ketupat.
• 😀 The company fosters a flat structure where everyone, from directors to staff, is encouraged to share opinions and contribute to decisions.
• 😀 The business culture promotes responsibility, where all employees, regardless of their position, are encouraged to speak up if they see something wrong.
• 😀 The company has incorporated modern technology by using platforms like TikTok for marketing and plans to expand to supermarkets and possibly international markets.
• 😀 Social responsibility is central to the company, as it hires locals, especially single mothers and villagers, to open and prepare the ketupat leaves, generating income for the community.

Q & A

What motivated the shift from selling hot ketupat to frozen ketupat?

The shift to frozen ketupat in 2013 was motivated by the limitations in production capacity when selling hot ketupat. The process of making hot ketupat by hand was labor-intensive, and there was only a limited amount that could be produced. By freezing the ketupat, the company could produce more and meet the increasing demand, especially around festive seasons.

How did the business respond to challenges during the COVID-19 pandemic?

During the COVID-19 pandemic, the business experienced growth rather than decline. The company gained media attention, particularly from Astro Awan News, which led to a surge in demand. The company adapted by increasing production and setting up a mini factory, ensuring that they could meet the rising demand despite the challenges posed by the pandemic.

What is the structure of the company, and how does it impact decision-making?

The company has a flat organizational structure, where employees are close to each other, including to the directors and managers. This structure allows for open communication and quick decision-making, as everyone can contribute ideas and opinions, which helps the business react rapidly to changes, like those caused by COVID-19.

What is the company's approach to leadership?

The company adopts an inclusive leadership style. The leader prefers discussing ideas and decisions with employees, valuing their input. Regular discussions with staff are held to address issues, improve work processes, and make decisions collaboratively. This approach encourages a sense of responsibility and ownership among employees.

How does the company maintain its work culture as it grows?

To maintain its culture of responsibility as the business grows, the company appoints supervisors to ensure that all employees adhere to standard operating procedures (SOPs) and company policies. The company also emphasizes training and sharing of responsibilities among staff to ensure consistency and maintain the culture of accountability.

How did the company deal with the limitations of small freezers in the past?

The company faced capacity issues with small freezers, which limited production. To solve this, they decided to invest in cold storage facilities made from containers. This allowed them to store larger quantities of ketupat for longer periods, reducing transportation and rent costs associated with external storage.

What impact does the company's community-focused approach have on its business?

The company's community-focused initiatives, such as hiring villagers, especially single mothers, and sourcing palas leaves locally, positively impact its reputation and growth. These initiatives help provide a source of income for the community and foster goodwill, which has led to increased customer satisfaction and loyalty.

How does the company manage the rising cost of raw materials like coconut milk?

To address the rising cost of raw materials like coconut milk, the company adopts a strategy of diversifying suppliers. By comparing prices from multiple suppliers, they can ensure reasonable prices and reduce dependency on a single supplier, which helps control costs.

How does the company ensure quality control as it scales up production?

The company ensures quality control by maintaining a close-knit structure, where employees are encouraged to take responsibility for their tasks. The leadership fosters an open communication environment where employees can provide feedback on production processes, ensuring that quality standards are met and continuously improved.

What are the company's future plans for growth and expansion?

The company plans to expand its reach by increasing its online presence, particularly through platforms like TikTok. In the future, the company aims to enter supermarkets and possibly expand to international markets, ensuring that its traditional product can reach a wider audience.