Deasy Sandya, Yesi Suhartini, Rizka Noristaman, Andri Asmari, Arif Nugraha Kurniadi, Yusnaini Yusnaini, Diki Iskandar, Adrie Charviandi, Hipdi Khumaedillah, Adela Cahyo Putro, Dini Wardianti

Penguatan Kompetensi Sales dan Strategi Pemasaran Konvensional Bagi UMKM

Introduction

Penguatan kompetensi sales dan strategi pemasaran konvensional bagi umkm. Program ini menguatkan kompetensi sales & strategi pemasaran konvensional UMKM, khususnya frozen food. Melalui pelatihan & pendampingan, tingkatkan skill penjualan, daya saing, dan operasional bisnis.

Abstract

Program pengabdian kepada masyarakat ini bertujuan untuk meningkatkan kapasitas pemasaran konvensional dan kualitas sumber daya manusia di CV Dharma Mulia Makmur, sebuah UMKM sektor frozen food. Permasalahan utama yang diidentifikasi meliputi ketiadaan SOP pemasaran, rendahnya keterampilan salesmanship, dan belum tersusunnya materi promosi yang terstruktur. Pendekatan terpadu yang digunakan melibatkan penyusunan dan implementasi SOP, pelatihan salesmanship berbasis praktik, dan pendampingan langsung (mentoring). Hasil kegiatan menunjukkan peningkatan signifikan dalam aspek keterampilan komunikasi, teknik closing, handling objection, dan kepercayaan diri tenaga penjual. Evaluasi pre-test dan post-test membuktikan efektivitas pendekatan experiential learning. Kegiatan ini juga menghasilkan dokumen SOP, company profile, dan product knowledge sebagai luaran praktis yang mendukung transformasi budaya kerja menjadi lebih disiplin dan customer-oriented. Implikasi praktis dari program ini menunjukkan bahwa pendekatan pelatihan terintegrasi mampu meningkatkan daya saing UMKM secara sistemik. Sementara itu, dari sisi akademik, model pelatihan ini dapat direplikasi dan dijadikan rujukan untuk pengembangan strategi pemberdayaan UMKM berbasis kebutuhan riil. Program ini dirancang untuk keberlanjutan dengan replikasi ke UMKM sejenis melalui pelatihan kader internal dan kemitraan lintas sektor.

Review

The paper, titled "Penguatan Kompetensi Sales dan Strategi Pemasaran Konvensional Bagi UMKM," presents a compelling community service program aimed at enhancing the conventional marketing capacity and human resource quality within a specific frozen food MSME, CV Dharma Mulia Makmur. The authors effectively identify critical gaps, including the absence of marketing Standard Operating Procedures (SOPs), low salesmanship skills, and a lack of structured promotional materials. The chosen methodology involves a comprehensive, integrated approach combining SOP development, practical salesmanship training, and direct mentoring. The abstract clearly outlines the positive outcomes, suggesting a significant improvement in sales-related competencies and overall work culture, underscoring the practical relevance of such interventions for the MSME sector. A notable strength of this program lies in its problem-driven approach, directly addressing the identified "real needs" of the target MSME. The integrated methodology, encompassing both structural (SOPs, promotional materials) and human capital development (salesmanship, mentoring), is particularly commendable, as it provides a holistic solution rather than isolated interventions. The abstract highlights tangible outputs such as developed SOPs, company profiles, and product knowledge documents, alongside measurable improvements in salesperson skills (communication, closing, objection handling, confidence) validated by pre-test and post-test results. This empirical evidence, derived from an experiential learning model, significantly strengthens the paper's claims regarding effectiveness. Furthermore, the explicit discussion of both practical implications (increased competitiveness) and academic contributions (replicable model for UMKM empowerment) adds considerable value, positioning the work as both impactful and transferable. While the abstract provides a strong overview, some areas could be further elaborated in the full paper to enhance its academic rigor and broader applicability. For instance, a more detailed description of the pre-test and post-test instruments, the specific metrics used to quantify "significant improvement," and the duration over which these improvements were sustained would be beneficial. Given that the intervention targets a single UMKM, the paper could also discuss potential challenges in scaling this model and the nuances required for adaptation across different MSME sectors or sizes. Exploring the theoretical underpinnings more explicitly, perhaps by linking the experiential learning model to established adult learning theories or organizational development frameworks, could further elevate its academic contribution. Finally, while sustainability is mentioned, a deeper dive into the mechanisms and early indicators of long-term impact beyond the program's immediate conclusion would strengthen the argument for its lasting value.

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