Innovation Capability Strategy: How Does the Culinary Industry Deal with Business Sustainability Case Study on Culinary SMEs in Padang

Alfattory Rheza Syahrul, Syailendra Eka Saputra, Hari Mulyadi and Chairul Furqon
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Alfattory Rheza Syahrul: Universitas Pendidikan Indonesia, Faculty of Economic and Business Education
Syailendra Eka Saputra: Universitas Pendidikan Indonesia, Faculty of Economic and Business Education
Hari Mulyadi: Universitas Pendidikan Indonesia, Faculty of Economic and Business Education
Chairul Furqon: Universitas Pendidikan Indonesia, Faculty of Economic and Business Education

A chapter in Proceedings of the 7th Global Conference on Business, Management, and Entrepreneurship (GCBME 2022), 2024, pp 1676-1681 from Springer

Abstract: Abstract The purpose of this research is to analyze the implementation of the innovation capability strategy in small and medium-sized enterprises (SMEs)-based culinary businesses in Padang. Many SMEs-based business actors have a short operational life, and one of the factors triggering this phenomenon is the weakness of strategic innovation capabilities in carrying out these business activities. This research was conducted on the management of cafe culinary SMEs which are spread in almost all areas of Padang. Data analysis was carried out through clear and accurate descriptive narratives. This study used qualitative methods in analyzing problems, which were conducted through deep interviews with several owners and managers of culinary SMEs in Padang. The observations in Culinary SMEs in Padang have identified that there are very few ideas about the importance of innovation strategies to maintain business continuity, where many culinary businesses in Padang just rely on the location and place and do not pay attention to innovation and quality in food. Thus, most culinary businesses in Padang only have a short operational period.

Keywords: Business Sustainability; Innovation Capability; Small and Medium Enterprises (SMEs) (search for similar items in EconPapers)
Date: 2024
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DOI: 10.2991/978-94-6463-234-7_176

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