The sustainability issue has pushed the food industry, continually looking for new materials to reduce and replace plastics in their packaging. However, the recent development of novel materials is still less satisfactory due to different involvement from different vital players such as government, society, and industry. This paper analyzed the critical success factors of new material development for food packaging based on different key players, involvements, and interests. A survey was conducted by the authors to gather information related to the development factors and the participation factors based on the three key players. This research employed descriptive quantitative design. This design allows research to collect and describe the found clusters and factors. The results revealed that the critical success factors are classified into five clusters, namely technical substitution, technical drivers/barriers, application barriers, cost barriers, and raw material supply barriers. Differently from developed countries, the critical vital players' participation, especially from the government, was essential in developing new material for food packages.

Nowadays, it is important to reduce and replace plastic in the food manufacture industry. However, the development of new material is less than satisfactory. This paper aims to analyze the key factors for the development of new material for the food production package. A survey was conducted to gather data to test the factors in the development of new material for food production package identified by literature review, expert interviews, and distribution questionnaires to respondents. The questionnaire uses a Likert scale and the cluster sampling method. The analytical tool used is factor analysis. The results show that the key success factors are different from the developed country. The government was expected to have a significant effect on the development of new material, the public or consumer placed second.

Consumer awareness on appearance, beauty, and skincare is rising in the era of consumer behavior 4.0. This condition drives the cosmetics industry to grow rapidly, including the cosmetics start-up as one of the actors in the industry. In the face of intense competition within the industry, start-ups engaged in this business should concern green products to be able to follow the trend of consumers who concern green products. This paper aimed to describe the business model of CV Saesha Cantika and examine its concern on green products. Business Model Canvas (BMC) was applied to map the business model, and Strengths and Weakness (SW) analysis was employed to examine the business model's concern on green products. This study found that CV Saesha Cantika business model had many areas of improvement concerning green products. As a result, CV Saesha Cantika needs a strategic plan to increase the application of green products that leads to an improved quantity and quality of its cosmetic products.

The family business has a characteristic in which the transfer of leadership is given to one of the family members as the next generation to maintain the continuity of its enterprise. Most family businesses in Indonesia do not yet have its succession plan. One of the keys to a successful selection of prospective business successors is to determine the right leadership criteria. This research aims to (1) identify indicators of successor characteristics, (2) identify leadership criteria, and (3) compose an evaluation of the succession at CV. Sentra Motor Sport (CV.SMS), a family business in the automotive sector located in Bogor, Indonesia. The tools for this research are successor’s characteristics indicator, ACE MAN leadership criteria, and post-succession evaluation. The study employed descriptive-qualitative methods from primary data obtained through in-depth interviews with the predecessor, successor, and the employees of the family business. The total number of respondents were five persons. The interviews were conducted from June to July 2020. The results showed that the indicators of successor characteristics were in accordance with the expectations of the founder. The results of the ACE MAN leadership criteria assessment showed that the most dominant criterion was networking and the smallest ones were charismatic and achieving. According to the post-succession evaluation, the successor’s leadership criteria of CV. Sentra Motor Sport could be categorized as a successful case.

Social Enterprise is a business explicitly aimed at social, community, and environment through business structures that can lead to sustainability [5]. In recent years there has been a definite trend towards the development of the social enterprise business model. This phenomenon also occurs in Indonesia. At this time, significant impacts have been felt. Therefore, the existence of social enterprise becomes the principal, helping Indonesia embody the sustainable development. To support social enterprise in Indonesia, this paper conducted a benchmarking on SE in Canada. Canada is a country nominated by the Thomas Foundation 2019 as the first rank for the best country in its social enterprise development. On this study, systematic literature review was applied in order to reach the objectives. This Research has succeeded in identifying several gaps that occur in SE in Indonesia and Canada. Four gaps come from the technology side, business ecosystem, government support. This paper concludes with several recommendation points made to close the gap.