Waste cooking oil or waste cooking oil (WCO) is the remaining oil (or by-products) produced during food frying. In 2019, the cooking oil consumption in Bali Province was 4,735,057 L/month and the WCO produced was estimated about 3,314,540 L/month. The Government of Bali plans to manage WCO in an integrated manner WCO in an integrated manner by processing it as derivative products with economic value. The study aimed to transform WCO into high-value added products (i.e. aromatherapy candles, liquid soap, and biodiesel), and to analyze their economy valued added. The Hayami method was used to determine the economyvalue added of each product. The results showed that WCO was most widely used in producing biodiesel (84%), candle (17%), and liquid soap (10%). Based on the Hayami method, the added value from candle products was IDR. 4,838 / kg (or added value ratio of 9.68%), was classified as a low added product. The added value of liquid soap was IDR 8,495/kg (or added value ratio of 47.38%), classified as a high added value product. While, biodiesel products generating the added value of IDR 2,363/kg (or added value ratio of 25.57%), classified as a medium added value product.

Waste Cooking Oil (WCO) is a hazardous and toxic that has a negative impact on the environment. WCO becomes a potential if it managed properly, because it can be processed into products that have an economic value. The purposes of this research were to present data the use of cooking oil in the Province of Bali, the handling carried out, the distribution flow of WCO, public expectation and responses regarding the wasted cooking oil collection system. The research stage begins with an initiation, collecting data of respondent, processing and analyzing data. Data collection was conducted using questionnaires and interviews. The sample used was 365 respondents consisting of household respondents, hotels, restaurants, cafes, food-based SMEs, catering and street vendors. The results showed that the use of cooking oil in Bali is not less than 3,050.052 liters/month which will produce WCO not less than 1 million liters/month. The data obtained were then analyzed descriptively. In handling and distribution of WCO, it was found that 91% of respondents disposed of their WCO, and 6% was distributed to collectors or waste banks and the rest was processed themselves to make products such as candles. Then 98% of respondents hope and are willing to support the government to create a WCO management system, where WCO can be collected by villages or waste banks for households and collectors who have permits/legality for non-household WCO. This research provides positive information for the government, so that in the future WCO can be managed properly and provide added value for environmental, social and economic aspects.

Keluhan pelanggan menunjukkan masih terdapat kekurangan dalam pelayanan departemen fresh food Tiara Dewata. Hal tersebut menjadi acuan pihak Tiara Dewata untuk menganalisis permasalahan tersebut guna menjaga kepercayaan pelanggan. Penelitian ini bertujuan untuk membantu menganalisis kebutuhan dan keinginan pelanggan serta mengetahui strategi tepat untuk peningkatan pelayanan departemen fresh food Tiara Dewata. Penelitian dilakukan melalui survei kepada 100 orang pelanggan serta wawancara dengan pihak Tiara Dewata, Denpasar. Berdasarkan analisis QFD terdapat 11 atribut kepentingan pelanggan dan 14 parameter teknis untuk mencapai kepuasan atribut kepentingan pelanggan. Hasil analisis menunjukkan perusahaan masih dapat melakukan peningkatan pelayanan dengan rasio perbaikan tertinggi dengan nilai 1,39 yaitu kelengkapan label harga produk dan pemahaman karyawan terhadap produk. Selain itu, perusahaan dapat meningkatkan teknis responsi keluhan terhadap pelanggan sehingga kepuasan pelanggan dan target perusahaan dapat tercapai secara optimal.

Palm sugar is a product made from the sap of lontar tree flowers. Palmira Indonesia has started to develop palm sugar products in the form of powder and drinks. The addition of lemongrass stalks can be used as an alternative to improve product characteristics. This study aims to determine the effect of adding lemongrass stalks and to obtain the sensory characteristics of the lemongrass palm sugar herbal drink. This research was conducted using a completely randomized experimental design with the proportion of lemongrass stalks (0%, 5%, 10%, 15%, 20%, and 25%). The data were analyzed by analysis of variance. If significant, then proceed with Duncan's Multiple Range Test. The results showed the addition of lemongrass had a very significant effect on the scoring test of taste attributes, significantly on the hedonic test of the taste attributes and not significantly on the hedonic test of the color attribute, total acceptance, and the scoring test of the color attribute. The best treatment that can be used to make a lemongrass-sugar palm herbal drink is a 10% addition of lemongrass stalks. The panelist's acceptance of the treatment was liked for taste, color, and total acceptance attributes with the taste scoring criteria being balanced brown sugar and lemongrass and color scoring criteria being red. This treatment was also containing an antioxidant activity was 69.64% with an IC50 was 694.50 ppm, a total dissolved solid was 0.52 Brix, and a color characteristic of L* 26.9, a* 23.16, and b* 37.1 with red oxide criteria.

Speed Coffee was established during the Covid-19 pandemic in March 2021. As a result of the dynamic challenges and increasing competition in the current economic recovery, Speed Coffee needs alternative strategies and business model mapping. This research aims to identify internal and external factors using SWOT analysis, formulate alternative strategies, and apply the canvas business model to support business development. The results showed that Speed Coffee is positioned in quadrant I, which supports aggressive strategies such as market penetration by expanding market share through marketing/promotion efforts, improving services to retain and attract new customers, and innovating in product development. In the canvas business model, several developments were made on the 9 elements, including adding culinary/coffee enthusiasts, tourists, and public figures (customer segments), providing coffee education (value propositions), partnering with nearby small and medium-sized enterprises, villas, or homestays to increase sales conversion and revenue (channels), providing discounts and coupons to increase customer purchases (customer relationships), recommending a consignment system to expand the marketing area (revenue streams), increasing the number of employees and conducting capacity building through training employees and developing the menu (key resources). In key activities, making and formulating written SOPs and conducting maximum work briefings and evaluations for employees. Joint venture activities include capital investment partnerships (key partnerships), budgeting and determining promotion costs and business development costs (cost structure). Keyword : SWOT Analysis, Business model canvas, Business development strategy, Speed coffee Speed Coffee telah didirikan pada bulan Maret 2021, saat itu juga bertepatan dengan adanya pandemic covid-19. Alternatif strategi dan pemetaan model bisnis merupakan tantangan dinamis yang harus dihadapi dan persaingan kompetitif pada masa pemulihan ekonomi saat ini. Tujuan dari penelitian ini adalah untuk merumuskan strategi alternative, identivikasi penyebab internal dan eksternal menggunakan analisis SWOT, serta penerapan model bisnis kanvas dalam menunjang pengembangan usaha. Hasil yang ditunjukan oleh penelitian adalah posisi Speed Coffee pada kuadran I yaitu inovasi dalam pengembangkan produk, menaikan level dalam pelayanna agar bertahan dan untuk menarik bagi pelanggan baru, meningkatkan dan meluaskan market share usaha pemasaran/promosi, mendukung strategi agresif melalui lingkup penetrasi pasar. Model bisnis kanvas telah mengembangkan 9 elemen, yaitu menambahkan pecinta kuliner/kopi, wisatawan, dan publik figur (customer segment), menyelenggarakan edukasi di bidang kopi (value propositions), mengadakan kerja sama dengan unit usaha/UMKM, Villa, atau homestay disekitarnya dalam meningkatkan konversi penjualan dan pendapatan (channels), melakukan pemberian diskon dan kupon untuk meningkatkan pembelian oleh pelanggan (customer relationship), merekomendasikan sistem konsinyasi yang bertujuan untuk memperluas daerah pemasaran (revenue streams), menambah tenaga kerja/pegawai, serta melakukan capacity building yaitu pelatihan pada karyawan dan melakukan pengembangan menu (key resources). Pada aktivitas kunci (key activities), membuat dan merumuskan SOP tertulis serta mengadakan briefing dan evaluasi kerja maksimal kepada karyawan. Melakukan joint venture yaitu pengadaan kerja sama berupa penanaman modal (key partnership), menetapkan dan menaksir biaya pengiklanan serta biaya pengembangan dalam bisnis (cost structure). Kata kunci : Analisis SWOT, Model bisnis kanvas, Strategi pengembangan usaha, Speed coffee