This study aims to investigate the role of customer knowledge management (CKM) in achieving competitive advantage (CA) through innovation capability (IC) and the role of firm age as a moderator between IC and CA. This study uses a quantitative approach with Smart PLS 3.0 multivariate Structural Equation Model (SEM) analysis. Data were collected from a survey with 210 business people selected using a purposive method. The first inclusion criterion is running a micro, small, or medium enterprise (MSME) in the beekeeping industry (with business sizes determined based on the number of workers, assets, and turnover as stipulated in the Law of the Republic of Indonesia No. 20 of 2008 concerning MSMEs. The second criterion is having been in business for at least ten years. The findings show that IC mediates CKM in achieving CA. There are also positive impacts of CKM on IC, IC on CA, and CKM on CA. The results indicate that young firms have higher IC, empowering them to obtain CA. This study confirms that CKM, IC, and CA are intangible assets sensitive to firm age. However, this study is limited to honey product MSMEs in East Java and respondents with a business aged ten years and above. Nonetheless, the findings can inform future studies on other dynamic MSME products in food and non-food sectors, especially in a post-crisis context, such as the COVID-19 pandemic. Understanding dynamic MSME products can help the sector bounce back after a crisis so it can contribute to GDP and the economy.

ABSTRAK.Penelitian bertujuan untuk menentukan strategi dan membentuk kebijakan yang bersifat win-win solution dalam mengembangkan usaha sapi potong rakyat di Kecamatan Ringinrejo Kabupaten Kediri. Analisis data yang digunakan dengan metode kuantitatif yaitu dengan menggunakan IFAS dan EFAS yang dilanjutkan dengan AHP (Analisis Hierarchy Process). Hasil penelitian menunjukkan pada kuadran III sehingga perlu membuat ulang strategi yang pernah dilakukan oleh stakeholders dalam mengembangkan usaha sapi potong, karena faktor internal memiliki kelemahan yang banyak dibandingkan dengan kekuatan yang ada, namun peluang yang ada dapat mengurangi ancaman dalam mengembangkan usaha. Hasil tersebut diperoleh 4 strategi antara lain dari startegi S-O bahwa perlu membangun kerjasama dengan peternak besar yang memiliki manajemen teknis pemeliharaan sapi potong yang sudah baik dan tingkat produktifitas usaha tinggi, strategi W-O memperbaiki hubungan peternak dengan lembaga pemerintah pusat melalui peningkatan aparatur dari modal sosial dengan memberikan bantuan ternak, teknis pemeliharaan sesuai dengan yang dibutuhkan peternak, strategi S-T bergabung dengan kelompok ternak feedloting sebagai pemasok sapi yang akan di feedlot sehingga mampu menjual ternak tanpa blantik (peternak sekaligus blantik) dan strategi W-T yaitu bekerjasama dengan peternak feedlot dengan produktifitas tinggi untuk meningkatkan trust. Analisis AHP dilakukan untuk menentukan prioritas strategi yang telah dibuat sehingga hasilnya dapat mendukung strategi agar peternak rakyat bergabung dengan kelompok ternak feedloting sebagai pemasok sapi yang akan di feedlot.

The research was conducted at Batu, City, Malang Raya of Indonesia. Study addressed to examine the farmer characteristics, dairy farming income, and the factors influencing on profit. The case study applied multistage sampling method to select 34 representative farmers which divided into three strata namely, stratum-1 (rearing <4 Animal Units), stratum-2 (owning 4-8 AU), and stratum-3 (controlling >8 AU). Primary data collection used survey method with structured questionnaire, whereas secondary data were available in related institutions and sources. Data analysis implemented descriptive and multiple regression technique. Results confirmed that farmers has experienced about 6-10 years in raising dairy farming and they has secondary school education. The profitable dairy farming was smallholder dairy farming that rearing more than 8 AU with daily income per Animal Unit of IDR 64,554 and structured with IDR 11,131 of revenue and IDR 47,577 of production cost. Farmer’s experience was positively explaining the smallholder dairy profit, and the high school education attainment was more likely to increase venture’s income. The farm return has positive and strong relationships with the more number of dairy cattle owned.