The Covid-19 pandemic has had an impact on socio-economic changes globally, including at KWT Sri Rejeki. KWT Sri Rejeki has superior local food products that already use a modern touch in their packaging, but sales are still far above the average before the pandemic. This study aims to formulate a model of adaptation strategy of KWT Sri Rejeki through Digital Marketing. The research uses action research to gain knowledge as well as to take action to create change in KWT Sri Rejeki. In-depth interviews and field observations to get a diagnosis of the problem in order to determine an action plan, implementation and evaluation. Data analysis uses In Vivo Coding which is then followed by Pattern Coding by using short words or short phrases obtained through the informant's sentences. The results showed that the adaptation strategy model at KWT Sri Rejeki was (1) conducting marketing analysis, (2) marketing formulation, and (3) marketing implementation and then integrated training was carried out to improve skills, hard skills and soft skills and then developed a plan followed by a presentation. After being presented, it is then implemented in a business unit owned by KWT Sri Rejeki after an evaluation has been carried out as a reflection of the effectiveness of the strategy model that has been formulated.

It is undeniable that the coronavirus (COVID-19) pandemic has affected the global economy and environment. The main victims of the COVID-19 outbreak are agricultural Micro and Small Enterprises MSEs in KWT, especially in developing countries, where the use of digital media is still limited. This paper uses literature and personal insights to provide lessons on digitalization the COVID-19 pandemic for the development of MSEs in sustainable KWTs from a technology-for-social perspective. researchers develop work concepts to support digital transformation after COVID-19 for the sustainable development of KWT MSEs. The fact is that digital payments, especially mobile money, must be an important digital transformation priority for MSEs in KWT. In addition, institutions must support the resources and capabilities of MSEs in KWT adopting digital for sustainable business, production and consumption. This study shows that the Chair of the KWT UMK and other stakeholders to re-research their business strategy, combine crisis scenarios and business plans as an effort to retain customers virtually so that they can increase sustainable agricultural businesses. We also propose further research areas to enhance the transformation of digital KWT MSEs after COVID-19.