Sales Strategy of a Newly Established Fried Chicken Micro Enterprise in Astana Japura Village

Abstract

Micro, small, and medium enterprises (MSMEs) make up roughly 90 percent of businesses worldwide and contribute up to 61 percent of Indonesia's gross domestic product, yet evidence on how newly established rural culinary micro enterprises actually sell remains thin, because most marketing studies examine urban or already digitalised firms. This study addresses that gap by describing the sales strategy of one fried chicken micro enterprise in Astana Japura Village that had been trading for about three months. A qualitative single case design was used. The owner, the sole informant, was interviewed once on 3 January 2026 using an open ended guide built on the marketing mix, and the Indonesian transcript was coded and displayed following the Miles and Huberman interactive model. Four strategy themes emerged: a single core product emphasising consistent savoury and crisp taste; affordable pricing set at Rp7,000 per portion and Rp10,000 with rice and benchmarked against neighbouring sellers; unpaid word of mouth promotion with no social media use; and personal, flexible service across opening hours of 08.00 to 21.00 WIB. Four constraints were reported: limited capital, competition from nearby sellers, minimal promotional reach, and volatile chicken prices. As reported by the owner, and without sales or customer records, these practices appear sufficient for early stage viability but not for growth. The study contributes a rural, first year, single informant account that qualifies marketing mix claims drawn from larger or urban samples and indicates when product diversification and digital promotion become necessary.