Strengthening Business Management Functions at Pia Mangkok Merah Cuan Factory in Malang: A Community Service-Based Approach

Abstract

This community service program strengthened the integration of business management functions at CV Pia Mangkok Merah Cuan, a heritage pastry enterprise in Malang, East Java. The partner had developed considerable production capacity, product variety, distribution coverage, and formal financial administration; however, rapid organizational growth created a need to align role clarity, production control, management information, and omnichannel marketing. The program used a participatory, output-oriented approach consisting of diagnostic observation, semi-structured interviews, document review, joint problem mapping, function-specific assistance, and reflective evaluation. The intervention integrated four domains: human resources, finance, operations, and marketing. Verified outputs included a role-and-coordination matrix, a management review checklist, a production-flow and control-point map, a financial review framework linked to the partner's existing accounting system, and a marketing action matrix connecting heritage value, product variety, outlets, and digital channels. The program did not treat the partner as a start-up with no management system; instead, it translated existing practices into more explicit, coordinated, and reviewable routines. The principal outcome was improved managerial readiness: decision responsibilities became more visible, operational risks could be discussed across functions, and marketing recommendations were anchored in verified business capacity. This case demonstrates that community service for a mature culinary SME is most useful when it focuses on integration and institutionalization rather than introducing isolated tools. Longitudinal monitoring of task compliance, production variance, financial review timeliness, digital engagement, and repeat purchase is recommended before claims of business-performance improvement are made.