Usia 22 Tahun, Masih Kuliah, Punya Penghasilan Puluhan Juta Dari Berjualan Risol Matcha

Business strategy & positioning (Viva/Fifa Food – frozen risol)

• Business model: A frozen-food culinary business focused on risol (plus several variants). Sold through:

  • TikTok content/live
  • Campus & school canteens
  • Direct orders / WhatsApp (WA)

• Positioning lever: “Flexing quality/quantity” to signal popularity and production strength (e.g., “today fried 100 posts / 110 posts”). Output volume becomes a marketing asset.

• Operations principle: Quality control via SOP and measurement (scales, exact ingredient sizing/ratios) rather than “feel”.

• Scalability through partnerships: When demand rises, capacity is increased by finding friends/partners.

  • Currently helping support 4–5 production lines
  • One partner has joined the business and handles admin/payment/delivery

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Go-to-market (GTM) & customer acquisition playbook

Content-first social selling (TikTok)

• Uses informal language, short hooks, and a local accent for authenticity.
• Early growth was accelerated by a TikTok promo feature (promo around IDR 15,000 “try it”).
• Uses PO-style drops to create urgency/limited availability.

Social proof + inbound demand

• Keeps public consistency (posting “fry counts”) so customers assume production reliability.
• Uses live TikTok traffic to convert buyers from outside the city.
  • Example: someone from Kediri/Blitar travels specifically to buy.

School/canteen distribution strategy

• Starts with tasting/testers, then expands gradually to multiple schools.
• Uses lobbying & repeated iterations:
  • One school attempt was rejected 2–3 times, then later accepted via a close junior.
• Builds a “presence system”:
  • Posts where/when stock will be available in canteens/classes.

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Pricing & sales tactics (including reseller system)

Resellers threshold

• Uses a minimum order ~100 pcs logic (price and incentives improve at scale).

Bulk discount example

• A nominal price is mentioned as “IDR …”, then drops to IDR 3.5 (≈ 10% down stated).
• Larger quantities are implied to reduce price further.
• Example calculation shared:
  • 500 × 3.5 × 5 (week projection) → estimated ~35 turnover and ~50% margin
  • She notes results depend on raw material fluctuations.

Supply certainty / ready stock as a differentiator

• Mass-production model: keeps thousands of frozen units ready daily.
• Enables last-minute event orders:
  • “Tomorrow’s event, need 100 pcs.”

Brand + sales protection

• If delivered goods arrive broken → she replaces product.
• If the customer is out of town → she offers refund.
• Resellers may use stickers:
  • If using stickers, they must sell at her maximum selling price
  • If not using stickers, they can sell at any price

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Product development & validation process

Variant strategy

• Begins with mayo risol, then expands into multiple variants such as:
  • chocolate banana
  • barbecue mayo
  • “slightly spicy”

Customer-driven R&D method

• Between new variants (e.g., maca vs tiramisu), selection is based on fan intensity:
  • “maca is fanatical; tiramisu has fewer fanatics.”
• Runs multiple recipe trials (A/B/C) and uses testers to learn what different fan groups truly prefer.
  • Some testers respond differently to bitterness, for example.

Limited PO drop mechanism (urgency)

• PO cap described: 1,500 seeds offered as limited stock.
  • People buy because it may not be restocked immediately.
• She sometimes planned weekly timing (“PO in a week”) and later continues production.

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Operations & process controls (SOP / production planning)

SOP-based cooking/production

• Uses scales and exact ingredient measurements (e.g., water must be “just right”).
• Accounts for egg size differences (large eggs vs small eggs → different calculations).
• Maintains consistent “skin” quality, even when substituting mayonnaise brands.

Supply resilience for key ingredients

• Keeps two mayonnaise brands in reserve when one becomes scarce.
• Builds close supplier relationships to source substitutes without changing taste.

Scaling production

• Early stage: sometimes fried alone.
• Later stage: multiple production partners are added as demand increases.

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KPIs & concrete numbers mentioned (targets/results)

Current production pace

• Fries 500–600 risol per day
• Weekly frying estimate: ~2,500–3,000 pcs/week
  • (excluding campus/canteen order volumes)

Campus/canteen throughput examples

• One canteen period: up to 240/day
• Later centralized canteen (back): ~360/day per canteen
• Stock can sell out within hours:
  • placed around 0.30–08.00, gone by 10.00

PO launch performance (maca variant)

• PO offered 1,500
• Notes sales reached 2,500+ within 1 day
• Also says “1500 written sometimes comes plus more”

Economic targets (profit/turnover guidance)

• Example projection: ~35 turnover and ~50% margin
• She emphasizes variability depends on raw material price swings.

Business hours / scheduling

• Example workflow:
  • return home from college → prep at night → fry at ~05:00
• Later: also fries again around 10:00 when time is tight before delivery.

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Risk management & resilience practices

• Loss vs brand protection principle: When freezers failed and 600 units were wasted, she concluded:

  • If a loss can be covered, she’d rather take a loss than damage her reputation later.

• Quality/fulfillment contingencies: Replacements/refunds to preserve trust.

• Supply-chain risk: Ingredient backups and supplier substitution plans (e.g., mayo brand substitute).

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Leadership & organization (team, roles, culture)

• Delegation model: A key partner (best friend) handles administration, money handling, and delivery.

• Service mindset: Emphasizes smooth communication, honesty, and fast problem-solving—framing it as a learned habit from selling experiences.

• Mission: Not only personal growth, but also:

  • opening job opportunities for others
  • building a path toward becoming a recognized frozen-food producer

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Frameworks / playbooks explicitly or implicitly used

• SOP / standardization playbook (operations):

  • Measure ingredients (scales)
  • Control water/egg size
  • Maintain consistent dough/skin texture

• Limited-drop GTM (marketing):

  • PO cap → urgency → “only available this time”

• Social-proof scaling loop (marketing):

  • Post production quantities → viewers trust demand → more orders → justify more production

• Reseller channel policy (sales governance):

  • Minimum order thresholds + sticker/price rules to protect brand

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Actionable recommendations (extracted from her practices)

• Use output-volume storytelling (e.g., “we fry X/day”) to signal reliability and demand.
• Invest early in measurable SOPs to protect taste consistency at scale.
• Run PO drops to manage inventory and create urgency.
• Combine content distribution (TikTok/live) with offline placements (canteens) using testers and iterative lobbying.
• Protect margins with bulk pricing tiers and protect the brand with replacement/refund policies.
• Build supplier relationships + maintain backup ingredients to handle scarcity without changing product quality.

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Presenters / sources

• Presenter: Afifa Kusumaning Tias (owner of Vifa Food/Viva Food, frozen risol business)