Revitalisasi Keterampilan Kreatif Pesisir: Pengembangan Industri Kerajinan Nipah di PKBM Mina Center Langkat: Pengabdian

Kartini Harahap; Onan Marakali Siregar

doi:10.31004/jerkin.v4i1.2718

Authors

Kartini Harahap Universitas Sumatera Utara
Onan Marakali Siregar Universitas Sumatera Utara

DOI:

https://doi.org/10.31004/jerkin.v4i1.2718

Keywords:

Creative Skills Revitalization, Nipah Craft Industry, Non-Formal Education, Digital Marketing, Business Management, Environmental Education

Abstract

This Economic and Social Service Program aims to Revitalize Coastal Creative Skills in Langkat Regency through the Development of a Nipah Craft Industry Based on Non-Formal Education at the Mina Center Community Learning Center (PKBM Mina Center). Coastal communities in Langkat Regency have great potential in processing nipah palms into creative craft products, but face various challenges, such as limited processing skills, limited marketing access, minimal financial literacy, and low environmental awareness. In addition, the capacity of the partner (PKBM Mina Center) to provide technical and marketing support is also not optimal. This program offers solutions through intensive training and mentoring to coastal communities and partners, with a focus on improving nipah palm processing skills into high-value creative craft products, introducing digital marketing through social media and e-commerce, financial literacy and business management training, introducing simple technology to increase production efficiency, and environmental education on the importance of preserving nipah palms and coastal ecosystems. This program consists of three main stages: preparation, implementation, and evaluation. The preparation stage includes identifying needs, developing training materials, and coordinating with stakeholders. The implementation stage includes skills training, technical mentoring, digital marketing training, business management education, and environmental education. The evaluation phase is conducted to monitor and evaluate the program's success and provide feedback for improvement. This program is expected to increase the competitiveness and sustainability of the nipah handicraft industry in Langkat Regency, while simultaneously encouraging inclusive local economic growth. Furthermore, the program also contributes to the achievement of higher education's Key Performance Indicators (KPI), such as student experiences outside campus, lecturers' off-campus

References

Acs, Z. J., Audretsch, D. B., & Lehmann, E. E. (2013). The knowledge spillover theory of entrepreneurship. Small Business Economics, 41(4), 757-774.

Beck, T., & Demirgüç-Kunt, A. (2006). Small and medium-size enterprises: Access to finance as a growth constraint. Journal of Banking & Finance, 30(11), 2931-2943.

Bruton, G. D., Khavul, S., Siegel, D. S., & Wright, M. (2015). New financial alternatives in seeding entrepreneurship: Microfinance, crowdfunding, and peer-to-peer innovations. Entrepreneurship Theory and Practice, 39(1), 9-26.

Demirgüç-Kunt, A., Klapper, L., & Singer, D. (2017). Financial inclusion and inclusive growth: A review of recent empirical evidence. World Bank Policy Research Working Paper, 8040.

Gunday, G., Ulusoy, G., Kilic, K., & Alpkan, L. (2011). Effects of innovation types on firm performance. International Journal of Production Economics, 133(2), 662-676.

Overby, E., Bharadwaj, A., & Sambamurthy, V. (2006). Enterprise agility and the enabling role of information technology. European Journal of Information Systems, 15(2), 120-131.

Roberts, N., & Grover, V. (2012). Leveraging information technology infrastructure to facilitate a firm's customer agility and competitive activity: An empirical investigation. Journal of Management Information Systems, 28(4), 231-270.

Tiago, M. T. P. M. B., & Veríssimo, J. M. C. (2014). Digital marketing and social media: Why bother? Business Horizons, 57(6), 703-708.

Zahra, S. A., Sapienza, H. J., & Davidsson, P. (2006). Entrepreneurship and dynamic capabilities: A review, model and research agenda. Journal of Management Studies, 43(4), 917-955.