“Leather Power: Encouraging Creativity, Boosting Productivity, and

Leveraging Opportunity in Leather Goods Craftsmen Community”

CIP
(Community Involvement Project)

By:
Citra Anggia Fathia 15111028
Daniya 15111004
Nadhifah Kirana 15111029
Tasya Shafira 15111015

Academic Supervisor:
Cut Sjahrifa, M.Si

SEKOLAH TINGGI MANAJEMEN IPMI JAKARTA

JAKARTA
2019
“Leather Power: Encouraging Creativity, Boosting Productivity, and
Leveraging Opportunity in Leather Goods Craftsmen Community”

CIP
(Community Involvement Project)

By:
Citra Anggia Fathia 15111028
Daniya 15111004
Nadhifah Kirana 15111029
Tasya Shafira 15111015

Academic Supervisor:
Cut Sjahrifa, M.Si

SEKOLAH TINGGI MANAJEMEN IPMI JAKARTA

JAKARTA
2019

1
 CERTIFICATE OF APPROVAL

Name & Student ID: ​Citra Anggia Fathia (15111028)

Daniya (15111004)
Nadhifah Kirana (15111029)
Tasya Shafira (15111015)

Topic:​ Leather Power: Encouraging Creativity, Boosting Productivity, and

Leveraging Opportunity in Leather Goods Craftsmen Community

We hereby declare that CIP (community) is from student’s own work, has been read
and presented to Sekolah Tinggi Manajemen IPMI Board of Examiners, and has been
accepted as part of the requirements needed to obtain a Bachelor of Management
Degree and has been found to be satisfactory.

Jakarta,……………..2019
Examined by,

__________________ _________________ __________________

Cut Sjarifa, M.Si

Acknowledge by,

Yulita F. Susanti Ph.D

Director of Academic Affairs

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 NON-PLAGIARISM DECLARATION FORM

This CIP is a presentation of our original research work. Wherever contribution of

others are involved, every effort is made to indicate this clearly, with due reference to
the literature, and acknowledgement of collaborative research and discussions
.
Also, this work is being submitted in partial fulfillment of the requirements for the
degree of Bachelor of Management Program and has not previously been accepted in
substance for any degree and is not being concurrently submitted in a candidature for
any degree.

Jakarta,…………..2019

___________________ ___________________
Daniya ​Citra Anggia Fathia

___________________ ___________________
Nadhifah Kirana ​Tasya Shafira

3
 TABLE OF CONTENTS

CERTIFICATE OF APPROVAL 2

NON-PLAGIARISM DECLARATION FORM 4

LIST OF FIGURES 9

LIST OF TABLES 10

Chapter 1 13
Introduction 13
1.1. Community Background 13
1.1.1. Daya: BTPN Syariah 13
1.1.2. Garut Community 15
1.2. Project Background 16
Table 1.1 Global Comparison - Revenue: Top 5 Countries, in million US dollar. Source:
Statista 2018. 17
1.3. Problem Background 18
1.3.1. Lack of productivity level and product variation 18
1.3.2. The low number of sales 19
Chapter 2 20
Literature Review 20
2.1. Marketing Mix 20
Figure 2.1 The Four Ps of the Marketing Mix (Kotler and Armstrong, 2014) 21
2.1.1. Product 21
2.1.2. Price 21
2.1.3. Placement 22
Figure 2.2 How a distributor reduces the number of channel transactions (Kotler and
Armstrong, 2014) 22
2.1.4. Promotion 22
2.2. Motivation 23
2.3. Public Speaking 25
Figure 2.4 Three Basics Parts of Persuasion, Aristotle 25
2.4. Creative Problem Solving 26

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Figure 2.5 Thinking Skills model. Source: Creative Leadership: Skill that drive change,
Puccio et al., 2011, summarized on Creative Problem Solving in Practice, Zidulka, 2017.
27

Chapter 3 28
Methodology 28
3.1. The Training 28
Figure 3.1 The Framework of the Skill Development Training Program 28
3.1.1. Assessment Phase 28
3.1.1.1. Goal of Community Assessment 29
3.1.1.2. Pre-Assessment Assumption 29
3.1.1.3. Assessment Design 29
3.1.1.4. Assessment Result 30
3.1.2. Training Phase 30
3.1.2.1. Hard Skill Training 30
3.1.2.1.1. Product Development 30

Table 3.1 Product Development Training Rundown 31

3.1.2.1.2. Online Marketing 31

Table 3.2 Online Marketing Training Rundown 32

3.1.2.1.3. Basic Financial Knowledge 32
3.1.2.2. Soft Skill Training 33
Table 3.3 Soft Skill Training Rundown 34
3.2. Project Timeline 34
Table 3.4 Project Timeline 34

Table 3.5 Training Schedule 35

3.3. Financial Budget 36
Table 3.6 Product Development Training Rundown 37
3.4. External Resource 38
Figure 3.2 Project Coordination Framework 39

Chapter 4 39
Findings and Analysis 39
4.1. Training 39
4.1.1. Product Development 39

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Figure 4.1 The authors were explaining about leather goods trend in Indonesia 40

Figure 4.3 Mr. Rukmana explained the steps to participants 42

Figure 4.4 Mr. Rukmana taught participants step by step 42

Figure 4.5 Participants were making small goods from leather waste 43

Figure 4.6 Products made by Berkah Community during the second training 44
4.1.2. Online Marketing 44
4.1.3. Soft skills 45
Figure 4.7 Creative Problem Solving game 46

Chapter 5 48
Conclusion and Recommendation 48
5.1. Conclusion 48
5.2. Recommendation 49

REFERENCES 51

APPENDIX 55
Appendix 1 : Training Needs Analysis 55
Appendix 2 : Product Development Training Materials 61
Appendix 3 : Marketing Training Materials 62
Appendix 4 : Soft Skill Training Materials 63
Appendix 5 : Instagram Pages of the Communities 63

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 LIST OF FIGURES

Table 1.1 ​Global Comparison 14

Figure 2.1 ​The Four Ps of the Marketing Mix 18

Figure 2.2 ​How a distributor reduces the number of channel transactions 20

Figure 2.3 ​Illustration of Maslow’s hierarchy of needs 22

Figure 2.4 ​Three Basics Parts of Persuasion, Aristotle 23

Figure 2.6 ​The Framework of the Skill Development Training Program 25

Figure 3.1 ​Project Timeline 31

Figure 3.2 ​Project Coordination Framework 35

Figure 4.1 ​The authors were explaining about leather goods trend in Indonesia 37

Figure 4.2​ The participants were concentrating on making leather goods during
training 38

Figure 4.3 ​Mr. Rukmana explained the steps to participants 39

Figure 4.4 ​Mr. Rukmana taught participants step by step 39

Figure 4.5 ​Participants were making small goods from leather waste 40

Figure 4.6​ Products made by Berkah Community during the second training 41

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LIST OF TABLES

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 ACKNOWLEDGEMENT

The completion of this Community Involvement Project (CIP) cannot be feasible

without help and support from several parties. Their contributions are sincerely
valued and gratefully acknowledged. First, the authors would like to thank our CIP
advisor, Mrs. Cut Sjahrifa, M.Si. She was always open whenever the authors have
problems or had a question about our project or writing. Thank you for sharing the
network, experience, and knowledge to the authors. The authors could not imagine
having a better advisor and mentor for our CIP.

Our sincere thanks also go to BTPN Syariah, especially Daya Team. It is a pleasure
for having them as our partner. Thank you for providing the authors with an
opportunity to join the Sahabat Daya Program and share the company resource. Their
support is precious.

The authors would also like to express our gratitude to our friends and family. Their
assistance made the authors feel motivated to go further and finish the project. The
unfailing support and constant encouragement throughout the whole process are
essential for the authors. Thank you.

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 EXECUTIVE SUMMARY

Leather craft in Indonesia has grown rapidly by seeing the increase in market
demand. There is a lot of leather craft around Indonesia that produce a high-quality
product including Sidoarjo, Magetan, Jogjakarta, Cibaduyut, Garut and other areas
outside Java. Garut is one of the best leather producers in Indonesia, especially
leather jackets. Leathercraft made by Garut has the same quality with imported
leather products, with more affordable price. However, because of a lack of skill level
and product variation, they can't develop its business. They only produce the same
model every year and didn't aware of the current trend in big cities in Indonesia. Also,
the finishing of the product itself it's not tidy yet. Furthermore, the craftsmen have
limited access to sell the product, so they only rely on collectors. To assist advance
leather craftsmen in Garut, our group discovered that BTPN Syariah provides support
to help to develop the craftsmen community in Garut. By collaborating with team
Daya BTPN Syariah, our group give training regarding to the problem including
product development, online marketing, and soft skill. The aim of this project is to the
welfare of the community to be able to develop their business and be independent.

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 Chapter 1

Introduction

1.1. Community Background

1.1.1. Daya: BTPN Syariah

BTPN Syariah is a bank that operates under the principle of financial

inclusion, reaches people in remote areas and underprivileged society. Established in
March 1991, at first the company located in Semarang and named as PT Bank Purba
Danarta (“BPD”). In 2009, the name change to PT Bank Sahabat Purba Danarta
(Bank Sahabat). BTPN later acquired Bank Sahabat for having the 70 % of its share
ownership and spin-off their shariah business unit to that new bank on 2014.

More than providing access for financial services, BTPN Syariah gives their
customer an opportunity to grow through Daya program. The aim of this program is
for increase Indonesia's mass market capacity, including the empowerment of
sustainable Micro, Small, and Medium Enterprises (MSMEs) in Indonesia. BTPN
Syariah believes that people need something beyond funding to improve their living
standards. Therefore, Daya was created as an implementation of corporate social
responsibility that offers business and health knowledge to their customers.

Daya consists of three main pillars which focus on health (Daya Sehat
Sejahtera), business or enterprise development (Daya Tumbuh Usaha), and
community development (Daya Tumbuh Komunitas). Daya Sehat Sejahtera promotes
a healthy lifestyle to all BTPN Syariah customers. One of the main activities was
providing practical tips about healthy living both for physically and mentally.
Customers also get services like free medical examinations and consultations by

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professional medical personnel. The second pillars, Daya Tumbuh Usaha,
empowering the customers through training for business growth and creating new
business opportunities. With www.daya.id, a digital platform of Daya, customers will
have access to training modules in financial management, marketing, human
resources, and soft skills development. Last, Daya Tumbuh Komunitas is the
empowerment of BTPN Syariah customers in group or community. The activities in
Daya Tumbuh Komunitas begin with the formation of communities, increasing
production capacity, and open more market access for their businesses. Daya Tumbuh
Komunitas also encourages families of every member in communities to live a clean
and healthy lifestyle.

For support the three pillars of Daya, BTPN Syariah open volunteer program
called Sahabat Daya both for public and employees. Currently, Sahabat Daya has
cooperation with academia through Sahabat Daya Universitas. Some campus like
Universitas Trisakti, Universitas Muhamadiyah Sumatera Utara, and Universitas
Brawijaya already join the program. Besides external parties, the internal employees
such as BTPN Syariah directors and several employees are being Sahabat Daya. Not
only conducting training, the employee of BTPN Syariah can also join Sahabat Daya
by promoting customers product in the event of Selendang Mayang and Bunga
Rampai. Those two events are an exhibition that sells the product of BTPN Syariah
customers.

BTPN Syariah, with its Daya program, will be the right partner for our
community involvement project. The company specializes in empowering and
providing services for low-income segments, which include pensioners, micro, small
and medium business owners, and productive poor, or mass market. BTPN Syariah
also provides easiness to join and participate in Daya by having Sahabat Daya
program.

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1.1.2. Garut Community

As students of IPMI International Business School, the authors want to

improve the capacity of Indonesia mass market by sharing our business knowledge
and skills through volunteering in Sahabat Daya program. Communities under Daya
Tumbuh Komunitas will be the target of our project. The reason why Tumbuh
Komunitas is the most appropriate choice compared to others pillars is that the
authors believe by reaching more people the authors can give more impact.

Daya Tumbuh Komunitas has 11.396 customers around Indonesia such as

community from Lombok producing woven fabric, community from Cirebon
producing batik fabric, and community from Garut producing leather goods (Bank
BTPN, n.d.). The reason the authors chose the Garut community because of Daya
Tumbuh Komunitas team told the authors that the community is newly established
one year and still under development.
At first, the Daya Tumbuh Komunitas team offered to give the authors training in
Cirebon, However, the community in Cirebon is more established rather than in Garut
based on the fact that they are often gives training in Cirebon whereas in Garut they
only had training once. So it's easier for the authors to provide training with a big
impact for the community and for the authors.

A specific community that the authors develop is three (3) women

communities in the leathercraft industry of Garut. The authors found that the
communities in Garut have the potential and opportunities to grow bigger. Indonesia
leathercraft currently is in the rapid development and growth, while Garut is known
for its high quality of leather goods, especially for leather jackets and bags (Sofiandy,
2016). The leather goods in Garut have a similar quality to import products, but with

13
more affordable price. By training three communities under BTPN Syariah; Mulia
Community, Berlian Community, and Berkah Community the local leather product
can be more competitive and even better compare to the import brands.

Mulia Community is the most flourishing community among other two

community. Consist of 10 persons, Mulia Community has a high willingness and
ability to learn new things. Almost all of the member has good skill to produce leather
goods and fast learner. Not only produce leather goods, one of the members has a
culinary business selling meatballs and fried chicken.

Secondly, Berlian Community consists of 9 people also has a high willingness

and ability to learn. At first, they got the lowest performing and lowest sales in the
exhibition held by BTPN Syariah but by the time goes, they always improving their
skills and the quality of products. The speciality of Berkah Community is they
produce a high quality of leather gloves. Also, one of the members has a culinary
business, cassava stick.

Lastly, Berkah Community specialist in making leather gloves as well and

they made the leather not only for goods but also for food, is called ​Dorokdok
crackers. Consist of 11 persons, they are expert in making a product that has small
details. They can cut the small pattern neatly and turn out with a good product that
worth to sell.

1.2. Project Background

In the global industry, leather goods are mostly considered luxury. The
estimated total global revenue of luxury leather goods in 2018 is US$48.2 billion. The
top 5 countries of luxury leather goods consumer are United States (US), Japan,
China, United Kingdom, and France, as detailed below (Statista, n.d.). The brands

14
under LVMH, the leading luxury goods group, are measured to produce about 27,2%
of the total product in the luxury leather goods market, followed by the Kering group,
that owns notable brands such as Gucci, Saint Laurent, Bottega Veneta, and
Balenciaga, with about 17%.

Country Revenue

United States 13,325

Japan 4,440

China 3,458

United Kingdom 3,367

France 2,762

Table 1.1 Global Comparison - Revenue: Top 5 Countries, in million US dollar.

Source: Statista 2018.

The table shows that leather goods have both high value and demand in the
market. Compared to the countries listed above, Indonesia has more potential in terms
of the production as many Indonesian craftsmen’s capacity is not yet optimized
(Faizal, 2018). With such opportunity, the Indonesia Ministry of Industry aspires to
orient the country as the biggest producer and exporter of leather goods (Faizal,
2018). Indonesia accounted for 6.53% of the global export in 2017 valued at at least
US$5.3 billion, increased by almost 7% from 2016. It also shows the competitiveness
of Indonesian leather goods, as the average global increase in leather goods export is
only 0.19% in 2017 (Pinasthi, 2018). One of the supporting factors of the leather
goods industry growth is the investment in 2017 that reached IDR 72 trillion, four
times bigger than in 2016 (Kementerian Perindustrian, n.d.).

15
 On the other hand, the rises of the export production of Indonesian leather
goods was not in line with the expansions of the local brands. The former Minister of
the Ministry of Industry, Saleh Husin stated that instead of exporting leather goods
with Indonesian brand trademark, most producers focus on supplying overseas or
global brands (Santoso, 2015). In result, Indonesia does not have the added value on
branding (Santoso, 2015; Kementerian Perindustrian, n.d.). This reality even shows a
boomerang effect on the domestic market. The Ministry of Industry studied that the
domestic market has a higher tendency to buy leather goods from global luxury
brands compared to local craftsman produce (Kementerian Perindustrian, n.d.).

The authors were aware of the potential of the local leather goods production,
especially the ones from craftsman and SMEs. The authors were intrigued by the
opportunity to support the growth of the leather craftsmen community in Garut, and
the authors have the vision to help them improve their marketability.

1.3. Problem Background

1.3.1. Lack of productivity level and product variation

As discussed earlier, the members of each community are not specifically

working as leather craftsmen on the daily basis, instead, the majority of them are
housewives of leather craftsmen-husband, factory workers, and running small
businesses. None of them are actually going under a training for becoming leather
craftsmen, although some of them are learning through helping the husband’s
business, is the reason why these communities are lack of skill, and this problem can
keep their business from further growth and development as it leads to another

16
problems, such as limited product variation and low productivity level. It is proven by
the fact that their products are limited to gloves, women bags, wallets, and jackets.

Other than the product variations, the lack of skill also cause them to take
longer time to produce one product. Along with the fact that most of them can only
make products on weekend because of their work, it causes them to produce fewer
products compared to full-time leather craftsmen. In general, each community can
only produces less than five (5) products in a day, not including goods with higher
complexity, such as women bags and jackets.

On top of that, these communities are not aware of the current trend in big
cities in Indonesia, especially in JaBoDeTaBek which is their target market. In fact,
there are plenty of leather goods with low level of complexity which currently
becoming the trend in the society, such as cardholders, straps, pouches, and many
more. Therefore, understanding the market trend and managing human resources are
very important to make a sustainable business.

1.3.2. The low number of sales

The first problem has explained the main problems these communities
currently facing, and those problems lead to a low number of sales. The statement
was based on the sales of each community made during the first bazaar event held by
BTPN Syariah named “Selendang Mayang” earlier last year. There were numbers of
unsold products due to lower quality and limited product variation. On the other hand,
these communities also do not have any other medium to market their goods other
than through BTPN Syariah. Thus, these communities have to understand how to
utilize another medium especially online media to market their goods to increase the
number of sales and sustain in the long term without any dependency on another
party.

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 Chapter 2

Literature Review

2.1. Marketing Mix

Marketing is considered one of the main concepts in modern marketing.
Marketing mix also defined as: "... the set of tactical marketing tools that the firm
blends to produce the response it wants in the target market" (Kotler and Armstrong,
2014). Furthermore, the marketing mix is a set of controllable variables that a
company can use to attract consumers responses. Marketing mix helps a company
going through a variety of hindrance in the market to make appropriate decisions for
influencing customers demands for the company's products (Singh, 2012).

In the historical side, Goi (2009) had research that there were different
researchers had suggested the elements of the original marketing mix in the early
1960s. "The concept of marketing mix" by Borden, N. H., in 1964 (Bhasin, 2017) is
the first article that coined the term "marketing mix". In his article, he stated 12
elements of marketing mix namely; product planning, pricing, branding, channels of
distribution, personal selling, advertising, promotions, packaging, display, servicing,
physical handling, and fact-finding and analysis. McCarthy, the former marketing
professor at the University of Michigan, had been chosen the original marketing mix
idea of Borden to be perfect, from 12 elements into four main elements; product,
price, place, and promotion, called the 4Ps (Rafiq and Ahmed, 1995).

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 Figure 2.1 The Four Ps of the Marketing Mix (Kotler and Armstrong, 2014)

2.1.1. Product

The first element of marketing mix is product, which is also the key element
in market offering. Product is defined as: “...anything that can be offered to a market
for attention, acquisition, use, or consumption that might satisfy a want or need” by
Kotler and Armstrong (2014). In short, product is something, or a bundle of
satisfaction and dissatisfactions offered by the company to the customers. Product
consists of two (2) forms of object, which are: tangible such as bags, shoes, jackets,
mobile phones, etc; and intangible such as services, events, ideas, places, etc.

2.1.2. Price

Price is the amount of money a customer pays for the product or services
purchased. Kotler and Armstrong (2014) defined price as: “...the amount of money
charged for a product or services, or the sum of the value that customers exchange for
the benefits of having or using the product or service”. Price is no longer the most
crucial key element affecting buyer choice nowadays, but it does still play an
important role in creating customer value and building customer relationships.

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2.1.3. Placement

Place represents the location to purchase the product or services. It includes

any offline and online stores on the Internet. Place also refers to the process of
moving products from producers to the intended user (Marc, 2014a). This term is
called distribution channel. Kotler and Armstrong (2014) defined distribution channel
as: “A set of interdependent organizations that help a product or service available for
user or consumption by the consumer or business user”. In distribution channel, the
third party companies who act as intermediaries has basis role to simplify the channel
transaction between manufacturer and customers. It reduces the total amount of works
that both parties supposed to do as illustrated on Figure below.

Figure 2.2 How a distributor reduces the number of channel transactions (Kotler
and Armstrong, 2014)

2.1.4. Promotion

Promotion is used to communicate the value propositions of company to

customers (Kotler and Armstrong, 2014) to increase the customers’ awareness about
the product or service, persuade the customers to purchase, and to create brand
loyalty. The activities and informations in the promotions can affect the customers’
buying decisions. Kotler and Armstrong (2014) defined the promotion mix as: “The

20
specific blend of promotion tools that the company uses to persuasively communicate
customer value and build customer relationships”. In simply terms, promotion mix is
the communication aspect of the marketing mix.

2.2. Motivation
Motivation is one of the elements that shapes individual behaviour in an
organization (Opatha, 2015). In the integrative theory of dynamic development
(Mascolo & Fischer, 2010), motivation is the key relevancy factor that integrates the
meaning and experience from actions, in which Mascolo and Fischer address as
psychological structure. The psychological structure itself is used by Mascolo and
Fischer as the basic unit of conceptual and empirical analysis that they combined with
skill theory (Fischer, 1980) to “track developmental changes in psychological
structures within specific psychological domains.”

Mascolo and Fischer (2010) also pointed out that two out of the three
compositions of emotion, the other mediating role of action as psychological
structure, are based on motivation. The two are motive-action tendencies (Frijda,
1987) and motive-relevant appraisals (Smith and Lazarus, 1994; Scherer, 2005).
“Motive-action tendencies consist of voluntary, involuntary and communicative
actions that function in the service of the appraisals involved in the emotional
experience” stated Mascolo and Fischer (2010). Both Fridja (1987) and Scherer
(2005) agreed to refer appraisals as the projection of the relation between perceived
events and a person's motives, goals and concerns. Motive-relevant appraisals also
affect the human development continuously, as Mascolo and Fischer explained, “An
individual's goals, motives and concerns undergo profound developmental change
over the course of life.” The statement is aligned with Locke’s goal setting theory
(Locke and Latham, 1991). Locke (1991) explained that a goal could drive and
motivate human behaviour. That is why it should be specific, measurable, achievable,

21
realistic but challenging enough, and time-based. Commitment to a goal motivates
human to achieve it and accomplishing a goal can also be another source of
motivation (Locke and Latham, 1991).

Furthermore, the appraisal processes are “continuously operative in

monitoring the flow of events with reference to a person's motive hierarchies”
(Mascolo and Fischer, 2010). Hierarchy in motivation is widely known through
Maslow’s hierarchy of need theory (Maslow, 1943). Maslow (1943) identifies
different needs that someone should fulfil. As unsatisfied needs can motivate human,
the classification of need might form a hierarchy that begins from the basic to the
complex one (Maslow, 1943). The most basic one is physiological needs, the matters
that human need to survive such as water and food. After fulfilling physiological
needs, human will look forward to safety needs, such as a stable income and a place
to live. Then, human need belongingness and love that arise from social relationships.
If the first three (3) has been satisfied, human will need esteem, where they can gain
prestige and achievements. Lastly and the top needs of all is self-actualization, the
accomplishment of one's potential.

Figure 2.3 Illustration of Maslow’s hierarchy of needs

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2.3. Public Speaking
Public speaking is a process, an act, and the art of making a speech before the
audience (Nikitina, 2011). Almost everyone needs to deal with the condition where
they have to speak publically. However, when there is a situation to perform and talk
in public someone can be stressful and feel anxiety.

The art of public speaking is not a new thing and already exists since Classical
Greece (Nikitina, 2011). Every young man that lives at that time must develop their
public speaking skill as part of their duties as a citizen. Greek philosopher, Aristotle,
introduces three basic rules of persuasion. First is an ethos that means the credibility
of speakers, the person who speak need to understand and have knowledge regarding
the speech. Second is logos which refer to the logic behind any conclusion drawn by
the speaker. Last, pathos is pointing to the ability to create a connection between the
speaker and his audience.

Figure 2.4 Three Basics Parts of Persuasion, Aristotle

At the moment, public speaking has evolved and become one of the most
powerful marketing and brand promotion tools in any business. An entrepreneur,
even small business owner, needs to have public speaking skills for presenting the

23
product to their customer (Cummins, 2011). Therefore, the training of this skill is
really important for communities in Garut

2.4. Creative Problem Solving

Creative Problem Solving (CPS) is one of many creative process models
conducted by organizations and individuals to raise creative outcomes (Zidulka,
2017). CPS is a structured process that generates novel and appropriate results in a
specific context (Amabile, 1996) by navigating complex and open-ended problems
(Puccio et. al 2011). Brainstorming is an integral part of CPS that gives insight into
creative practices (Zidulka, 2017).

Zidulka concluded in her research that there are two main characteristics of
CPS (2017), which are 1) consist of steps to define problems, generate ideas,
transform ideas into solutions, and construct action plans and 2) each step require
divergent (forming a set of alternatives) and convergent (screening, selecting, and
evaluating the alternatives) thinking (Puccio et al., 2006). These characteristics are
illustrated on Thinking Skills model explained on “Creative Leadership: Skill that
drive change” book (Puccio et al., 2011) summarized by Zidulka (2017).

24
Figure 2.5 Thinking Skills model. Source: ​Creative Leadership: Skill
that drive change,​ Puccio et al., 2011, summarized on ​Creative
Problem Solving in Practice,​ Zidulka, 2017.

25
 Chapter 3
Methodology

3.1. The Training

Figure ​3.1​ The Framework of the Skill Development Training Program

3.1.1. Assessment Phase

In business practice, training is considered an investment (Ludwikowska,

2018). Hence, to deliver effective training, the authors have to understand the needs
of both the trainee and the business (Boydell and Leary, 1999). In designing effective
training, the trainer should conduct a Training Needs Analysis (TNA) as the
foundation of the training (Boydell and Leary, 1999; Denby, 2010). TNA is required
to give insights about the trainee's current conditions, assess the skill needed for

26
development, and evaluate possible training methods through systematic examination
(Denby, 2010; Ludwikowska, 2018). In this project, the authors are applying the
essential concept of TNA in a form of community assessment.

3.1.1.1. Goal of Community Assessment

The aim of assessing the communities is to design the best-fitted training

sessions for the communities by implementing our knowledge of motivation in
human development and marketing mix as the foundation of marketing strategy. That
way, the authors will understand their current condition, discover their real needs,
examine their skill, and evaluate whether our pre-assessment assumption is
compatible with their situation.

3.1.1.2. Pre-Assessment Assumption

Before the authors conduct the assessment, the authors assume that the
community need basic training regarding financial and marketing aspects. Therefore,
the authors previously proposed cost management, market trend understanding,
online marketing, and offline sales as our training materials. However, the authors do
anticipate that changes and adjustment will occur complying to the result of the
assessment.

3.1.1.3. Assessment Design

The method of this assessment is by going to the community's site and

interview the members. The authors modified the existing Sahabat Daya assessment
tools and developed it to our own. There are five main categories of questions, which
are:
1. Community conditions (background information of the communities)
2. Business management (cost management and reporting)
3. Marketing knowledge (product marketing, place, and promotion)
4. Personal preference (expectation towards the training materials)

27
The authors estimated the duration of 30 to 60 minutes for each interview session.
Further explanation about this matters are available on the Appendix 1.

3.1.1.4. Assessment Result

As expected, there is some incompatibility of the communities to the previous

assumption. Therefore, the authors need to adjust the training model by focusing
more on marketing materials, eliminate the specifically allocated session for financial
subjects, and includes leadership materials. Further explanation about the result are
available on the Appendix 1.

3.1.2. Training Phase

3.1.2.1. Hard Skill Training

The training is designed to give the communities insights into the current
market trend and how to respond to it. Thus, the authors decided to conduct two main
subjects for this program, which are product development and online marketing.

3.1.2.1.1. Product Development

At the beginning of the product development training session, the authors will
gather and present information about the current trend in leather goods. After that, the
communities are expected to be able to produce some of the trendy products in
support of a professional leather craftsman. To increase their productivity as well as
reducing waste, the authors will also train them to recycle the small residual parts of
their leather goods productions into valuable ornaments and small goods.

28
 Table 3.1 Product Development Training Rundown

Saturday, 1 December and Sunday, 2 December 2018

Time Activities Notes

1 09.00 - 09.30 Opening and giving brief

information about the training

2 09.30 - 12.00 Practice of making patterns and

cutting

3 12.00 - 13.00 Break Lunch and Dzuhur

Pray

4 13.00 - 15.00 Handmade sewing and finishing

process

Sabtu, 8 Desember 2018

Time Activities Notes

1 09.00 - 09.30 Opening and giving brief

information about the training

2 09.30 - 11.00 Practice: making ornaments to Materials using the

decorate leather products waste of leather goods
production.

3 11.00 - 12.00 Practice: making leather Materials using the

keychain waste of leather goods
production.

4 12.00 - 13.00 Break Lunch and dzuhur pray

5 13.00 - 14.00 Practice: making floor mat out The floor mat can be
of leather waste (*​tentative)​ made with leather or
other fabrics.

3.1.2.1.2. Online Marketing

For online marketing, the authors will teach them how to utilize Instagram.
The authors will guide them to sign up on the platform, taking a proper photo,

29
uploading the photo, and writing captions. The authors will also invite the children of
the communities member to join us in this session.

Table 3.2 Online Marketing Training Rundown

Sunday, 9 December 2018

Time Activities Notes

1 09.00 - 09.30 Opening and giving brief

information about the training

2 09.30 - 10.15 Introduction and information Giving examples about

about product marketing. packaging and content
of an online shop.

3 10.15 - 10.30 Forming group The training will be

conducted in group.
One group will consists
of members from
different communities.

4 10.30 - 12.00 Photo taking and editing The community can

exercise bring their own product
for the exercise, the
editing process will be
adjusted according to
the spare time.

5 12.00 - 13.00 Break Lunch and Dzuhur Pray

6 13.00 - 14.00 Basic knowledge and practice The community will

of ​Instagram learn how to sign up,
set up a profile, upload
a photo, and write a
caption.

3.1.2.1.3. Basic Financial Knowledge

The goal of this subject is to help the communities member to understand the
value of their products. The authors will guide them on how to identify the production

30
costs as well as marketing costs. Despite the authors will not allocate a specific
session for this subject, the authors will discuss with them about these matters during
the product innovation training.

3.1.2.2. Soft Skill Training

As a community, it is important for the members to understand and apply

leadership skill. The discussion materials will includes:
1. The importance of teamwork
2. Understanding the need to form a community
3. The roles involved in their community
The authors will conduct two activities for this training. The first one will be a
fun semi-outdoor game, where in a random group, the trainee will be given a pack of
straw, a roll of duct tape, and an egg. The objective is to be able to drop the egg from
a certain height (about 1.5 metres) without breaking it, using the given materials. To
challenge their design thinking, creativity, and teamwork, there will be no further
guidelines regarding the method to protect the egg. In addition to that, this game will
also teach the trainee about efficiency and quality assurance by evaluating the amount
of resources that they use to protect the egg.

In the second activity, the trainees will be gathered with their community. The
authors will let them discuss and brainstorm about the need to form a community and
what are the roles involved in their community. Then, the authors will guide them to
present and share the result of their discussion in front of the other trainees. In this
activity, the authors expect them to be able to communicate more efficiently with
their peers by being able to raise their opinion and understands that they are an
integral part of the community's development.

31
 Table 3.3 Soft Skill Training Rundown

Saturday, 15 December 2018

Time Activities Notes

1 09.00 - 09.30 Opening and giving brief

information about the training

2 09.30 - 10.15 Forming group The training will be

conducted in group.
One group will consists
of members from
different communities.

3 10.15 - 12.00 Creative problem solving games

4 12.00 - 13.00 Break Lunch and Dzuhur Pray

5 13.00 - 14.00 Group discussion about the

importance of community

6 14.00 - 15.00 Group presentation and photo

session

3.2. Project Timeline

Table 3.4 Project Timeline

32
 Table 3.5 Training Schedule

Time and Place Activity Participants Objective

Garut, November Assessment ● Communities 1. Introducing the

2 – 4, 2018 from BTPN’s authors to the
customers communities
2. To know the
needs and
problems in the
communities

Garut, November Training 1; ● Communities 1. Inspire the

30 – December 2, from BTPN’s communities to
Product
2018 Development customers produce more
variant product
2. Up to date with
customer needs
3. Improve the
quality of the
products

33
 Garut, December Training 2; ● Communities 1. Encourage the
7 – 9, 2018 from BTPN’s communities to
Online Marketing
customers be independent
● Teenagers of 2. Makes the
mothers in the teenagers of
community mothers in a
community
want to help
their mom and
being
productive
3.​ E
​ xpand sales

Garut, December Training 3; ● Communities 1.​ ​To get a better

14 – 15, 2018 from BTPN’s understanding
Soft skills
customers of every
member roles
in the
community

3.3. Financial Budget

The following table described the amount of cost needed to execute this
project starting from assessment until the end of training.

34
 Table 3.6 Product Development Training Rundown
All costs are written in Indonesian Rupiah
Desc. Qty. Cost Total Notes
Assessment
Provided by
Transportation Return 1 2.000.000 2.000.000
BTPN Syariah
Accommodation Villa Aleyra 1 725.181 725.181
Meal & Bev. 12 25.000 300.000
Total 3.025.181
Training #1 and #2
Transportation Return 1 2.000.000 2.000.000
Snack Box 50 10.000 500.000 Provided by
Lunch Box 50 20.000 1.000.000 BTPN Syariah
Facilitator Mr. Rukmana 2 500.000 1.000.000
Accommodation Villa Aleyra 1 1.068.656 1.068.656
Materials Booklet 12 10.000 120.000
Meal & Bev. 12 25.000 300.000
Total 5.988.656
Training #3 and #4
Transportation Return 1 2.000.000 2.000.000
Provided by
Snack Box 40 10.000 400.000
BTPN Syariah
Lunch Box 40 20.000 800.000
Accommodation Villa Aleyra 1 1.486.924 1.486.924
Meal & Bev. 12 25.000 300.000
Pliers Set 3 50.000 150.000
Hot Glue Gun 1 30.000 30.000
Accessories 6 7.500 45.000
Materials Accessories 6 10.000 60.000
Accessories 4 15.000 60.000
Chain Set 1 17.500 17.500

35
 Storage Box 1 7.500 7.500
Total 5.356.924
Training #5
Transportation Return 1 2.000.000 2.000.000
Provided by
Snack Box 25 10.000 250.000
BTPN Syariah
Lunch Box 25 20.000 500.000
Accommodation Hotel Santika 1 1.284.606 1.284.606
Meal & Bev. 8 25.000 200.000
Total 4.234.606
Total Cost 18.605.367

In conclusion, the amount of total cost to execute this project is Rp

18.605.367, including various type of expenses, such as for operations, training
materials, etc. However, this project is partially funded by BTPN Syariah as project
partner. The expenses that will be covered include all-in return transportations, snack
and lunch boxes during training, and facilitator with the amount of Rp 11.450.000 in
total.

3.4. External Resource

During the product development training, there is a local leather craftsman
named Pak Rukmana that also train communities. The authors gather some ideas
about the product that communities will try to make. Then, Pak Rukmana and his
wife is the one that helps to execute those ideas into real products. After the authors
communicate about the designs, Pak Rukmana will try to make the product patterns
then he going to teach the step by step on how to make it.

36
Figure 3.​2​ Project Coordination Framework

37
 Chapter 4

Findings and Analysis

4.1. Training

4.1.1. Product Development

Product development was chosen to be material to be taught in the initial

training that was held for 2 days on Saturday, December 1, 2018 until Sunday,
December 2, 2018 in Garut. The training was conducted in collaboration with a
couple of local leather craftsmen, Mr. Rukmana and his wife who have been working
the industry for years. There were 15-20 people in total from three (3) different
leather communities attended the training each day.

Figure 4.1 The authors were explaining about leather goods trend in Indonesia

The training started with a bit of introduction of who the authors were and
what was the role in the training to the communities. Then, the authors explained the

38
current trend of leather goods in Indonesia, especially in the big cities such as Jakarta,
and how to create opportunities from that. The booklet about training materials
including detail informations and steps on making the goods was distributed to each
participants. After that, the floor was given to Mr. Rukmana and his wife to teach the
participants to make leather goods step by step. As the skill of each participant differs
from one to another, Mr. Rukmana divided into three (3) groups based on skill. The
first group consist of participants from Mulya Community was taught to make a
passport case. Meanwhile, participants from Berkah Community learnt how to make a
card holder. The last one consist of participants from Berlian Community was taught
to make a cable pouch. However, in the second day, participants were given a chance
to learn how to make any goods of their own choice, such as cable organizer and
phone case.

Figure 4.2 The participants were concentrating on making leather goods during
training

39
 Figure 4.3 Mr. Rukmana explained the steps to participants

Figure 4.4 Mr. Rukmana taught participants step by step

The result of the first and second training was quite significant as the authors
and BTPN team could see the enthusiasm and excitement of participants while doing
the training, and some participants ended up making more than one type of goods.
The authors also asked the participants on what they feel about the training, and most

40
of them were saying that they were really satisfied and had so much fun. The
participants also wished to participate in this training more often as they could learn
more and get new skill to create new goods that they’ve never made before. In the
longer term, the training gave impact on improving the quality of products made by
the participants as most of the products had fulfilled the selling standard and was sold
during the bazaar held by BTPN Syariah in the following week.

Figure 4.5 Participants were making small goods from leather waste

In the following week, on Saturday, December 8, 2018, additional product

development training was conducted to discuss on how to utilize the waste from
making leather goods as waste was also a problem the community currently faces.
During this third training, the authors were the one who taught how to create the
products. Thus, the authors decided to make small goods which was easy to make but
still has economic value, such as earrings, keychains, pin buttons and ornaments for
another goods.

41
 Figure 4.6 Products made by Berkah Community during the second training

Similar to the first training, the second training also received constructive
feedbacks from participants. The participants were really enthusiast to learn,
especially when they realized that it helps to reduce the leather waste and it didn’t
take time as much as bigger products like bags, gloves, etc.

4.1.2. Online Marketing

After the participants get knowledge about product development, they need to
know how to sell the product, especially selling the product on social media. On
Sunday, 9 December 2018, in the fourth training, the authors gave a material about
marketing that discussed how to use Instagram, how to make good content, and how
to take good pictures. In this session, the authors invited the participant's child to

42
joined the training. The aimed is to help their mother to sell the product, learn how to
use social media correctly and wisely, and to become a future businessman. But
unfortunately, Belian's Community is not able to join the training.

The first session, the authors explained a brief about social media. They give
an example of a person who very successful in selling her product only through social
media. Afterwards, the authors give tips on how to create good content and an
example of interesting feeds and photos. Last, they explained a step by step how to
create an Email and Instagram.

The second session is the participants has to implement what has been
explained by the authors. They practice how to take good photos and how to edit the
photos using an editing application. Furthermore, each community has to download
an Instagram and make an account (business account). After each community has an
Instagram account, they practice how to use Instagram, how to upload a photo, how
to create a caption to attract customers and how to response to the buyers.

The result of the fourth training was quite good because of the participants
especially the child has enthusiasm and excitement during the training. They also
have a high curiosity and motivation so they can get what the authors expected.

4.1.3. Soft skills

The fifth training was conducted on Saturday, December 15, 2018 in Garut,
discussing about leadership including the role of organization, role of individual, and
the importance of teamwork. The training materials were adopting from the previous
workshop about creative problem solving and design thinking that the authors ever
attended.

43
 In the first session, participants were divided into three (3) random groups, not
according to the community they belong to. This was aimed to train the leadership
skill each individual has, and to teach them on how to communicate and work
together with new people in the new environment they aren’t familiar with. The
participants were a bit passive at first, but they started to adapt with one another
within the group slowly and was encouraged to speak up about their ideas and
creativity.

Figure 4.7 Creative Problem Solving game

The results was pretty good, only one (1) group that failed to protect the egg
from cracking. After that, another instruction was assigned where each group to must
eliminate a certain amount of plastic straws they used to make it as efficient as
possible. This stage was a bit harder than before as there were two (2) groups whose
egg cracked when being dropped. Through this training, the message intended to
deliver is to understand that there were another way to make something more efficient
in terms of material and time, so the cost of making a product could be lesser and it
less time-consuming without having to decrease the quality of the product itself.

44
Besides that, it also taught them that working in a team would make them easier to
solve a problem or create things as they could see things from another point of views.

Figure 4.8 Public Speaking training

The next session was discussing about the organization itself, and the
importance of each individual towards the organization. Each group was assigned to
write they thoughts on what organization was, the purpose of that, and role of each
individual such as leader, secretary, treasurer, and the member itself. Then, each
group presented their thoughts on a pieces of A0-sized paper. At first, the participants
were a bit uncertain as they never experienced talking in public related on that, but
was encouraged to do so as the authors told them that public speaking and
communication are very important in our lives, not to forget their position as sellers.
In the end, each group had succeed in presenting their thoughts and was enjoying the
presentation.
As the results, the participants were giving positive feedbacks and they learnt
so much about organization which was very important for them as a community to be
independent in the future.

45
 Chapter 5

Conclusion and Recommendation

5.1. Conclusion
The training has directly tackled the issue of low productivity and creativity of the
communities. Highlighted by:
1. Community members has been able to create an innovative products in decent
level of quality. The product produced during the training has gained more
sales in Bank BTPN Syariah internal events called “Bunga Rampai” on
December 2018.
2. Two out of the three communities has established an Instagram page. The
related community members has been able to take product pictures more
properly and operate the basic features of Instagram.
3. The participant are able to collaborate with both the peers in the same
community and also the other communities’ member, shown by their ability to
solve problem in the game. They also gain more confidence in public
speaking.

By doing so, the authors believe that it will help the community to increase
their overall sales. The assessment phase was very beneficial for the authors as it
helped the authors to build a good relationship with the communities. The assessment
result was our key to design the training by understanding their need and shaping
their goal properly. The authors found that such a method has encouraged the trainee
to be more motivated during the session. The application of basic marketing mix
theory into the practice-based sessions has helped the community to understand the
concept better. However, the authors do understand that our role here is to lay the best
foundation possible for the communities to thrive because the main driver of their

46
growth and sustainability is generated through the consistency and persistence of the
communities.

5.2. Recommendation
Based on our findings and analysis, adding more soft skills development
training will give more significant impact to communities under Daya Tumbuh
Komunitas in BTPN Syariah. Technical training, like product development and
marketing indeed matters for the community business in the future to gain more
customers. However, soft skills training will complement hard skill. Soft skills are the
personal attributes that enable every member in the community interact well with
each other or communicate with more people like a new customer and other parties in
the business. With the provision of soft skills training, the people inside the
community will also be more confident and have a more strong work ethic.

Our group also see an opportunity for Daya Tumbuh Komunitas to grow by
some other way. First, opening a volunteer program for each community. The
program is for university or high school students that study in the nearby area. This
aim to develop the community intensively and also give the field facilitator more help
and support. Second, since BTPN Syariah will only guide and develop a community
within two years, the company should strengthen the purpose of having a community.
Besides giving a brief explanation regarding the benefit or advantages of being a
community's member, provide clarity about the community status is also important.
For example, after BTPN Syariah no longer supervise them, will it still being a
community or transform into another institution like koperasi. BTPN |Syariah also
need to cooperate and develop the network with local government to help develop the
community.

47
 In conclusion, the authors have two ways to ensure the sustainability of our
project. First, the authors have training modules that BTPN Syariah can use for
training in other community. Second, Garut community development in the future is
assured through cooperation between Daya BTPN Syariah and IPMI Business
School. The next cohort can take Garut community or other community under Daya
BTPN Syariah and using our module. Furthermore, the cooperation might as well
involve the regional government of Garut or West Java.

48
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 APPENDIX

Appendix 1 : Training Needs Analysis

TRAINING NEEDS ANALYSIS

The training needs analysis related to the upcoming training for leather craftsmen
community in Garut was conducted in order to accomplish the school final group
project. The processes required to perform the training needs analysis have been:
● Designing the framework
● Identifying the target groups
● Creating assessment questions
● Reporting the needs analysis findings

Framework for the training needs analysis

The training session focuses on a basic and simplified method of business
development, which are:
● Product Development
● Finance
● Marketing
The training needs analysis was conducted to:
● Measures the current position of the communities’ business regarding their
marketing, finance, and product,
● Evaluate the level of understanding of the communities member towards the
matters that we will deliver in the training session, and,
● Get insights for their new opportunity

53
In no particular order, the questions of the community assessment are:
1. Community conditions:
a. What is the members’ daily activity?
b. How many members are in one community?
c. What is their previous business experience?
d. Do they have any stable business model?
e. Is there any other concern regarding the current community condition?
2. Business management:
a. How well do they define their cost? Are they able to differentiate and
classify their cost?
b. How well do they manage their cost? Are they able to have efficient
management of their expenses?
c. How well do they record the daily report? Do they have a clear and
complete report?
d. Is there any other concern regarding their business management?
3. Marketing knowledge:
a. Product
i. What are the key values of the product that can be highlighted
for promotion purpose?
ii. What is the price range for the product?
iii. What would be the new opportunity to add product value?
b. Place
i. Where do they sell their product offline?
ii. What are the marketplaces that they know? Do they use any?
iii. Do they have sufficient tools to sell the product online?
c. Promotion
i. Online
1. How they promote their product online?

54
 2. If any, what is the concept of their online promotion?
3. Do they have sufficient tools to promote the product
online?
ii. Offline
1. How do they promote their products offline?
2. How effective is their offline promotion?
3. How often do they promote their product?
4. Personal preference (expectation towards the training materials)
a. What are the skills that the community members would like to learn?
b. When would they like to be trained?

Conducting the training needs analysis

A series of questions were designed to assess the current condition of each
community’s business. The questions were developed in consultation with the project
advisor and partner, Daya Tumbuh Komunitas team of BTPN Syariah.

Target groups: As the training was specifically designed for Garut leather
craftsmen-community developed by BTPN Syariah under Daya Tumbuh Komunitas
program, the target groups were these three communities, which are Mulia, Berkah,
and Berlian.

Rundown: ​The rundown of training needs analysis as follows.

No Date Community Place

1 11/3/2018 Mulia Member’s house, Garut

2 11/3/2018 Berlian Member’s house, Garut

3 11/4/2018 Berkah Member’s house, Garut

55
The result of training needs analysis
Mulia: The assessment were attended by seven members, out of eleven. Each
member has different experience and skill related to leather making, where only five
members who have skills to sew bags and wallets. A few of them also have another
job, such as running a small food stall, helping her leather craftsman-husband, and
owning a motorcycle workshop. In the business management category, they
understand how to calculate the material cost, but Bu Tuti as the community
facilitator is the one who determines the selling price. They also do not understand
how to manage their cost and never make any daily report. While in the marketing
category, the community focuses on good quality handmade products as the key
values of their products. Their products are mostly made by order, as requested by the
customers. The price of products is between Rp 15.000 for keychains to Rp 500.000
for women bags. Their products are usually marketed offline through BTPN Syariah,
such as at bazaar event named ​Selendang Mayang.​ They are unaware of any
marketplace to sell their products online. Their promotion is also very dependent on
BTPN Syariah as they never promote their products by themselves, neither offline nor
online despite the fact that some of them are actually owning an android phone. From
the assessment, we also see the opportunity to manage the leather waste as it can be
utilized to add value to the products. Besides leather making, the members want to
learn another skill of making food and beverages, as well as clothing. Regarding the
training session, the members prefer to hold it on Friday to the weekend after lunch.

Berlian: There were a total of six members, out of ten who attended the assessment.
From the assessment, we found out that only one member who actually can make
gloves, while the remainings can only make and cut the patterns. In the business
management category, they understand how to calculate the material cost, but they
are unsure about product pricing. They also never make any daily report of the
business. The products produced by the community are limited to hand gloves, where

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they can produce 20 dozens per week without labours, while it can reach up to 400
dozens per month with labours. The products price is set between Rp 40.000 to Rp
120.000. They usually marketed the products through BTPN Syariah, such as at
bazaar event named ​Selendang Mayang​. They do not market their products by
themselves and are unaware of any marketplace to sell online. They also never
promote their products either offline or online as none of them is owning an android
phone. Besides leather making, the members want to learn how to make the pastry,
such as cookies and cakes. For the training session, the members prefer to hold it
once a week every Sunday.

Berkah: During the assessment, eight out of 12 members were coming along. Each
member of the community is having different experiences and skills related to leather
making, but most of them are skilled in making and cutting the patterns. Some of the
members are having another job as their main job, such as running a building material
shop, working at a eyelashes factory, and selling ​dorokdok,​ a snack originated from
Garut. In the business management category, the members understand how to
calculate the material cost, but are unsure about setting the selling price. They also
never record the daily report for their business. The community focuses on a good
quality handmade product as their key values, and the productions are made by order.
In the marketing category, they usually market their products through BTPN Syariah,
such as the bazaar event named ​Selendang Mayang,​ and are unaware of any
marketplace to market their products online. But, one of the members is actually
marketing and promoting their products on her personal social media, Facebook.
Other than that, they never promote their products elsewhere. The community are
willing to learn another skill which is to make snacks from leather. Related to the
training session, the community prefers to hold it once a week every Sunday.

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Conclusion
In conclusion, these three communities are having similarity in various aspects. First
of all, most of the members of each community are having another job as their main
job where it limits their time to produce more products for the community. Second,
most of them are having limited skill and creativity related to leather making, which
makes their products limited to certain types, such as hand gloves and women bags.
Third, the communities are very dependent on the facilitator from BTPN Syariah,
starting from setting the selling price to selling their products, because they have a
low confidence level. Fourth, the communities are willing to learn another skill else
than leather making, as they find it hard to produce leather products. Lastly, the
communities also facing the same problem which is to manage the leather waste that
usually being left out at the open place.

If we relate to Maslow’s hierarchy, most of the members are in the level of fulfilling
their basic needs. They found that learning a new skill is not their priority, as one of
them said, “​We don’t have much time to learn if we have to learn all week, when will
we make money to eat?​” which is the reason why all of them prefer to be trained on
weekends only. By understanding this situation, we know that in order to make the
participant motivated, we have to show them that the skills that they are learning will
help them generate more income.

Recommendations
Based on the assessment result, the recommendations for the training session as
follow.
● Training session must be held on the weekend.

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 ● Training materials must be adjusted to the needs of each community.
Additional materials concerning soft-skills such as creative problem solving
and public communication should be considered.
● Product development training must include a workshop to ensure the
communities really understand how to make the products.

Appendix 2 : Product Development Training Materials

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Appendix 3 : Marketing Training Materials

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Appendix 4 : Soft Skill Training Materials

Appendix 5 : Instagram Pages of the Communities

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