Judul: Marketing Strategy and Business  Development Model for Green Bean Kelompok Tani AMANAT in Nanggung Village,  Bogor Regency
Abstrak: Kelompok Tani AMANAT merupakan kelompok tani kopi robusta yang berada di Desa Nanggung. Proyek ini bertujuan memetakan model bisnis kopi, merumuskan faktor internal dan eksternal yang berpengaruh pada pengembangan bisnis, dan menetapkan prioritas strategi pemasaran dan model pengembangan bisnis yang baru untuk diterapkan. Proyek ini melalui 5 tahapan yaitu hasil eksplorasi dan pendefinisian masalah, verifikasi masalah, ideasi, pengembangan prototipe, dan validasi. Alat analisis yang digunakan yaitu bussiness model canvas (BMC), kuisioner preferensi pelanggan, matriks internal factor evaluation (IFE), matriks external factor evaluation (EFE), matriks internal-external (IE), matriks strength weakness opportunity dan threat (SWOT), serta quantitative strategic planning matrix (QSPM). BMC menggambarkan secara komprehensif elemen-elemen yang terlibat dalam bisnisnya sehingga dapat mengetahui elemen business model canvas yang belum optimal. Preferensi pelanggan bertujuan mengetahui karakteristik green bean yang dibutuhkan. Berdasarkan matriks IE Kelompok Tani AMANAT berada dalam kuadran II, yaitu Grow and Build Strategy. Strategi umum yang direkomendasikan pada kuadran ini adalah penetrasi pasar, pengembangan pasar, pengembangan produk, dan integrasi ke depan. Matriks SWOT menghasilkan alternatif strategi yang merujuk pada strategi umum, dilanjutkan menentukan prioritas strategi dengan QSPM. Prioritas strategi utama adalah memperluas area pemasaran dengan green bean berkualitas. BMC baru menunjukkan 3 elemen utama perubahan yaitu value propositions, customer segments, dan key activities., Kelompok Tani AMANAT is a robusta coffee farmer group in Nanggung Village. This project aims to map the coffee business model, formulate internal and external factors that influence business development, and set new marketing strategy priorities and business development models to be implemented. This project went through 5 stages, namely the results of exploration and problem definition, problem verification, ideation, prototype development, and validation. The analytical tools used are the business model canvas (BMC), customer preference questionnaire, internal factor evaluation (IFE) matrix, external factor evaluation (EFE) matrix, internal-external (IE) matrix, strength weakness opportunity and threat (SWOT) matrix, and quantitative strategic planning matrix (QSPM). BMC comprehensively describes the elements involved in its business so that it can find out which elements of the business model canvas are not optimal. Customer preferences aim to determine the required characteristics of green beans. Based on the IE matrix, Kelompok Tani AMANAT is in quadrant II, namely Grow and Build Strategy. The general strategies recommended in this quadrant are market penetration, market development, product development, and forward integration. The SWOT matrix produces alternative strategies that refer to the general strategy, followed by determining strategic priorities with the QSPM. The main strategic priority is to expand the marketing area with quality green beans. The new BMC shows 3 main elements of change, namely value propositions, customer segments, and key activities.
Keyword: customer preferences, business model, farmer groups, strategic  alternatives, strategic priorities

Judul: Performance and Value Added Improvement Through Re-Engineering Coffee Supply Chain of AMANAT Farmer Group Nanggung Village
Abstrak: Kelompok Tani AMANAT mendapatkan redistribusi lahan ex-HGU melakukan budidaya kopi dan pasca panennya secara otodidak. Hal ini menyebabkan mutu green bean yang dihasilkan masih rendah. Penelitian ini bertujuan untuk mengetahui kondisi rantai pasok, mengukur kinerja rantai pasok, menghitung nilai tambah rantai pasok, merumuskan strategi peningkatan kinerja dan nilai tambah, dan merekayasa ulangrantai pasok yangada pada Kelompok Tani AMANAT. Pada kondisi existing rantai pasok kopi yang dilalui oleh anggota kelompok Tani AMANAT terdiri dari petani kopi, pengepul, pengolah, retailer dan konsumen akhir. Petani kopi sebagai pemasok memiliki nilai kinerja rantai pasok yang diukur menggunakan model AHP-SCOR DS sebesar 55,87% dan termasuk kategori average. sedangkan nilai tambah yang dihitung menggunakan model Hayami termodifikasi didapatkan petani saat ini memiliki rasio sebesar 2,78% dan temasuk pada kategori peningkatan nilai tambah yang rendah. Untuk mengatasi tersebut didapat alternatif strategi yang dirumuskan menggunakan model ANP berupa pemberdayaan kelompok tani untuk pengelolaan kopi bersama sebagai alternatif strategi terpilih untuk diterapkan oleh petani. Setelah itu dilakukan rekayasa ulang rantai pasok yang menghasilkan coffee roastery dan kedai kopi menjadi aktor baru pada rantai pasok yang sudah ada sebelumnya sebagai model perbaikan yang diharapkan dapat meningkatkan kinerja dan nilai tambah yang didapat oleh Kelompok Tani AMANAT., The AMANAT Farmer Group who received the ex-HGUland redistribution carried out self-taught coffee cultivation and post-harvesting. This causes the quality of the green beans produced is low. This research aims to determine the supply chain conditions, measure supply chain performance, calculate supply chain added value, formulate strategies to improve the performance and added value, and re-engineer existing supply chains in the AMANAT Farmer Group. In the existing condition of the coffee supply chain that is traversed by the members of AMANAT Farmer Group consist of coffee farmers, collectors, processors, retailers and end consumers. The coffee farmers as suppliers have a value of supply chain performance as measured using the AHP-SCOR DS model of 55.87% and are included in the average category, while the added value calculated using the modified Hayami model shows that farmers currently have a ratio of 2.78% and are included in the category of low added value. To overcome this, an alternative strategy is obtained which is formulated using the ANP model in the form of empowering farmer groups for joint coffee management as an alternative strategy chosen to be implemented byfarmers. After that, a supply chain re-engineering was carried out which resulted in the coffee roastery and coffee shop becoming new actors in the existing supply chain as an improvement model that was expected to increase the performance and added value obtained by the AMANAT Farmer Group.
Keyword: added value, coffee, performance, re-engineering, supply chain

Judul: Pemurnian dan karakterisasi protein inhibitor RNA helikase virus hepatitis C
Abstrak: Hepatitis C virus (HCV) infection is the second most common chronic viral infection in the world with global prevalence. This infection is contribution to chronic hepatitis and liver cirrhosis, often leading to hepatocellular carcinoma. There is no effective drug and vaccine available against HCV. The current standard treatment, a combination of pegylated interferon-α with ribavirin, is limited by its suboptimal response rate in a significant patient population, side effects, and affordability. Therefore, development of effective drug is needed. One approach to find out the candidate of antiviral drug is to discover the inhibitor of enzyme that essential for virus replication, such as RNA helicase. Streptomyces chartreusis 5-095 produce the inhibitor of HCV RNA helicase. The aim of this study was to purify the protein inhibitor which has inhibition activity against ATPase activity of RNA helicase HCV from S. chartreusis 5-095. The supernatant of culture S. chartreusis 5-095 exhibited high inhibiton activity against ATPase activity of RNA helicase HCV (approximately 72%) at 10 days of incubation. The extracellular protein inhibitor was partially purified by procedures of precipitation with ammonium sulfate to 65% saturation and gel filtration (Sephadex G50) using methanol water solution (4:6) as an eluen. The purity of protein inhibitor was monitored by SDS PAGE. The protein inhibitor showed a relative molecular mass were estimated to be 14 kDa and increased the purity 23,08 fold than those of the crude protein. The specific activity and IC50 after purification were 13,1338 U/mg and 0,0767 mg/mL, respectively. The activity of purified protein inhibitor showed its stability over pH range from 5-8 and optimum at pH 7,4. The inhibition activity showed its stability up to 70% at temperature 100 oC. The purified protein inhibitor relatively stable its activity at storage in the range of -20 oC to room temperature for 35 days.
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