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F0:F	A,�J\=Z�J5A�J25AHH�>HHHHH�E�E�>HHH:FHHHH���������������������������������������������������������������������JHHHHHHHHH�	 �:	@FROM KEY CHARACTERISTICS OF OWNERS AND BUSINESS TOWARDS SUSTAINABILITY DISTRO BUSINESS LIFE
Irma Nilasari, Universitas Widyatama
ABSTRACT
The market distro is dominated by urban youth who love new, unique, and creative products. They buy distro products because this represents their identity as fans of a local brand. The study was conducted to assess the key characteristics of the owner/business manager of the distribution, his company and the development of his business by comparing the current state of affairs. The research was conducted by using descriptive approach, inference statistic and cross-tabulation and using questionnaires distributed as many as 500 questionnaires in 12 major cities of Indonesia. The results suggest that high annual sales tend to be achieved by distributions that: have a large number of online stores, throw new products as often as possible, join distro associations, increase the frequency of participation in trade expo activities, and implicitly own and increase brand equity.
Keyword: Distro, Business Owner, SME, Sustainability.
INTRODUCTION
The small and medium-sized enterprises (SMEs) have given much attention in the recent entrepreneurship researches due to their vital contributions in the economy of every country. The appearance of SMEs is very important especially in all developing countries where they assist economic growth; improve income distribution, productivity, efficiency and economic structure during the economic downturn (Abdullah & Manan, 2011; Tehseen & Ramayah, 2015). Entrepreneurial Competencies is an attribute such as skills and knowledge that employees invest in jobs to achieve high performance for the company (Gerli et al., 2011; Ibiduni et al. 2018). They also consist of qualities such as motives, traits, and special skills, general or specialized knowledge that lead to the birth of the company, survival and growth (Dermol, 2010). In entrepreneurial endeavors, competence reflects the extent to which entrepreneurs are willing to take risks to enable the company to succeed (Oyeku et al., 2014). With entrepreneurial competence, managers can set business objectives for the company, clearly state how goals will be achieved, take corrective steps and achieve goals (Solesvik, 2012).
Entrepreneurs tend to have increased confidence in their abilities, willingness to be responsible, high energy, preference for moderate risk, skill set, desire for immediate feedback and achievement value. The significance of young entrepreneurs to economic growth has been the concern of young entrepreneurs to start their businesses. However, the tendency for business is to start relatively more among the male population (Schoof & Creation, 2006). Compared to general entrepreneurship, young entrepreneurship is more useful because young people are more likely to employ youth, who are more receptive to new economic trends and opportunities. In addition, it is also believed that young people with entrepreneurial skills have proved to be better employees.
The Distro includes small businesses because the average has a fixed number of employees of less than 20 people (Brata, 2010). Small businesses often have sustainability issues. (Kelliher & Reinl 2009; Hanrahan & Conaghan 2014) Explains the continued development of small business enterprises through the development of core corporate competencies is often a problem caused by time constraints, financial capital, and expertise. Sustainable growth is something that rarely happens in small businesses and tends to be unique to each company (Dobbs & Hamilton, 2007). Therefore, small businesses need to develop a business strategy based on the resources (Runyan et al., 2007).
LITERATURE REVIEW
Success based on financial size alone often causes failure of focus because small business owners/managers have different perceptions of what success means (Reijonen, 2008; Walker & Brown, 2004). They interpret success based on their values, their motivation in business, their perceptions, and their behavior (Kelliher & Reinl, 2009; Perren, 1999; Reijonen, 2008). In addition, fluctuations in financial performance from year-to-year due to poor record keeping and lack of knowledge and discipline to financial statements led to financial performance (such as growth, profit, turnover, and return-on-investment / ROI) measuring. The UET states that the managerial background traits or characteristics estimate organizational outcomes, planned choices and the performance levels (Hambrick & Mason 1984). The theory suggests that the more complex a decision, for example strategic measures, the more important the personal characteristics of the decisions makers, such as age, tenure and specialization. The principle of the UET recognizes that top managers� different characteristics such as age or career experiences affect their decisions on strategy and structure and it will directly affect firm�s strategic choice and organizational performance (Nielsen 2010). Furthermore, the UET emphasizes that leaders characterized by bounded rationality will make a decision based on their cognitive, social and physiological characteristics.
Reijonen (2008) found that the orientation to growth is not the motive and purpose of small business owners, but the quality of life, job satisfaction, and customer and client satisfaction. Thus, the success of small businesses must be measured by the extent to which customers respect and are satisfied with the company, job satisfaction for the owner / manager, and the quality of the product. In the initial phase, the entrepreneurial candidate focuses on searching, reviewing, simulating, defining, and making business idea proposals up to the first embodiment of the business. Ideally, the business idea chosen and then developed is a solution or an answer to the existence of a gap between the needs of an unmet market (or not yet fully) fulfilled by an offer from an existing company. Some of the themes that usually appear in this phase are creativity in finding and testing business ideas (including research and experimentation), business proposal drafting, start-up capital, business location, business establishment. Second is the phase of business growth and business sustainability. This phase is characterized by a focus on market acquisition and refinement of business ideas. Success in this phase is crucial for the sustainability of the business that is characterized by whether the scale of the market achieved is sufficient or not at an immediate time. The greater the scale of the market successfully acquired the more successful small business. In time, the small company can transform into a larger company. Themes related to this second phase include marketing related to opening, recognition, word-of-mouth, up to viral; operational cost control, quality maintenance, brand management, etc.
Distro as Retailer Exclusive Products
Niche marketing strategy is a marketing strategy that focuses on satisfying the small market needs of special customers through the delivery of products and/or services that have high suitability (differentiation) to the needs of that particular segment (Hedaa & Ritter, 2005; Phillips & Peterson, 2001; Stanton et al., 1991). Shani & Chalasani (1992) distinguish these two things by looking at market segmentation as a top-down process, namely: the process of breaking a wide market into several smaller markets that are easier to manage. As for, niche marketing is a bottom-up process, namely: starting with marketers identifying the needs of a few customers that gradually form a large customer base.
According to (Dodd Parrish et al., 2004), there are four main characteristics of a company engaged in niche markets, namely, having a strong and loyal customer base, having a distinctive market segment, having a high price level, and having a product that unique. In the opinion of Toften & Hammervoll (2009) which states that companies that successfully carry out market niches usually have sustainable profits, have long-term relationships with customers, and have a good reputation, understanding of needs, market desires and offering products that can meet needs, understanding of how much the market is willing to pay for the products they need, understanding of the value of all members of the value chain involved, better understanding of the market base and consumers of competitors, and equally important is the understanding of self-ability alone to be a good nicher. 
METHODOLOGY
This research is descriptive research to study the distribution as a business that grows in the context of small business. The analytical tool used to collect the data is a questionnaire with closed questions that have been confirmed to other researchers as well as players who are members of the distribution community (KICK). A total of 500 questionnaires distributed by mail to major cities in Indonesia such as Bandung, Jakarta, Yogyakarta, Malang, Surabaya, Denpasar, Medan, Palembang, Pontianak, Balikpapan, Banjar and Makassar were identified as distros (data obtained from web searching and data members of the distribution community available for three months of data retrieval (December 2013-February 2014). This study uses descriptive statistical analysis used to analyze and draw research conclusions, namely: inference statistics, and cross-tabulation.
RESEARCH RESULT
Characteristics of Distro Managers
One of the main characteristics of a small business is the merging of the owner's role with the manager, so it is usual to mention the owner as the owner/manager. The study also conducted cross-tabulation analysis with some of the key characteristics of the owners/managers of the experience of failure. The results can be seen in Table 1, showing that gender and marital status are independent of experience of business failure while being a member of the community is not independent of the experience of failure in business. In other words, the experience of getting business failure has nothing to do with gender and marital status, but it has to do with being a member of the community or not. Being a member of a community can reduce the risk of failure in this distro business. The results of the study show that the tendency to start a business is relatively more among the male population (Schoof, 2006; Bakheet 2018). Compared to general entrepreneurship, young entrepreneurship is more useful because young people are more likely to employ youth, who are more receptive to new economic trends and opportunities. In addition, it is also believed that young people with entrepreneurial skills have been shown to be better employees.
Table 1 
CHARACTERISTICS OF THE OWNER/MANAGER AND CHARACTERISTICS OF DISTROIndividual Key CharacteristicsHave you ever experienced a business failure? (%)nPearson (2NeverOnce or twiceMore than 3 timesGenderMan12.860.127.11331.232Woman25.055.020.020StatusSingle20.962.816.3434.122Married11.858.230.0110Community Members?No18.760.319.210710.677*Yes4.354.341.346Annual sales (in million rupiah)<300
301-600
601-250023.8
8.3
17.257.1
67.1
58.619.0
30.0
24.142
60
296.273>250025.055.020.020Number of permanent employees1-4
5-19
20-9928.8
2.7
23.853.8
63.0
61.917.3
34.2
14.352
73
2122.474***>990.057.142.97Noted: *** p < 0.01, ** p < 0.05 and * p < 0.1
Key Characteristics of Distro Companies
The cross-tabulation result between the main characteristics of the distro and the risk of failure can be seen in Table 1. The analysis results show that failure in business is independent of annual sales but not the number of permanent employees. That is, smaller-scale distributions have a smaller risk of failure than larger distributions.
Other cross-tabulation results are between the main characteristics of the distro with the annual sales can be seen in Table 2 The analysis results show, the annual sales distro can be affected by the number of stores owned, the number of brands owned, the frequency of throwing new products in a year, distro, and the amount of participation in trade expo activities, but not because the distributions celebrity endorsement, own or no other business, and also not because of the pricing strategy. Another thing that affects annual sales amounts is the frequency of throwing new products into the market within a year. The study results show that more and more company distro throw new products in one year then tend to have higher sales. In addition, distros that join the association have an annual sales trend also higher. So is the more frequent distribution of trade expo activities, the higher annual sales.


DISCUSSION
This study also makes a comparison between the main characteristics when the distro is established with the current conditions. Table 2 shows the results of the comparison. There are two major groups of key characteristics in this comparison, namely individual key characteristics and distro characteristics. In the context of individuals (owners/managers), when they establish a distro, they have an average age of 20-30 years, with mostly single status, and more predominantly educated at D3 down. While in the current state, in addition to age (dominant in 30 years and over), they also develop themselves concerning education (mostly S1 and above) and married status (no longer single).
Table 2
CROSS-TABULATION AMONG MAIN CHARACTERISTICS OF DISTRO WITH SALESKey Characteristics of DistroAnnual sales (in a million Rp)nPearson (2<300301-600601-2500>2500Number of stores ownedNo stores0.050.033.316.7623.732**1 stores39.834.916.98.4832 stores19.447.222.211.1363 stores12.575.012.50.084 stores/more0.050.025.025.020Number of brands/brands owned135.238.519.86.69120.413**29.735.529.025.8313 or more19.461.39.79.731The frequency of new products in a year1 time66.70.033.30.0617.874**2 time22.233.338.95.6183-4 time22.754.522.70.022More 4 time26.243.915.015.0107Celebrity endorsement?No35.538.719.46.5625.325Yes20.945.119.814.391Have another business?No29.442.217.411.01091.854Yes20.543.225.011.444The pricing strategy is executedbelow competitors9.561.919.09.5177.189Same with competitors16.7
58.320.05.094Price premium6.958.620.713.828Mix4.572.79.113.614Join the association?No95.268.348.340.910429.916**Yes4.831.751.759.149Participation in trade expo within a yearNever45.316.713.89.13526.416*Always9.511.73.49.114two times4.820.010.39.1193-5 times31.028.337.940.950> 5 times9.523.234.531.835Noted: *** p < 0.01, ** p < 0.05 and * p < 0.1
Table 3, shows that at the time of establishment most distributions were micro businesses (number of employees 1-4 people), but currently many have 5-19 employees (small business) and even some have employees of 20 or more people (medium business). This is also supported by annual sales which at the beginning of its establishment was dominated by revenues below 300 million rupiahs (81.7%), now shifted to annual sales of Rp.301-Rp.600 million (39.2%), Rp.601 million-Rp.2,5 billion (18.9%) and above Rp2.5 billion (14.4%). In terms of ownership, the results show that it is not very different between at the time of establishment and now, with the most composition in private companies. Although there is an increase in the form of Limited Company but not too significant from 5.2% to 11.1%, in general, the legal form of the company is mostly commandeer (49%).
Characteristics of individual owners/managers as distro entrepreneurs who include: scholars, have a passion for business, and have the ability/entrepreneurial will, have the opportunity to become successful SMEs according to Pasanen (2003).
Table 3
COMPARISON OF KEY CHARACTERISTICS WHEN THE DISTRO IS STANDING AND CURRENTCharacteristicWhen the distro standsCurrentKunciCategoryFrequency%Frequency%Owner�s age (year)below 202013.11.720-3011474.56441.831-401912.48253.641-50--63.9Above 50----Owner statusSingle10367.34328.1Married5032.711071.9Level of EducationBelow SMU42.621.3SMU6240.63220.9Baccalaureate1912.42013.1Bachelor6844.49159.5S2 above--85.2Total employee distro1-410971.25234.05-194026.17347.720-9932.02113.7More 991.774.6annual distrobelow Rp300 million12581.74227.5Rp.301-600 million1711.16039.2Rp.601 -2.5 billion63.92918.9Above Rp.2.5 billion53.32214.4Ownership distroOwnership8958.29360.8Family Business2013.12315.0Shared ownership4428.73724.2Company legal formLimited Company85.31711.1Commanditer8152.97549.0Other6441.86139.9CONCLUSION
There is indeed a little question about the long-missed long-term business orientation in this study. However, the fact that there are about 26% who have age above 10 years can answer that long-term oriented tendency is in the owner of the distro. When viewed from the characteristics of the company, there are several characteristics of the distro that meet the criteria of successful SMEs according to Pasanen (2003), namely: the owner of more than one person, has a clear goal, growth-oriented, networking, high-innovation, customers and suppliers, and have good quality and personal knowledge. However, there are still some characteristics to succeed that have not yet emerged: whether the distro remains focused on the initial business (clothing and apparel), to what extent the distro wishes to grow, e.g. to become a global player, not yet seen strong specialization, and not yet indicated whether the distro has good planning.
This research succeeded in showing the distro business which is a niche retail business targeting the urban youth segment with unique clothing products. This business is a form of creative business in addition to the most famous culinary in urban areas. To get into this business is not difficult as long as the prospective businessman has some key points, namely: passion and fundamental knowledge of the product to be sold, have a good relationship and knowledge to the target market segment and all dynamics, have a good relationship to the supplier in this case the possibility is a Makloon company (because not all distribution businesses have their production facilities), dare to invest in the establishment of a store along with the development of a "sell" brand (including through celebrity endorsement), and use of internet and social media to help manage and expand sales and customer service. As good as any SMEs enter into the business, but the real challenge comes just after the plunge in this business and wants to keep maintaining the business of this distribution in a long time to increase sales figures to grow. This study shows that high annual sales tend to be achieved by distributions that: have a large number of online stores, throw new products as often as possible, join distros associations, increase the frequency of participation in trade expo activities, and implicitly own and increase brand equity.
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International Journal of Entrepreneurship                                                                                                        Volume 23, Issue 1, 2019

                                                                                                  PAGE   \* MERGEFORMAT 7                                                                   1939-4675-23-1




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