From Crisis to Growth: A Case Study on the Adaptation and Diversification Strategy of Kintsugi Terrace in the Post–Covid-19 Pandemic Era

Abstract

The Covid-19 pandemic, which began in early 2020, has had a profound impact on the food and beverage sector, particularly on café businesses in Indonesia that rely heavily on face-to-face interactions. While many experienced significant revenue declines—leading in some cases to permanent closure—several cafés managed not only to survive but also to grow, owing to their adaptive capabilities. This study aims to examine the adaptation processes and growth strategies of Kintsugi Terrace, a café located in Bandung, during and after the pandemic. Adopting a qualitative approach with a single-case study design, the research collected data through in-depth interviews with the business owner and content analysis of the café’s social media platforms. The findings indicate that adaptation occurred across multiple dimensions—operational, financial, human resources, and marketing—including cost efficiency measures, service digitalization, and more personalized customer engagement. In the post-pandemic phase, Kintsugi’s growth strategies were analyzed using the Ansoff Matrix framework, revealing initiatives such as the establishment of a parent company, The Interlude, and expansion into new business units beyond the food and beverage sector. These findings underscore the critical importance of strategic crisis management and the ability to identify emerging opportunities—including leveraging the “revenge consumerism” trend—as essential drivers for the long-term sustainability of F&B enterprises in the post-pandemic era