How to cite:
Joeliaty, Sri Djatnika, Vita Sarasi. (2022). Cooperative Member
Performance Model Through Competency Collaboration and Digital
Marketing in Pangandaran Regency, West Java, Indonesia. Journal
Eduvest. Vol 2(8): 1.514-1.526
E-ISSN:
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Eduvest –Journal of Universal Studies
Volume 2 Number 8, August, 2022
p-ISSN 2775-3735-e-ISSN 2775-3727
COOPERATIVE MEMBER PERFORMANCE MODEL
THROUGH COMPETENCY COLLABORATION AND DIGITAL
MARKETING IN PANGANDARAN REGENCY, WEST JAVA,
INDONESIA
Joeliaty, Sri Djatnika, Vita Sarasi
Universitas Padjadjaran, Indonesia
Email: [email protected], sri.dja[email protected],[email protected].id
ABSTRACT
This research aims to develop a problem-solving model by
measuring the competence, digital marketing, and members’
performance of several cooperatives in Pangandaran Regency,
West Java Province, Indonesia. This study uses quantitative
methods with sequential explanation strategies through direct
surveys to several cooperatives in Pangandaran Regency by
conducting a structured questionnaire spread using closed
questions taken from some literature using a Likert scale and
some open-ended questions. Data analysis uses descriptive
and verification uses t-test, ANOVA, and R square. This
research was conducted to 100 members of cooperatives
located in Pangandaran Regency. The reveal that the
competence of cooperative members and digital marketing
affect the achievement of cooperative members’ performance,
both partially and simultaneously. Partially, the influence of
cooperative members’ competence on the performance of
cooperative members is 25,4%, while the influence of digital
marketing on the performance of cooperative members is 8%.
Simultaneously, it was found that the influence of cooperative
members’ competence and digital marketing on the
performance of cooperative members was 25,4% too.
Joeliaty, Sri Djatnika, Vita Sarasi
Cooperative Member Performance Model Through Competency Collaboration and Digital
Marketing in Pangandaran Regency, West Java, Indonesia 1.515
KEYWORDS
Performance of Cooperative Members, Competence, Digital
Marketing
This work is licensed under a Creative Commons
Attribution-ShareAlike 4.0 International
INTRODUCTION
According to data from the International Co-operative Alliance (ICA) in 2019,
cooperatives or cooperative groups around the world generated a turnover of USD 2,1 trillion
while providing the services and infrastructure needed by the community to develop. At least
12% of people worldwide are part of three million cooperatives worldwide and the ICA data
states that cooperatives contribute to sustainable economic growth, stable and quality jobs by
employing 280 million people worldwide or about 10% of the world's working population
(Muharam, 2015).
In addition, the small and medium-sized industrial sector has a real contribution to the
eradication of unemployment and rural economic problems. The International Labour
Organization (ILO) reports that 60% of workers in developing countries are employed by the
informal sector and activities in Micro Small & Medium Enterprises (MSME) businesses
including cooperatives. Cooperatives have a very important role because they are able to create
markets, develop trade, manage natural resources, reduce poverty, open jobs, build
communities and support their families without adequate local government control and
facilities (Reddy, 2007).
1. Development of Cooperatives in Indonesia
The development of cooperatives in Indonesia is currently showing a generally positive
performance (Muharam, 2015). Cooperatives have successfully increased the contribution of
cooperative Gross Domestic Product (GDP) to national GDP from 3,99% in 2016 to 5,1% in
2018. The increase in the contribution of cooperative GDP has had an impact on improving the
welfare of members and communities and equitable development of the national economy. The
amount of cooperative business volume in 2016 for Rp 67,50 trillion rose to 103% in 2017 to
becoming IDR 137,26 trillion, in 2018 it rose 6,3% to IDR 145,86 trillion and in 2019 it rose
5,7% became IDR 154,14 trillion which illustrates that the contribution of cooperatives in the
economy also increased.
In addition to facing the industrial revolution 4.0, the development of Information
Technology (IT) in Indonesia has also presented various innovations including the
development of cooperative start-up models or vice versa cooperative-based start-ups.
Demographic bonuses and massive information technology infrastructure have spawned start-
ups with smartphone-based services. Start-ups are new business models that are currently in
high demand by millennials. Indonesia currently has almost 1.000 start-ups and based on the
results of the Indonesian Study Poll in collaboration with the Asosiasi Penyelenggara Jasa
Internet Indonesia (APJII) said that internet users reached 171,17 million people. This
condition can be an opportunity for the cooperative movement in Indonesia to innovate on the
assumption that cooperative values such as democratic management, equality, and justice are
perfectly aligned with the millennial lifestyle. The contribution of the largest internet users in
Indonesia itself comes from Java Island which is recorded as 54,86%. The majority of internet
users in Indonesia take advantage of the use of the internet to carry out various important
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activities in the economic field, such as searching for product price (45,14%), browsing for
purchase information (37,82%), making online transactions (32,19%) and doing online sales
(16,83%). Utilization of the internet on social media can also provide product information to
wider customers. The results of the study stated this understanding is useful for the
development of marketing plans, because considering particular channels and various
marketing stimuli helps attract customers to engage in social media (Chiang et al., 2016).
2. Challenges and Problems of Cooperatives in Indonesia
Some of the characteristics inherent in most cooperatives and at the same time become
the source of problems, are the low quality of human resources working in the cooperative
sector, low labor productivity, the relatively low quality of goods (not yet
certified/standardized), lack of creativity and innovation and adoption of new technologies in
production, as well as low understanding of human resources or members in a cooperative to
digital competence and digital markets orientation (Dalimunte, 2011).
In addition, in this era of digitalization, several challenges and problems that must be
faced by cooperatives have also occurred. The big problems of cooperatives (Samodra et al.,
2019), can be identified as: issues of human resources, business model, finance & investment
and marketing system. First, Human Resources (HR) includes limited human resources of
qualified cooperative managers, cooperative management has not used a professional business
management approach, very few young people (millennials) in Indonesia who's interested in
cooperatives because they see it as an outdated or less modern model, run by older people and
considered lack of innovation, still lack of technological adoption and innovation so that the
resulting sales turnover cannot develop properly as it should be;. Second As stated that
Institutional Vision of Indonesia 2020-2024 is oriented towards the creation of new jobs.
Statistically, labor uptake in the cooperative sector is still not optimal. This is because
Indonesia does not yet have a cooperative institutional model. Cooperatives programs that are
most dominant today, namely: saving loans (credit union), consumption, and production.
Cooperatives are also still seen as legal entities/business entities of a social nature and have not
yet viewed as member-based economic institutions that are oriented to profit in order to
improve the welfare of their members; Third, Expansion of access and cooperative financing
schemes is still limited to internal financing sources and has not utilized more inclusive and
investment-based external financing schemes; Finally In general, cooperative production and
marketing systems are still conventional and have not been able to take the opportunity to
consolidate the market, streamline the supply chain and the needs of MSMEs and lack response
to market needs movements as a result of rapid technological development.
3. Influence of Member Competence and Cooperative Performance
The relationship between member competence and cooperative performance is still very
rarely discussed by previous studies, so this study will reveal the relationship between member
competence and cooperative member performance. One of the efforts so that cooperatives can
grow and develop in the era of modernization is the need to increase effective competitiveness
through preparation of human resources following the standardization of competencies
required because competency differences will occur difference also in the achievement of
work/performance (Taylor, 2008). Therefore, the ability of business actors in cooperatives is
dependent upon the ability of human resources, because
Cooperative Member Performance Model Through Competency Collaboration and Digital
Marketing in Pangandaran Regency, West Java, Indonesia 1.517
they are the main source of competitive advantage and management of other sources of
excellence (Moran & Brightman, 2000). Changes in business models with digitalization
systems lead to recognition of the importance of human resources as a critical tool for
organizations that need to be included in the organizational philosophy and also in the strategic
planning process because human resources become part of organizational policy development
(cooperatives). Therefore, the need to carry out the identification of relevant digital
competencies aims to improve HR performance to enable the survival of organizations to
achieve competitive success (Brophy & Kiely, 2002).
4. The Effect of Digital Competence on Cooperative Performance
Digital competence itself has a variety of definitions put forward by experts, among
others according to (Peña-López, 2010) digital competence is the latest concept that describes
a person's skills related to technology.
Reinforced by the opinion expressed by (Ilomäki et al., 2011) digital competence
consists not only of skills, but also related to social and emotional aspects of a person to use
and understand digital devices. According to (Punie et al., 2006) digital competence is a
person's basic skills in ICT and the use of computers to retrieve, assess, store, produce, present,
exchange information, communicate and participate in collaboration over the internet network.
Digital competence is also an indicator and measuring tool for a person's ability to be
said to have digital capabilities. The dimensions in digital competence include information and
data literacy, communication and collaboration, digital content creation, security, and problem-
solving (RAHMAN, 2019).
Digital competence can be divided into four core competencies that need to be owned
by someone so that it can be said to have digital capabilities (Gibbins, 1997). The first
competency is internet search that includes several components. Second, a hypertextual
Navigation guide is the member's knowledge of hypertext and hyperlinks, hypertext
characteristics, information in the internet and textbooks, how the web works, as well as the
characteristics of web pages. Third, evaluation of information content. Lastly, knowledge
assembly. Meanwhile stated that there are six types of digital competencies that must be owned
by a person, including understanding digital and non-digital formats, creation and
communication of digital information, evaluation of information, gathering or compiling
knowledge, information literacy and media literacy (BRODEUR & WILSON, 1996).
5. Cooperatives in Pangandaran Regency, West Java, Indonesia
All manufacturers of both goods and services are required to continuously make
improvements, refinements, and innovations to improve their competitiveness. The innovation
will affect the choice of marketing strategy of a cooperative so that the products made by
members in several cooperatives in Pangandaran Regency become better in terms of quality,
quantity, and brand name that will bring the cooperative to sustainable competitive advantage
in the end. Sustainable competitive advantage is a value that can be created continuously by
the company, for its consumers (Sherlin, 2016).
There are 10,171 MSMEs in Pangandaran Regency, one of them engaged in the fish
auction, namely The KUD (Minasari) which is one of the largest KUD in Pangandaran
Regency. KUD Minasari focuses on the target of the fishing profession members. It was
originally named the (marine fisheries cooperative) established on January 2, 1962, by five
fishermen and currently has a total of 608 members. In 2018 the number of members’ of KUD
Minasari reached 760 people, but as of December 2019, the number of members decreased
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because as many as 152 members were indicated to be inactive to attend the annual member
meeting more than twice, resulting in being excluded from the membership.
The majority of KUD Minasari members have a junior high school education
background and currently work as fishermen, and some a few members have a high school
educational background.
RESEARCH METHOD
This research is description and verification, using descriptive and explanatory survey
methods. The purpose of this research is to acquire the broadest knowledge of a phenomenon
at a given time; and examine the relationship between several variables in the study (Hidayat,
2015). In particular, the variables will be focused in terms of: competence, digital marketing,
and the performance of cooperative members in Pangandaran Regency, West Java, Indonesia.
1. Respondents
Respondents in this study are active members of cooperatives in Pangandaran Regency.
Convenience sampling techniques are used in this study because it makes it easier for
researchers to get the information needed but still adjust to the criteria that have been set. The
number of populations of this study is unknown because the number of cooperative members
in the Pangandaran Regency is not accurately recorded. After all, the data recording system
has not run optimally (based on information from administrators in several cooperatives in
Pangandaran Regency). Therefore, the sample number of this study is 100 people, count from
the results of the calculation of the minimum sample formula if the population number is
unknown (Riduwan & Achmad, 2007).
2. Types of Data and Data Collection Procedures
The main data in this study are quantitative but are equipped with qualitative data and
obtained primarily and secondarily. First of all, researchers conducted literature studies in
advance from previous studies, related literature, data from the Trade and Cooperative Office,
Pangandaran Regency SMEs, and various other literature related to research variables to
increase the author's knowledge to conduct a more in-depth discussion. Furthermore,
researchers collected data in the field through direct observations of cooperative members,
interviews with cooperative administrators, and questionnaires containing all three measuring
tools and supporting data. Questionnaires were the main collection methods in the study.
Questionnaires filled out online through the Google Form site or offline through paper shared
with participants.
RESULT AND DISCUSSION
Characteristics of Respondents
Respondents to this study were as many as 100 cooperative members in Pangandaran
Regency. The majority of respondents were men (75 people) because most of the cooperative
members worked as fishermen who needed more physical strength and went to sea in the
middle of the night. In terms of age, more respondents are older than younger, which is
dominated by the age category over 50 years (38 people). Based on the level of education, the
majority of respondents have completed their primary and secondary education (96 people),
but there is also a small percentage of respondents who completed diploma education (4
people). This indicates that the work of cooperative members in the Pangandaran Regency does
Joeliaty, Sri Djatnika, Vita Sarasi
Cooperative Member Performance Model Through Competency Collaboration and Digital
Marketing in Pangandaran Regency, West Java, Indonesia 1.519
not emphasize formal education but rather special skills or skills following the profession of
the majority as fishermen.
Respondents were mostly dominated by members of KUD Minasari (63 people) who
have stood the longest (since 1962). This cooperative is a producer cooperative that focuses on
the agricultural, forestry, and fisheries business sectors. The average member of KUD Minasari
works as a fisherman and in addition to accommodating the results of fishermen, but KUD
Minasari also has other business sectors such as minimarts, souvenir shops, restaurants, and
heavy equipments. Another cooperative, the Minapari Cooperative (as many as 33
respondents) was established in 1982 and is a cooperative producer in the business sector of
accommodation and cutlery providers. The rest, there are 2 respondents from KUD Hikmah
Jaya Mandiri cooperative (established in 2007, the type of producer of agricultural, forestry,
and fishery business sector), 1 respondent from KUD Hikmah Jaya Mandiri (established in
2019, the form of savings and loan cooperative, financial services, and insurance), and 1
respondent from KUD Minataruna (since 2017, the form of producer cooperatives).
Lastly, the majority of respondents had joined the cooperative for more than 12 years
each (42 people) and almost all had joined for more than a year. This identifies cooperative
members on the research object already very familiar with the cooperatives they participate in
because they have long been members.
Table 1. Characteristics of Respondents
Characteristics
Gender
Man
Women
Age
18-25 years old
26-30 years old
31-40 years old
41-45 years old
46-50 years old
> 50 years old
Level of education
Primary School
Junior High School
Senior High School
Diploma 1-3
Origin of Cooperation
KUD Minasari
KUD Minapari
KUD Hikmah Jaya Mandiri
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KUD Mina Karya
KUD Minataruna
D Joined the Cooperative
< 6 months
6-11 month
1-3 month
4-7 month
8-12 month
> 12 months
Descriptive Results
In this study, there are three variables, namely, Competence of Cooperative Members
(X1); Digital Marketing of Cooperative Members (X
2
); Performance of Cooperative Members
(Y).
The competence level of cooperative members in Pangandaran Regency is at a value of
80,75% or is in the high category. The description of the competence of cooperative members
per item can be seen in Table 2. The lowest value in this variable is in the 1st statement item,
which is about the ability of respondents related to competence, but the item is classified in
the high category (74,8%). While the highest value is in the item of the 12th position statement
regarding the capabilities possessed relevant to the cooperation of other cooperative members
(85,5%).
Table 2. Description of Competence of Pangandaran Regency Cooperative Members
No
Statement
Total
Score
Ideal
Score
Percentage
(Total
Score/Ideal
Score)
Categ
ory
per
item
1.
I have a lot of potential
374
500
74,8
High
2.
I succeeded in the job
391
500
78,2
High
3.
I've done a good job so far
409
500
81,8
High
4.
I've done very well in some ways at work
390
500
78
High
5.
I was able to do a good job
405
500
81
High
6.
My skills are in accordance with the work done
406
500
81,2
High
7.
With the experience I have, I was able to work
quickly
403
500
80,6
High
8.
I'm very competent
377
500
75,4
High
9.
I have knowledge in using equipment, in the
work area
415
500
83
High
10.
I have knowledge of the work done
420
500
84
High
11.
I can share knowledge to empower other co-
workers
415
500
83
High
12.
With my ability, I am able to work with my co-
workers
426
500
85,2
High
13.
I mastered the work that became my main task
418
500
83,6
High
Joeliaty, Sri Djatnika, Vita Sarasi
Cooperative Member Performance Model Through Competency Collaboration and
Digital Marketing in Pangandaran Regency, West Java, Indonesia 1.521
The digital marketing level of cooperative members in Pangandaran Regency is at a
value of 69,04% or is in the high category. The description of the cooperative members’
digital marketing per item can be seen in Table 3. The lowest value in this variable is in the
4th statement item, which is about whether cooperatives use any metric to measure the
digital marketing process. This item is in the category of enough with a value of 64%.
While the highest value is in the 5th statement item regarding whether digital marketing is
important for a cooperative, which is with 87% and very high categories. The high results
of this item show that cooperative members support the digitization of cooperatives that
are followed.
Table 3. Description of Digital Marketing of Pangandaran Regency Cooperative
Members
No
Statement
Total
Score
Ideal
Score
Percenta
ge (Total
Score/Ide
al Score)
Category
per item
1.
I am satisfied with the digital skills
of today's cooperatives
334
500
67
Enough
2.
I think cooperatives take advantage
of the latest digital marketing
technologies such as SEO, SEA,
and others
327
500
65
Enough
3.
I think cooperatives update their
digital technology regularly or
adopt new technologies
336
500
67
Enough
4.
I think cooperatives use any metric
to measure the digital marketing
process
319
500
64
Enough
5.
Digital marketing is important for a
cooperative
433
500
87
Very
High
6.
I think cooperatives have smart
digital marketing strategies.
348
500
70
High
7.
I think cooperatives are better than
competitors when it comes to smart
digital marketing
341
500
68
Enough
8.
I think cooperatives allocate certain
budgets for digital marketing
technology
334
500
67
Enough
9.
I think cooperatives update the
website periodically
381
500
76
High
10.
I think cooperatives are active on at
least one social media platform and
website
329
500
66
Enough
The performance level of cooperative members in Pangandaran Regency is at a
value of 71,73 or is in the high category. A description of the performance of a cooperative
member per item can be seen in Table 4. The lowest value in this variable is in the 3rd
statement item, which is about the inability to communicate with other members. The result
of this negative item is that the rate is in the low category with a percentage of 49,8%. In
other words, the members judged that they could communicate well with each other. While
Joeliaty, Sri Djatnika, Vita Sarasi
Cooperative Member Performance Model Through Competency Collaboration and
Digital Marketing in Pangandaran Regency, West Java, Indonesia 1.523
the highest value is in the 13th and 14th statement items regarding allocating costs incurred
by cooperatives for digital marketing and the obligation of cooperatives in managing
websites periodically, which is 81% with a high category.
Table 4. Description of Cooperative Member Performance
No
Statement
Total
Score
Ideal
Score
Percentag
e (Total
Score/Ide
al Score)
Cate
gory
per
item
1.
I am involved in the management of
cooperatives
355
500
71
High
2.
I understand the principles of
cooperatives
363
500
72,6
High
3.
I am not able to communicate well with
my fellow members
249
500
49,8
Low
4.
In my opinion, I can give responses and
criticism to the strategy that will or is
being carried out by the cooperative
389
500
77,8
High
5.
I think cooperatives are able to make
decisions in cooperative business
situations
390
500
78
High
6.
I think cooperatives are able to lead
colleagues under their authority
387
500
77,4
High
7.
I think the cooperative manager is always
communicate with his subordinates
402
500
80,4
High
8.
I do not think the cooperative is able to
influence its subordinates (INVALID)
259
500
51,8
Low
9.
I think cooperatives reward managers or
employees who work well.
389
500
77,8
High
10.
In my opinion, cooperatives do not give
warnings or penalties against cooperative
managers or cooperative employees who
work poorly
289
500
57,8
Eno
ugh
11.
I think the cooperative provides facilities
that adequately support the performance
of the board
387
500
77,4
High
12.
I think cooperatives always serve the
aspirations of members
387
500
77,4
High
13.
I think cooperatives manage cooperatives
according to cooperative ethics
409
500
81,8
High
14.
I think cooperatives are open to criticism
and suggestions from members and
colleagues
409
500
81,8
High
15.
I do not think the cooperatives they
manage can develop properly
270
500
54
Low
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Discussion
Overview of the competence of cooperative members (X
1
) in District 48
Pangandaran is reflected from 13 category statement items per item in the high category.
The competence of cooperative members following their fields, namely fishermen, the
respondents have high competence and campaigning in their work. If we look at the origin
of the cooperative 63% comes from KUD Minasari which is located around Pangandaran
Beach and the livelihoods of the majority of fishermen. The second-largest KUD from
Minapari is located in Bojong Slawe Parigi subdistrict. By 33%, this location near the Port
is being processed for development in Pangandaran Regency because it is located on the
beach of fishermen's livelihoods.
Digital marketing overview of Pangandaran cooperative members (X
2
) is mirrored
by 10 question items. Overall, the average digital marketing picture of cooperatives in the
Pangandaran Regency is in the high category. When analyzed more than 10 items of
questions can be categorized 7 items questions related to digital marketing is quite a
category such as satisfaction questions about digital marketing capabilities with only 67%
expressed satisfaction, then cooperative questions followed using metrics or anything in
digital marketing value is only 64%. Similar questions range in value from 64% to 68%,
indicating that knowledge and skills regarding digital marketing are sufficient. In general,
respondents do not have enough knowledge with digital marketing because the education
level of the majority of respondents is the primary education level of 26%, secondary level
as much as 33%, and the high school level as much as 37%, This logical literacy about
digital marketing on these 7 items in the category is enough.
Meanwhile 3 question items consist of 2 question items in high categories with a
percentage of 70% and 76% and 1 question item in a very high category with a percentage
of 87%. To the question "digital marketing is important for a cooperative '' the majority of
respondents answered very important. The average of the 10 question items receives a
result of 69,64% which belongs to the high category with a value range of 68,1% to 84%.
When analyzed 69,64% in the high category but if from the distribution as many as 7 items
of questions in the category are quite related to digital marketing.
The performance picture of cooperative members in Pangandaran Regency is
reflected from 16 statement items in a high category. We eliminate 1 invalid question item,
namely question item Y.8, because the validity test result of the r count result< r table as
follows 0,146 < 0,197. Fifteen question items related to the performance of Pangandaran
Regency KUD members are 71. When analyzed more deeply in the question system, then
there are two items in the low category, namely question item Y.3 "Communication with
fellow members" and Y.15 "The confidence of cooperative members cannot develop
properly". Low categories exist in cooperative member performance variables, where they
perceive communication between members as less effective and member trust in
cooperative management, was low. This was also confirmed during the survey and the
results of questionnaires where in the past it was not good that the KUD Minasari had
slumped before it was taken by chairman H. Jeje Wiradinata. Currently, KUD Minasari has
started to move forward and has billions of rupiah turnover in a month.
In the sufficient category, there is one question item, namely Y.10 "Cooperatives do
not provide warnings and penalties against cooperative managers or employees who work
less well". This illustrates the level of trust of cooperative members in the application of
punishment. Furthermore, the remaining 12 question items on the performance variables
of cooperative members are in this high category indicating the performance of cooperative
members in Pangandaran Regency in the category "high".
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Partial hypothesis testing is as follows: the first hypothesis test found that the
competence of cooperative members positively affects the performance of cooperative
members in the KUD in Pangandaran Regent. This reinforces previous research conducted.
This value shows the magnitude of the influence of the competence of cooperative
members on the performance of cooperative members by 25,4%, while 74,6% is influenced
by other factors. This means the competence possessed today that the majority of
livelihoods as fishermen can catch fish and other marine products sold through cooperatives
so that cooperative members will get more coop surplus as an indicator of the performance
of cooperative members.
In addition, with increasing income, cooperative members will invest in fishing gear
such as nets purchased in cooperatives. It is also an indicator of the performance of
cooperative members. This result is reinforced by the results of (Arslan & Uzaslan, 2017)
which found that the core competencies of female entrepreneurs improve their performance
which is certainly the performance of women entrepreneurs. Another research that also
reinforces the findings of this research is (Amir et al., 2020) that competence can improve
employee performance.
Further testing of the hypothesis found that digital marketing positively affects the
performance of cooperative members in the KUD in Pangandaran Regency. The value that
shows the magnitude of the influence of digital marketing on the performance of
cooperative members is 8%, while 92% is influenced by other factors. This indicates that
although digital marketing influences member performance, it is categorized as low. This
corresponds to the interpretation of the coefficient of determination, as well as descriptive
results where 7 out of 10 questions of digital marketing variables fall into sufficient
categories. This is logical because the majority of respondents are members with levels of
education between primary school and high school. In addition, the age of the majority of
respondents over 50 years of age is 38% or included in the baby boomers born before 1960,
whereas in general this generation is less capable with technological developments. It can
be concluded that digital marketing has a low effect on the performance of KUD
Pangandaran Regency members. This finding strengthens the results of previous research
conducted by (Amir et al., 2020) which is that digital marketing can improve the
performance of flower traders in Sidomulyo Village, Batu City.
Simultaneous testing of the third hypothesis found that the performance of
cooperative members was influenced by the competence of cooperative members and
digital marketing by 25,4%, the remaining 74,6% was influenced by other factors that were
not studied. When examined more deeply the partial influence of cooperative member
competency variables on the performance of cooperative members, compared to
simultaneous hypothesis testing the results are the same. This indicates that to improve the
performance of KUD Pangandaran Regency, members need to focus on the competence of
cooperative members. Furthermore, other researchers can proceed with other factors that
affect the performance of cooperative members. This became the findings of the
performance model of cooperative members through collaboration between competence
and digital marketing in Pangandaran Regency, West Java
CONCLUSION
In general, the competence of cooperative members in the Pangandaran Regency is
in the high category because the majority of respondents who are fishermen have high
competence and ability in their work. Cooperative digital marketing in Pangandaran
Regency is also in the high category, but the results of item analysis and observation show
that knowledge and skills regarding digital marketing have not been so high. Lastly, the
Eduvest –Journal of Universal Studies
Volume 2 Number 8, August 2022
1.526 http://eduvest.greenvest.co.id
performance of cooperative members in the Pangandaran Regency is also in the high
category.
The results of hypothesis testing indicate that all three variables relate to the
proposed hypothesis, namely that competence and digital marketing positively affect the
performance of cooperative members, both separately and together. Partially, the influence
of cooperative members’ competence on the performance of cooperative members is
25,4%, while the influence of digital marketing on the performance of cooperative
members is 8%. Simultaneously, it was found that the influence of the competence of
cooperative members and digital marketing on the performance of cooperative members
was 25,4%.
This research shows that the performance of cooperative members can be maintained
and improved with due regard to their digital marketing competencies and capabilities, but
the focus needs to be provided in particular on digital marketing knowledge and skills.
Therefore, we propose that socialization and technical guidance are needed with this
digital marketing as well as teaching on the basics of digital marketing. Further research is
also needed that analyzes other factors that affect the performance of cooperative members,
especially because the results of the partial influence of cooperative members’ competence
on cooperative performance showed the same results as the simultaneous test of this study
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