Maicih's Growth and Strategies

Summary

This meeting featured an in-depth discussion with the founder of Maicih, covering the company's growth, key business milestones, challenges, marketing strategies, and export journey over the past 15 years.
Highlights included Maicih's sales peaking at 300,000 packs per month (valued at up to 6 billion IDR), expansion into over 15 countries, and lessons learned from significant business setbacks such as fire, system failures, and failed ventures.
Emphasis was placed on building sustainable systems, the importance of patience and spirituality, and adapting strategies for both local and global markets.
The founder shared personal insights on leadership, organizational restructuring, and the company's recent focus on optimization and brand rejuvenation for 2025.

No specifically assigned immediate action items or deadlines were stated in the transcript.

At its sales peak, Maicih achieved 300,000 packs per month (up to 6 billion IDR in monthly revenue); average sales typically ranged between 1-2 billion IDR per month.
Product development started with casual sales and quickly scaled up through strong word-of-mouth and Twitter-driven hype around unique "spicy level" chips.
The brand has expanded internationally and exports now account for about 35% of total revenue, with distribution in over 15 countries including Japan, Netherlands, Belgium, Australia, the Philippines, Malaysia, Singapore, and the UAE.
Challenges included supply chain complexity (including issues with cassava suppliers), scaling production, and competition with over 100 similar brands emerging during peak hype.
A significant drop in employee count from 100 to 20-30 people was achieved through improved systems and partial automation, leading to increased efficiency.

Maicih was built around a fictional brand persona and leveraged moments like the rise of "alay" language and Twitter for early marketing success.
The "spicy levels" concept became a key differentiator and viral driver, making consumption a game for consumers.
Sales began via mobile “general” resellers opening their trunks; as demand grew, Maicih shifted to retail and export models, using a network of resellers and distributors.
Direct entry into modern retail like Alfamart is possible, but the founder favors value competition (community building, fan base, narrative) over price wars.
Key message: sustained value-driven branding helps maintain relevance over viral, short-lived campaigns.
Product portfolio includes 9 SKUs, with careful data-driven decisions for new product launches after prior losses from intuition-based expansion.

Growth exposed limitations in systems and leadership, with the founder initially acting as "chief everything officer," leading to inefficiencies and burnout.
Organization restructured into two companies: one for production (Maicih) and one for marketing/distribution/branding (Mama Incu), with separate professional directors and a focus on clear role allocation.
Experiencing business setbacks (factory fire, internal corruption, Covid-19, loss of billions in failed ventures) prompted lessons in patience, building strong systems, and maintaining ethical/spiritual grounding.
Emphasized that building a strong, learning-oriented, and values-driven team is crucial for sustainable growth and resilience.

Exporting snacks requires strict compliance with international standards, especially for markets like Japan and the US, including extensive lab testing and specific certifications.
Entry strategy leverages Indonesian diaspora abroad as early adopters and promoters, before targeting broader local populations.
Some countries have unique demands (e.g., "level zero" non-spicy chips for Japan) and the export division is growing, especially post-Covid.
The company continues to seek partners with established distribution channels for further global reach, highlighting the importance of collaboration over going solo.

Founder nearly closed the business three times: after a factory fire, after substantial financial loss (including corruption-related system leaks), and during Covid-19 (compounded by personal family health challenges).
The "biggest mistake" was prematurely investing in a restaurant business (“Warung Maicih”) driven by following competitors’ targets rather than Maicih’s own strengths and data, leading to closure and financial loss.
Spirituality and returning to the initial purpose of being a source of blessing for others were cited as key to overcoming adversity and regaining motivation.

For 2025, Maicih is prioritizing optimization and brand rejuvenation, including a refreshed logo and mascot.
The organization aims to be more data-driven, leveraging discipline, continuous validation, and collaboration to stay relevant.
The founder encourages other F&B businesses to collaborate and sustain momentum beyond viral trends.

Organizational restructuring — Split business into two companies (production and distribution/branding) to improve focus, leadership, and operational efficiency.
Brand rejuvenation for 2025 — Ongoing efforts to optimize and refresh Maicih’s brand presence with new logo, mascot, and disciplined execution.
Focus on value-based marketing — Decision to prioritize building community/fan base and unique storytelling over competing solely on low price.

No explicit open questions or pending follow-ups were identified in the transcript.