Video summary

SUKSES TERNAK KAMBING DAN DOMBA TANPA NGARIT, KANDANG TIDAK BAU DAN TERNAK SEHAT | KISAH INSPIRASI

Main summary

Key takeaways

Business

Business model & growth timeline (Merapi Farm)

Start-up capital / bootstrap

  • Began by selling a motorbike (Vixion) for Rp5,700 (the subtitle also shows Rp15,700 in another line).
  • Used the proceeds to build a cage (~Rp1 million) and buy initial livestock, starting with 10 head.

Livestock scaling

  • Grew from 10 heads (2016) to ~1,800–2,000 head total partners.
  • Merapi Farm’s own operation runs ~400–500 head.

Milestones / strategy pivots

  • 2016–2017: focused on fattening & selling around the Islamic sacrifice (qurban) season.
  • 2019 (Sep 1): collaborated with PPKD cooperative to build a feed factory, entering/expanding into animal feed sales.
  • 2020 (Aug): started goat milking to capture milk demand (especially in Sleman/Cangkringan area).
  • 2020: processed livestock waste into fertilizer.
  • 2022: bought a green baler to compress/preserve forage (waping/rolling greens) to stabilize feed supply.

Vision, positioning, and partnership approach

Vision

  • Become a “one-stop shopping and one-stop learning” goat & sheep farm.

Partnership network as a growth lever

  • Core belief: more partners on-board → easier execution and processes.
  • The partner ecosystem reduces dependence on a single operation and helps scale outputs (animals, milk, feed, fertilizer).

Product/portfolio (3 operational categories)

Merapi Farm runs three pen/activity types:

  • Dairy goats: uses Saanen Alpine breed.
  • Meat goats & sheep: includes Dorper, Merino, and local sheep.
  • Ornamental goats: e.g., Nigerian Dwarf and Gembrong (for aesthetic/decoration use).

Market strategy: revenue channels + demand validation

Primary early GTM channel: qurban sales

  • Demand concentrates in a short period: if 10% of Indonesians sacrifice, then millions of animals are needed within ~4 days of tasrik.
  • Buying decisions are easier for nearby buyers than traveling far.

Observed demand durability

  • Claim: qurban livestock sales always sold, with only small leftovers.
  • Example: sold 1,000 heads with ~38 left over (~3.8% leftover rate), and animals still moved to other channels afterward.

Secondary channels

  • After qurban: sells to satay sellers, aqiqah/thanksgiving, and other slaughter/consumption demand.

Operations & management playbooks (execution system)

1) Mortality reduction system (prevention + quarantine + diagnosis)

  • Key principle: live animals have high risk—minimize death rate via a healthy, sterile pen environment.
  • Preventive measures: performed twice a week.
  • Early sickness detection:
    • Example behavior: sick goats/sheep stop eating and stay in corners.
  • When disease risk increases, prepare:
    1. Right medicine
    2. Medical personnel ready to treat/inject
    3. Special quarantine locations for isolation
  • Expected outcome: if followed, death rate stays small.

2) “No stink” / odor-control operations

  • Smell control is treated as hygiene + animal management + infrastructure design:
    • Keep dirt orderly and cleaned to avoid odor buildup.
    • Bathe livestock periodically.
    • Pen design: cages built with higher ground-to-floor clearance to ease cleaning.
    • Air circulation: odor worsens with poor airflow; good circulation helps it dissipate daily.

3) Feed technology standards (consistency > improvisation)

  • Feed management follows three pillars:
    • Consistency (don’t change formulations arbitrarily)
    • Sufficient quantity
    • Quality (protein, carbohydrates, fiber, additives; including minerals like amino acids and mineral blocks)
  • Feeding time flexibility:
    • Feeding time (e.g., 00:00 vs 08:00) can vary as long as schedule/standards stay consistent.
  • Supply strategy:
    • Farmers/handlers don’t need to “ngarit/weeding forage” because feed is provided as complete concentrated feed, including fiber.
    • This supports raising livestock in city areas (assuming pen space and labor are available).

Entrepreneurship/leadership tactics (how the ecosystem scales)

  • Capital + knowledge + market networks
    • Investors can be used if there is:
      • a clear business concept
      • commitment
      • ability to explain the market
  • Core leadership behavior: continuous socializing/networking
    • Mistakes are corrected by learning from others (e.g., visiting animal husbandry faculty/UGM for feed science).
    • Uses modern channels: WA groups, Telegram groups, Facebook groups to share problems and get solutions.
  • Definition of success = ecosystem-building
    • Not just personal wealth: success means helping others become profitable too.
    • Positions Merapi Farm as a model that invites others to prosper (neighbors can start dairy goats because results are demonstrated and replicated).

Key metrics & KPIs mentioned (and implied targets)

Scale metrics

  • Total partners: ~1,800–2,000 head
  • Merapi Farm alone: ~400–500 head

Initial unit economics references

  • Start with 10 head
  • Cage build: ~Rp1 million (as stated)

Seasonal sales performance

  • Example qurban sales: 1,000 heads sold
  • Leftover example: 38 head remaining (~3.8%)
  • Claim: ~97% absorbed in qurban

Operational KPIs

  • Minimize death rate via preventive and quarantine procedures (no numeric target given).

Processing/capacity metrics (investments implied)

  • Feed factory (from 2019 Sep)
  • Fertilizer processing (from 2020)
  • Green baler forage preservation (from 2022)

Concrete actionable recommendations (practical takeaways)

  • If starting from scratch:
    • Start with small head count (he used 10 head), then scale via market validation.
  • Build a multi-channel sales plan:
    • Use qurban as the early demand engine; then route animals to satay sellers and other slaughter events afterward.
  • Operational discipline beats improvisation:
    • Enforce twice-weekly prevention, observe behavioral sickness signs, and use quarantine when needed.
  • Design pens for hygiene + airflow:
    • Use high clearance for easy cleaning and ensure ventilation to prevent odor.
  • Stabilize feed supply with standards:
    • Follow documented feed standards for consistency, quantity, quality, and use complete feed to reduce foraging labor dependency.
  • Use partnerships and knowledge networks:
    • Recruit partners/investors when market logic is clear.
    • Use online groups to accelerate problem-solving and learning cycles.

Presenters / sources

  • Presenter: Taufik Mawad (called Dani) — Merapi Farm / Pososorejo Hamlet, Umularjo Village, Cangkringan District, Sleman Regency (Mount Merapi slopes).
  • Cited collaborator/source entity: PPKD cooperative (for the feed factory partnership).
  • Mentioned institution (for learning/networking): Faculty of Animal Husbandry, UGM (Universitas Gadjah Mada).

Original video