Enhancing papermark’s brand awareness and profitability with a blue ocean strategy

Authors

  • Theresia Maria Septyas Nugraheni Institut Teknologi Bandung

DOI:

https://doi.org/10.55942/pssj.v6i1.1621

Keywords:

brand awareness, digital engagement, consumer perception, creative industry, market positioning, consumer insight, stationery branding

Abstract

This study examines the brand awareness and identity of Papermark, a Jakarta-based creative stationery brand, and proposes strategies to strengthen its position in Indonesia’s stationery market. Although Papermark has grown steadily, its visibility, digital presence, and customer engagement remain limited compared to those of its emerging and established competitors. This study identifies the drivers of awareness, diagnoses gaps between internal brand intentions and consumer experiences, and formulates recommendations to support long-term development. A mixed-method approach was used. Quantitatively, an online survey was analyzed using descriptive statistics and reliability testing to capture the perceptions of product aesthetics, functionality, personalization, digital touchpoints, and brand recall. Qualitatively, structured interviews with internal stakeholders, loyal customers, and potential customers explored operational priorities, brand meaning, and customer discovery paths. The integration of both sources enables an assessment of the current performance. The findings indicate that Papermark is perceived positively in terms of product quality, design consistency, and lifestyle. However, awareness is constrained by weak digital engagement, limited community building, and the underutilization of social media. Many respondents discovered the brand through offline retail, bazaars, or word-of-mouth rather than through digital channels. Younger consumers particularly associate stationery brands with high online activity, interactive content, and collaborative campaigns. This study recommends a digital community-centered strategy: identity-led content curation, consistent posting cadence, collaboration with creative communities, user-generated content activation, and interactive engagement tactics. Strengthening storytelling, improving search visibility, and integrating online and offline touchpoints are also recommended to elevate visibility, reinforce perceived value, and build customer relationship

Author Biography

Theresia Maria Septyas Nugraheni, Institut Teknologi Bandung

Theresia Maria Septyas Nugraheni is affiliated with Institut Teknologi Bandung

References

Aaker, D. A. (1991). Managing brand equity. The Free Press.

Bank Indonesia. (n.d.). Inflation (CPI overview). https://www.bi.go.id/en/fungsi-utama/moneter/inflasi/default.aspx

Bank Indonesia. (n.d.). Inflation (CPI overview). https://www.bi.go.id/en/fungsi-utama/moneter/inflasi/default.aspx

Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108

Barney, J. B., & Hesterly, W. S. (2019). Strategic management and competitive advantage: Concepts and cases (6th ed.). Pearson.

Blue Ocean Student Entrepreneur Competition. (n.d.). Blue Ocean tools & templates. https://blueoceancompetition.org/blue-ocean-tools-templates/

Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77–101. https://doi.org/10.1191/1478088706qp063oa

Business Indonesia. (2024, May 13). Indonesia’s food packaging sector is primed for circular economy applications (citing Rakuten Insight, 2023). https://business-indonesia.org/news/indonesia-s-food-packaging-sector-is-primed-for-circular-economy-applications

Data Reportal. (2024, February 21). Digital 2024: Indonesia. https://datareportal.com/reports/digital-2024-indonesia

Keller, K. L. (2001). Building customer-based brand equity: A blueprint for creating strong brands. Marketing Science Institute.

Keller, K. L. (2008). Strategic brand management (3rd ed.). Pearson.

Kim, W. C., & Mauborgne, R. (2004, October). Blue ocean strategy. Harvard Business Review. https://hbr.org/2004/10/blue-ocean-strategy

Kotler, P., & Keller, K. L. (2016). Marketing management (15th ed.). Pearson.

Perreault, W. D., Jr., & McCarthy, E. J. (2002). Basic marketing: A global-managerial approach (14th ed.). McGraw-Hill/Irwin.

Porter, M. E. (1981). The contributions of industrial organization to strategic management. Academy of Management Review, 6(4), 609–620. https://doi.org/10.5465/amr.1981.4285706

Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review. https://hbr.org/2008/01/the-five-competitive-forces-that-shape-strategy

WIPO. (2014). Law No. 28 of 2014 on Copyright (Indonesia). https://www.wipo.int/wipolex/en/legislation/details/15600

Downloads

Published

2026-01-31

How to Cite

Nugraheni, T. M. S. . (2026). Enhancing papermark’s brand awareness and profitability with a blue ocean strategy. Priviet Social Sciences Journal, 6(1), 741–762. https://doi.org/10.55942/pssj.v6i1.1621
Abstract Views: 14 | File Views: 6