51 Chapter III Research Methodology 3.1 Research Design Figure 3.1 Research Design In alignment with the flowchart above, data analysis in this study began by translating the research problem identified through preliminary observations and refined via a 52 literature review into specific investigative questions, Following data collection through surveys, interviews, and secondary sources, the material underwent two main analytical phases which is External analysis identifies the opportunities and threats that exist in the marketplace by examining macro-level conditions (PESTEL) and competitive dynamics (porter five forces), meanwhile internal analysis pinpoints the organization’s strengths and weaknesses, focusing on resources, capabilities, and marketing performance, and by merging these insights into a SWOT framework, a company gains a clear strategic outline that balances both external factors (O–T) and internal realities (S–W) also the Value Proposition Canvas is employed to ensure that the firm’s offerings truly align with customer needs and challenges: it systematically maps out how specific product or service features deliver tangible benefits and address real consumer pain points, this combined approach not only highlights where the company can excel or must improve but also crystallizes how it can create meaningful value for its target audience, the Strategy Proposal consisting of recommendations for Segmentation, Targeting, and Positioning (STP), a 7P Marketing Mix, and an Integrated Marketing Communication (IMC) plan, Finally, all results were consolidated into Recommendations and Conclusions, ensuring that the proposed strategies were backed by rigorous, multi‐faceted data analysis that integrated both quantitative and qualitative evidence. 3.2 Variable Operationalization Below is an overview of how the key variables were operationalized in this study and to test the relationships among Social Media Marketing, Brand Awareness, and Purchase Intention, in this research defined each construct in measurable terms based on recent literature, all of these operational definitions form the foundation for developing survey items and analyzing the data quantitatively, in the following table presents a succinct yet comprehensive summary of each variable, along with brief explanations and the primary sources that informed these definitions. 53 Table 3.1 Variable Operationalization Variable Explanation Sources Social Media Marketing The use of digital platforms (like Facebook, Instagram, Twitter, TikTok) to promote products or services, enhance brand visibility, engage consumers, and drive purchase intentions Saputra & Wardana (2023); Sang et al. (2023) Brand Awareness The degree to which consumers recognize or recall a brand, which is fundamental to brand equity and influences the likelihood of the brand being considered at the point of purchase Chovanová et al. (2015); Faisal & Ekawanto (2021); Purchase Intention The expressed likelihood or plan of consumers to purchase a specific product or service in the future, serving as a key predictor of actual buying behavior Indrayana & Santika (2024); Kurniasih et al. (2024) Following the table, these operational definitions guided the development of our survey instrument also in this research designed closed-ended questions to capture respondents’ agreement or disagreement with statements corresponding to each construct, respondents indicated whether improved social media marketing would increase their brand awareness or influence their purchase decisions, also by quantifying the percentage of affirmative responses, in this research were able to test our hypotheses regarding the positive impact of social media marketing on both brand awareness and purchase intention, as well as the mediating role of brand awareness in 54 linking social media marketing to purchase intention, this structured and measurable approach ensures clarity and consistency in assessing the constructs and ultimately supports robust statistical analysis. 3.3 Data Collection Method This section outlines both primary and secondary data collection methods used to gather a comprehensive dataset for analyzing Pratista respondents, and by combining surveys, interviews, and secondary data sources, the study aims to provide a robust understanding of Pratista’s market environment and consumer behavior. 3.3.1 Primary Data Collection Primary data will be gathered through surveys and interviews designed to capture direct insights from Pratista’s target audience and stakeholders 3.3.1.1 Survey The customer survey will gather quantitative data on demographic characteristics, purchasing behavior, brand perceptions, and digital engagement, Cluster analysis will be applied to segment customers based on shared characteristics, supporting the creation of customer personas and targeting strategies. The survey will be conducted online, using platforms like Google Forms, targeting respondents who fit the brand’s demographic profile, and to ensure a representative sample, Slovin’s formula was applied to calculate the sample size based on Indonesia’s adult population over 15 years old, totaling 213,997,845, Using a 7% margin of error for balanced accuracy and feasibility, the sample size was calculated as follows where: 55 ● N= 213,997,845 (latest data of Indonesia population above 15 years old) ● e= 0,07 (7% margin of error), This results in a minimum sample size of 204 respondentsand this number offers a reliable level of precision for understanding broad consumer trends and behaviors relevant to Pratista, providing a quantitative foundation for understanding consumer behaviors, preferences, and perceptions of Pratista’s products, in order to capture a broad and representative snapshot of consumer perceptions, behaviors, and demographics relevant to Pratista’s market, a random sampling method is applied, ensuring that each member of the population has an equal probability of being included in the study which is examined monthly skincare budgets, purchase frequency, brand awareness, and perceived quality, and by aggregating and analyzing these metrics statistically, the survey offered a numerical snapshot of the market, revealing dominant consumer segments, key factors influencing purchasing decisions, and the extent of Pratista’s penetration relative to competitors. 3.3.1.2 In Depth Interview To gain more nuanced insights, one-on-one interviews were conducted with select consumers who exhibited varied backgrounds and skincare routines ranging from simple, budget-focused users to more advanced or specialized users (like those incorporating retinol or pregnancy-safe products), and all of these qualitative interviews delved into personal motivations, concerns about irritation or product compatibility, and triggers for trying new brands, the interviewees firsthand experiences and anecdotes provided depth to the quantitative results allowing the study to capture emotional drivers and detailed product feedback that a survey alone might overlook Interview Question Protocol  Can you describe your current skincare routine. Do you follow basic steps or a method like skin cycling. 56  What factors do you consider (like product ingredients, price) when choosing or changing your routine.  How did you first learn about Pratista or other skincare brands (like clinics, social media).  Which platforms or sources (like TikTok, Instagram, word-of-mouth) most influence your awareness of new brands.  What makes you feel confident about trying new products (like ingredients, testimonials, influencer reviews).  Are there any concerns (like irritation, price) that stop you from purchasing certain products.  Which social media platforms do you rely on most for product research.  How do influencers or content creators shape your perceptions and decisions.  Where do you prefer buying skincare (like Shopee, TikTok Shop). Why.  Do promotions, discounts, or free shipping significantly affect your buying habits.  What aspects of Pratista’s products or services do you find most appealing (like retinol effectiveness, clinic consultations).  Have you encountered any issues or weaknesses that might deter you from repurchasing.  What kind of loyalty incentives (like discounts, community groups) keep you returning to the same brand.  How important is post-purchase support, such as responsive customer service or follow-up consultations.  Are there advanced or specialized product variants you would like to see (like higher retinol concentrations, pregnancy-safe formulas).  In your view, how can brands (like Pratista) improve to better meet your evolving skincare concerns. 3.3.1.3 Focus Group Discussion (FGD) 57 An FGD brought together Pratista’s internal stakeholders, including the Chief of Marketing, Chief of Operations, Chief of HR, Chief of Finance, and Quality Assurance, In a moderated setting, these key decision-makers openly discussed Pratista’s tangible and intangible resources, operational strengths, and strategic commitments such as technology investments and sustainability practicesand this group discourse illuminated how internal capabilities align with external opportunities and threats, offering a comprehensive view of Pratista’s competitive advantages and challenges from an organizational perspective. FGD Question Protocol  Which physical assets (like clinics, technology, equipment) are most critical to Pratista’s success.  How do these resources enhance the customer experience and operational efficiency.  How does Pratista’s financial stability enable strategic projects, such as product R&D or marketing.  In what ways do advanced tools (like CRM systems, online booking) streamline customer interactions.  What practices help Pratista maintain a strong reputation (like quality control, word-of-mouth, reviews).  How do personalized consultations and follow-up services contribute to long- term customer loyalty.  What role does staff training and development play in delivering high-quality service.  How do soft skills like empathy or communication impact customer satisfaction.  Which core capabilities (like customer-centric approach, product innovation) set Pratista apart from competitors.  How do we leverage these advantages in an increasingly competitive market. 58  What sustainability measures (like eco-friendly packaging, safe ingredients) has Pratista implemented.  Do these practices align with consumer expectations, and how do they reinforce our brand image.  How might AI-driven product recommendations or other digital innovations further differentiate Pratista.  Which emerging social media trends or consumer behaviors should Pratista focus on next.  Considering shifts in the skincare industry, where do you see the greatest opportunities for expansion or partnership.  How can Pratista maintain and improve its competitive edge over time. 3.3.2 Secondary Data Collection To contextualize the skincare industry in Indonesia, secondary data were collected from government regulations, academic journals, industry reports, and market statisticsand this included PESTEL-related information on regulatory compliance (BPOM and Halal certification), economic indicators like growth in disposable incomes, and competitor analyses detailing market shares and consumer preferences, and these external references substantiated the findings from primary research, ensuring that proposed strategies were informed by current market realities and best practices in the broader cosmetics landscape. 3.4 Data Analysis Method This section describes the data analysis methods chosen to explore Pratista’s brand awareness, customer retention, and competitive position, and a mixed-methods approach, combining quantitative and qualitative analysis with key marketing frameworks, provides a comprehensive understanding of Pratista’s internal and external environment. 59 3.4.1 Mixed-Methods Approach Data Analysis Methods utilized in the study, detailing how both quantitative and qualitative data were interpreted and integrated to arrive at robust conclusions 1. Quantitative Data Analysis The initial step involved processing the online survey responses from respondents, basic descriptive statistics (frequencies, percentages, means) were calculated to map out consumer demographics, purchase frequencies, monthly expenditure levels, and brand perceptions, Visual representations, such as bar charts and pie charts, helped highlight trends in user preference and behavior (most popular product lines, likelihood of repurchase), Where applicable, simple cross-tabulations were performed to uncover relationships such as how often certain age groups purchased skincare or which platforms had the highest reported brand discovery, and these quantitative findings formed the backbone of the Customer Analysis and helped validate market positioning 2. Qualitative Data Analysis o In-Depth Interviews Responses from interviews (with a select group of Pratista users) were transcribed and then examined using thematic analysis, Each transcript was systematically coded for recurring themes (like price sensitivity, product gentleness, social media influence), Clusters of similar codes were merged into overarching categories such as “Motivations to Purchase” or “Concerns Over Irritation” to distill the interviewees’ collective insights o Focus Group Discussion (FGD) 60 The FGD transcript with Pratista’s internal stakeholders (Chief of Marketing, Chief of Operations, Chief of HR, etc,) was also subjected to content analysis, focusing on identifying key points regarding company resources, organizational capabilities, and strategic objectives, Statements were mapped to relevant frameworks (like Resource-Based View, VRIO) to highlight internal strengths and weaknessesand this allowed the study to capture a nuanced picture of how senior management perceives Pratista’s market position and future directions 3. Triangulation and Cross-Referencing A central feature of the analysis was triangulation, which involves comparing and consolidating multiple data sources to enhance the credibility of findings, Specifically o Survey and Interviews Themes that emerged in interviews such as the importance of discounts for younger consumers or the emphasis on retinol were checked against survey results to confirm how widespread these preferences actually were o FGD and Secondary Data Insights from the FGD (like the brand’s strong financial base and sustainability focus) were cross-referenced with external reports, legal requirements (BPOM, Halal certification), and competitor analyses to confirm whether Pratista’s internal strategies aligned with real-world market conditions.