This article is an anthropology study on how western-style coffee culture influences Indonesian coffee culture and eventually develops a new localized coffee culture. Immense development of such worldwide coffee franchise as Starbucks affects local community's coffee culture, particularly the middle class. This new wave is considered as an alternative lifestyle for those who are consumptive and seeking for leisure, dynamics, and identity. Broader than just the process of domestication or creolization, Indonesian new coffee culture has an element of “soft countering to” western coffee culture even though it still embraces some parts of the western styles. This phenomenon is referred to by the writer as the cultural encapsulation process or the process of substantial cultural resistance by drawing a line between the two coffee cultures with the intention of taking merely compatible elements.

Sustainable consumption became the community’s attention as the respond of worrying consumption growth direction that tends to excessively exploit nature without considering the continuity of the next generation. Take into account the growing coffee consumption in Indonesia, this article tries to prove whether the connoisseur consumers (CCs) are capable to mediate dynamics capabilities (DCs) of single origin coffee shops (SOCSs) and to encourage the consumption sustainability. In-depth interview to 30 SOCS managers, 60 baristas and 450 consumers, it is found that CCs are capable of supporting the business continuity of SOCSs because they are loyal consumers with the contribution of more than 20% from the total consumers. Correlation testing between connoisseurs’ attributes and the number of visits also shows positive value. It means there is a significant relationship. In addition, related to the sustainability attribute, the existence of CCs has encouraged the practice of consumption sustainability. At the same time, CCs are capable to moderate SOCSs to improve sensing, seizing, and transforming shop management to put up with the competition. Based on the above findings, CCs are moderating SOCSs in improving their DCs to be more potential in improving the sustainable consumption of coffee commodity in the future.

The penetration of modern supermarkets is believed to be the cause of the declining role of traditional markets and street vendors in Indonesia. But the competition between state-promoted markets and traditional markets is rarely discussed. This investigation focuses on traditional markets as social institutions, which continuously have developed a variety of strategies in order to remain competitive in the midst of intense rivalry. Firstly, we will outline a theoretical understanding of the traditional markets positioning along the concepts of flexibility and market devices. Secondly, we empirically reflect the strategies of four traditional vegetable markets in the District of Malang, East Java Province, as case studies. We show that the traditional markets build flexibility without governmental support by: (1) specifying commodities, (2) segmenting customers, (3) managing the load time, (4) modifying transportation to operate more efficiently, and (5) minimizing transaction costs by leveraging social capital. We argue that traditional vegetable markets institutionally reduce the potential of transaction costs to be competitive and avoid problems of coordination by building social capital through networks. All in all, market institutions supported by market devices are flexibly capable of adapting to the pressures of both selfishness among actors and competition with other markets.