Kuih Sri Manja at a Crossroads

Preserving Kelantanese Culinary Heritage while Building a Resilient Mobile Micro-Enterprise

Authors

  • Abdullah Muhamed Yusoff Faculty of Hospitality, Tourism and Wellness, Universiti Malaysia Kelantan

DOI:

https://doi.org/10.51471/c13df066

Keywords:

Kuih Sri Manja, culinary heritage, micro-enterprise, food entrepreneurship, digital marketing

Abstract

"People stop because the kuih is fresh, but they return because it feels like home. The question is how to grow without taking that feeling away."

Before the sun had fully cleared the rooftops around Pantai Cahaya Bulan (PCB), the morning market was already gathering its rhythm: motorcycles turning into narrow gaps, vendors lifting canvas awnings, and customers moving with the purpose of people buying breakfast before work. At one end of the market, Mr. Mohammad Saiuddin prepared his small mobile stall, known locally as Kuih Manja PCB Rider. The stall was simple, but its work was precise. Batter, fillings, a heated flat pan, food containers, and the small movement of hands that turned a thin layer of batter into Kuih Sri Manja had to be ready before the first queue formed.

For more than two decades, Saiuddin had built his livelihood around a familiar local delicacy. His product was rooted in the sensory appeal of freshly prepared kuih: soft batter, warm filling, a lightly golden surface, and the social exchange of buying food directly from the maker. Yet the market around him was changing. Younger consumers were asking for custard, chocolate, and cheese versions. Customers who discovered the stall through WhatsApp and social media wanted to pre-order. Competition from packaged snacks and other market vendors was becoming more visible. Rain, limited preparation space, and the practical limits of a mobile setup remained constant threats.

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Published

30-06-2026

How to Cite

Kuih Sri Manja at a Crossroads: Preserving Kelantanese Culinary Heritage while Building a Resilient Mobile Micro-Enterprise. (2026). International Journal of Entrepreneurship Case Study (IJECS), 5(1), 17-23. https://doi.org/10.51471/c13df066