scholarly journals IMPLEMENTING A CANVAS BUSINESS MODEL IN DWH BILEBANTE AND DWH SESAOT'S TOURISM PACKAGE INNOVATION

2021 ◽  
Vol 1 (4) ◽  
pp. 437-448
Author(s):  
Endang Sri Wahyuni ◽  
Supardi ◽  
IAY Sari Dewi Utami Pidada
Keyword(s):  
Business Model ◽  
Product Testing ◽  
Business Model Canvas ◽  
Engineering Activity ◽  
Study Results ◽  
Green Tourism ◽  
Testing Potential ◽  
The Government ◽  
Primary Focus ◽  
First Time

Bilebante Green Tourism Village Central Lombok and Sesaot Green Tourism Village are two tourist villages that have the same history in building and developing tourist villages. DWH Bilebante was first initiated for its development by the Putri Renjani cooperative. At the same time, DWH Sesaot was ideated and set for the first time by the Sugeh Engger Sesaot Cooperative. The cooperative has a business unit, DWH, which is tasked with developing tourism businesses to increase cooperative profits. The two DWHs were also facilitated in 2014 by GIZ (Gesellschaft fur Internationale Zusammenarbeit), an institution from Germany whose primary focus is building the Government of Indonesia to develop Tourism Villages. These two villages were significantly impacted by the organization's assistance in developing the village into tourist spots.This study aims to find out how the tour packagesinnovationoccurred at DWH Bilebante and DWH Sesaot. This research describes how to tour package innovations and product designs are carried out using a business model BMC (business model canvas). This research is qualitative. The reference for innovation comes from Law No. 19. Innovation is a research, development, and/or engineering activity carried out to develop the practical application of new scientific values ​​and contexts or new ways to apply existing science and technology into products or production processes.This research was included in the research and development study, and the engineering carried out for the development.So, this study views the process in Research & Development developed by Sugiono (2008:40). It can be used to describe how the tour package innovations were carried out by the two DWHs, Bilebante and Sesaot. The stage starts from finding potential and problems, data collection, product design, design validation, redesign vision, product testing, product revision, product testing, potential and problems, mass production (marketing). The study results are DWH Bilebante, and DWH Sesaot have carried out various tour package innovations but have not implemented BMC (business model canvas) to innovate tour package products.They have stepped up the process without going through product designs made in BMC, so the resulting product has no desirability, feasibility, viability. Thus these two DWHs have not been able to sell tour packages optimally with maximum value.

IMPLEMENTING A CANVAS BUSINESS MODEL IN DWH BILEBANTE AND DWH SESAOT'S TOURISM PACKAGE INNOVATION

2021 ◽  
Vol 1 (4) ◽  
pp. 437-448
Author(s):  
Endang Sri Wahyuni ◽  
Supardi ◽  
IAY Sari Dewi Utami Pidada
Keyword(s):  
Business Model ◽  
Product Testing ◽  
Business Model Canvas ◽  
Engineering Activity ◽  
Study Results ◽  
Green Tourism ◽  
Testing Potential ◽  
The Government ◽  
Primary Focus ◽  
First Time

Bilebante Green Tourism Village Central Lombok and Sesaot Green Tourism Village are two tourist villages that have the same history in building and developing tourist villages. DWH Bilebante was first initiated for its development by the Putri Renjani cooperative. At the same time, DWH Sesaot was ideated and set for the first time by the Sugeh Engger Sesaot Cooperative. The cooperative has a business unit, DWH, which is tasked with developing tourism businesses to increase cooperative profits. The two DWHs were also facilitated in 2014 by GIZ (Gesellschaft fur Internationale Zusammenarbeit), an institution from Germany whose primary focus is building the Government of Indonesia to develop Tourism Villages. These two villages were significantly impacted by the organization's assistance in developing the village into tourist spots.This study aims to find out how the tour packagesinnovationoccurred at DWH Bilebante and DWH Sesaot. This research describes how to tour package innovations and product designs are carried out using a business model BMC (business model canvas). This research is qualitative. The reference for innovation comes from Law No. 19. Innovation is a research, development, and/or engineering activity carried out to develop the practical application of new scientific values ​​and contexts or new ways to apply existing science and technology into products or production processes.This research was included in the research and development study, and the engineering carried out for the development.So, this study views the process in Research & Development developed by Sugiono (2008:40). It can be used to describe how the tour package innovations were carried out by the two DWHs, Bilebante and Sesaot. The stage starts from finding potential and problems, data collection, product design, design validation, redesign vision, product testing, product revision, product testing, potential and problems, mass production (marketing). The study results are DWH Bilebante, and DWH Sesaot have carried out various tour package innovations but have not implemented BMC (business model canvas) to innovate tour package products.They have stepped up the process without going through product designs made in BMC, so the resulting product has no desirability, feasibility, viability. Thus these two DWHs have not been able to sell tour packages optimally with maximum value

scholarly journals Analisis Business Model Canvas (BMC) Mie Tjap Tiga Anak Desa Wlahar Kulon Kecamatan Patikraja Kabupaten Banyumas

2021 ◽  
Vol 2 ◽  
pp. 298-302
Author(s):  
Rina Dwi Lestari ◽  
Yusuf Enril Fathurrohman
Keyword(s):  
Business Model ◽  
Customer Relationships ◽  
Personal Assistance ◽  
Business Model Canvas ◽  
Value Propositions ◽  
The Government ◽  
Product Sales ◽  
The Cost ◽  
Key Resources ◽  
Research Type

This study aimed to analyze the design of the canvas business model of the Tjap Tiga Anak Noodle Factory. The method used was the descriptive-analytical method because, in this study, a qualitative research type was chosen to analyze the Business Model Canvas to map the business state at the Mie Tjap Tiga Anak Factory. The results of research, at the Mie Tjap Tiga Anak Factory using a business model canvas, showed business activities in 9 elements, namely customer segments with B2C and B2B, value propositions that were certified halal (LPPOM MUI), channels used were direct and indirect, customer relationships with apply personal assistance, revenue streams were product sales, key resources were human resources, key activities were production activities, key partnerships were carried out with the government, distributors, and the community or customers, and the cost structure includes fixed and variable costs.

scholarly journals Strategy In Development Of Processing Salak At Ud. Salacca Through Business Model Canvas Approach

2019 ◽  
Vol 1 (2) ◽  
pp. 1-14
Author(s):  
Juni Hartati ◽  
Yulia Windi Tanjung ◽  
Anugrah Sri Widiasyih ◽  
Timbul Rasoki
Keyword(s):  
Business Model ◽  
Large Scale ◽  
Raw Materials ◽  
Group Discussion ◽  
Secondary Data ◽  
Primary Data ◽  
Alternative Strategies ◽  
Counseling Training ◽  
Business Model Canvas ◽  
The Government

This study is aimed to analyze business model, internal external environment and formulate alternative strategies in UD. Salacca based on Business Model Canvas. The methods of research used are descriptive qualitative method. The data was obtained through secondary data and primary data. Data collected through depth interviews, observation and focus group discussion. The sampling method used was purposive sampling. Data were analyzed using the SWOT and BMC. The results showed that SWOT has Strengths (S), South Tapanuli is the salak production center in North Sumatra. Weaknesses (W) such as some products are not always available and cannot meet large-scale demand or exports; venture capital, technology and labor are still limited; there is no official cooperation contract with suppliers, customers and distributors. Therefore, BMC now needs to be improved by utilizing Opportunities (O) including the assistance from the Government in the form of counseling, training and mentoring of the production machinery business; product promotion facilities at trade shows / festivals and also trade sites; other than that the product has been in demand by domestic and foreign tourists; The business already has a link to export products. So as to be able to face the Threat (T) of many competing products that use substitute raw materials and more sophisticated production technology resulting in consumers not loyal. The resulting alternative strategies are increasing consumer reach and business scale; improvement of production facilities and infrastructure; improving services with consumers; partnerships with distributors and souvenir vendors; increase capital, technology and labor.

scholarly journals The existence of local parties in the perspective of banda aceh citizens

2022 ◽  
pp. 111-118
Author(s):  
Taufik Abdullah ◽  
Mr. Hamdani ◽  
Mr. Mulyad
Keyword(s):  
Political Parties ◽  
Local Democracy ◽  
Peace Agreement ◽  
Starting Point ◽  
Study Results ◽  
Free Aceh Movement ◽  
The Government ◽  
First Time ◽  
Banda Aceh

The legitimacy of local political parties in Aceh results from a peace agreement between the Free Aceh Movement and the Government of Indonesia. Local political parties provide new hope and alternative for people who previously only voted for national parties. Since participating in the election for the first time, local political parties have obtained the people's mandate to fill legislative and executive powers. But along the way, local political parties experienced a crisis of trust. Parliamentary seat gains declined dramatically over the three election periods. This is the starting point for studying local political parties in a limited scope in Banda Aceh City. Through a qualitative approach, the results of this study describe contextual conditions from the perspective of civil society or city residents. The study results explain the lack of seats for local political parties. Residents see that local political parties have not strengthened as a catalyst in influencing policy and have not appeared unique and specific to distinguish them from national political parties. In the future, the role of local political parties is expected to be more critical in fighting for local democracy substantially.

scholarly journals Peran Transportasi Mrt Dalam Mendukung Industri Pariwisata Bisnis Di Jakarta

2020 ◽  
Vol 2 (2) ◽  
pp. 1-24
Keyword(s):  
Business Model ◽  
Public Transportation ◽  
Noise Pollution ◽  
Capital City ◽  
Value Proposition ◽  
Tourist Attractions ◽  
Business Model Canvas ◽  
Study Results ◽  
Transportation Accessibility ◽  
Service Standards

This study sets an objective to examine the role of MRT transportation (mass rapid transit) in supporting the tourism (business) industry in Jakarta. This research uses a descriptive qualitative approach. Data collection techniques were carried out for two weeks through indepth interviews and participatory observation techniques. Data obtained from the study results were analyzed using descriptive models. Data obtained was then adjusted to the PEST (PEST Analysis) theory and described through the business model canvas. Results showed that the MRT Jakarta is an appropriate type of public transportation to facilitate the accessibility of tourists while on vacation, as well as doing business in Jakarta. MRT Jakarta has also changed the new way of behavior and transform a civilization of people of Jakarta, to be more orderly, disciplined, and prefer to take public transportation. This will reduce potential air and noise pollution in Jakarta. With a value proposition on its business model canvas which shows a new type of public transportation that is fast, environmentally friendly, free of traffic jam, and hightechnology, MRT Jakarta is expected to be the most favorite transportation for tourists, whether they are in business, or enjoying tourist attractions in the capital city. In the future, PT MRT Jakarta is asked to continue the next railroad construction process, while maintaining excellent service standards that have been applied. Keywords: Transportation, Accessibility, Service, Value Proposition

scholarly journals The Business Model Canvas As A Solution of Innovation For A Small Business

2019 ◽  
Vol 10 (2) ◽  
pp. 197-204
Author(s):  
Ratih Fitriani
Keyword(s):  
Small Business ◽  
Business Model ◽  
Swot Analysis ◽  
Business Model Canvas ◽  
Doing Business ◽  
Family Economy ◽  
Activity Cost ◽  
The Government ◽  
Large Groups

In Indonesia, the government is very supportive in small micro businesses that in fact they have no experience in doing business. This study aims to develop businesses on a small to medium scale. MSMEs in Indonesia already have large groups with little capital. Producing it is done in the prosperity of society and will be able to sustain the family economy. People must compete to compete to produce products that can be accepted by consumers. With innovation can create opportunities that can compete in the industry. Product innovation by the quality of quality of materials requested to serve the industry. Based on the results of SWOT analysis should be developed for business planning, SMEs can create new innovations for the beginner businessman. Therefore, this study uses the methods used to model business canvas using qualitative methods to determine the business model of the canvas for beginners business. The design of the canvas business model is designed to map out, describe what indicators should be owned to build a business. Characteristics of the canvas business model are customer, distribution, value, resource, activity, cost and income. This paper aims to identify the strengths of the Canvas Business Model and more importantly SWOT's weakness to determine how much can be used to build a business model in appreciating the attributes of small business competition is innovation.

scholarly journals BUSSINES MODEL CANVAS SEBAGAI ALTERNATIF STRATEGI BISNIS KERAJINAN SEDOTAN PURUN DI DESA TUMBANG NUSA, KECAMATAN JABIREN KABUPATEN PULANG PISAU

2021 ◽  
Vol 9 (3) ◽  
pp. 271
Author(s):  
Daniel Itta ◽  
Muhammad Helmi ◽  
Adnan Ardhana
Keyword(s):  
Business Model ◽  
Swot Analysis ◽  
Production Equipment ◽  
Appropriate Technology ◽  
Customer Relationships ◽  
Fixed Costs ◽  
Business Model Canvas ◽  
Customer Segment ◽  
The Government ◽  
Operational Activities

This study aims to analyze the business model of the purun straw craft business in Tumbang Nusa Village and determine the strategy for developing the purun straw craft business model in Tumbang Nusa Village with the Bussines Model Canvas (BMC) approach. Purun straws in Tumbang Nusa village. This study uses descriptive research methods to collect detailed actual information that describes existing symptoms, identifies problems or examines prevailing conditions and practices. The results of the research on the canvas model business mapping that have been carried out, it turns out that the customer segment of the purun straw craftsmen has been diversified into Bussines to Bussines and Bussines to Consumer customers with marketing reach in the cities of Palangkaraya, Jakarta and Bali. The revenue stream element from straw craftsmen is only in the form of selling straws. Furthermore, the main resources used are production equipment, human resources, capital, transportation and communication tools with key activities in the form of production and marketing activities. Meanwhile, the main partnership that keeps the business running is the Liaison and the government. The last element in the form of a cost structure contains fixed costs and variable costs. After getting information from the business model environment and SWOT analysis, the changes to the existing canvas business model are obtained. In order for the production process to run more efficiently, the use of appropriate technology is added through production mechanization, while for the main activity promotional activities are added. Researchers suggest craftsmen can implement improvement strategies on the Business Model Canvas elements that focus on five elements, namely, Customer segments, Channels, Customer relationships, Key activities and Key partners so that operational activities are expected to be more effective

scholarly journals PERENCANAAN MODEL DAN STRATEGI PENGELOLAAN SENTRA KELAUTAN DAN PERIKANAN TERPADU (SKPT) BIAK DI KABUPATEN BIAK NUMFOR, PAPUA

2019 ◽  
Vol 9 (2) ◽  
pp. 79
Author(s):  
Umari Hasan ◽  
Harianto Harianto ◽  
Catur Sarwanto
Keyword(s):  
Business Model ◽  
Swot Analysis ◽  
Integrated Management ◽  
Management Strategies ◽  
Management Model ◽  
Business Associations ◽  
Non Profit ◽  
Business Model Canvas ◽  
The Government ◽  
Hierarchy Process

Sentra Kelautan dan Perikanan Terpadu (SKPT) adalah pusat bisnis kelautan dan perikanan terpadu dari hulu ke hilir berbasis kawasan, yang telah dikembangkan oleh Kementerian Kelautan dan Perikanan sejak tahun 2016 melalui berbagai kegiatan seperti pembangunan fasilitas usaha, fasilitas pendukung, penyaluran bantuan usaha, dan pelatihan tenaga kerja perikanan. Kawasan SKPT Biak belum beroperasi secara maksimal karena beberapa hal, antara lain belum memiliki model dan strategi pengelolaan kawasan. Penelitian ini memiliki tiga tujuan utama, yaitu: 1) menyusun model pengelolaan SKPT Biak; 2) mengidentifikasi faktor-faktor internal dan eksternalyang mempengaruhi pengelolaan SKPT Biak; 3) merumuskan alternatif dan prioritas strategi pengelolaan. Metode yang digunakan dalam penelitian ini adalah metode deskriptif dengan menggunakan Business Model Canvas (BMC) yang disesuaikan untuk organisasi non-profit, serta analisis strengths, weaknesses, opportunities, threats (SWOT) yang diintegrasikan dengan Analitycal Hierarchy Process (AHP). Hasil analisis pada penelitian ini adalah model pengelolaan SKPT Biak, yang memilikitiga segmen yang dinilai relatif lebih penting dan sangat mempengaruhi kesuksesan segmen lainnya yaitu: Proporsi Nilai, Aktifitas Kunci, dan Arus Pendapatan. Prioritas strategi yang dirumuskan, yaitu: (1) Mengoptimalkan semua sumber daya produksi untuk menciptakan nilai yang dapat meningkatkan loyalitas pelanggan dan mitra, serta untuk menarik pelanggan dan investor baru; (2) Melakukan promosi peluang investasi dan kerja sama, serta mengusulkan alokasi bantuan dalam rangka mengoptimalkan seluruh aktifitas dalam kawasan SKPT Biak; (3) Penyusunan peraturan penerapan retribusi, sistem pembayaran, pengelolaan, dan sanksi dengan melibatkan Pemeritah, asosiasi usaha, dan instansi terkait lainnya; serta (4) Menyusun perencanaan seluruh kegiatan dan anggaran dalam rangka optimalisasi pengelolaan kawasan SKPT Biak, untuk diusulkan kepada Kementerian Kelautan dan Perikanan (KKP), kementerian terkait, serta Badan Usaha Milik Negara/Badan Usaha Milik Swasta (BUMN/BUMS) penyalur Corporate Social Responsibility/Program Kemitraan dan Bina Lingkungan (CSR/PKBL).Title: Model and Strategy Planning on Integrated Management of Biak Marine and Fisheries Center (SKPT) in Biak Numfor District, PapuaIntegrated Marine and Fisheries Center (SKPT) is an integrated marine and fisheries business center from the upstream to downstream based on area, which has been developed by the Ministry of Marine Affairs and Fisheries since 2016 through various activities, such as the construction of business facilities, supporting facilities, business support distribution, and training for fisheries labors. The SKPT Biak area has not yet operated optimally due to several factors, including the lack of area management model and strategy. This research has three main objectives namely : 1) develop a SKPT Biak management model;  2) identify internal and external factors that affect the management of SKPT Biak; 3) formulate alternative and priority management strategies. The method used in this research is descriptive method using Business Model Canvas (BMC) which is adjusted for non-profit organizations, as well as strengths, weaknesses, opportunities, threats (SWOT) analysis which is integrated with the Analitycal Hierarchy Process (AHP). The results of the analysis inthis study is management model of SKPT Biak, that the segments that are considered relatively more important and greatly affect the success of other segments, that is: Proportion of Values, Key Activities, and Revenues. Formulated priority strategies are: (1) Optimizing all production resources to create value that can increase customer and partner loyalty, and to attract new customers and investors; (2) Promoting investment opportunities and cooperation, and proposing the allocation of assistance in order to optimize all activities in the SKPT Biak area; (3) Formulation of regulations on user fees, payment systems, management, and sanctions involving the Government, business associations, and other relevant agencies; and (4) Arranging the planning of all activities and budgets in the context of optimizing the management of the Biak SKPT area, to be proposed to the KKP, relevant ministries, as well as BUMN/BUMS channeling CSR /PKBL. 

scholarly journals WINGKO INDUSTRY SUSTAINABILITY IMPROVEMENT STRATEGY USING THE BUSINESS MODEL CANVAS (BMC) METHOD

2021 ◽  
Vol 6 (3) ◽  
pp. 11-17
Author(s):  
Khoirul Hidayat ◽  
Firman Arief Soejana ◽  
M Fuad Fauzul Mu'tamar
Keyword(s):  
Business Model ◽  
Production Quality ◽  
Customer Relationship ◽  
Matrix Analysis ◽  
Improvement Strategy ◽  
Business Model Canvas ◽  
A Value ◽  
Swot Matrix ◽  
Factor Evaluation ◽  
The Government

Wingko is one of Indonesian Snack from Babat of Lamongan Regency which is produced by UMKM Klapa Muda. Compete makes the production unstable, even decreased. Right now UMKM Klapa Muda must develop rapidly, because there are already many competitors selling similar products. In this study using the Business Model Canvas Development that is assisted using the Internal factor Evaluation matrix, External Factor Evaluation, Internal-External, SWOT matrix analysis, and QSPM (Quantitative Strategic Planning Matriks) analysis. For the weighting stage, 5th priority strategies used for market penetration and product development by applying Business Model Canvas (BMC) concept to UMKM Klapa Muda Babat strategy, it is 1) Customer Relationship Increasing promote activities with a value of 2,401, 2) Customer Segments establish customer loyalty with a value of 2,386, 3) Value Proposition guarantees production quality and mproves products with a value of 2.24, 4) Channels has a relationship with the government with a value of 2,015, 5) Key Resources Development of machine and equipment technology with a value of 1,308.

scholarly journals Social Entrepreneurship, Nila Satria Banyumas Cooperative, Canvas Perspective on Islamic Business and Economic Models

2021 ◽  
Vol 5 (1) ◽  
pp. 25
Author(s):  
Miatri Sholikhah ◽  
Dian Marjayanti
Keyword(s):  
Business Model ◽  
Social Entrepreneurship ◽  
Social Institutions ◽  
Business Model Canvas ◽  
The Social ◽  
Control Schemes ◽  
The Government ◽  
And Control ◽  
Dynamic Community ◽  
Group Empowerment

The need for Muslim entrepreneurs / prospective entrepreneurs to be involved in solving the problem of poverty. One of them is by building social entrepreneurship that is in line with the principles of sharia economics and in accordance with the conditions of society's problems. In the field, there are various models of social entrepreneurship. With the conditions of dynamic community and organizational problems, it is possible to produce new social entrepreneurship models that can enrich existing social entrepreneurship models, especially those related to the context in Indonesia. However, studies related to social entrepreneurship models in Indonesia are still limited. Meanwhile, the discussion of social entrepreneurship with Islamic economics is only at the conceptual level. So that it does not provide an overview of the application of both. This study focuses on providing an overview of the social entrepreneurship model in the Nira Satria cooperative based on the business model canvas in the Indonesian context and the principles of Islamic economics. The research method is qualitative using literature data sources. The Nira Satria Cooperative Model is a community based social enterprise because 1) the user segment is members of the Nira Satria Cooperative as beneficiaries and consumers who use sugar ants, 2) Social value proposition is group empowerment in the form of individuals 3) managed by volunteers who come from cooperative members (farmers sugar) and NGOs. 4) the revenue comes from social / grants from the government and social institutions, and comes from mandatory membership fees. 5) Ownership and control schemes, namely collective and democratic. 6) has a sustainability goal. The description of the business model is in line with the principles of sharia economics.

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