STRATEGI PEMASARAN BUAH NAGA DENGAN PENDEKATAN BUSINESS MODEL CANVAS (BMC) DI PT.TRISNA NAGA ASIH KABUPATEN SUBANG

Penelitian ini bertujuan untuk merumuskan dan menyusun ide perencanaan bisnis yaitu strategi pemasaran buah naga dengan pendekatan Business Model Canvas (BMC) di PT Trisna Naga Asih, yang ditinjau berdasarkan 9 elemen Business Model Canvas. Jenis penelitian yang digunakan adalah penelitian deksriptif kualitatif dan kuantitatif. Data primer dan data sekunder yang diperlukan, dikumpulkan dengan teknik wawancara dan pencatatan. Hasil penelitian memberikan gambaran tentang kondisi bisnis PT Trisna Naga Asih saat ini dan beberapa rekomendasi yang disarankan dilihat dari perubahan 9 elemen yang terjadi Customer segments berupa perluasan pasar pada konsumen Jawa Barat, dengan menambahkan media website dalam proses kegiatan pemasaran pada Key Acitvites, penggunaan media sosial dan website pada Channels, mempermudah konsumen dalam mengakses informasi dan promosi produk pada Value Proposition, bertambahnya wadah untuk memberi infomasi dan promosi pada Customer Relationships, penambahan tenaga kerja pada Key Resources, penambahan serta peningkatan mitra pada Key Partenrships, peningkatan penjualan komoditas buah naga merah dan buah naga kuning pada Revenue Streams, adanya pembukuan keuangan yang digunakan yaitu analisis laba rugi dan R/C Ratio pada Cost Structure.

Strategi Bisnis Business Model Canvas pada Bumdes-Mart Berkah

The purpose of this study was to see modern market development with the Franchise concept and in collaboration with third parties opens a partnership space in the management of Village Business Stores carried out by BUMDes managers. This study aims to analyze the implementation of the business strategy developed by BUMDes-Mart Berkah Jatimulyo Village, Pegajahan District, Serdang Bedagai Regency, using the business model canvas as a tool to identify existing business models. This research uses descriptive qualitative research methods, data collection techniques by conducting literature studies and research in the field. Data analysis was carried out by collecting data, reducing data, presenting data and drawing conclusions. The results obtained are in the form of a description of the nine elements in the business model consisting of customer segments, value proposition, customer relationships, customer segments, channels, revenue streams, cost structure, key activities, key resources, key partners. This business model will find out the weaknesses and strengths of a business that is being run and to find out what strategies can be implemented in the future. In addition to these aspects, the findings in this study are that there are factors that influence the business model canvas on BUMDes-Mart, namely in terms of market and financial segments.

Organizational Cost and Complexity Saving Opportunities via the Development, Deployment, and Implementation of Blockchain Networks

Blockchain is being promoted as the platform to disrupt business as usual in many transaction-heavy sectors. Questions remain about the future standards of blockchain, their feature set, functionality, and the willingness of organisations to disrupt their existing revenue streams via blockchain. The most significant near-term promise that affords industry is the cost and complexity savings via the standardization of their technology infrastructure stacks. This paper explores the benefits available of reduced costs and complexity via the adoption of blockchain.

OPTIMALISASI WEBSITE UNIT BISNIS MENGGUNAKAN PENDEKATAN BUSINESS MODEL CANVAS

ABSTRAKTujuan dari penelitian ini adalah merumuskan ide bisnis berupa strategi optimalisasi website unit bisnis Salamah Aqiqah di CV Mitra Tani Farm serta menganalisis kelayakan rencana pengembangan bisnis secara finansial dan nonfinansial. Subjek penelitian ini adalah unit Salamah Aqiqah milik CV Mitra Tani Farm. Data penelitian berupa data primer dan sekunder. Pengumpulan data primer melalui wawancara mendalam dan data sekunder dikumpulkan dari laporan keuangan Salamah Aqiqah. Metode analisis data menggunakan analisis kualitatif berupa analisis finansial dan nonfinansial. Analisis finansial menggunakan analisis laba rugi dan R/C ratio, sedangkan analisis nonfinansial menggunakan business model canvas dan analisis SWOT. Hasil penerapan ini mengubah komponen elemen model bisnis, seperti adanya pengurangan agent marketing pada elemen channels, serta adanya penambahan komponen pada elemen customer segment, value proposition, customer relationships, key activities, key resources, key partners, revenue streams, dan cost structure. Berdasarkan hasil analisis nonfinansial sembilan elemen model bisnis pada pengembangan bisnis ini layak dilakukan. ABSTRACTThe purpose of this study is to formulate a business idea in the form of a website optimization strategy for the Salamah Aqiqah business unit at CV Mitra Tani Farm and analyze the feasibility of a financial and non-financial business development plan. The subject of this research is the CV Mitra Tani Farm business unit owned by CV MItra Tani Farm. Research data in the form of primary and secondary data. Primary data was collected through in-depth interviews and secondary data was collected from Salamah Aqiqah's financial statements. The data analysis method used qualitative analysis in the form of financial and non-financial analysis. Financial analysis uses profit and loss analysis and R/C ratio, while non-financial analysis uses business model canvas and SWOT analysis. The results of this application change the components of the business model elements, such as the reduction of marketing agents in the channels element, and the addition of components to the customer segment, value proposition, customer relationships, key activities, key resources, key partners, revenue streams and cost structure elements. Based on the results of the non-financial analysis, the nine elements of the business model in developing this business are feasible.

Flying high with innovation

Purpose: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design: This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings: Airports need to look beyond airlines as their main source of revenue, utilizing customer data and other revenue streams in order to survive. Originality: The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Vehicle to Grid Impacts on the Total Cost of Ownership for Electric Vehicle Drivers

Electric vehicles (EV) are foreseen as one major technology toward decarbonizing the mobility sector. At the same time, Vehicle to Grid (V2G) technology opens a new market for EV owners. This article identifies the impacts of providing V2G services on the Total Cost of Ownership (TCO) of EVs. Thus, we studied EVs in private, semi-public and public charging cases, considering two different V2G revenue streams. The included V2G services were: (i) local load balancing to balance the peaks and valleys of the electricity demands of buildings and (ii) an imbalance service to enhance grid stability. In this paper, the impact of these two V2G services is quantified and considered in the TCO calculations. To the authors’ knowledge, no comparable study incorporating the same V2G services exists in the literature. The TCO is calculated with real-life data for four different EVs currently available in the market. As a result, the V2G TCO ranges from €33.167 to €61.436 over an average of nine years for the Flanders region (Belgium).

Funding Sustainable Online News: Sources of Revenue in Digital-Native and Traditional Media in Spain

Digital news publishers strive to balance revenue streams in their business models: as standard advertising declines, alternatives for sustaining digital journalism arise in the forms of sponsored content, user donations and payments—one-off purchases, subscriptions or memberships, public or private grants, electronic commerce, events and consulting. An exhaustive study found 2874 active online news publications in Spain, and it observed the adoption of such models in early 2021. Advertising remains the most popular source of income for digital news operations (85.8%) and most sites rely on just one or two revenue streams (74.5%). We compare the cases in our census by their origin (digital-native or non-native), geography (local/regional or national/global) and topic scope (generalist or specialized). We find that traditional, national and specialized online media have a broader and more innovative revenue mix than digital-native, regional or local and general-interest news outlets. The comprehensiveness of this pioneering study sheds light for the first time on the risk that the lack of diversification and innovation in funding sources may imperil the financial sustainability of some online news operations in Spain, mostly those with a smaller scope and no backing from a traditional business, according to the results we present here.

Are the Lowest-Paid UFC Fighters Really Overpaid? A Comment on Gift (2019)

In a recent article in this Journal, Gift (2019) attempts to measure the marginal revenue product (MRP) of individual Ultimate Fighting Championship (UFC) fighters. According to Gift’s estimates, top-tier UFC Fighters are frequently and substantially underpaid relative to their MRP while “a sizable percentage of UFC fighters generated little to no MRP,” and are consequently “overpaid by traditional measures.” In this Comment, we examine possible explanations for this finding, including various limitations of Gift’s data and methods. We also examine the underlying economics of the sport, in which quasi-fixed broadcast revenue streams, ignored in Gift's MRP estimates, play a large and increasingly dominant role. As Berri et al. (2015 ) have emphasized, comparisons of athlete compensation and standard MRP metrics (even if estimated correctly) are “meaningless” in the presence of substantial quasi-fixed revenues. Critically, Gift assumes zero MRP for all fighters in all bouts in all non-Pay-Per-View (PPV) events. As a result, Gift's method assumes fighters are “overpaid” for the vast majority (75 percent) of fighter-bouts. Even setting this aside, we argue that Gift's use of Google Trends data—at best an extremely crude proxy for a fighter's contribution to PPV revenue—suffers from measurement error, producing attenuation bias. As a consequence, Gift's data and methods are likely to substantially underestimate UFC fighters’ economic value.