scholarly journals BUSINESS MODEL CANVAS VOLKS.Co FACILITY PEKANBARU

2018 ◽  
Vol 4 (3) ◽  
pp. 296-304
Author(s):  
Mutia Ulfah
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Swot Analysis ◽  
Creative Industries ◽  
Business Model Canvas ◽  
Professional Network ◽  
The World ◽  
Work Atmosphere ◽  
Coworking Spaces ◽  
New Forms Of Work

Some of the most influential and recent studies in the context of urban economies and creative industries have shown how workers are largely freelance, precarious professionals characterized by a necessity to entertain relationships and manage social capital across their professional network as a decisive source for incoming jobs. They have to develop a self-entrepreneurial ethos and perform self-branding strategies in a highly identitarian, entrepreneurial landscape. In reaction to the new work order, new forms of work emerge in various countries in the world including Indonesia, such as the currently popular coworking space. Coworking spaces provide a productive, creative and satisfying work atmosphere, not just for freelancer but also for corporate organization. Volks.co as the first coworking space in Pekanbaru needs to adapted to some circumstances in Pekanbaru. This study try to figure out the ability of Volks.co business strategy by using Business Model Canvas (BMC), SWOT Analysis, IPA Matrix as a tool map to review the business strategy of Volks.co. Furthermore, based on the findings there’s few things need to improve by Volks.co to keep running and growing the business within the industry in the future

scholarly journals Business Strategy Formulation for Publishing Company (Case Study: ABC Press)

2020 ◽  
Vol 5 (5) ◽  
Author(s):  
Aulia Widya Bestari Wibisono ◽  
Deddy Priatmodjo Koesrindartoto
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Swot Analysis ◽  
Publishing Industry ◽  
Secondary Data ◽  
Primary Data ◽  
Strategy Formulation ◽  
Revenue Growth ◽  
Business Model Canvas ◽  
Production And Distribution

With emergence of technological and social change, rivalry between firms in the publishing industry is becoming more intense. Number of publishers in Indonesia keeps increasing, while switching cost of customer is low. ABC Press is a university publisher that has a volatile revenue, where they experienced revenue decrease in 2016 by 1,73% and in 2019 by 19,36%. Besides that, the business also has not grown much, where the average revenue growth from 2015 to 2019 is only 15,93%. ABC Press needs to formulate and reinvent their business strategy and model to improve their performance, remain competitive and sustainable in the publishing industry. This study uses primary data based on interview with three representatives of ABC Press and examine related secondary data to map the current Business Model Canvas (BMC). Then internal and external analysis is carried out to perform SWOT analysis in BMC, followed by strategy and new BMC formulation. To create value innovation, author used Four Action Framework in the strategy formulation. Cost leadership is deemed as the most appropriate business strategy, which demands ABC Press to conduct process innovation through developed production and distribution methods. Meanwhile, long tail business model combined with multi-sided platform is the appropriate business model, where ABC Press needs to focus on offering large range of niche products through their website as their main platform.

scholarly journals Ana Batik Magelang’s Business Development Strategy Based on SWOT and Business Model Canvas

2021 ◽  
Vol 2 (4) ◽  
pp. 224-235
Author(s):  
Tri Puji Hastutik ◽  
Ivo Novitaningtyas
Keyword(s):  
Development Strategy ◽  
Business Model ◽  
Business Strategy ◽  
Swot Analysis ◽  
Secondary Data ◽  
Global Market ◽  
Business Development ◽  
Primary Data ◽  
Business Model Canvas ◽  
Business Conditions

This study aims to analyze Ana Batik's business conditions as one of the MSMEs in Magelang based on the Business Model Canvas (BMC) analysis to develop a business strategy based on a SWOT analysis. The research was developed based on a descriptive qualitative approach. The data used in this study are primary data and secondary data. Primary data were collected through observation and interviews, while secondary data were collected through literature studies. The data that has been collected is analyzed based on the Business Model Canvas (BMC) analysis and the SWOT analysis. The Business Model Canvas (BMC) analysis is used to describe Ana Batik's business conditions, while the SWOT analysis is used to formulate a business development strategy that is applied to the new business model. The results of the data analysis indicate that the appropriate strategy for Ana Batik Magelang's business development is the SO strategy. SO strategies that can be applied are developing products according to fashion trends, using brand ambassadors to attract and increase consumer buying interest, and expand the market to the scope of the global market. By implementing this strategy, it is hoped that Ana Batik Magelang's business can develop and be sustainable.

scholarly journals ANALISIS PENGEMBANGAN BISNIS MADU PADA CV ATH-THOIFAH DENGAN PENDEKATAN BUSINESS MODEL CANVAS

2018 ◽  
Vol 5 (2) ◽  
pp. 173
Author(s):  
Rezki Kamila ◽  
Rizal Syarief ◽  
Imam Teguh Saptono
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Qualitative Method ◽  
Swot Analysis ◽  
Food Supplement ◽  
Analysis Method ◽  
Herbal Products ◽  
Business Model Canvas ◽  
Good Manufacturing Practices ◽  
Market Opportunities

<em>Honey has many benefits not only as a medicine but also can be used as a food supplement. The market opportunities for honey business is still very wide open, this is indicated by the high value of Indonesian honey imports compared to the export value. Seeing these market conditions is one of the fundamental things established of CV Ath-Thoifah, si one of the company that develops traditional herbal products in Indonesia and basically using honey as the main ingredients of its products. The aims of this study are identifying business model canvas, determining the priority elements on business model canvas that will be developed, composing business model canvas improvement, and preparing alternative strategy to develop business of CV Ath-Thoifah. The respondents in this study are from internal and external team. The processing and data analysis utilize the qualitative method, identification of the current business model canvas, determination the priority elements to be developed use importance performance analysis method, SWOT analysis</em><em>, and designing alternative business strategy. The results show nine elements of business model canvas in CV Ath-Thoifah now. Key activities, key partnership, and cost structure are the priority elements that will be developed.  Based on the results of SWOT analysis and FGD, the alternative strategies can be coclude: 1) developing business in big cities outside Jabodetabek area, 2) adding distributors and agents intensively, 3) establishing special partnership in information technology (IT), 4) applying Good Manufacturing Practices (GMP) principles and BPOM certification, 4) increasing the allocation of funds in research and development field.</em>

scholarly journals USED THE BUSINESS MODEL OF CANVAS (BMC) TO CREATE ALTERNATIVE STRATEGIES IN BUSINESS DEVELOPMENT OF THE MICRO SMALL MEDIUM ENTERPRISES

2017 ◽  
Author(s):  
purwantoro ◽  
Rina Ari Rohmah
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Swot Analysis ◽  
Business Owners ◽  
Customer Segmentation ◽  
Business Strategies ◽  
Business Model Canvas ◽  
Small Medium Enterprises ◽  
The Right ◽  
Medium Enterprises

Micro Small medium enterprises (UMKM) in each state specifically in the ASEAN region faced with the situation of global competition. A very tight competition is forcing businessmen to Become the best. One of the ways that it can be Reached by the trade to be Able to be the best business strategy is Appropriate, effective and efficient. This research aims to find out how the application business model canvas in creating alternative business strategies for the development of UMKM. The second objective is to know the proper strategic alternatives for the development of UMKM. The methods used in this research is descriptive qualitative approach with the use of informants as respondents research. The source of data used is the business owners as much as 16 UMKM who open businesses in the downtown area of Pasir Pengaraian. Data collection techniques directly using interview techniques, observation and documentation. This research uses a template business model canvas to map strategy for the effort and combined with the SWOT analysis. Based on Data Obtained from the results of research, that the description of the business model approach of UMKM using Business Model Canvas outline can be used as Recommendations for business strategy, the business model of the which is currently already underway is Able to meet the Nine elements of the blocks on the template business model canvas. The findings of this research are that not all the UMKM business strategy and have just run a business without the vision of enterprise development. Based on the results of the SWOT analysis can be found that new alternative Efforts by optimizing internal strength in revenue streams on each of UMKM and conduct of elections to the right customer segments. Suggestions that may the researcher pointed out every UMKM should be more online to have the vision to grow and continue to innovate against products goods or services, increase of customer segmentation and the make use of business model canvas approach in making the strategy of the business.

scholarly journals EVALUASI PENGEMBANGAN UMKM KABUPATEN ROKAN HULU MENGGUNAKAN BUSINES MODEL CANVAS

2019 ◽  
Vol 4 (2) ◽  
pp. 165-174
Author(s):  
Purwantoro Purwantoro
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Swot Analysis ◽  
Customer Segmentation ◽  
Business Strategies ◽  
Business Model Canvas ◽  
Data Source ◽  
Small Medium Enterprises ◽  
The Right ◽  
Medium Enterprises

Micro Small medium enterprises (UMKM) in each state specifically in the ASEAN region faced with the situation of global competition. A very tight competition is forcing businessmen to become the best. One of the ways that it can be reached by the trade to be able to be the best business strategy is appropriate, effective and efficient. This research aims to find out how the application business model canvas in creating alternative business strategies for the development of UMKM. The second objective is to know the proper strategic alternatives for the development of UMKM. The methods used in this research is descriptive qualitative approach with the use of informants as respondents research. The data source used is the business owners as much as 16 UMKM who open businesses in the downtown area of  Pasir  Pengaraian. Data collection techniques using interview techniques directly, observation and documentation. This research uses a template business model canvas to map strategy for the effort and combined with the SWOT analysis. Based on data obtained from the results of research, that the description of the business model approach UMKM using Business Model Canvas outline can be used as recommendations for business strategy, the business model which is currently already underway is able to meet the Nine elements of the blocks on the template business model canvas. The findings of this research are that not all the UMKM business strategy and have just run a business without the vision of enterprise development. Based on the results of the SWOT analysis can be found that alternative new efforts by optimizing internal strength in revenue streams on each UMKM and conduct elections to the right customer segments. Suggestions that may the researcher pointed out every UMKM should be more daring to have the vision to grow and continue to innovate against products goods or services, increase customer segmentation and make use of business model canvas approach in making the strategy of the business.

scholarly journals Implementasi Strategi Pengembangan Bisnis Dengan Business Model Canvas

2021 ◽  
Vol 4 (2) ◽  
pp. 51-61
Author(s):  
Bangkit Rambu Sukarno ◽  
Muhamad Ahsan
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Swot Analysis ◽  
Practical Implication ◽  
Customer Relationships ◽  
Business Strategies ◽  
Business Model Canvas ◽  
New Business ◽  
The Cost ◽  
Key Resources

This study aims to determine the mapping of existing business strategies and develop new business strategies into a business model canvas. The method used is descriptive qualitative. Data were collected through observation, documentation, and interview. The collected data were analyzed using SWOT analysis and the results were elaborated into nine elements of the Business Model Canvas. The results showed that the business strategy obtained from the Business Model Canvas mapping is good enough because each element supports each other to increase revenue. The practical implication is that several strategies must be improvised to increase revenue, including by developing key resources, increasing the cost structure for advertising, and persuading customers to become resellers as key partnerships, customer relationships, and channels.

scholarly journals ANALISIS PENGEMBANGAN BISNIS MADU PADA CV ATH-THOIFAH DENGAN PENDEKATAN BUSINESS MODEL CANVAS

2017 ◽  
Vol 5 (2) ◽  
pp. 165
Author(s):  
Rezki Kamila ◽  
Rizal Syarief ◽  
Imam Teguh Saptono
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Qualitative Method ◽  
Swot Analysis ◽  
Food Supplement ◽  
Analysis Method ◽  
Herbal Products ◽  
Business Model Canvas ◽  
Good Manufacturing Practices ◽  
Market Opportunities

<p><em>Honey has many benefits not only as a medicine but also can be used as a food supplement. The market opportunities for honey business is still very wide open, this is indicated by the high value of Indonesian honey imports compared to the export value. Seeing these market conditions is one of the fundamental things established of CV Ath-Thoifah, si one of the company that develops traditional herbal products in Indonesia and basically using honey as the main ingredients of its products. The aims of this study are identifying business model canvas, determining the priority elements on business model canvas that will be developed, composing business model canvas improvement, and preparing alternative strategy to develop business of CV Ath-Thoifah. The respondents in this study are from internal and external team. The processing and data analysis utilize the qualitative method, identification of the current business model canvas, determination the priority elements to be developed use importance performance analysis method, SWOT analysis</em><em>, and designing alternative business strategy. </em><em>The results </em><em>show nine elements of business model canvas </em><em>in </em><em>CV Ath-Thoifah now. Key activities, key partnership, and cost structure are the priority elements that will be developed.  Based on the results of SWOT analysis and FGD, the alternative strategies can be coclude: 1) developing business in big cities outside Jabodetabek area, 2) adding distributors and agents intensively, 3) establishing special partnership in information </em><em>technology</em><em> (IT), 4) applying Good Manufacturing Practices (GMP) principles and BPOM certification, 4) increasing the allocation of funds in research and development field.</em></p>

scholarly journals BUSINESS MODEL CANVAS SEBAGAI ALAT BANTU DALAM MENENTUKAN STRATEGI BISNIS JASA PENYEWAAN MAINAN

2021 ◽  
Vol 5 (2) ◽  
pp. 285
Author(s):  
Wiwik Widiyanti
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Swot Analysis ◽  
Secondary Data ◽  
Primary Data ◽  
Value Proposition ◽  
Central Java ◽  
Business Model Canvas ◽  
New Business ◽  
Storage Area

Javasbabyboo merupakan salah satu usaha jasa penyewaan mainan yang terletak di Kebumen Jawa Tengah. Sasaran pelanggan dari Javasbabyboo saat ini adalah ibu yang mempunyai anak di bawah 5 tahun anak balita, yang mau berhemat, tidak sempat meluangkan waktu untuk memperhatikan perawatan mainan dalam jangka panjang, tidak mempunyai tempat penyimpanan khusus mainan, dan  ingin memberikan variasi permainan kepada anak. Selama pandemi ini omset Javasbabyboo cenderung menurun, hal inilah yang menjadi alasan pada penelitian ini sehingga diharapkan akan mendapatkan strategi bisnis yang baru dengan menggunakan Business Model Canvas (BMC) sebagai alat bantunya. Penelitian ini termasuk dalam penelitian kualitatif, dengan menggunakan data primer pada 34 responden dari pelanggan Javasbabybo yang dipilih secara purposive serta data sekunder berupa laporan operasional tahun 2018 – 2020. Penelitian ini diawali dengan mengidentifikasi Business Model Canvas (BMC) yang sedang berjalan, kemudian menganalisa Strenght, Weakness, Opportunity, Threat (SWOT) dan yang terakhir menentukan BMC perbaikan berdasarkan analisa dari BMC yang sedang berjalan dan analisis SWOT. Diperoleh hasil penelitian bahwa BMC yang sedang berjalan sudah cukup baik, tetapi perlu adanya penambahan item pada BMC perbaikan. Penambahan item tersebut terletak pada produk baru yang disewakan dan diadakan yaitu perlengkapan ibu menyusui dan kreasi event kompetisi permainan untuk anak balita pada value proposition. Penambahan tersebut tentunya berpengaruh pada elemen-elemen yang lain sehingga pada akhirnya akan penambahan sumber penghasilan yaitu disamping dari penyewaan mainan juga dari penyewaan perlengkapan ibu menyusui dan pendaftaran event kompetisi permainan anak balita. Adapun implikasi dari penelitian ini adalah adanya BMC yang sedang berjalan disertai analisa SWOT yang tajam menghasilkan BMC perbaikan yang dapat digunakan oleh pemilik Javasbabyboo sebagai pedoman dalam menentukan kebijakan untuk meningkatkan pendapatan dari usaha ini. Javasbabyboo is a toy rental service business located in Kebumen, Central Java. The current target customers of Javasbabyboo are mothers who have children under 5 years old, who want to save money, don't have time to pay attention to toy care in the long term, don't have a special toy storage area, and want to provide a variety of games for children. During this pandemic, the turnover of Javasbabyboo tends to decrease, this is the reason for this research so that it is hoped that it will get a new business strategy using the Business Model Canvas (BMC) as a tool. This research is included in qualitative research, using primary data on 34 respondents from Javasbabybo customers who were selected purposively as well as secondary data in the form of operational reports for 2018 - 2020. This research begins by identifying the ongoing Business Model Canvas (BMC), then analyzing the Strengths. , Weakness, Opportunity, Threat (SWOT) and finally determine the BMC improvement based on the analysis of the ongoing BMC and SWOT analysis. The results of the research show that the current BMC is quite good, but it is necessary to add items to the improvement BMC. The addition of these items lies in the new products that are rented and held, namely nursing mother equipment and the creation of game competition events for toddlers in the value proposition. These additions certainly affect other elements so that in the end there will be additional sources of income, apart from toy rental, also from rental of equipment for breastfeeding mothers and registration of toddler game competition events. The implication of this research is that there is an ongoing BMC accompanied by a sharp SWOT analysis resulting in improved BMC that can be used by Javasbabyboo owners as a guide in determining policies to increase income from this business..

scholarly journals Change of the functional purpose of the object through urbanistic analysis

2018 ◽  
Vol 170 ◽  
pp. 02011 ◽  
Author(s):  
Liliia Talipova ◽  
Egor Kosyakov ◽  
Marina Romanovich ◽  
Mikhail Lunyakov
Keyword(s):  
Social Environment ◽  
Business Model ◽  
Home Environment ◽  
Swot Analysis ◽  
Payback Period ◽  
Functional Change ◽  
Saint Petersburg ◽  
Emergency Condition ◽  
The World ◽  
Functional Purpose

This article is devoted to changing the functional purpose of the object in an emergency condition and included in the "gray belt" of Saint Petersburg. The analysis of the physical and social environment of the study area was carried out. By results of the study, a SWOT analysis was compiled, and the option of the functional change for co-living was considered. The purpose of co-living is to create a home environment that inspires and empowers its residents to be active creators and participants in the world around them. The necessary investments and the payback period of this project were calculated, the business model was developed.

scholarly journals BUSINESS DEVELOPMENT STRATEGY WITH CANVAS MODEL BUSINESS APPROACH IN CV. HAKHENBIK

2020 ◽  
Vol 1 (3) ◽  
pp. 469-481
Author(s):  
Iqbal Kamaluddin
Keyword(s):  
Development Strategy ◽  
Business Model ◽  
Swot Analysis ◽  
Solid Wood ◽  
Customer Relationships ◽  
Selling Price ◽  
Business Model Canvas ◽  
Value Propositions ◽  
Key Resources ◽  
Loyal Customers

Hakhenbik is a company engaged in the field of furniture and equipment of the school with its production material made from solid wood that has durable strength, and not easily damaged and has a high selling price. On this research author uses qualitative descriptive method that is by using the business model Business model Canvas (BMC), then evaluated using a SWOT analysis in every Business model Canvas (BMC) block on CV. Hakhenbik. The most powerful element in the Business Model Canvas is the      Key Partnership, sis the    value propositions. The elements that still lack are    Customer Relationships and the next is   Key Resources. Be  rbased on SWOT analysis, CV. Hakhenbik is advised to improve on the element of customer relationshipsThis is because the important factor in running the business is to maintain good relations with the customer, one way to maintain a good relationship with the customer is to maintain communication with customers such as increase communication through social media such as facebook, whats up group, Instagram  and others, and can be done by maintaining loyal customers by providing members cards  and discounts for loyal customers. In addition to the customer relationships elements that need to be repaired are key Resources   by conducting training and development to employees of both operational and management employees.

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