scholarly journals PROPOSED BUSINESS STRATEGY FOR SMALL ARCHITECTURE FIRM IN TANGERANG: CASE STUDY TOP HOUSE

2021 ◽  
Vol 3 (10) ◽  
pp. 49-68
Author(s):  
Kartika Devi Ariyanti ◽  
Alibasjah Inggriantara
Keyword(s):  
Product Development ◽  
Development Strategy ◽  
Business Model ◽  
Environmental Analysis ◽  
Value Chain ◽  
Business Strategy ◽  
Value Chain Analysis ◽  
Strategy Formulation ◽  
Business Model Canvas ◽  
Net Profit

Abstract Top House is a small architecture firm located in South Tangerang that focuses on design consultants for low and medium-rise buildings. The preliminary study has been conducted by interviewing the firm’s owner who also acts as the principal architect, to identify company problems. The results showed that the company revenue and net profit decreased significantly by about 20% from 2017 to 2019 and 75% from 2016 to 2019. Moreover, the consultancy service orders became small and decreased from 2015-2019. The decreased revenue and net profit were caused by a poor company and incomprehensive management system. To solve the problem using the external and internal environmental analysis. The external environmental analysis used the PESTEL, Porter Five’s Forces, and competitor analysis. Meanwhile, the internal environmental analysis used the VRIO framework, value chain analysis, and existing Business Model Canvas (BMC). Afterward, the data were summarized in the SWOT table for strategy formulation. It consisted of IE matrix and TOWS matrix as company level strategy and functional level strategy, then the new proposed Business Model Canvas (BMC). Based on the analysis of IE Matrix, the current company classification position is in cluster five. This indicates that the company should implement a hold and maintain business strategy with two options, namely market penetration and product development. Furthermore, pros and cons analysis is used to obtain the best strategy from these options. The company should implement a product development strategy by improving the existing product quality, namely green architectural requirements in the design concept and utilizing BIM technology. The TOWS matrix resulted in 11 functional strategies applied in the marketing, human resources, operations, and financial field.

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 Yeobo Topokki Franchise Business Development Strategy with Business Model Canvas Approach

e3 ◽  
2020 ◽  
Vol 6 (2) ◽  
pp. 033-045
Author(s):  
Deni Septandi
Keyword(s):  
Development Strategy ◽  
Business Model ◽  
Swot Analysis ◽  
Value Added ◽  
Business Development ◽  
Value Proposition ◽  
Strategy Formulation ◽  
Business Model Canvas ◽  
The Development Strategy ◽  
Model Improvement

Indonesians in general especially for younger generation, are more familiar with foreign cultures rather than being used to their own domestic culture, this phenomenon also occurred to the food aspect as a culture. This research aims to examine the development strategy of business model canvas approach in yeobo topokki franchise. The method used in this study is a descriptive business model, canvas model, and SWOT Analysis. The research was conducted in CV Usaha Anak Bangsa Perkasa which is located in Grand Depok City, Kalimulya, Depok, West Java. This study was conducted in April 2019 until December 2019The results indicated that Yeobo Topokki accepted the business model improvement and the results of the strategy formulation that the company was in an aggressive position. Based on this analysis, it can be concluded that c ompanies need to create value-added elements of the value proposition to create interest from prospective customers, such as by doing some certification on the products offered .

scholarly journals BUSINESS STRATEGY FORMULATION OF DAYA MINYAK, Ltd

2021 ◽  
Vol 16 (1) ◽  
pp. 1-16
Author(s):  
Anugerah Satiawarman ◽  
Tanti Sutandra ◽  
Ningky Sasanti Munir
Keyword(s):  
Product Development ◽  
Development Strategy ◽  
Business Strategy ◽  
International Standards ◽  
Market Penetration ◽  
Strategy Formulation ◽  
Strategic Issues ◽  
Factor Evaluation ◽  
Product Development Strategy ◽  
Future Business

The weakening of crude oil price had caused the performance of Daya Minyak, Ltd decline. The efforts to improve had succeeded in improving performance, but it was still below the industry average. Therefore, in 2020 a research was carried out aimed at systematically formulating Daya Minyak, Ltd business strategy for the years 2021-2024. This applied research was conducted qualitatively, using the business strategy formulation model from David and David (2016) where external strategic issues were compiled in the External Factor Evaluation (EFE) matrix and internal strategic issues in the International Factor Evaluation (IFE) matrix. The weighted value of the EFE matrix is 2.93 and the weighted value of the IFE matrix is 2.97, which meant that the future business strategy is to hold and maintain. Two alternative strategies, market penetration, and product development were developed using the Internal-External (IE) matrix and the TOWS matrix. Two priority strategies, namely a strategy to increase market penetration through integrated services at low costs and a product development strategy through increasing local content with international standards are determined by the Quantitative Strategic Planning Matrix (QSPM).

scholarly journals FORMULASI BISNIS MODEL SURAT KABAR ELEKTRONIK DI PIKIRAN RAKYAT

Competitive ◽  
2018 ◽  
Vol 13 (1) ◽  
pp. 67
Author(s):  
Aditia Sovia Pramudita ◽  
Amri Yanuar ◽  
Tamadara Hilman
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Distribution Channel ◽  
Main Concern ◽  
Value Proposition ◽  
Value Chain Analysis ◽  
Newspaper Industry ◽  
Business Model Canvas ◽  
Chain Analysis ◽  
Resources And Capabilities

Newspaper industry in fact is decreasing from 2006 until right now. Shifting behavior of their customer is becoming newspaper company problem to survive in this industry. Newspaper industry should shift their business into e-newspaper if they did not want to end up like music distributor industry. Even though, e-newspaper business model itself is not easy to be adapt. In fact, there are a lot of newspaper company who already failed to implement e-newspaper. Most of newspaper company treat e-newspaper only as their other distribution channel. It was the wrong concept if they want to develop e-newspaper and run it as the substitution of traditional newspaper. Revenue stream become the main concern in e-newspaper since it is difficult to create sustainable revenue stream. Result of the research is in order to create sustainable revenue stream, newspaper company should take a look at their resources and capabilities first. Value chain analysis is used to grab the potency of Pikiran Rakyat and make it as value proposition concerning e-newspaper in order to create revenue stream through e-newspaper. Last, business model canvas is used in order to map the proposed business model. In the end, e-newspaper Pikiran Rakyat has various revenue stream that could be used   Industri surat kabar mengalami penurunan sejak 2006 hingga saat ini. Perubahaan perilaku pelanggan merupakan masalah utama perusahaan surat kabar untuk dapat bertahan di industri ini. Industry surat kabar sendiri harus mampu memindahkan bisnis utama mereka dari surat kabar tradisional menjadi surat kabar elektronik jika mereka tidak ingin berakhri seperti industri distributor musik. Namun demikian, bisnis model surat kabar elektronik sendiri sulit untuk diadaptasi. Banyak perusahaan surat kabar yang telah gagal mengimpelemntasikan surat kabar elektronik. Kebanyakan perusahaan surat kabar hanya memperlakukan surat kabar elektronik sebagai salah satu saluran distribusi mereka saja. Hal tersebut merupakan konsep yang salah jika mereka menginginkan surat kabar elektronik untuk berkembang dan menggantikan surat kabar cetak. Revenue stream menjadi masalah utama di dalam surat kabar elektronik dikarenakan untuk mencetak revenue melalui surat kabar elektronik sangat berbeda dengan surat kabar cetak. Hasil dari penelitian ini adalah, dalam rangka penciptaan revenue stream yang berkelanjutan, perusahaan surat kabar perlu untuk melihat sumber daya dan kapabilitas mereka terlebih dahulu. Analisis rantai nilai digunakan untuk dapat melihat potensi dari Pikiran Rakyat dan membuat hal tersebut menjadi value proposition di dalam bisnis model surat kabar elektronik yang kemudian bertujuan untuk menciptakan revenue stream. Business model canvas digunakan untuk memetakan bisnis model usulan. Pada akhirnya, Pikiran Rakyat memiliki beberapa pilihan revenue stream yang dapat digunakan pada bisnis model surat kabar elektronik mereka

scholarly journals Business Model Development Strategy on Property Industry: Case Study on PT CNI

2020 ◽  
Vol 24 (2) ◽  
pp. 282
Author(s):  
Trevy. A. Dinna, Mukhamad Najib, Mochammad. M. Ali
Keyword(s):  
Development Strategy ◽  
Business Model ◽  
Swot Analysis ◽  
Model Development ◽  
Sampling Technique ◽  
Property Market ◽  
Strategy Formulation ◽  
Business Model Canvas ◽  
New Strategy ◽  
High Level

PT CNI is a property developer company located in Cibubur. A high demand of residence leads many developer companies offer some types of housing in this area. PT CNI is currently experiencing a sales-declining, due to the high level of business competition and the sluggish national property market. Therefore, a new strategy formulation is needed that could be applied to re-increase company sales. This study aims to develop a company's strategy by describing and improving the business model of the company based on business model canvas (BMC), IE matrix, SWOT analysis, and blue ocean strategy approach. The data is collected by interviews, questionnaires, and literature studies. Informants were determined through a purposive sampling technique. From the results of the analysis, several strategies were formulated. Then the strategies were mapped back to the new BMC. The improvement shows that there are enhancements to some elements in the company's BMC.

scholarly journals Yeobo Topokki franchise business development strategy with business model canvas approach

2020 ◽  
Vol 9 (9) ◽  
pp. e117997036
Author(s):  
Deni Septandi ◽  
Hartoyo . ◽  
Eva Z Yusuf
Keyword(s):  
Development Strategy ◽  
Business Model ◽  
Swot Analysis ◽  
Value Added ◽  
Business Development ◽  
Value Proposition ◽  
Strategy Formulation ◽  
Business Model Canvas ◽  
The Development Strategy ◽  
Model Improvement

Indonesians in general especially for younger generation, are more familiar with foreign cultures rather than being used to their own domestic culture, this phenomenon also occurred to the food aspect as a culture. This research aims to examine the development strategy of business model canvas approach in Yeobo Topokki franchise. The method used in this study is a descriptive business model, canvas model, and SWOT Analysis. The research was conducted in CV Usaha Anak Bangsa Perkasa which is located in Grand Depok City, Kalimulya, Depok, West Java. This study was conducted in April 2019 until December 2019. The results indicated that Yeobo Topokki accepted the business model improvement and the results of the strategy formulation that the company was in an aggressive position. Based on this analysis, it can be concluded that companies need to create value-added elements of the value proposition to create interest from prospective customers, such as by doing some certification on the products offered.

scholarly journals Business Model Innovation for Small Medium Enterprises

The Winners ◽  
2015 ◽  
Vol 16 (2) ◽  
pp. 85 ◽  
Author(s):  
Wirania Swasty
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Business Model Innovation ◽  
Value Proposition ◽  
Fashion Industry ◽  
Value Chain Analysis ◽  
Business Model Canvas ◽  
Starting Point ◽  
Small Medium Enterprises ◽  
Medium Enterprises

Indonesian economy through Small Medium Enterprises (SMEs) is expected to absorb labor and contribute to the growth of Gross Domestic Product. However, SMEs lack both managerial and technical skills. This research is about business model innovation for SMEs especially in fashion and garment industry. Study used qualitative approach by mentoring four selected SMEs in Babakan Penghulu Village– Cinambo Sub-District, Eastern Bandung. The tools used to analyze them including PEST analysis, Porter’s Five Forces,Resource Based View, Value Chain Analysis and Business Model Canvas. Finding suggests SMEs to have business model innovation derived from value proposition. SMEs should build their own brand awareness. Moreover, as garment and fashion industry, design can be a particularly important part of the Value Proposition. SMEs could communicate its value propositions and inform their service through its official websites and other social media. Since the intangible resources include brand and design, thus SMEs should build brand image and innovate year by year. SMEs must hire designers and launch a series of new products offers under the signature of their own brands. Ideation to strengthen strategies derives from value proposition building block as a starting point. Moreover, Business Model Canvas makes strategy more focused and measurable. Business model innovation is expected to increase overall performance of SMEs.

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.

Sign in / Sign up

Export Citation Format

Share Document