Articles

Designing A Creative Business Model for Outdoor Photographers Through Business Model Innovation

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Photography at Tangkuban Perahu Nature Tourism Park is one of the creative industry-based Micro, Small and Medium Enterprises (MSMEs) included in the creative economy and engaged in photography. Tangkuban Perahu Nature Tourism Park is one of the tourist destinations whose position is located not far from the center of Bandung City so that it can be easily reached by tourists in Bandung City. Currently, photographers at Tangkuban Perahu Nature Tourism Park face problems in the form of fluctuating trends in the use of direct photography services due to constraints in human resources, promotion, product quality, and business partnerships. To solve this problem is to evaluate in depth the business model that is currently being run. In this study, an evaluation of the business model currently being run by outdoor photographers using the Business Model Canvas (BMC) framework was conducted. To obtain data, interviews with photographers and observations in the field were conducted. Then interviews with visitors to understand visitor profiles and business environment data. From the data obtained, the results will be used to design strategies, which are then used to design the proposed Creative Business Model Canvas (CBMC). Based on the design results, there are several additions to the creative business model canvas for outdoor photographers. In artistic identity, two new values were added: photos that highlight the natural beauty of Indonesia and the mystical charm of Tangkuban Perahu. In the Your audience block, an additional segment was added: groups. In channels, there are options to work with travel agents or local guides, as well as promotion through social media such as Instagram and TikTok. In revenue stream, additional group and pre-wedding photo packages are available. In key resources, added a photo booth directly in the tourist area as a new asset. In key activities, promotional activities through social media are included. In key partners, new partners were added, namely travel agents and local guides. Meanwhile, in the cost structure, additional costs for purchasing photo frames (operational costs) and digital promotions (investment costs) were added. In addition, there are two new blocks, namely art products and artistic services, which help photographers better understand the creative value that can be offered through photo services.

Business Development Using Business Model Canvas to Increase Competitiveness in Anata Burger Business

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This research aims to develop the Anata Burger business by implementing the Business Model Canvas (BMC) to improve competitiveness. The analysis was conducted on nine elements of the BMC through observation, interviews, and sales data. The results show an improvement in product quality and sales of up to 23.21% after implementing modern packaging changes and expanding digital channels such as GoFood and QRIS digital payments. Customers provide positive feedback, but improvements in human resource management and digital marketing are needed for sustainable business growth. This research offers practical guidelines for the management of Burger Anata to refine their business model and market strategy, as well as serving as a reference for other SMEs in adopting innovation and digitalization to enhance competitiveness.

Optimization of the Intermediary Role of Zakat with The Business Model Canvas (BMC)

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This research aims to analyze the implementation of the Business Model Canvas (BMC) as a strategy to optimize the intermediary role of zakat at BAZNAS West Java. The background of the study stems from the suboptimal realization of zakat collection despite its significant potential. This indicates a low optimization of zakat collection and an ineffective distribution role of zakat. Overall, the intermediary role of zakat has not been optimized. Various factors contribute to this, including the adaptation and implementation of the Business Model Canvas (BMC) strategy. There are numerous challenges in implementing the BMC strategy at BAZNAS West Java. The research method used is a survey method with a descriptive analysis approach. The survey was conducted at BAZNAS West Java. Data collection techniques include documentation and interviews. The results of this study are expected to serve as a reference for zakat institutions regarding strategies to optimize the intermediary role of zakat through the adaptation and implementation of the BMC strategy. The study’s findings can demonstrate that the implementation of the Business Model Canvas (BMC) as a strategy can optimize the intermediary role of zakat at BAZNAS West Java.

Proposed Business Strategy in Improving Customer Base to Promote Company Growth (Case at PT. AKSI)

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The research explores Indonesia’s economic growth linked to investments, particularly in manufacturing facilities, which drive demand for supporting products like lighting. Exxent Lighting, focused on government street lighting, faces revenue fluctuations due to seasonal government purchasing patterns (Q1 and Q4 peaks, Q2 and Q3 lows). This study identifies the industrial sector as a viable market to address these revenue gaps. Using qualitative methods including interviews and market reports, the author analyzes market needs and conducts internal and external assessments using various marketing and business strategy frameworks. Findings reveal strong brand loyalty to market leaders, but declining satisfaction due to service failures, alongside cost efficiency pressures driving demand for alternative lighting solutions. Based on these insights, the study develops a tailored value proposition and proposes a new business model for Exxent Lighting to enhance competitiveness in the industrial market.

Proposed Business Model Using Business Model Canvas (BMC) to Increase Neutrafix Platform Users (Case Study: PT Telekomunikasi Indonesia International)

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This comprehensive study, entitled “Propose Business Model using Business Model Canvas to Increase Neutrafix Platform User”, Neutrafix is a voice & mobility e-commerce platform owned by PT Telekomunikasi Indonesia International (Telin). Through comprehensive analyses, including Business Model Canvas, VRIO, PESTEL, Porter’s Five Forces, and STP, key challenges and opportunities were identified. This study aim to fix the challenge that Neutrafix currently facing like stagnan growth, a prepaid payment model unfavorable to buyers, and the absence of large sellers, which in the end resulted in low platform user. This study utilize a qualitative approach, using a semi structured interview and a thorough of secondary data. This methodology enables a comprehensive examination of current internal and external situation of Neutrafix. The study focus on Neutrafix business issue and how to improve it. The main conclusions emphasized problems including misalignment of value proposition, Ineffective communication, Lack of customer support, and opportunities for strategic partnership. In response, this thesis recommends three strategic actions: forming a strategic partnership with Etisalat, introducing flexible payment options as a new value proposition, and establishing a Customer Success team to manage customer relationships that translated into customer satisfaction and user increase.

Enhancing Business Competitiveness: Strategic Adaptation and Business Model Canvas Application in PT Maritim Maju

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In this detailed analysis, we explore the strategic repositioning of PT Maritim Maju within the context of the global maritime industry’s ongoing transformation, influenced by technological advancements and economic shifts. This study meticulously applies the Business Model Canvas framework, incorporating Resource-Based View, VRIO, and SWOT analyses, to diagnose and propose necessary strategic enhancements for PT Maritim Maju. It underscores the imperative for the company to diversify its services beyond traditional maritime activities, suggesting an expansion into maritime consulting and logistics technology. Additionally, the research advocates for the integration of advanced technologies such as AI in fleet management, aiming to optimize route planning and implement predictive maintenance, thereby achieving cost efficiencies, enhanced service reliability, and superior customer satisfaction. Strategic partnerships are highlighted as crucial for leveraging technological innovation and expanding service capabilities. The study also recommends a reevaluation of marketing strategies, emphasizing the adoption of digital marketing techniques to better position PT Maritim Maju on the global stage, highlighting its commitment to safety, reliability, and customer service excellence. Furthermore, it stresses the importance of continuous staff development in leadership and maritime technology to foster a culture of innovation and strategic agility. Compliance with international regulations and a proactive risk management approach are advised to mitigate operational risks. This comprehensive strategic plan aims to guide PT Maritim Maju through the intricacies of the modern maritime landscape, capitalizing on new opportunities for growth and establishing a foundation for enduring competitiveness and resilience.

Proposed Value Proposition and Business Model for VMCS Advisory Indonesia

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The development of the business world and leadership in various industries depends on critical factors, including the role of corporate communications and public relations. Since the beginning of civilization, communication has facilitated the development of relationships between people and institutions, increasing reputation and spreading knowledge. With the advancement of the digital world, strategic communication has become increasingly important for managing reputation, both personally and institutionally. In a democratic climate and era of openness, strategic communication becomes more critical and must align with the mission, vision, and business goals. Various challenges arise, especially in formulating communication strategies, handling management issues and crises, coordinating between functions, and implementing communication campaigns; hence, external communication experts are needed to help nurture a company’s relationship with its stakeholders. This opportunity becomes the basis for establishing a communications and social impact consultant, PT Viem Advisory Indonesia (VMCS, abbreviation of Vera Makki Communications and Social Impact), in 2020.

This study aims to formulate a value proposition, followed by proposing a business model that supports the value proposition and uses a qualitative descriptive analysis that takes data from interviews with representatives of communications industry experts, academicians, business leaders, and media. In addition, secondary data collection was also carried out, supported by a review of academic literature, basic theory, and conceptual frameworks, which systematically guided the start of a business in the communication and social impact consulting field.

With this foundation, this study describes the business analysis, solutions, and recommendations to build VMCS with the right value proposition and business model. This study is designed so that VMCS can become a leader in the communications industry, with the uniqueness of not only focusing on profits in the business world but also prioritizing social impact and sustainability.

A Proposed Business Model Innovation Using Blue Ocean Strategy Approach for Kiumarket in The Post-Pandemic Era

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Kiumarket, a local brand in the home fragrance industry, encountered significant challenges in the evolving post-pandemic market landscape. Known for its diverse range of aromatic products, including scented candles, diffusers, and sprays, Kiumarket faced declining sales due to a shift in consumer habits, as people began spending less time at home. The market also saw an influx of new competitors, leading to increased competition and necessitating a strategic reevaluation of Kiumarket’s product offerings and pricing strategies. Furthermore, changing consumer preferences towards specific scents and qualities demanded a more targeted approach to Kiumarket’s product range. The research aimed to address these challenges by exploring effective strategies that would enable Kiumarket to adapt and secure a sustainable competitive advantage. The primary focus was on assessing the effectiveness of a new business model strategy for distinctive positioning in the market, the transformative role of innovative market creation and differentiation in enhancing Kiumarket’s value proposition, and the impact of such strategies on the brand’s market penetration, profitability, and long-term viability. Employing the Blue Ocean Strategy framework, the research delved into the current competitive scenarios using analytical tools like Porter’s Five Forces and the Business Model Canvas. This comprehensive approach helped in understanding the intricate market dynamics, competitor behaviors, and dominant value propositions. The Strategy Canvas was pivotal in analyzing the market landscape, identifying competitive factors, and uncovering potential differentiation opportunities. Innovative thinking was encouraged through the application of the Four Actions Framework and the ERRC Grid, focusing on reconstructing market value and strategy. A variety of research methods were utilized, including in-depth industry reports analysis, surveys, interviews, and focus group discussions. Tools such as SPSS ensured the accuracy and reliability of the data analysis. The study also incorporated Blue Ocean Strategy instruments like the Buyer Utility Map and the Three Tiers of Noncustomers, enabling a deep exploration of new market opportunities and insights into buyer personas. The findings of the research underscored the necessity for Kiumarket to differentiate its products, maintain consistent quality, and enhance customer satisfaction. It suggested that a strategic overhaul of the product line, coupled with competitive pricing and a strong focus on customer engagement, would be crucial. Additionally, targeting non-customers and innovating in product offerings emerged as vital strategies to tap into new market segments.

Proposed Business Strategy for New Healthcare Innovation of Electro-Capacitive Body Stimulation (ECBS) Technology

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One of the greatest healthcare challenges in Indonesia is providing an adequate environment and healthcare infrastructure that ensures that people obtain the best treatment that conforms to their expectations, preferences, and needs. Therefore, healthcare technology players have a crucial role in overcoming this challenge and creating a better solution to the system. Electro Capacitive Body Stimulation (ECBS) is a technology that utilizes electric pulses to stimulate the body’s muscles and organs to optimize waste removal and nutrient transport process. As a result, the body will be conducive to physical well-being. For the elderly, who start to experience slowing down in physical ability and degeneration of organ functions, this technology is beneficial to maintain their health condition and prevent future chronic disease. However, the market performance is not live up to the fineness of this technology, even with all its benefits and technological advancement. As a matter of fact, sales have been disappointing by the year since the product is launched to the public. A number of factors contributed to this unsatisfactory sale encompassing internal and external conditions of the company. Through the analysis of internal and external environments as well as primary and secondary data, research is conducted to identify the contributing factors to the unsatisfactory sales and potential value of the technology. Based on the analysis and findings, a SWOT analysis that defines the unsatisfactory business performance factors and potential technology value and the TOWS matrix that bases the business strategy can be described. It includes the diamond model, STP and 7PS marketing, and business model canvas as the proposed solution for the business.

Business Model Innovation Strategy for Creative Industry in Indonesia

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Indonesia’s creative economy sector has been a promising GDP source based on its steadily increasing performance since 2010. Around 70% of the businesses in this sector are said to be Micro, Small, and Medium Enterprises (MSMEs). Just like any other business, MSMEs also faces challenges not only from internal but also an external factor, hence it is crucial for an MSME’s survival to have resilience in facing problems and uncertainties. One way to assure a business’ resilience is by developing a competitive advantage that could be achieved with a good business model that can develop according to the internal and external situation through periodical evaluation and innovation. stellar/coronae as one of the MSMEs in the creative industry also faces challenges in the form of the appearance of a lot of new entrants and competitors, causing the current market they are operating in to turn into a red ocean. By using the blue ocean strategy, stellar/coronae looks for opportunities in creating a new market instead of competing in the existing red ocean by outperforming the competitors. This strategy of business model innovation is commenced with an external analysis of the business model environment to see possible opportunities and threats, followed by an internal analysis of the strength, weaknesses, opportunities, and threats evaluation of the current business model. The result of these two explorations is then combined using the four actions-framework to see what could be eliminated, reduced, raised, and created from the existing business model. The end product will be in the form of a business model where stellar/coronae not competing with the red ocean any longer but providing a new value proposition in the blue ocean.