Strategic Business Development of Polosan Mas Ibing with the Business Model Canvas Approach

DOI

10.2991/aebmr.k.220204.018How to use a DOI?

Keywords

Strategic; BMC; SWOT; QSPM

Abstract

Business development in Indonesia has experienced a relatively rapid increase, strategies in business must be carried out to achieve the level of success now and in the future. The need for a business strategy in line with business progress is a must. It is expected to provide business advantages so that the products produced can compete with products that are currently circulating. In the last few decades, the fashion industry has experienced rapid development. Small and Medium Enterprises are a field for the economy because they have a role in expanding employment opportunities, forming Gross Domestic Product (GDP), and providing productive economic activities to low-income communities. Although affected by Covid-19, the social entrepreneurship sector can still survive compared to other sectors. Polosan Mas Ibing still has problems with alternative strategies and priorities in his business journey. Polosan Mas Ibing is still relatively slow in its development, this can be related to internal and external aspects, in the establishment of this business, it is still stagnant, or no changes have been added, not a long-term strategy short and long term, as well as the use of the suitable business model. So, we need a business model; a business model is a way to formulate a strategy to stay competitive and compete with the business model, namely by a combination of SWOT, BMC, and QSPM analysis. This research uses qualitative research methods; qualitative research is a form of research based on naturally examining the object’s condition of research. Polosan Mas Ibing’s current business condition is in the Hold & Maintain. In that position, the company should carry out intensive strategies where market penetration, market development, product development, and product development can assist the company in developing its business. SWOT analysis of BMC elements in Polosan Mas Ibing resulted in eight alternative strategies, namely expanding market segments, optimizing marketing partners and finding potential partners, optimizing marketing and promotions to get new customers, optimizing product production and Distribution, optimizing human resources with IT education, conducting the latest innovations to add products and develop existing products, optimize existing e-commerce as a place to maximize sales and increase company income through online marketing activities. Quantitative Strategic Planning Matrix (QSPM) priority alternative strategy with the highest rating is to carry out the latest innovations to add new products and develop products with a TAS value of 8.08.

Copyright

© 2022 The Authors. Published by Atlantis Press International B.V.

Open Access

This is an open access article under the CC BY-NC license.

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TY  - CONF
AU  - Supriandi
AU  - Yusuf Iskandar
PY  - 2022
DA  - 2022/02/10
TI  - Strategic Business Development of Polosan Mas Ibing with the Business Model Canvas Approach
BT  - Proceedings of the International Conference on Economics, Management and Accounting (ICEMAC 2021)
PB  - Atlantis Press
SP  - 164
EP  - 179
SN  - 2352-5428
UR  - https://doi.org/10.2991/aebmr.k.220204.018
DO  - 10.2991/aebmr.k.220204.018
ID  - 2022
ER  -