Analisis Strategi Pengembangan Usaha Keripik Apel dengan Pendekatan Business Model Canvas dan Integrasi SOAR-AHP (Studi Kasus: UKM Ramayana Agro Mandiri, Kota Batu)

Putri, Salma Rana (2023) Analisis Strategi Pengembangan Usaha Keripik Apel dengan Pendekatan Business Model Canvas dan Integrasi SOAR-AHP (Studi Kasus: UKM Ramayana Agro Mandiri, Kota Batu). Sarjana thesis, Universitas Brawijaya.

Abstract

Pandemi Covid-19 membawa dampak serius bagi para pelaku usaha, khususnya pelaku Usaha Mikro, Kecil dan Menengah (UMKM) yang berperan penting dalam perekonomian nasional. Data Kementrian Koperasi dan UKM (2020) menunjukkan sejumlah 37.000 pelaku UMKM mendapatkan dampak yang serius dari pandemi Covid-19, diantaranya 56% hasil penjualan menurun, 22% mengalami kesulitan modal, 15% sulitnya proses distribusi barang jadi, dan 4% kesulitan bahan baku mentah. UKM Ramayana Agro Mandiri merupakan salah satu UMKM di Kota Batu yang memproduksi berbagai produk olahan buah, salah satunya adalah keripik apel sebagai produk unggulan. Saat pandemi Covid-19 berlangsung, pasar UKM Ramayana tutup total selama 8 bulan yang menyebabkan usaha mengalami penurunan omset secara signifikan hingga 90% akibat tidak adanya aktivitas produksi dan kegiatan pemasaran. Pasca pandemi Covid-19, UKM Ramayana Agro Mandiri masih mengalami penurunan omset maupun kapasitas produksi keripik apel dalam kisaran 20% hingga 40%, bergantung pada kondisi pasar. Penelitian ini bertujuan untuk mengidentifikasi model bisnis di UKM Ramayana Agro Mandiri dengan pendekatan Business Model Canvas (BMC), menyusun alternatif strategi pengembangan usaha menggunakan analisis SOAR pada elemen BMC, menentukan prioritas pada alternatif strategi dengan metode AHP, dan mengembangkan BMC UKM Ramayana Agro Mandiri sesuai dengan alternatif strategi pengembangan usaha. Hasil peneltian mencakup kondisi existing usaha pada 9 elemen BMC yang terdiri dari segmen pelanggan, saluran distribusi, hubungan konsumen, proposisi nilai, sumber daya kunci, aktivitas kunci, kemitraan utama, aliran pendapatan, dan struktur biaya. Analisis SOAR menunjukkan produk berkualitas baik, segmen pelanggan yang luas, rencana produksi sesuai permintaan pasar, dan permintaan konsumen terpenuhi menjadi faktor-faktor yang memiliki skor tertinggi pada elemen kekuatan, peluang, aspirasi dan hasil secara urut, yang menunjukkan faktor tersebut direspon usaha dengan baik. Matriks SOAR menghasilkan 8 alternatif strategi secara urut menggunakan prioritas pada metode AHP, yaitu perencanaan dan penjadwalan produksi yang optimal (OR2), penguatan brand awareness keripik apel “Ramayana” (OA2), diseminasi inovasi teknologi produksi freeze drying (OA1), pengembangan unit usaha produksi (SA2), pengembangan marketplace (SA1), Pengoptimalan penggunaan sosial media (OR1), standardisasi kualitas produk (SR1), dan kemitraan dengan UKM produk keripik buah dalam pengembangan inovasi produk freeze dried (SR2). Pengembangan BMC UKM RAM dilakukan dengan menambah strategi SR2 dan OA1 pada elemen kemitraan utama, strategi SA2 pada elemen sumber daya kunci, strategi OA2, OR1 dan OA2 pada elemen aktivitas kunci, strategi SR1 pada elemen proposisi nilai dan strategi SA1 pada elemen saluran distribusi.

English Abstract

The Covid-19 pandemic has had a serious impact on business actors, especially Micro, Small and Medium Enterprises (MSMEs) which play an important role in the national economy. Data from the Ministry of Cooperatives and SMEs (2020) shows that a total of 37,000 MSMEs were seriously affected by the Covid-19 pandemic, including 56% of sales decreased, 22% had a capital difficulties, 15% had difficulties in the process of distributing finished goods, and 4% experienced difficulties with raw materials. Ramayana Agro Mandiri is one of the MSMEs in Batu City which produces various processed fruit products, one of which is apple chips as their superior product. During the Covid-19 pandemic, Ramayana Agro Mandiri completely closed for 8 months which caused business to experience a significant decrease in revenue of up to 90% due to the absence of production and marketing activities. After the Covid-19 pandemic, Ramayana Agro Mandiri UKM still experienced a decrease in revenue and production capacity of apple chips in the range of 20% to 40%, depending on market conditions. Therefore, Ramayana Agro Mandiri needs to develop a business development strategy plan to restore business conditions by analyzing the business model that is being implemented. This study aims to identify business models in Ramayana Agro Mandiri using the Business Model Canvas (BMC) approach, develop alternative business development strategies using Strength, Opportunity, Aspiration, and Result (SOAR) analysis on BMC elements, determine priorities on alternative strategies using the Analytical Hierarchy Process (AHP) method, and develop BMC of UKM Ramayana Agro Mandiri based on alternative business development strategies. The research’s results show the existing condition of UKM Ramayana Agro Mandiri in the 9 elements of BMC, such as customer segments, channels, customer relationships, value proposition, key resource, key activities, key partners, revenue streams, and cost structures. SOAR analysis shows that good quality products, broad customer segments, production plans according to market demand, and consumer demands are fulfilled are the factors that have the highest scores on the elements of strengths, opportunities, aspirations and results sequentially, indicating that these factors are well responded by the business. The SOAR matrix produces 8 alternative strategies sequentially using the priority on the AHP method, such as optimal production planning and scheduling (OR2), increase brand awareness of “Ramayana” apple chips (OA2), dissemination 9of innovations in freeze drying production technology (OA1), development of business units production (SA2), marketplace development (SA1), maximizing the use of social media (OR1), product quality standardization (SR1), and build partnerships with fruit chip SMEs in the development of freeze dried product innovations (SR2). BMC development is carried out by adding SR2 and OA1 strategies to key partnerships, SA2 strategy to key resource, OA2, OR1, OA2 strategies to key activity, SR1 strategy to value proposition and SA1 strategy in channel.

Item Type:	Thesis (Sarjana)
Identification Number:	0523100001
Uncontrolled Keywords:	AHP, BMC, Keripik Apel, Pengembangan Usaha, SOAR
Divisions:	Fakultas Teknologi Pertanian > Teknologi Industri Pertanian
Depositing User:	agung
Date Deposited:	17 Jan 2024 04:27
Last Modified:	17 Jan 2024 04:27
URI:	http://repository.ub.ac.id/id/eprint/211400

Text Salma Rana Putri.pdf Restricted to Repository staff only until 31 December 2025. Download (4MB)

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