Perancangan model bisnis cv madu apriari mutiara dengan pendekatan business model canvas

Timber forest product potential is 5 percent, while non-timber forest products are 95 percent. One of the non-timber forest products is beekeeping. Beekeeping has many benefits, among which can produce products such as honey, pollen, royal jelly, beeswax, propolis, bee bias, bee larvae, bee colony and queen bee. Bee products that have many benefits are honey as a health supplement, beauty, anti toksin, wound drugs, and as raw materials in the food and beverage industry. The need of honey is not only to meet the needs of consumption, but also to produce derived products from honey. Products derived from honey begin to be widely used in cosmetic products, one of them is soap. Soap has an important role in daily life, therefore people begin to notice the content in the used soap. People are beginning to use natural soaps such as honey soap. Honey soap manufacturers are required to present various variants of quality honey soap that is able to meet the needs of consumers. CV Madu Apiari Mutiara can capture these opportunities by presenting a product of beauty and health soap made from natural honey. Competition in the natural soap industry in Indonesia is now quite tight. In natural soap products made from honey, CV Madu Apriari Mutiara still have to compete with some other producers who have previously built a brand and obtained the trust of consumers. The sales of honey soap by CV Madu Apiari Mutiara was annually decreased, which was caused by some problems that may occur due to a corporate strategy error in running its business. The main problem is the company's delay in fulfilling the legality and quality aspects of the product and has not been able to optimize all its potential and resources, also the lack of attention for changes in the business environment. CV Madu Apiari Mutiara is required to continue growing in this business, therefore CV Madu Apiari Mutiara requires business strategy and new business model that can be assisted by canvas. This study aims to map out the business model of CV Madu Apiari Mutiara which is currently being run and to design prototype future business model, based on the results of SWOT analysis, external environment and four steps work on blue ocean strategy. This research was conducted in January 2017 until May 2017. The research method used is descriptive. This research is focused on creating an exact new business model through business model canvas approach. The result of business model mapping of CV Madu Apiari Mutiara using Business Model Canvas (BMC) shows that the customer segments of CV Madu Apiari Mutiara are upper middle class, 13 Serambi Botani outlets, and 100 herbal stores with the value propositions of products containing original honey, safe for all types of skin, various products, and accepting special order. CV Madu Apiari Mutiara utilizes outlets, exhibitions, website, and social media to achieve its customer target. The relationship with customers uses personal assistance. The company’s main revenue stream is obtained from honey soap product. The main resources of CV Madu Apiari Mutiara are divided into three, namely human, physical, and financial resources with the main activities conducted are production and marketing. The key partners cooperating with CV Madu Apiari Mutiara are honey breeders, PT Brataco, perfume store, Incubie IPB, and related government. The cost structure of CV Madu Apiari Mutiara consists of operational costs and investment costs. After undertaking SWOT analysis in which the information are obtained from the mapping result and business environment, the new business model prototype for the future can then be designed. The new business model is designed in two prototypes. The business model prototype 1 is designed based on the results of Blue Ocean Strategy which is centered on the improvement of value proposition owned by CV Madu Apiari Mutiara, namely special order of honey soap product. This value proposition improvement will lead to an addition of customer segment and changes at all BMC elements. These element changes are expected to increase CV Madu Apiari Mutiara’s revenue. The focuses of business model prototype 2 are at the business development by adding customer segment and value proposition. The business development that might be possible to do are the existence of industry visit program and entrepreneurial training program with the customer segments of school students, university students, and retired people. These additions will alter all BMC elements, so that the business competence of CV Madu Apiari Mutiara enhances. The design of business model prototypes had both advantages and disadvantages. The advantages of the prototype of business model 1 were increased revenue, the company had been experienced, and the opportunity to obtain continuity of orders. While the disadvantage were building trust to new customers needed quite a long time and the company was required to work quickly without neglecting the quality of the product. The advantages of the prototype of business model 2 were to increase the company's revenue and this business model can be applied to other honey products, while the disadvantages were the time to prepare the program needed long enough and would slightly disrupt the company's activities