The mushroom agroindustry has a profitable business opportunity for farmers because it is easy to cultivate, needs short planting time, and does not require extensive planting land. Moreover, the price of post-harvest products is quite high. To face increasingly intense competition, mushroom agroindustry actors need to implement strategic management to increase business competitiveness. The purposes of this study are to identify a business model using the business mode canvas (BMC) approach, analyse the internal and external factors of mushroom agroindustry and formulate alternative business development strategies using SWOT analysis. The result shows that the business model of mushroom agroindustry viewed by nine elements of BMC. By SWOT analysis, mushroom agroindustry has internal strength in its business that is on clear consumer segmentation (0.650). The weakness is anticipating the fewer consumers’ enthusiasm toward healthy food products (0.500). The opportunity of mushroom agroindustry is optimizing the online market (1.200). The threat is competitors from other food products (0.525). Some alternatives of developing the business are based on hold and maintain position consists of four combined strategies: developing and increasing product quality (SO), increasing promotion and services (ST), marketing the products by social media (WO), and evaluating the quality of business relationship (WT).
The purpose of this study was to determine the condition, the priorities, and the strategy development policy of the brem Madiun production system as an effort to increase the brem Madiun production system. The samples which are used were the brem industries at industrial centers of brem in Kaliabu and Bancong Village at Madiun District. The main instrument to collect the data was a questionnaire for 21 respondents of business leaders. Data analysis method which is used was Analytical Hierarchy Process (AHP). The results showed that the sequence of factors causing the decline of brem's production capacity were the final product (0,477), capital (0,244), raw materials (0,123), human resources (0,088), the tools and machinery (0,041), and the method (0,026). Benchmarks for goals to be achieved by the production system were the effectiveness of brem Madiun (0,548), productivity (0,227), efficiency (0,138), and quality (0,087). Strategies that can be done on developing the brem industry in Madiun are provision of venture capital to support the administrations, improvement of licensing services, improvement of joint venture accessibility on infrastructure production, supporting on marketing, improvement of human resources quality (coaching and training), development of product, improvement of business management, and development on network of business partnership respectively. After the several strategies development policy was formulated based on existing condition, then the performance of the brem Madiun production system can be improved.
In general, mushroom business centers spread over the city and regency of Malang have been growing since 2010. These businesses can produce various processed products that are increasingly popular in both local and global markets. To increase business competitiveness, it needs to implement strategic management. This study aims to identify an alternative strategy used to develop the business model of the mushroom agroindustry. The objects of research are 19 mushrooms Small and Medium Enterprises (SMEs) in Malang. This study uses the Business Model Canvas (BMC) approach and Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis to identify the agroindustry conditions, as well as the Analytical Hierarchy Process (AHP) method to determine alternative priorities for business development. Through the combination of SWOT-AHP, the proposed strategies of business development are (1) Weakness-Opportunity (WO) strategy (intensive product marketing through social media); (2) Strength-Opportunity (SO) strategy (development and improvement of product quality to expand the marketing area); (3) Weakness-Threat (WT) strategy (evaluation and improvement of the quality of the partnership relationship to increase partner loyalty); and (4) Strength-Threat (ST) strategy (increased promotion and development of services to face the other food product competitors). BMC development is carried out by adding SO strategy on the value propositions element, the ST and WO strategy on the channel’s element, and the WT strategy on the key partnership element.
Fruit processing industry is one of the food-based industries in Indonesia that has the potential to be developed. One of the potential fruit-based products is the development of regional superior products, including local apples in the Batu City area. SMEs processing industry sector in Batu City has prospective opportunities to be developed as a producer of regional superior products into a variety of souvenir products typical of Batu City such as apple pia, apple pie and apple brownies. The objective of the research is to identify the business model in SMEs and building the alternative business development strategies. The object of research is SMEs Permata Agro Mandiri in Batu City, East Java. The research approach and method used are business model canvas approach and SWOT analysis. The results showed that nine BMC elements are show the business model run by Permata Agro Mandiri. Based on the SWOT analysis of nine BMC elements, the strength of these SMEs in running business model was in the ownership of product standardization and production processes certificates, weaknesses with the greatest influence were limited machine capacity and human resources skills, potential opportunities is increasing the number of tourist in Kota Batu, and the biggest threat is business customer satisfaction and loyalty affects the sale of products. The alternative business development strategies are prepared, improving marketing strategies (SO-1), developing tourism and educational services (SO-2), optimizing social media and e-commerce as online marketing media (WO-1), conducted of training and development human resources activities (WO-2), positioning (ST), educating and introducing the brand (WT).
Tujuan penelitian ini adalah untuk mengetahui faktor-faktor yang mempengaruhi konsumen dalam pengambilan keputusan pembelian beras organik di kota Batu dan mengukur besarnya pengaruh faktor perilaku konsumen terhadap keputusan pembelian beras organik di kota Batu. Metode penelitian yang digunakan adalah analisis faktor dan analisis regresi linier berganda. Hasil penelitian menunjukkan bahwa bahwa faktor produk (X 1), harga (X 2), tempat (X 3), pribadi (X 4), dan motivasi (X 5) berpengaruh secara simultan terhadap keputusan pembelian (Y) beras organik. Secara parsial faktor yang berpengaruh signifikan terhadap pengambilan keputusan pembelian konsumen untuk membeli beras organik adalah faktor produk dan faktor motivasi, sedangkan faktor harga, tempat, dan faktor pribadi tidak berpengaruh signifikan terhadap keputusan pembelian beras organik
Soy sauce is one of the fermented-soybean product that is widely used as a food flavoring. The high demand of soy sauce requires Company X, as producers, to ensure that consumer needs are always met. Therefore, it needs the help of many stakeholders, including suppliers and distributors to support the continuity of production. Since many members are involved, Company X needs to maintain the optimal performances. One of which is by applying supply chain risk management. This study aimed to identify and analyze supply chain risk in the soy sauce production process. Firstly, all activities carried out by supply chain members were mapped using Supply Chain Operational Reference (SCOR) approach. Secondly, the potential risk of these activities was analyzed using House of Risk Phase 1 (HOR-1) method. 16 risk events and 19 risk agents were identified based on SCOR approach and HOR-1 method. Following the risk identification stage, the priority rank of risks was analyzed using Aggregate Risk Priority (ARP). The results showed that there were 5 priorities of risk agents required to be mitigated, i.e. human error, misorder of product, power outage, raw materials variants, and disruptions during product transportation. This study suggests risk mitigations as follows: to give rewards, punishments, and work motivation to workers; to alter and enhance SOP of ordering, storing, distributing, and supplier cooperations; to use electricity generator during the production process; to control the quality of raw materials; and to regularly maintain the distribution vehicle.
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