Business Model Canvas (Bmc) Approach for Tourism Management Strategy of the Top Selfie Kragilan, Mt. Merbabu National Park

Abstract

The tourist spot of the Top Selfie Kragilan, Mt. Merbabu National Park, a conservation area in Indonesia has not been managed with a business strategy despite the community initiatives increase to utilize the surrounding tourist spots for their livelihood. The study aimed at formulating the tourism business management strategy using Business Model Canvas (BMC) and Strength-Weakness-Opportunity-Threat (SWOT) approaches. BMC modeling used nine aspects, namely customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partners, and cost structure; then analyzed using SWOT approaches. A total of 377 respondents were interviewed to collect the data. The results showed that every aspect of the old business model has been added or innovated according to the analysis of internal and external factors. Also, there has been a "meeting point" between market expectations, the value offered, and the promotional channels used. The combined strategy of Aggressive (S-O) and Diversification (S-T) should be applied to mitigate damage impact, conserve the natural resources, and arranging visits and selfie vehicles/ photo spot to boost revenue streams.

Analysing the business model canvas of the camping industry using cluster analysis

“…I particular, it is noted that several studies have used the BMC to assess the organizational design of hospitality businesses (Urban et al, 2018; Strulak-Wójcikiewicz et al, 2020; Szromek and Naramski, 2019; Setiawan et al 2021; Wibawa et al 2016). Nevertheless, the literature review demonstrates that these applications have not been used in the hospitality sector.…”

“…Moreover, this study identifies contributions dealing with business clusters in tourism (Urban et al, 2018; Strulak-Wójcikiewicz et al, 2020; Szromek and Naramski, 2019; Setiawan et al 2021; Wibawa et al 2016). Findings show that very few of these articles used a contingency attributes perspective to describe the SME context.…”

“…In the tourism field, the BMC has also been adapted to sailing tourism e-platforms (Strulak-Wójcikiewicz et al, 2020), spa tourism businesses (Szromek and Naramski, 2019), national parks (Setiawan et al 2021) and herbal tourism (Wibawa et al, 2016). These contributions have shown the usefulness of BMC in analyzing the management of organizations.…”

Assessing the Economic Value of Water Environmental Services in Mount Merbabu National Park

“…Mount Merbabu National Park (MMNP) is one of the conservation areas that, in addition to conservation functions, also functions socially and economically (Hartanto et al 2019). The tourism economy is also growing around Mount Merbabu such as Kragilan Top Selfie (Setiawan et al 2021), Gancik Hill Top (Sari and Rahayu 2018), and Tuk Semuncar (Setiawan and Muhammad 2018). MMNP also produces environmental services.…”

A canvas model for planning and development strategy of rural sustainable tourism

“…The purpose of compiling BMC is to explain, calculate, visualize, and replace business models so that the performance produced by startups is optimal. Business Model Canvas is a business model that describes how an organization produces, delivers, and captures the value of a business/industry [7][8][9][10]. The business model framework is canvas-shaped and consists of nine boxes containing interrelated elements namely: (1) Customer segments, a company must decide which segments to serve and which segments to ignore; (2) Value proportions, describes the combination of products and services that create value for specific customer segments; (3) Channels, describe how a company communicates with its customer segments and reaches out to them to provide its value proposition; (4) Customer relationship, describes the various types of relationships that the company builds with specific customer segments; (5) Revenue streams, describes the cash that the company generates from each customer segment; (6) Key resources, describe the most important assets required for a business model to function; (7) Key activities, describe the most important things a company must do for its business model to work; (8) Key partnership, describes the network of suppliers and partners that make the business model work; and (9) Cost structure, describes all costs incurred to operate the business model.…”