di Universitas Ciputra, Surabaya
IMPLEMENTING BUSINESS
DEVELOPMENT ANALYSIS USING BUSINESS MODEL CANVAS APPROACH
Tias A. Indarwati, SE.,
MM
Fakultas Ekonomi
Universitas Negeri Surabaya
R.A. Sista Paramita,
S.E., M.Si
Fakultas Ekonomi
Universitas Negeri Surabaya
ABSTRACT
This
research is to identify
outline scheme of company strategy by mapping the business of electronic device dealer
using Business Model Canvas (BMC), then analyzing the
revenue stream area (income) and cost structure (cost) in the established BMC. The conclusion based on
BMC, there are nine factors
that must be observed. First,
value of suppliers of
electronic devices business, which is focuses
on fire alarm and
finger spot. Second, the customer segmentation
were broaden
to entire
storey building and shopping centers (malls). Third factor is the closeness between the business to the customer by adding member discount and bonus. Fourth,
customers also interested in membership offer with major facilities of
guaranteed. Fifth,
key resources of this
business is to develop
technicians and administrators since its development focusing on new products Security
Hardware and marketing of products. Sixth, from process
side, main activity should add supporting activities to support the
progress that has been made, for examples, updating the company's website more
often, receive consultation from any prospective customers who require Security
hardware, and provide service to the consumer that is fitted to their services.
Seventh, partnership is important as a drive
for improving company performance, especially for partner
suppliers for Finger
Print and Fire Prevention. Eighth, main
income of this business
is including income for sales and service.
Ninth, necessary costs to create value for customers consist of promotion cost, delivery and
labor
cost. By considering revenue stream and cost structure to analyzes financial feasibility, proper
decision may be made from this business. Therefore,
this business may be categorized into proper and operable.
Keywords: Business Model Canvas, Nine
factors, Business Plan,Company Strategy , Financial
feasibility
1.
Introduction
Economic growth cause the demand for goods and
services increasingly diverse. Therefore, many business emerge such as small
and medium businesses to provide the demand. Every business development
requires investments that are tailored to business objectives and form business
entities. One objective of the establishment of business is for profit/gain or
social nature to assist communities in providing the necessary infrastructure.
There is also a well established with the aim to profit while also delivering
social services. In practice, a social business also needs to make a profit so
it is able to finance their own businesses so as not to rely on donors (Kasmir
and Jakfar, 2006).
In a business, it’s necessary to analize the business to determine
the project’s feasibility. Study the feasibility of a project is necessary to
review whether the project is feasible in some aspects, such as technical,
managerial and administrative aspects, organizational aspects, commercial
aspects, economic aspects and financial aspects. Not all projects include
consideration of the fifth aspect. However, in making an investment decision required
the consideration of the financial aspects. From the investors side, the
investment would be interesting if favorable. It can be seen from how much profit
to be gained. Some SMEs in Indonesia engaged in services. Services are often
viewed as a complex phenomenon. Basically services are all economic activity
results are not a product in physical form or construction, and consumed at the
same time with the resulting time and provide added value, such as those that
provide services consumer products, both tangible and intangible, such as
transport, entertainment, restaurant, education. Goods/services turnover required
supplier’s role or distributor to distribute a product that has been produced
by the manufacturer to the consumer. Feasibility level of SMEs can be viewed
from the aspect of marketing, operations, human resources, finance, and
supporting aspects such as the environment and the law.
As the development of future technologies, now many
companies use security technology and efficiency of activity of the company. To
communicate remotely, nowadays some companies do not wear a telephone network.
Then comes the PABX, a telephone system which is commonly referred to as a
switchboard which is used as an internal phone system in the office. This network
does not use the usual local provider, therefore the PABX safer to maintain the
privacy of the company.
In addition the company's security systems have been
utilizing today's technology is CCTV, in the form of complementary security
cameras and recorders. It has been widely used in industries such as military,
airports, shops, offices, factories and now many housing have use this
technology. Therefore, the researchers choose CV. Alfindo Electronik that engaged
in supplying electronic devices as the subject of this research. In order for
companies to remain competitive, it is necessary to develop appropriate
business strategies to approach the business model canvas. Then, the purpose of
this study is to Develop a draft business model innovation and fire alarm
products Fingerprint using Business Model Canvas.
2.
Basic Theory
2.1
Feasibility
2.1.1 Business Feasibility Study
2.1.1 Business Feasibility Study
A
business should always be monitored by the owner to run as expected.
Advancement or benefit (benefits) obtained in carrying out a business activity
/ project, called the feasibility study or also commonly referred tofeasibility
study. Feasibility study is a material consideration in taking a decision,
whether receives or rejects of a business idea / project planned to consider
the benefits, both in terms of financial benefits and in terms of social
benefits. Factors that need to be assessed in preparing the feasibility study
is concerned with several aspects, among others: a) Aspects of Marketing b)
Technical Aspects of Production c) Production Aspect d) Management Aspects e)
Environmental Aspects, and f) Financial Aspects. Thus, if a business idea / project
that has been declared as economically, than the implementation rarely fail
unless due to uncontrollable factors such as latticework, fire, and other
natural disasters which are beyond the reach of humans. Feasibility analysis
using analysis of Net Present Value (NPV), Internal Rate of Return (IRR) and
Net Benefit Cost Ratio (BCR), to determine whether or not a business
2.1.2. Aspects of research Feasibility Study Business
A. Aspects of Marketing
Marketing
is a social process in which individuals and groups obtain what they need and
want by creating, offering, and freely exchanging products of value with others
(Kotler, 2005: 10). The aim of marketing is to know and understand the customer
so that the product or service that fits with the customer and then sell itself.
According Kotler (1999), the service is any activity that benefits one of the
parties may offer another product that is essentially intangible and does not
result in any ownership. Production may not be tied to a physical product.
Service is all economic activity whose output is not a physical product or
construction generally consumed at the time produced, and provide added value
in the form (such as comfort, entertainment, or health) (Zethaml And Bitner
1996) Meanwhile, the company that provides service operations are those that
give the consumer product and services, both tangible and intangible, such as
transportation, entertainment, restaurants, and education. Service is a process
or activity-which are intangible activities. Some things to consider in the
marketing aspect of which is a) segmentation and determination of the market,
b) Determination Strategy Services, c) Market Analysis, Internal, competitors,
d) Distribution Services, e) Role of Physical Environment, f) Customer
Satisfaction and Quality Services, g) Technology and Marketing Services, h)
Marketing via the Internet.
B.
Operational Aspects
Operations
management is an activity to create products and services through the process
of transforming inputs into outputs (Heizer & Render, 2008), which includes
a series of activities of design, operation, and repair of systems that create
and deliver products and services (Chase et al., 2006), tangible product or intangible
product generated by manufacturing companies whose goods are physically
visible, but service companies generate intangible product, the product exists
only when done. For example, delivery service, education for the students, and
the transfer of funds.
In
operations management, activities alter the transformation of inputs into
outputs. Inputs include raw materials, customers, or products derived from
other systems. Transformational process is categorized as physical (in the
manufacturing company), location (such as transport companies), exchange (such
as the retail business), aberrations (such as warehouse), physiological (such
as in health care), and informational (such as the telecommunications company).
The role of surgery is to create value to customers.
Service or services (services) is defined as an economic activity that generates time, place, form, and uses psychological (Haksever et al., 2000). Services are activities, process, and interactions, as well as a change in the condition of a person or thing in the possession of the customer (Edvardson et al., 2005). Services are comprehensive structure and consistently used in all aspects. According Edvardson et al., (2005) which focuses on demand to customers, the service is everything on an abstract level can be operationalized and interpreted in different ways.
Service or services (services) is defined as an economic activity that generates time, place, form, and uses psychological (Haksever et al., 2000). Services are activities, process, and interactions, as well as a change in the condition of a person or thing in the possession of the customer (Edvardson et al., 2005). Services are comprehensive structure and consistently used in all aspects. According Edvardson et al., (2005) which focuses on demand to customers, the service is everything on an abstract level can be operationalized and interpreted in different ways.
In
a service company, the customer is input. The service provided by the service
provider can not be held without the presence of the customer as input the
service. Ownership services can only be perceived by customers. In addition,
information is also required as input into a service company. Industry services
can also be measured the same as the manufacturing industry, by assessing the productivity,
service quality, and efficiency (Johnston, 2005). Those things are very
important for service companies to respond effectively to the needs of
customers. According to Sampson and Froehle (2006) there are five
characteristics of the service, namely the heterogeneity or diversity,
simultaneity, easily damaged, difficult to understand or do not appear, and the
participation of the customer.
The
importance of determining the location
Site
selection decision is very important for the overall services business
strategy. Criteria for the location of a service company is the ease of access
by customers. The most important dimension in choosing the location of a
service company is its flexibility, the position of competitors, demand
management, and site selection strategy fokus. Some people used clustering,
competitive saturated marketing, marketing intermediaries, substituting the
communication, the separation of front office and back office, the influence of
the internet, and consideration of the place (Fritzsimmons & Fritzsimmons,
2008).
Strategy
services
Service company
can survive in the competition if it is able to create value for stakeholders
include customers, employees, suppliers, shareholders, and the general public.
It can be obtained by first giving satisfaction to the employees who deal
directly with customers. With employees who are satisfied they can give satisfaction
to the pelanggannya.Strategi service operations should pay attention to the
framework of The Service Strategy Triad.
C. Aspects of Human Resources (HR)
Human
resource management is critical for companies to manage, organize, and utilize
employees so that they can function productively for the achievement of
corporate objectives. Human resources in the company need to be managed in a
professional manner in order to realize a balance between the needs of
employees with the demands and capabilities of the organization. Setting human
resource professional it is expected that employees can work productively
(Mangkunagara, 2005: 1).
Human
resource management (Human Resources Management) is the utilization,
development, assessment, granting remuneration, and management of individual
members of the organization or group of employees. (Simamora, 2004: 4) .Aspek
human resources to be one issue that is important in a company, because human
resources is considered as a driver of other resources within the company. Besides,
human resources can create efficiency and effectiveness of the company. With
the human resources manager or head of the effective requires companies to seek
and find the best way to empower existing employees within the organization so
that the desired objectives can be achieved by managing, organizing and
utilizing human resources. Some points to consider in the aspect of human
resource management is a) Structure and Job Descriptions, b) Procurement of
Labor, c) Training and Development, d) Job Performance Assessment, f) Provision
of Compensation, g) Pattern Empowerment of Human Resources, h) Maintenance
Workers
D.
Financial Aspects
Subagio
(2007), discusses the economic and financial aspects of capital requirements
and the necessary investment in the establishment, development and summarize
the planned venture in the form of financial statements (balance sheet, profit
/ loss, and cash flow), and analyzed to determine eligibility these efforts.
The purpose of the analysis is to evaluate the overall aspect of the discussion
of each aspect in need of funds and working capital into investment analysis is
reviewed from time capital controls (payback period), the rate of return (rate
of return), the control level of investment (return on investment), and a net
present value (net present value). According to Kashmir and Jafar (2007)
assessment of the financial aspects include sources of funding will be obtained
and the need for investment investasi.Penilaian costs and an analysis of the
priority order can be done by the method of payback period, net present value,
internal rate of return, and profabilitas index as well as the break-even
point.
E.
Aspects Supporters
a.
Legal Aspects
In starting a
business feasibility study generally starts from the legal aspects, although
many are doing it from another aspect. The purpose of the legal aspect is
researching the validity, perfection, and the authenticity of documents owned.
b.
Types of Business
Licenses
In
practice, there are various permits. The number of licenses required depend on
the type of business carried on. The permit consist of a list of companies, tax
registration number, business licenses, certificate of land or securities
owned. Licenses other companies to be immediately sent to business owners and
to be assessed by the assessor is in accordance with business type and areas of
the company. Licenses include: trading business license, business license
industry, mining business licenses, business licenses hospitality and tourism,
business license and the hospital pharmacy, livestock and agriculture business
license, permit residence, where the company / project site is located, permit
interference, permit construction of the building, permits foreign workers if
companies use foreign labor.
c.
Environmental
Impact Analysis (EIA)
EIA is a
tool used to control environmental changes caused by a business. Based on
Government Regulation No. 27, 1999, article 1, paragraph 1, the EIA
(Environmental Impact Assessment) is a study of major and significant impacts
of a business and / or planned activities on the environment that is necessary
for the decision-making process.
2.2.
Business Model Canvas
According
to Osterwalder and Pigneur (2010: 10), business model innovation is something
completely new. The business model describes the rationale of how to create
value for the company, customers, and communities. According to Osterwalder and
Pigneur (2010: 15) explains that the Business Model Canvas is a business model
describes the rationale of how an organization creates, delivers, and captures
value.
This
canvas divides business models into nine major components, then separated again
become a component of the right (the creative side) and left (side logic). Just
like the human brain. The nine components are as follows (sorted from right to
left). Customer Segments, Value propositions, Channel, Customer Relationships,
Revenue Streams, Key Resources, Key Activities, Key Partnerships, Cost
Structure. By using the Business Model Canvas, which can be done projections of
financial analysis. The components needed to make projections of financial
analysis are: First Revenue Stream is the main income and other income. Both
Cost Structure yaitubiaya production, marketing expenses, research and
development costs, administrative expenses and taxes.
The
following is an explanation of each component in the Business Model Canvas:
a). Customer segments: Building Blocks describes the customer segment or a different group of people who want to reach or serviced by the company.
a). Customer segments: Building Blocks describes the customer segment or a different group of people who want to reach or serviced by the company.
b).
Value propositions: Building Blocks proportion of value describe a combination
of products and services that create value for specific customer segments.
Value proposition creates value for customer segments through different alloy
elements that serve the needs of the segment. The resulting value can be
quantitative (eg, price and speed of service) or qualitative (eg, design and
customer experience).
c).
Channels: Its about how a company communicates with its customers and reach out
to those segments to provide psoporsi value.
d).
Customer relationships: Building block wake customer relationship describes the
various types of relationships that are built the company together with
specific customer segments
e). Revenue streams: Its about cash flows generated revenue describe the company of each customer segment.
e). Revenue streams: Its about cash flows generated revenue describe the company of each customer segment.
f). Key
resources: Its about the main resource block describes the most important
assets necessary for a functioning business model.
g). Key
activities: This block key activities illustrate the most important things that
must be done by the company that its business model can work
h). Key
partnerships: Building Blocks describes the main partnership network of
suppliers and partners who make a business model can work.
i). Cost
Structure: It’s describing all expenses incurred to operate the business model.
3. Research Methodology
3. Research Methodology
3.1.
Object Research
CV.
Alfindo Electronic was founded in 2006 by Mr. Sunarto SE, the owner and start
the business using only his private capital. With the encouragement from his
professors when in college, he established his business and immediately took
care all of its business license. The initial capital CV. Alfindo Electronik of
one hundred million, to buy office supplies.
In 2008 CV. Alfindo Electronik has experienced break even. To expand the market, CV. Alfindo launched a website which includes a wide range of products PABX and CCTV along with specifications and price. Currently the office CV. Alfindo Eng has moved to Griya Bhayangkara Sidoarjo, which closer to the owners’ home.
In 2008 CV. Alfindo Electronik has experienced break even. To expand the market, CV. Alfindo launched a website which includes a wide range of products PABX and CCTV along with specifications and price. Currently the office CV. Alfindo Eng has moved to Griya Bhayangkara Sidoarjo, which closer to the owners’ home.
3.2.
Data collection
The
data was collected by interviewing the owners about what is consumer’s desired,
a market survey about the price compared to similar products, and financial projection
analysis
3.3.
Data Processing
Figure 3.1: Framework Research
4.1 Analysis
Business Model Canvas
4.1.1 Customer
Segment
CV.
Electronic Alfindo’s market targets at the beginning are hotel, apartments, and
office buildings. Market segments were developed throughout storey building and
shopping centers. It is current security equipment (Security Hardware) is
needed by all the buildings and shopping centers into a new target market
considering the number of malls in major cities.
4.1.2 Value
propositions
Flexibility
in scheduling the installation of the product that has been purchased, bringing
the hallmark of CV. Electronic Alfindo of companies engaged in the same field.
The importance of collateral which is one of the service quality is indicated
by the CV. Electronic Alfindo to provide free maintenance for 6 months after
installation of the product. CV. Alfindo Electronic Security Hardware certainly
choose products with the best quality in Indonesia is Fingerspot for products
Finger Print, and Hochiki for Fire Prevention products.
4.1.3 Channels
To
facilitate prospective customers who require products Security Hardware, the
company provides a website that contains all the products offered by the
company with complete specifications. Open community comprised of business
people in the field so that the consumer can consult and aware the products
needed.
4.1.4 Customer
Relationship
To
maintain relationships with consumers authors add members discounts and bonuses
to consumers so that consumers do not switch to another company. What is meant
here is to give a discount price cuts ordered products on condition that the
purchase of products so the unit. And the bonus is intended to provide services
such as cabling LAN (Local Area Network) is always needed every company that
each activity using a computer.
4.1.5 Revenue Streams
CV
benefits. Electronic Alfindo after a development has been given by the author
is from sales of new products and services are provided to consumers who have
similar products.
4.1.6 Key Resources
To
support the development of the company CV. Electronic Alfindo badly needed
human resources competent considering the company is only engaged in the
service. CV. Electronic Alfindo focused to develop technicians and
administrators of the company since its development focusing on new Hardware
Security products and product marketing.
4.1.7 Key Activities
For
the activities of companies that have developed, CV. Electronic Alfindo must
add activities to support the progress that has been made. The first is a
routine update the company's website every new item that appears. The second is
receiving consultation from any prospective customers who require products
Security hardware. The third is to give service to the consumer's property is
fitted wear our services or services of another company.
4.1.9
Cost Structure
Costs incurred to perform
development are:
1. Promotion
a.
Create a brochure with a cost of
Rp 500,000 @ 2rim
b.
Cost of Internet for online
activities of Rp 300,000 @ 1 month
c.
The cost of website creation of
Rp 2,000,000
2. Transport or delivery is done using a truck
with the following pricing details
Gasoline Rp 7,400 x 10 liters = Rp 74,000 for 1 day
Gasoline Rp 7,400 x 10 liters = Rp 74,000 for 1 day
3. Employee
Salary
Technicians
Rp 2,750,000, Admin Rp 2,750,000, and The driver Rp 150,000 / order
4.2
Calculation of Financial Aspects
PRODUCTION CAPACITY
PRODUCTION CAPACITY
Table 2:
Production Capacity
FACILITIES & MACHINE PRODUCTION
|
TOTAL
|
TOTAL VALUE
|
Building
|
1
|
Rp 7.000.000
|
Office Equipment
Computer
Office Table
Office Chair
printer
Telephone
Air Conditioner
tool set
Car
|
3 set
4
4
2
2
3
9
1
|
Rp 15.000.000
Rp 8.800.000
Rp 4.800.000
Rp 2.400.000
Rp 800.000
Rp 8.400.000
Rp 4.500.000
Rp 267.500.000
|
TOTAL
|
0
|
Rp
319.200.000
|
4.3.
PRODUCT DEVELOPMENT PLAN
Previously,
CV Alfindo Electronics sells services and products PABX and CCTV. Seeing the
development of the construction of multi-storey buildings and offices in Surabaya,
estimated there will be an opportunity to sell fire alarm solution and
fingerprint engine. Fire alarm products of Hochiki and Fingerspot solution for
Presence fingerprint machine. In addition Hochiki is a pioneer of early fire
detection products have been selling their products not only in the region but
also to Europe and the United States. Fingerspot a product presence of highly
qualified fingerprint made in the country which is also the official peer
digital persona USA.
Table
3:
PLANNING
TO ADD FIRE ALARM SOLUTION BRANDS HOCHIKI ESP
Poduct
|
Price/psc
|
Hush button
|
|
1.
Hush button
|
Rp
1.300.000
|
2.
Stainless steel
hush button
|
Rp
3.058.600
|
Detector
|
|
1.
ACB Fixed
temperature/ROR heat sensor, no base
|
Rp
1.042.800
|
2.
ACB-E/W Fixed
temperature/ROR heat sensor, weatherproof, no base
|
Rp
1.997.000
|
3.
ACA-E
Multi-sensor, no base
|
Rp
1.400.000
|
4.
ALG-EN
Photo-electric smoke sensor, no base
|
Rp
1.042.800
|
5.
AIE-E Ionisation
smoke sensor, no base
|
Rp
1.040.000
|
6.
YBN-R/3 Sensor
base
|
Rp
100.000
|
Manual call points
|
|
1.
HCP-E(SCI)
Addressable call point with isolator, flush, red (no back box)
|
Rp
943.000
|
2.
HCP-DPS
Addressable call point with isolator, flush, red, dual pole (no back box)
|
Rp
1.994.200
|
3.
HCP-W Addressable
call point, red, weatherproof c/w back box
|
Rp
4.142.800
|
4.
SR Surface
mounting back box, red
|
Rp
71.400
|
5.
SR-IT Surface
mounting back box, red, 1 terminal for SF3370HD
|
Rp
100.000
|
Isolator
|
|
1.
YBO-R/SCI Short
circuit isolator base, needs SAFP755C for stand alone use
|
Rp
542.800
|
2.
S/ICAP Isolator
cover for wall mounting SF308HEI
|
Rp
43.000
|
Loop powered sounders & beacons
|
|
1.
YBO-BS Loop
powered base sounder
|
Rp
1.257.000
|
2.
YBO-BS Loop
powered base sounder with beacon
|
Rp
1.542.800
|
3.
CHO-WS2 Loop
powered 100dB wall mounting sounder
|
Rp
1.197.200
|
4.
YBO-R/3 Red
isolator base
|
Rp
528.400
|
5.
WS2-WPK
Weatherproof kit
|
Rp
282.800
|
6.
YBO- R/3 Red
mounting base
|
Rp
62.000
|
7.
YBO-RSCI R/3 Red
isolator base
|
Rp
481.800
|
8.
SI/CAP Cover for
sounder /isolator
|
Rp
43.000
|
9.
CHQ-AB Loop
powered beacon, amber/blue
|
Rp
1.000.000
|
Loop powered interface modules &
ancillaries
|
|
1.
CHQ-DSC Dual
sounder controller c/w isolator
|
Rp
2.571.400
|
2.
CHQ-DRC Dual
relay controller c/w isolator, loop powered
|
Rp
2.054.200
|
3.
CHQ-MRC Mains
relay controller c/w isolator, loop powered
|
Rp
1.805.600
|
4.
CHQ-Z Dual zone
monitor
|
Rp
2.728.400
|
5.
CHQ-SZM Single
zone monitor c/w isolator, loop powered
|
Rp
1.557.000
|
6.
CHQ-DIM Dual zone
monitor c/w isolator, loop powered
|
Rp
1.494.200
|
7.
CHQ-BOX I/O box
|
Rp
234.200
|
8.
CHQ-/ARI Loop
powered remote indicator
|
Rp
943.400
|
9.
O/CALG/SLR Outer
cover removal tool
|
Rp
234.200
|
10. TCH-B100 Hand held address programmer
|
Rp
2.785.600
|
*) 1 GPB = Rp 20.000
Table
4:
PLANNING
TO ADD FINGER SPOT PRODUCT
Nama
|
Deskripsi
|
Harga
|
FINGERSPOT Professional Series
|
Standalone Fingerprint with 3.000
fingerprint capacity, 100.000 Records Capacity, 3.0 inch TFT color screen,
printer, internal backup battery, TCP/IP, Wall Mounted, USB Flash Disk
|
Rp 5.900.000
|
FINGERSPOT Hybrid Plus Series
|
Fingerprint with 1.200 Face Capacity, 3.000
Fingerprint Capacity, 100.000 Records Capacity, RS232/485 & TCP/IP
Communication, USB Flash Disk Support, Photo ID, High Resolution Color &
Infrared Camera, Access Control Support and Backup Battery (optional)
|
Rp 4.500.000
|
FINGERSPOT Elegant Series
|
Fingerprint with 8.000 Fingerprint
Capacity, 50.000 Card Capacity, 500.000 Record Capacity, RS232/485 &
TCP/IP Communication, Access Control Support, Up to 500 dpi Resolution, USB
flash disk Support, Wall Mounted
|
Rp 4.100.000
|
FINGERSPOT Multimedia Series
|
Fingerprint with 50.000 Fingerprint
Capacity, 500.000 Records, RS232/485 & TCP/IP Communication, RFID EM Card
Reader built-in, 500dpi Resolution, Access Control Support, USB flash disk
support, Photo ID, Camera, Web Server
|
Rp 3.600.000
|
FINGERSPOT FacePro 200 Plus
|
Face recognition with 200 Face capacity,
100.000 records capacity, TCP/IP, 3" TFT touch screen, USB flash disk
supports, cheduled bell, workcode, wall mounted, Access Control Support
|
Rp 3.100.000
|
FINGERSPOT Enterprise 2000C
|
Standalone Fingerprint with 3.000
fingerprint capacity, 100.000 Records Capacity, RS 232, RS485, TCP/IP, Wall
Mounted, USB Flash Disk Support
|
Rp 2.400.000
|
FINGERSPOT Elite Series
|
Fingerprint with 3.000 Fingerprint
Capacity, 100.000 Record Capacity, RS232/485 & TCP/IP Communication,
Access Control Support, USB flash disk Support, Wall Mounted
|
Rp 2.100.000
|
FINGERSPOT Premier Series
|
Fingerprint with 3,000 Fingerprint
Capacity, 100.000 Records Capacity, 500dpi, USB Interface, RS232, RS485,
TCP/IP, USB Flash Disk support, Web Server, Work Code, Short Messages, 3.0
Inch TFT Color LCD, Wall Mounted
|
Rp 1.950.000
|
FINGERSPOT Matrix Series Color
|
Standalone Fingerprint with 3.000
Fingerprint Capacity, 100.000 records capacity, TCP/IP, Up to 500dpi
Resolution, USB flash disk support, Self query, Wall mounted
|
Rp 1.800.000
|
FINGERSPOT Logic Series
|
Fingerprint with 500 Fingerprint Capacity,
50.000 Transaction Capacity, 3.0 “ TFT Screen, USB flash disk Support,, Wall
Mounted
|
Rp 1.550.000
|
FINGERSPOT ID
|
Paket Aplikasi Scan Notaris dan PPAT (+
Fingerspot U.are.U 4500 sensor)
|
Rp 1.500.000
|
FINGERSPOT Power Series
|
Fingerprint with 500 Fingerprint Capacity,
30.000 Records, RS485 & SD Card, Time Attendance and Access Control
System, Wall Mounted
|
Rp 1.400,000
|
FINGERSPOT Deskpro Series
|
Standalone Fingerprint with 1.000
Fingerprint Capacity, 50.000 Record Capacity, Up to 500 dpi Resolution, USB
Communication Port, Internal backup battery
|
Rp 1.400.000
|
FINGERSPOT Compact Series
|
Standalone Fingerprint with 1.000
Fingerprint Capacity, 50.000 Record Capacity, USB Communication Port,
Internal Backup Battery
|
Rp 1.400.000
|
FINGERSPOT FTM 4500
|
Paket Aplikasi Absensi Fingerspot FTM 4500
(free SDK) (+ Sensor sidik jari U.are.U 4500)
|
Rp 1.350.000
|
FINGERSPOT U.are.U 4500
|
FlexCode SDK + Fingerspot U.are.U 4500
sensor, Small sensor equipped
|
Rp 1.250.000
|
7.1 Financial
Statements
The
financial aspect is important for the assessment of projected profits next year.
Owner of CV Alfindo Electronik can take many decisions and create a new
expanssion. The owner also need to calculate the cost of expenses such as the
cost of raw materials and operating costs, because all the products are only
delivered via the factory distributor and accepted by the dealers and mounted
to consumers who order at a price that has been negotiated.
Table
5: Earning stream from 2014 to 2017
2014
|
2015
|
2016
|
2017
|
|
Total Income
HPP
Operational Cost
Gross Profit
|
655.400.000
390.100.000
265.300.000
|
722.350.000
446.044.000
276.306.000
|
867.400.000
570.772.000
296.628.000
|
1.058.700.000
711.454.000
347.246.000
|
Business Cost
Depreciation Cost
|
4.956.800
|
4.956.800
|
4.956.800
|
4.956.800
|
EBT
|
260.343.200
|
271.344.200
|
291.671.200
|
342.289.800
|
Tax (10%)
|
26.034.320
|
27.134.420
|
29.167.120
|
34.228.980
|
EAT
|
334.308.880
|
244.209.780
|
262.504.080
|
308.060.820
|
7.2 Investment Planning
Funding
requirements of fixed assets
Table 6:
Asset Position
No
|
Asset
|
Price
|
|
1
|
Building
|
Rp 7.000.000
|
|
2
|
Office Equipment
4 Office table
4 Office Chair
2 printer
2 Telephone
3 AC
9 tool set
1 car
|
Rp 15.000.000
Rp 8.800.000
Rp 4.800.000
Rp 2.400.000
Rp 800.000
Rp 8.400.000
Rp 4.500.000
Rp 267.500.000
|
|
Rp 319.200.000
|
|||
Table 7:
Operating Fund Needed
Description
|
Year 2014
|
Labor
costs
|
Rp 369.600.000
|
Gasoline
|
Rp 20.500.000
|
Total
|
Rp 390.100.000
|
Table
8: General Fixed
Costs
No.
|
Description
|
Average Cost /Month
|
Cost / year
|
1
|
Salaries
of permanent employees
|
Rp
30.800.000
|
Rp
369.600.000
|
2
|
Cost
of Health
|
Rp
100.000
|
Rp
1.200.000
|
3
|
Security
Fee
|
Rp
50.000
|
Rp
600.000
|
4
|
Office
Administrative costs
|
Rp
100.000
|
Rp
1.200.000
|
5
|
Tax
Effort Transport
|
Rp
95.833
|
Rp
1.150.000
|
Jumlah
|
Rp
16.162.167
|
Rp 193.946.000
|
|
7.3
Cash flow Plan
Table 9: Cash Flow Statement CV.
Electronic Alfindo years 2014 – 2017
No
|
Description
|
2014
|
2015
|
2016
|
2017
|
1
|
Revenue
|
655.400.000
|
722.350.000
|
867.400.000
|
1.058.700.000
|
2
|
Depreciation
|
4.956.800
|
4.956.800
|
4.956.800
|
4.956.800
|
3
|
Increase
in Cash
|
660.356.800
|
727.306.800
|
872.356.800
|
1.063.656.800
|
7.4
Feasibility Analysis of business
PaybackPeriod
PaybackPeriod
Year
|
Net
CF
|
cumulative cash flow
|
2015
|
234.308.880
|
234.308.880
|
2016
|
262.504.080
|
496.812.960
|
2017
|
308.060.820
|
804.873.780
|
= 1 + 0.301955 year
=
1.301955 year
From the
results above it can be concluded that the venture capital CV. Electronic
Alfindo will be back after 1.3 years Net Present Value (NPV).
Year
|
Net
Cash Flow
|
DF
(8%)
|
Present
value (PV)
|
2015
|
234.308.880
|
0.926
|
216.970.023
|
2016
|
262.504.080
|
0.857
|
224.965.996
|
2017
|
308.060.820
|
0.794
|
244.600.291
|
Total
PV
|
Rp
686.536.310
|
||
Initial
Investment
|
Rp
308.050.000
|
||
NPV
|
Rp
378.486.310
|
Because the NPV of cash flow positive value of Rp 378 486 310, where PV is greater than the initial investment of USD 686 536 310,> Rp 308.05 million, the investment is considered feasible.
Profitability Index (PI)
PI
calculation : PI = Rp.686.536.310/234.308.880 = 2.9300481911.
Because
PI> 1, then the investment is considered viable.
No
|
Metode
|
Result
|
Description
|
1
|
Payback period
|
11 bulan
|
Layak
|
2
|
Net present value
|
Rp482.394,74
|
Layak
|
3
|
Profitability index
|
1,2
|
Layak
|
Description:
1.
The
result of the calculation method of payback period indicates that the CV. Alfindo
Electronic is feasible, due to return the initial capital require 11 months,
less than the age of the business economy.
2.
The
results of the calculation of NPV method shows the business is feasible, due to
the 8% interest per year shows NPV
3.
The
results of the calculation method of Profitability Index (PI) indicates the
business is feasible because niliai PI> 1, so that the business investment
plan is acceptable.
5.
Conclusions and suggestions
5.1 Conclusion
5.1 Conclusion
From a
comparison of the revenue stream, cost structure and analyze the payback period
calculation showed that the payback period of 11 months, then the CV Alfindo Electronic
is feasible. Designing a business model with tools of Business Model Canvas can
describe company's business model strategy’s desain so that they can find new ideas in business,
especially in value propotion.
5.2 Suggestions
Based
on this study, Business Model Canvas can
be used to generate alternative corporate strategies on business feasibility.
However, subsequent research needs to be done to make the output of the
Business Model Canvas is more reliable to be used as decision makers
feasibility. Previously, CV Alfindo Electronics sells services and products
PABX and CCTV. Seeing the development of the construction of multi-storey
buildings and offices in Surabaya, there is estimated an opportunity to sell
fire alarm solution and fingerprint engine presence, fire alarm products of
Hochiki and Fingerspot solution for Presence fingerprint machine.
As
well as the service to consumers CV. Alfindo Elektroni is still necessary for
the development of products continuously to find a suitable formula. From these
two patterns of future business models planned is an open business model. Open
business model is to create value through collaboration with external partners.
This business model may occur from outside and inside by exploring external
ideas within the company. For the production target of the future investment
needs to be increased and production costs also increased, so it can be used in
future studies.
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