Tsabita Kwarazmita
Universitas Muhammadiyah Gresik

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SUSTAINABILITY OF MICRO, SMALL, AND MEDIUM CULINARY ENTERPRISES IN THE DIGITAL MARKETING ERA BASED ON THE BUSINESS MODEL CANVAS (BMC) Ahmad Maulana Ziharuddin; Aries Kurniawan; Putra Panji Respati; Beni Dwi Komara; Tsabita Kwarazmita
Jurnal Interprof Vol 12 No 1 (2026): Jurnal Interprof, April
Publisher : LPPM UNIVERSITAS BINA INSAN

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.32767/interprof.v12i1.3254

Abstract

Objective: To analyze the business model of culinary Micro, Small, and Medium Enterprises (MSMEs) in Gresik Regency using nine elements of the Business Model Canvas (BMC). Research Methodology: This study was conducted in Sidayu District and involved four specific culinary MSME brands: Iwan Degan & Es Teler, Kebab Bintang, Pentol Gresik, and Wakul Tengah Sawah. This study used a qualitative approach with a phenomenological research type. Data were collected through interviews and observations, using the Business Model Canvas (BMC) as the primary analytical framework. Results: The study found that the most prominent business model elements are customer segments (dominated by students, workers, and local residents), value proposition (affordable prices, quality, and taste), revenue streams (core product sales), key resources (experience, workforce, skills), and core activities (production, sales, promotion). However, the channel and customer relationship elements are not optimally utilized; marketing is limited to simple digital media (WhatsApp, Facebook, Instagram, TikTok, GoFood), and relationships rely on direct communication without a structured loyalty program. Conclusion: Although the business model currently implemented by culinary MSMEs supports business sustainability, there is a significant need to strengthen channel elements and customer relationships to increase competitiveness and facilitate business development in the digital era. Limitations: This study is limited by its small sample size, focusing only on four culinary MSMEs in one district (Sidayu), which may affect the generalizability of the findings to a wider population of MSMEs. Contribution: This study contributes to the disciplines of business management and entrepreneurship by providing empirical evidence on the application of the Business Model Canvas in the culinary sector. It offers practical guidance for MSME owners in optimizing digital marketing channels and customer relationship management to ensure long-term sustainability
Studi Komparatif Revenue Stream Toko Tradisional dan Modern Perspektif Business Model Canvas Nova Juliana Puspitasari; Aries Kurniawan; Putra Panji Respati; Beni Dwi Komara; Tsabita Kwarazmita
JUEB : Jurnal Ekonomi dan Bisnis Vol. 5 No. 2 (2026): JUEB: Jurnal Ekonomi dan Bisnis
Publisher : Yayasan Jompa Research and Development

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.57218/jueb.v5i2.2899

Abstract

Perkembangan bisnis ritel modern di Kabupaten Lamongan memberikan pengaruh terhadap keberlangsungan toko tradisional, khususnya dalam aspek revenue stream atau sumber pendapatan usaha. Penelitian ini bertujuan untuk menganalisis dan membandingkan revenue stream toko tradisional dan toko modern berdasarkan perspektif Business Model Canvas (BMC). Penelitian menggunakan metode kualitatif dengan pendekatan deskriptif komparatif. Teknik pengumpulan data dilakukan melalui wawancara, observasi, dan dokumentasi terhadap lima informan yang terdiri dari dua toko modern dan tiga toko tradisional di Kabupaten Lamongan. Hasil penelitian menunjukkan bahwa toko modern memiliki sumber pendapatan yang lebih beragam melalui penjualan barang, layanan digital, pembayaran tagihan, top up e-wallet, delivery order, program loyalitas pelanggan, dan promosi berbasis aplikasi digital. Sementara itu, toko tradisional masih mengandalkan penjualan barang pokok dan produk kebutuhan harian sebagai sumber utama pendapatan. Dalam aspek teknologi, toko modern lebih unggul karena telah menggunakan sistem kasir digital, QRIS, aplikasi pelanggan, serta pencatatan otomatis. Namun demikian, toko tradisional tetap memiliki daya saing melalui harga yang lebih murah, kedekatan sosial dengan pelanggan, fleksibilitas pembelian eceran, serta pelayanan yang lebih personal. Penelitian ini menunjukkan bahwa digitalisasi menjadi faktor penting dalam pengembangan revenue stream bisnis ritel di era modern.