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All Journal Journal Research of Social Science, Economics, and Management Asian Journal of Social and Humanities
Zenal Asikin
Institut Pertanian Bogor
Decision Sciences, Operations Research & Management Earth & Planetary Sciences Environmental Science Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice

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Business Development Strategy for the Management of Used Cooking Oil as a Raw Material for Biodiesel Trisa Oktavianti; Zenal Asikin; Linda Karlina Sari
Asian Journal of Social and Humanities Vol. 4 No. 7 (2026): Asian Journal of Social and Humanities
Publisher : Pelopor Publikasi Akademika

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59888/ajosh.v4i7.706

Abstract

This study examines the business development strategy of PT XYZ, a Used Cooking Oil (UCO) management company serving as biodiesel feedstock in Jakarta. The research background includes growing biodiesel demand driven by the B35 mandatory program and sustainability program. The significant potential of UCO as a more economical and environmentally friendly alternative feedstock, and the business challenges faced by PT XYZ following the 2022 UCO export restriction policy through the Domestic Market Obligation (DMO) mechanism, which caused an average export volume decline of 84% and temporary closure of three branches outside Jakarta. The study employs a qualitative-quantitative approach using Business Model Canvas (BMC), VRIO, PESTEL, Porter's Five Forces, IFE-EFE matrices, IE matrix, SWOT, and Analytical Hierarchy Process (AHP) using Expert Choice 11 softwere for strategy prioritization. Results indicate that PT XYZ's main strengths are its QC capabilities and laboratory UCO, strong reputation, strategic location in the Jabodetabek area, UCO collection network and access to capital. Minewhile, weaknesses include the absence of ISCC certification and market share analysis, limited development and digital systems for financial. Based on the IE matrix, PT XYZ is positioned in cell II (grow and build). Four recommended strategic priorities are: (1) medium-term contracts with buyers, (2) UCO collection network development, (3) operational cost efficiency, and (4) market expansion. The proposed new BMC integrates business process digitalization, market segment diversification to increase revenue sources, and gradual development toward self-exporting.
Business Development Strategy at PT BPRS ABC Alam Sentosa; Yudha Heryawan Asnawi; Zenal Asikin
Journal Research of Social Science, Economics, and Management Vol. 5 No. 7 (2026): Journal Research of Social Science, Economics, and Management
Publisher : Publikasi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59141/jrssem.v5i7.1318

Abstract

PT BPRS ABC has recorded strong financing growth in the MSME sector; however, this expansion has not been matched by improved credit quality, as indicated by a persistently high Non-Performing Financing (NPF) ratio. This imbalance threatens the company’s financial stability and long-term sustainability, underscoring the need for a targeted and sustainable business strategy to strengthen performance and manage risk. This research aims to formulate the right business strategy for PT BPRS ABC to improve business performance, particularly through controlling the risk of non-performing financing. The study employed a qualitative case study design. Primary data were collected through in-depth interviews with management and relevant divisions, supplemented by secondary data from financial reports and internal documents. Analytical frameworks, including RBV, VRIO, Porter’s Five Forces, IFE, EFE, IE, SWOT, and QSPM, were integrated to identify internal and external factors influencing business performance and to formulate appropriate strategic alternatives. The results of the study show that PT BPRS ABC has several internal strengths, including a commitment to strengthening financing analysis based on the 5C principle, a focus on productive financing for MSMEs, and the support of a relatively experienced remedial department. On the other hand, there remain internal weaknesses in the form of a suboptimal Early Warning System (EWS), weak post-disbursement monitoring, and inadequate quality of customer data. Externally, the main opportunities stem from government policy support for MSMEs and the use of Financial Information Service Systems (FISS), while threats include competition from digital banks and fintech, regulatory pressures, and property sector risks.
Co-Authors Alam Sentosa Linda Karlina Sari Trisa Oktavianti Yudha Heryawan Asnawi