<![CDATA[This study examines the business development strategy of PT XYZ, a company that manages Used Cooking Oil (UCO) as a raw material for biodiesel located in Jakarta. The research background is the increasing need for biodiesel in line with the mandatory B35 program, the great potential of UCO as an alternative raw material that is more economical and environmentally friendly, as well as the business challenges faced by PT XYZ after the 2022 UCO export restriction policy through the Domestic Market Obligation (DMO) mechanism which led to a decrease in export volume of more than 300% and the temporary closure of three branches outside Jakarta. The research uses a qualitative-quantitative approach with the analysis of Business Model Canvas (BMC), VRIO, PESTEL, Porter's Five Forces, IFE-EFE matrix, IE matrix, SWOT, and Analytical Hierarchy Process (AHP) for strategic prioritization. The results of the study show that PT XYZ has the main strengths in the form of an in-house UCO QC laboratory, a good reputation, and a strategic location in Greater Jakarta, but has weaknesses in the absence of ISCC certification and the limitations of digital systems. Based on the IE matrix, PT XYZ is in Quadrant I (growing and developing). The four recommended strategic priorities are: (1) medium-term contracts with buyers, (2) development of UCO collection networks, (3) operational cost efficiency, and (4) market expansion. The proposed new BMC model integrates the digitization of business processes, diversification of market segments, and the gradual development towards self-exporting.]]>
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