Social Business Strategy Analysis of Canvas Model (SBMC) Souvenir Bamboo Tasik (Sobat Asik) in Pandemic Time

Ayu Pebriani, Mira Nurfitriya, Tika Annisa Lestari Koeswandi

Abstract


Study this background by the Covid 19 pandemic in Indonesia which caused problem are you serious appear like decrease in sales volume good for company big as well as SMEs such as Bamboo Souvenirs Lake (Sobat Asik) in the city of Tasikmalaya. Formulas problem in study this is the sales volume of Bamboo Souvenirs Lake (Sobat Asik) in time Covid-19 pandemic is decreasing as well as no balanced with marketing optimally. The Purpose for knowing how description general and form strategy business Social Business Model Canvas (SBMC) Bamboo Souvenir Lake (Sobat Asik) and how formulation the right strategy at the time Covid-19 pandemic. Method study use method qualitative descriptive. Primary data obtained from company internal party buddy Absorbed while secondary data obtained from multiple data books, journals and bulletin. Results the research is strategy social business model canvas (SBMC) can made tool analysis new for social enterprise, which aims for designing formulation strategy business new and analyzed with strategy blue ocean for knowing scale priority strategy formulated business.


Keywords


Strategy Business, Covid-19 Pandemic, Social Business Model Canvas (SBMC

Full Text:

PDF

References


Barney, J. B., & Wright, P. M. (1998). On becoming a strategic partner: The role of human resources in gaining competitive advantage. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 37(1), 31-46.

Basile, V., Capobianco, N., & Vona, R. (2021). The usefulness of sustainable business models: Analysis from oil and gas industry. Corporate Social Responsibility and Environmental.

Dirani, K. M., Abadi, M., Alizadeh, A., Barhate, B., Garza, R. C., Gunasekara, N., ... & Majzun, Z. (2020). Leadership competencies and the essential role of human resource development in times of crisis: A response to Covid-19 pandemic. Human Resource Development International, 23(4),

-394. Management, 28(6), 1801-

Hart, S. L. (1992). An integrative framework for strategy-making processes. Academy of management review, 17(2), 327-351

Kofman, Y. B., & Garfin, D. R. (2020). Home is not always a haven: The domestic violence crisis amid the COVID-19 pandemic. Psychological Trauma: Theory, Research, Practice, and Policy, 12(S1), S199.

Osterwalder, A., Pigneur, Y., Oliveira, M. A. Y., & Ferreira, J. J. P. (2011). Business Model Generation: A handbook for visionaries, game changers and

challengers. African journal of business management, 5(7), 22-30.

Osterwalder, Alexander, and Yves Pigneur. (2011) Aligning profit business model innovation. Responsible Management Practices for the 21st Century 61–75.

Pfeffer, J. (1992). Understanding power in organizations. California management review, 34(2), 29-50.

Shah, F., Caraway, B., Ongvasith, P., McKeown, B., & Mackenzie, C. (2022). Experiential Learning Approaches for Enhancing Development Skills: A Review of the Social Business Canvas as a Pedagogical Tool. Technology Entrepreneurship and Sustainable Development, 13-39.


Refbacks

  • There are currently no refbacks.


Copyright (c) 2023 A Social Science and Entrepreneurship Journal