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This community service activity aimed to strengthen business planning capacity among Tenaga Kerja Mandiri Lanjutan (TKML) in Kubu Raya Regency, West Kalimantan, where participants commonly face limitations in structured business planning that affect business sustainability. The activity applied a participatory mentoring approach through training, field visits, group discussions, and direct assistance tailored to the characteristics of each business. The program involved nine TKML groups designated by the Ministry of Manpower of the Republic of Indonesia. The results indicate that participants gained a clearer understanding of key business components, value creation processes, and internal strengths and weaknesses. The use of the Business Model Canvas supported participants in organizing business ideas, enhancing strategic thinking, and developing more structured and sustainable business plans. In addition, this activity reinforced the role of higher education institutions in supporting government initiatives on employment expansion through community service. Overall, the findings demonstrate that mentoring-based business planning is effective in improving TKML capacity and has the potential to be replicated in other regions to support independent workforce empowerment and job creation.

The challenges faced by MSMEs in Indonesia, especially in Surabaya, often revolve around business management, finance, and taxation. One potential solution is the integration of the Business Model Canvas (BMC) with financial and tax strategies, which can help MSMEs streamline their operations. The Business Model Canvas (BMC) training program is designed to assist MSMEs in reorganizing their business models and implementing new strategies that address key operational challenges. This program also incorporates financial and tax considerations, helping MSMEs manage their finances more effectively and comply with tax regulations. With this approach, MSMEs are expected to improve their operational efficiency, enhance tax compliance, and strengthen their competitive edge in the market. The method involves direct engagement with MSMEs through hands-on workshops and personalized mentoring sessions. This initiative is set to take place in May 2025, offering MSMEs valuable tools to enhance their business practices, optimize financial management, and foster long-term growth and success in the market.

This study aims to examine business models in the gypsum sector by utilizing the Business Model Canvas (BMC) framework. The gypsum business is one of the fields that is growing rapidly in line with the increasing need for residential construction, building renovation, and aesthetic and functional interior design. However, to be able to survive and compete in an increasingly competitive market, gypsum business actors are required to have a business model that is structured, adaptive, and value-oriented for customers. This study uses a qualitative approach with a descriptive type of research. Data collection was carried out through in-depth interviews and direct observation of Nury Gipsum's business located in Klaten Regency. The results show that all nine elements in the Business Model Canvas, namely key partners, key activities, key resources, value offerings, customer relationships, distribution channels, customer segments, cost structure, and revenue streams, have been optimally implemented. Thus, the Business Model Canvas has proven to be effective in providing a comprehensive overview of business operations and can be a strategic basis for decision-making and gypsum business development in the future.

Program pengabdian masyarakat bertajuk “Menenun Inovasi: Transformasi Kelembagaan dan Bisnis Digital Berkelanjutan bagi UMKM Batik Khas Jember di Desa Sumberpakem” bertujuan memperkuat daya saing UMKM batik melalui transformasi digital dan penguatan kelembagaan kolektif. Kegiatan dilaksanakan secara partisipatif melalui tiga tahapan terintegrasi: pelatihan Digital Marketing dan E-Commerce, penerapan Business Model Canvas (BMC) terpadu, serta inisiasi pembentukan Koperasi Batik Sumberpakem. Hasil program menunjukkan peningkatan signifikan dalam literasi digital, kemampuan promosi daring, dan pengelolaan bisnis peserta. Seluruh UMKM mitra kini memiliki akun aktif di berbagai platform digital (Instagram, TikTok, dan Shopee) serta mampu menghasilkan konten promosi yang kreatif dan profesional. Selain itu, terbentuknya tim inisiator koperasi menjadi langkah konkret menuju kemandirian ekonomi kolektif yang berkelanjutan. Program ini tidak hanya mendorong adaptasi teknologi, tetapi juga membangun ekosistem kolaboratif antara akademisi, pemerintah desa, dan pelaku UMKM. Dampak keberlanjutan diarahkan pada pendampingan koperasi, penguatan jejaring pasar, serta peningkatan infrastruktur digital desa.

This study aims to analyze the development strategy of micro, small, and medium enterprises (MSMEs) in the coffee sector using the Business Model Canvas (BMC) and SWOT Analysis approaches. A case study was conducted at Paul Coffee Shop, located in Tajurhalang, Bogor Regency. The research method employed was descriptive qualitative, with data collected through observation, interviews, and literature review. The results indicate that the current business model of Paul Coffee Shop has strengths in affordable pricing and personal relationships with customers but still has weaknesses in digital marketing and product innovation. Through SWOT analysis, development strategies were formulated, including product diversification, strengthening digital marketing, collaboration with local MSMEs, and customer loyalty programs. This study emphasizes that BMC can be used not only in the initial stage of business establishment but also as a tool for evaluation and strategy development for ongoing MSMEs.

Digital transformation has opened vast opportunities for the younger generation to engage in technology-based entrepreneurship. However, the low level of literacy regarding Sharia-based business among university students remains a major challenge in building a competitive halal startup ecosystem. This community engagement program aims to equip students with both conceptual understanding and practical skills in developing digital businesses aligned with Sharia principles. The program was implemented on May 10, 2025, involving 60 students from UNISKA, UMB, and Poliban. The method employed an educational-dialogical approach based on experiential learning, encompassing interactive seminars, technical workshops, and reflective evaluations. The training materials included the Sharia Business Model Canvas, halal design thinking, Islamic ethical digital marketing, as well as halal legality and certification. The program’s effectiveness was measured through pretest and posttest instruments, which showed a significant improvement in the average score from 58.3 to 82.7. These findings indicate that the program was effective in enhancing students’ understanding and readiness to become halalpreneurs. Furthermore, the experience fostered a transformation in students’ mindsets toward perceiving business as a means of worship and social contribution. The program is recommended to be replicated on a larger scale with cross-sectoral collaboration and support.

SQ Florist has been a flower board-making service provider since 2019. Currently, SQ Florist faces several obstacles, including ineffective social media promotions, limited staff training in digital marketing, and a suboptimal flower board production process. Furthermore, revenue recording is still manual, resulting in inefficient financial management. This study aims to expand market reach while improving service quality so that SQ Florist can compete better. The research method used is a qualitative approach with data collection techniques through observation, interviews, documentation, and literature studies. The analysis tool uses the Business Model Canvas, which describes nine business elements including customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partners, and cost structures. The analysis results show that SQ Florist's business model is generally quite good, although there are areas for improvement, particularly in building relationships with customers, digital marketing, and product innovation. The use of social media such as Instagram and TikTok must be optimized by presenting promotional content in the form of attractive photos and videos to make online marketing more effective. Additionally, improving supplier relationships and offering differentiated products, such as flower bouquets or cash, can increase customer value. To facilitate decision-making, it is recommended to improve financial record-keeping through the use of digital applications. This step is expected to enable SQ Florist to improve its business sustainability, open more market opportunities, and compete more competitively in the creative services industry. By improving each element of the BMC, it is hoped that business sustainability and competitiveness can be further enhanced.

The community service activity carried out with farmer groups in Kelungkung Village, Sumbawa Regency, aims to enhance farmers’ capacity and independence through an innovation-based business approach. The specific objectives of this activity include: (a) developing an innovation-oriented business model to support agricultural product enterprises, (b) strengthening marketing management for competitiveness, (c) improving skills in simple financial management analysis, and (d) providing an understanding of creative thinking methods capable of generating innovations by integrating community needs, technological potential, and business success factors. The methods applied involved training sessions, mentoring, and interactive discussions focusing on business model design, digital financial management practices, and modern marketing strategies. The results of the activity indicate that: (1) partners are able to understand and elaborate on key business components such as customer segments, value propositions, distribution channels, customer relationships, revenue streams, key resources, key activities, key partners, and cost structures; (2) partners can evaluate their businesses, identify opportunities, and formulate solutions to existing challenges; (3) partners have acquired basic knowledge of digital-based financial management analysis that is simple yet applicable; and (4) partners have developed the capacity to expand their farming enterprises, particularly in the field of digital marketing. Overall, this program has successfully encouraged farmer groups to be more adaptive to technological developments and modern market demands.

This study aims to analyze the potential utilization of empty space on the second floor of the domestic terminal of Zainuddin Abdul Madjid International Airport (ZAM) Lombok to increase revenue from the non-aeronautical sector. The background of this study is based on the importance of optimizing airport assets to support long-term financial sustainability. This is crucial considering that the aeronautical sector is highly dependent on fluctuating flight traffic. Therefore, the development of the non-aerospace sector is a strategic alternative that needs to be seriously addressed. The research method used is descriptive qualitative, with data collection techniques through direct observation on site, interviews with airport management, and documentation studies. The results of the observation indicate that there is an empty space on the second floor of the terminal, specifically between the waiting room and a row of commercial tenants, which has not been optimally utilized. This area is considered to have a strategic position and quite high passenger traffic, so it has the potential to be developed into a new commercial facility. One of the proposed developments is a photobox service business unit with a local Lombok cultural theme. This concept is considered interesting because it combines digital technology with elements of cultural tourism promotion, in line with the trend of tourist needs for documentation and unique experiences. A feasibility analysis was conducted using the Business Model Canvas approach and the 7P marketing strategy (product, price, place, promotion, people, process, and physical evidence). The results showed that this idea is feasible from both an operational and marketing perspective. The study concluded that developing a photo booth business in an empty airport area has the potential to become a new, stable, efficient, and market-relevant source of revenue. Recommendations are given to airport management to immediately realize the utilization of this area to support the airport's role as a regional economic and tourism hub.

This study aims to formulate sustainable and competitive business strategies for Trans Metro Pekanbaru (TMP), a public transportation system managed by UPTD under the regional government. Using the Business Model Canvas (BMC) as the primary framework, supported by SWOT, Porter’s Five Forces, and PESTLE analyses, this research identifies the internal and external factors influencing TMP’s performance. The study found major challenges such as decreased ridership, lack of digital integration, and growing dependence on private vehicles. However, the flexibility offered through BLUD-based governance provides opportunities to improve innovation and service performance. Strategic recommendations include enhancing the value proposition, diversifying customer segments, and digitalizing distribution channels. These strategies are expected to strengthen TMP’s competitive advantage and support the development of an inclusive and efficient urban mass transportation system in Indonesia.

This study intends to investigate the business model and product marketing strategy of BMT Dana Mentari Muhammadiyah Purwokerto using the Business Model Canvas (BMC) approach. The background of this research is rooted in the need for Islamic microfinance institutions to adapt amidst increasing competition, particularly in product development and marketing. The research uses a descriptive qualitative approach, with data collected through in-depth interviews with BMT management. The findings suggest that BMT Dana Mentari has implemented the nine elements of the BMC comprehensively, including community-based customer segmentation, strong Sharia-compliant value propositions, and marketing strategies such as direct outreach and personal selling. However, challenges remain, particularly in service digitalization and promotional efforts. The implications of this study highlight the importance of continuous innovation in Sharia-based products and marketing strategies to enhance competitiveness and institutional sustainability.

This PKM is carried out to provide assistance for TKML programs from KEMENAKER RI in Mempawah Regency to develop business using the Business Model Canvas (BMC) method approach. Business mapping is carried out by implementing nine BMC steps. The training process is carried out online and offline as well as direct visits to each TKM. Activities are carried out by discussing BMC by academics who are carrying out PKM, and then presenting the results of the discussion in the forum. The results of this training process are that participants understand their business processes, can map the businesses they run using the BMC method and can gradually increase sales and profits from the businesses they run. In the long term, it is hoped that TKM can be implemented sustainably in order to develop their businesses and also create new SMEs/Businesses that are able to compete in the business world in the future.

This PKM is carried out to provide assistance for TKML programs from KEMENAKER RI in Mempawah Regency to develop business using the Business Model Canvas (BMC) method approach. Business mapping is carried out by implementing nine BMC steps. The training process is carried out online and offline as well as direct visits to each TKM. Activities are carried out by discussing BMC by academics who are carrying out PKM, and then presenting the results of the discussion in the forum. The results of this training process are that participants understand their business processes, can map the businesses they run using the BMC method and can gradually increase sales and profits from the businesses they run. In the long term, it is hoped that TKM can be implemented sustainably in order to develop their businesses and also create new SMEs/Businesses that are able to compete in the business world in the future.

This study aims to analyze the implementation of the Business Model Canvas (BMC) at the Purwokerto branch of PT Jamkrindo Syariah in addressing competitiveness within the Islamic finance sector. The BMC is a strategic framework consisting of nine building blocks: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. This research employs a qualitative approach with descriptive analysis, utilizing observation and unstructured interviews with relevant stakeholders as data collection techniques. The findings reveal that the application of BMC at PT Jamkrindo Syariah has been optimal and has positively impacted the company’s operations, particularly in market penetration, customer relationship management, and cost efficiency. Furthermore, partnerships with both private and governmental institutions serve as critical elements for ensuring business sustainability. The study recommends that the company continuously pursue product innovation, strengthen digital channels, enhance human resources, and regularly evaluate its business model to remain responsive to market changes. Effective implementation of BMC can serve as a strategic tool to boost the company’s competitive advantage.

This study aims to analyze the business model applied by UMKM Torani Sumber Makmur through the Business Model Canvas approach and analyze the added value of processed fish products at UMKM Torani Sumber Makmur. This research has been conducted at UMKM Torani Sumber Makmur, Cirebon City in August 2024 - April 2025. The research method used is a case study method with a quantitative and qualitative approach. Data collection was carried out by observation, interviews, questionnaires, and documentation. The sampling method used was purposive sampling, and the snowball sampling method. Data analysis used is business model canvas analysis and added value. The research results from the business model canvas analysis show that the application of the business model at UMKM Torani Sumber Makmur can contribute to the success of the business being run. The results of the added value analysis show that processed fish products at UMKM Torani Sumber Makmur have added value with the highest added value being ekado products amounting to Rp.219,025 / kg with a percentage ratio of added value to product value of 78.22%. Fish roll products amounted to Rp.135,194 / kg with a percentage ratio of added value to product value of 72.82%. Salmon fish dumplings products amounted to Rp.112,227 / kg with a percentage ratio of added value to product value of 53.44%. Salmon fish meatball products amounted to Rp.88,717 / kg with a percentage ratio of added value to product value of 47.96%

The era of digital transformation demands that the younger generation acquire technology-based entrepreneurship skills, or technopreneurship. However, in the context of Vocational High Schools (SMK), many students still lack understanding and skills in developing structured and applicable business models. This Community Service Program (PKM) was carried out to address this challenge, particularly at SMK Negeri 1 Mengwi, Badung, Bali, by leveraging local potential such as tourism and traditional culinary products. The training program focused on the use of the Business Model Canvas (BMC) as a visual tool for business planning, alongside the introduction of trending technologies such as digital marketing. The activities were implemented in four stages: pre-test, socialization, intensive training, business idea presentation, and post-test evaluation and reflection. A total of 36 students participated in this program. The results of the pre-test and post-test showed an increase in understanding of 53.85% in the aspect of technopreneurship and 58.33% in understanding the elements of the BMC. These findings indicate that practical and visual-based approaches are effective in fostering students’ strategic thinking, collaboration, and creativity in developing business ideas based on local potential and technology. This program also made a measurable and impactful contribution to strengthening vocational students' technopreneurship competencies

In the current digital era, SMEs in the culinary sector face challenges in adopting technology to improve operational efficiency. One solution to address this issue is the use of a simple and cost-effective QR Code-based application. This study aims to develop and implement siMenu, an application that provides table, order, and product management solutions without integrating complex digital payment systems. The method used is Project-Based Learning (PBL), which allows the development of technical skills while designing a sustainable business model through Business Model Canvas (BMC). The results show that siMenu successfully improved operational efficiency for SMEs, reduced ordering errors, and provided an easy-to-adopt solution with low implementation costs. However, challenges in application development and building user trust remain obstacles. The conclusion of this study is that simple digital solutions like siMenu can help SMEs in the culinary sector digitally transform and stay competitive in an increasingly evolving market.  

This research was conducted to determine the appropriate CV Restu Mande business strategy design using strengths, weaknesses, opportunities and threats (SWOT) analysis and the Business Model Canvas (BMC) in achieving export targets. The method used in this research is a descriptive qualitative method. Data collection carried out in this research was interviews with the leadership of CV Restu Mande, observation both directly and indirectly, and documentation. The SWOT analysis carried out in this research produces a SWOT matrix as a recommendation for CV Restu Mande's business strategy. The results of the SWOT analysis, SWOT matrix, and proposed new Business Model Canvas at CV Restu Mande are that in the customer segments section, target consumers are added in the form of Indonesian communities abroad, in the channels section, websites, international e-commerce and overseas retail need to be added, in the customer relationship section, rewards need to be added for resellers, dropshippers and loyal customers, in the key resources section we need to add production facilities, in the key activities section we need to add more interesting and detailed marketing activities, in the key partnership section we need to add agent collaboration. or distributors, loyal customers, production partners, and international trade consultants or experts, and in the cost structure section it is necessary to focus on investment in production facilities.

To be able to excel in business competition in the culinary industry, MSME managers need to carry out good sustainable innovation. The aim of this research is to assist and improve the rodokar business. Research methods that can help business actors in  designing a strategic plan is to use the Business Model Canvas. Data collection to carry out analysis on the Business Model Canvas was carried out by observation and interviews manager. Digitalization support activities marketing will be carried out in three stages: education, mentoring, and sustainability assessment. Training will given to increase partners' knowledge and understanding of various digital marketing platforms. The results of this activity are expected to expand partners' knowledge and understanding in the field of digitalization marketing. Mentoring activities are carried out to ensure partners are able to apply technology and training provided. In the end, the outcome that the partners want to achieve as business actors is an increase in partner economies of scale.

The growth of digital technology has significantly transformed the marketing strategies employed by micro, small, and medium enterprises. Within an increasingly competitive digital marketing ecosystem, high-quality visual branding serves as a crucial component in capturing consumer attention and enhancing brand awareness. However, the enterprises frequently encounter constraints related to budget, technology, and expertise in producing effective visual content. In response to these challenges, Rabbithall Studio offers a solution by providing affordable, high-quality content, particularly for enterprises that operating in the foods and beverages sector. This research aims to design a Business Model Canvas (BMC) for Rabbithall Studio to effectively support the digital marketing strategy of MSMEs. A descriptive qualitative approach is used to analyze key elements in the BMC, such as customer segments, value propositions, distribution channels, and cost structure. The research findings reveal that Rabbithall Studio has a strategic business model, focusing on providing aesthetic and Instagrammable product photography services, along with copywriting support. This study offers a strategic guide for MSMEs to adopt visual and content-based marketing to enhance their competitiveness in the digital market.