Real Estate Business Model Adaptation Using Business Model Canvas
Case Study Pt. Bayu Cahaya Gemilang Bogor
Abstract
In the last few decades, the property industry in Indonesia has experienced rapid growth, driven by economic
growth, changing societal perspectives, and increasing need for commercial and residential facilities. Lifestyle
changes are also influencing the growth of this industry. Despite growing rapidly, the Indonesian property
industry faces a number of problems, such as intense competition and a housing shortage. Additionally, changing
demand patterns caused by the popularity of e-commerce, leading to an overstock of commercial properties, as
well as frequently changing government regulations, add to the complexity of the industry. Data shows that the
growth of the property sector will still be very volatile until 2023. This research is an adaptation of the Business
Model Canvas of PT's real estate business. Bayu Cahaya Gemilang Bogor uses Pivot Strategy design. This is
needed by PT. Bayu Cahaya Gemilang to solve the problems that PT. Bayu Cahaya Gemilang, because there is
always a decline in income and it is still very fluctuating in terms of income in the last four years. This research uses descriptive qualitative methods with data collection techniques through interviews and documentation. The
resource persons were 5 people from internal parties at PT. Bayu Cahaya Gemilang. Based on the results of
interviews with sources, Business Model Canvas PT. Bayu Cahaya Gemilang is quite good because it includes
nine main elements. However, the problems expressed in interviews regarding the four Pivot Strategy indicat ors
show that seven elements of the Business Model Canvas have changed, namely Channels, Customer Relationships,
Key Resources, Key Activities, Key Partnerships, Cost Structure, and Revenue Streams. The results of this
research regarding alternative strategies from the pivot strategy aspect are from the Customer Pivot Strategy
category of speed of response: adding a WhatsApp business system for service. Technology Pivot Strategy
platform category: adding promotions through the marketplace and advertising on social media such as
Instagram and Tik Tok. Business Sysytem Infrastructure payment category: Added a 1 year cashback program
system. Economics/Profitability category of cooperation agreement: Collaborating again with property agents by
having a notary and providing sales-based commissions to property agents.
Keywords-business model canvas, pivot strategy, management straegy, PT. Bayu Cahaya Gemilang
References
Alexander Osterwalder & Yves Pigneur. (2010). Business Model Generation (A. Smith, Ed.). simultaneously.
Dewantoro, F., & Zuhair, B. (2023, August 7). Tantangan Terbesar dalam Bisnis Properti dan Cara Mengatasinya.
Id.Linkedin.Com. https://id.linkedin.com/pulse/tantangan-terbesar-dalam-bisnis-properti-dan-cara-bimodewantoro
Faisal, A., Tricahyono, D., Pasaribu, R. D., & Sujipto, M. R. (2022). Adaptasi Business Model Canvas Melalui
Perancangan Strategi Pivot Dalam Rangka Menjawab Tantangan Pandemi Covid-19 (Studi Kasus Warung
Nasi Ibu Imas Bandung) . Journal of Management & Business, 5(1).
https://doi.org/10.37531/sejaman.v5i1.2553
Fernandes, J. M., & Afonso, P. (2018). Changing and pivoting the business model in software startups. Researchgate.
1007/978-3-030-04840-2_11
Indrawati. (2015). Metode Penelitian Manajemen dan Bisnis : Konvergensi Teknologi Komunikasi dan Informasi.
Refika Aditama.
Lyrid. (2021, October 11). Tantangan Utama Sistem dalam Industri Properti & Solusi Menghadapinya. Lyrid.Co.Id.
https://lyrid.co.id/tantangan-utama-sistem-dalam-industri-properti-dan-solusi-menghadapinya/
Nurpita, A., & Wardani, A. W. (2021). ANALISIS TREND PERTUMBUHAN INDEKS HARGA PROPERTI
KOMERSIAL DI KOTA BESAR INDONESIA PASCA PANDEMI COVID-19. Jurnal Manajemen Aset Dan
Penilaian, 1(1), 17–22. https://doi.org/10.56960/jmap.v1i1.18
Pasaribu, R. D., Shalsabila, D., & Djatmiko, T. (2023). Revamping business strategy using Business Model Canvas
(BMC), SWOT analysis, and TOWS matrix. Heritage and Sustainable Development, 5(1), 1–18.
https://doi.org/10.37868/hsd.v5i1.125
Pramudya, R. K., Imsa, M. A., & Kholik, A. (2024). Analisis Strategi Pemasaran PT Elite Pro dalam Bisnis PropertiDi
Era Digital. Journal Of Social Science Research, 4(6).
Priyadi, Y., & Prasetio, A. (2018). Implementation of supply chain business application through business model
canvas and waterfall framework collaborations for fish farmers SMEs in ulekan market bandung. Journal of
Physics: Conference Series, 978, 012021. https://doi.org/10.1088/1742-6596/978/1/012021
Rifky, N. (2023, June 7). Prospek Industri Properti di Indonesia. Goodnewsfromindonesia.
https://www.goodnewsfromindonesia.id/2023/06/07/prospek-industri-properti-di-indonesia
Ritonga, Z. (2020). Buku Ajar Manajemen Strategi (D. G. Ayu, Ed.; 1st ed.). Deepublish.
Sekaran, U., & Bougie, R. (2016). Research Methods of Business. wiley.
Simanjuntak, M. (2021). Designing of Service Dominant Logic and Business Model Canvas: Narrative Study of
Village Tourism . Golden Ratio of Marketing and Applied Psychology of Business, 1(2).
https://doi.org/10.52970/grmapb.v1i2.60
Sudarmatin, Wiguna, R. T., Fitri, R., & Attan, R. B. (2021). Pivot Strategy in Entrepreneurship: Strategy of Managing
Business During Coronavirus Pandemic. International Journal of Multicultural and Multireligious
Understanding, 8(9). http://dx.doi.org/10.18415/ijmmu.v8i9.3200
Sugiyono. (2022). Metode Penelitian Manajemen (Setiyawami, Ed.; 1st ed.). Alfabeta Bandung.
Tahwin, M., & Widodo, A. (2020). PERANCANGAN MODEL BISNIS MENGGUNAKAN
PENDEKATAN BUSINESS MODEL CANVAS UNTUK MENGEMBANGKAN USAHA KECIL
MENENGAH. Jurnal Ilmiah Ekonomi, 15, 1. https://doi.org/10.34152/fe.15.1.154-166
Tricahyono, D., & Purnamsari, S. R. (2018). Business Ecosystem of SMEs with Value Network Analysis Approach:
A Case Study at Binong Jati Knitting Industrial Centre (BJKIC) Bandung. Pertanika Journals of Social Science
& Humanities, 26(T).
Voelpel, S. C., Leibold, M., & Tekie, E. B. (2003). The Wheel Of Business Model Reinvention: How To Reshape Your
Business Model an Organizational Fitness To Leap Competitors.
