Visualizing “ULOS” Women Handloom Weavers by Business Model Canvas

Liharman Saragih; Pandapotan Simatupang; Taufik Parinduri; Djuli Syafei Purba

doi:10.56225/ijassh.v2i1.153

Authors

Liharman Saragih Department of Management, Faculty of Economics, Universitas Simalungun, Pematang Siantar, Sumatera Utara, Indonesia
Pandapotan Simatupang Department of Management, Faculty of Economics, Universitas Simalungun, Pematang Siantar, Sumatera Utara, Indonesia
Taufik Parinduri Department of Management, Faculty of Economics, Universitas Simalungun, Pematang Siantar, Sumatera Utara, Indonesia
Djuli Syafei Purba Department of Management, Faculty of Economics, Universitas Simalungun, Pematang Siantar, Sumatera Utara, Indonesia

DOI:

https://doi.org/10.56225/ijassh.v2i1.153

Keywords:

business model, canvas, ulos, women handloom weavers

Abstract

This study introduces the business model ulos women weavers in Toba Samosir Regency. The collecting data used questionnaires and interviews with 10 participants by purposive sampling. Analyzing data used is a descriptive analysis technique with Business Model Canvas Approach. The result shows that the business model is still in a position that operates on the availability of raw materials, equipment, and labour (Key Resources), what about the purchase and storage of raw materials, production, promotion, marketing, as well as product evaluation and development (Key Activities), how to partner with suppliers of yarn raw materials, with microfinance institutions and banks, the government (Key Partnership), how about investment costs, fixed and variable costs, maintenance costs, credit instalments (Cost Structure). The Value Proposition is products from Sigaol village only (Porsea) that are perceived as a good quality products. The handloom weavers sell not only to collectors or agents but to consumers. It can reach the other market. Choosing another segment will impact value propositions, different distribution channels, a different approach to customer relationships, and earn to the profitability revenue stream

References

Al Mamun, A., & Ekpe, I. (2016). Entrepreneurial traits and micro-enterprise performance: a study among women micro-entrepreneurs in Malaysia. Development in Practice, 26(2), 193-202. doi:10.1080/09614524.2016.1135879

Amit, R., & Zott, C. (2012). Creating Value Through Business Model Innovation. MIT Sloan Management Review, 53 part 3 p 41-49(https://sloanreview.mit.edu/article/creating-value-through-business-model-innovation/).

Buckley, C. (2017). Looms, Weaving and the Austronesian Expansion. In Spirits and Ships (Vol. p 273-324,): ISEAS Publishing https://www.researchgate.net/profile/Christopher-Buckley-5/publication/323889122_7_Looms_Weaving_and_the_Austronesian_Expansion_Cultural_Transfers_in_Early_Monsoon_Asia/links/5d53de8da6fdcc85f8907281/7-Looms-Weaving-and-the-Austronesian-Expansion-Cultural-Transfers-in-Early-Monsoon-Asia.pdf.

Calderon, G., Iacovone, L., & Juarez, L. (2017). Opportunity versus Necessity: Understanding the Heterogeneity of Female Micro-Entrepreneurs. The World Bank Economic Review, 30(Supplement_1), S86-S96. doi:10.1093/wber/lhw010

Carter, M., & Carter, C. (2020). The Creative Business Model Canvas. Social Enterprise Journal, 16(2), 141-158. doi:10.1108/SEJ-03-2019-0018

Coombes, P. H., & Nicholson, J. D. (2013). Business models and their relationship with marketing: A systematic literature review. Industrial Marketing Management, 42(5), 656-664. doi:https://doi.org/10.1016/j.indmarman.2013.05.005

Crittenden, V. L., Crittenden, W. F., & Ajjan, H. (2019). Empowering women micro-entrepreneurs in emerging economies: The role of information communications technology. Journal of Business Research, 98, 191-203. doi:https://doi.org/10.1016/j.jbusres.2019.01.045

Gassmann, O., Frankenberger, K., & Csik, M. (2014). The business model navigator: 55 models that will revolutionize your business: Pearson UK https://www.alexandria.unisg.ch/240196/.

Hong, Y. C., & Fauvel, C. (2013). Criticisms, variations and experiences with business model canvas. European Journal of Agriculture and Forestry Research, 1 part 2(https://www.eajournals.org/journals/international-journal-of-small-business-and-entrepreneurship-research-ijsber/vol-1-issue-4-december-2013/criticisms-variations-experiences-business-model-canvas-3/), 26 -37.

Makkarennu, Mahbub, A. S., & Ridwan. (2021). An Integration of Business Model Canvas on Prioritizing Strategy: Case Study of Small Scale Nontimber Forest Product (NTFP) Enterprises in Indonesia. Small-scale Forestry, 20(2), 161-174. doi:10.1007/s11842-020-09462-5

Marques, C. S., Leal, C. T., Santos, G., Marques, C. P., & Alves, R. (2017). Why do some women micro-entrepreneurs decide to formalize their businesses? International Journal of Entrepreneurship and Small Business, 30(2), 241-258. doi:10.1504/IJESB.2017.081439

Moggi, S., Cantele, S., Vernizzi, S., & Beretta Zanoni, A. (2016). The Business Model Concept and Disclosure: A Preliminary Analysis of Integrated Reports, p1309-1320,. Paper presented at the 9th Annual Conference of the EuroMed Academy of Business. https://emrbi.org/wp-content/uploads/2016/08/euromed2016bof.pdf.

Noer, K. U. (2021). From Villages to World Markets: Women and E-Commerce in East Sumba, East Nusa Tenggara. BASKARA: Journal of Business Entrepreneurship & Regional …, 4(1), 63-71. doi:https://doi.org/10.54268/baskara.4.1.63-71

Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation : A Handbook for Visionaries, Game Changers, and Challengers. United States of America: John Wiley & Sons, Inc., Hoboken, New Jersey.https://www.wiley.com/en-us/Business+Model+Generation:+A+Handbook+for+Visionaries,+Game+Changers,+and+Challengers-p-9780470876411.

Osterwalder, A., Pigneur, Y., Bernarda, G., & Smith, A. (2014). Value proposition design: How to create products and services customers want (Vol. 2): John Wiley & Sons, https://www.wiley.com/en-us/Value+Proposition+Design:+How+to+Create+Products+and+Services+Customers+Want-p-9781118968055.

Saragih, M. G., Saragih, L., Purba, J. W. P., & Panjaitan, P. D. (2021). Metode Penelitian Kuantitatif: Dasar–Dasar Memulai Penelitian: Yayasan Kita Menulis, https://kitamenulis.id/2021/10/23/metode-penelitian-kuantitatif-dasar-dasar-memulai-penelitian/.

Shin, J., & Park, Y. (2009). On the creation and evaluation of e-business model variants: The case of auction. Industrial Marketing Management, 38(3), 324-337. doi:https://doi.org/10.1016/j.indmarman.2007.06.017

Simanjuntak, M., & Manalu, S. A. (2019). Innovative Business Models in Developing Meat Ecotourism in Toba Samosir. Journal of Physics: Conference Series, 1175(1), 1-7. doi:10.1088/1742-6596/1175/1/012197

Sort, J. C., & Nielsen, C. (2018). Using the business model canvas to improve investment processes. Journal of Research in Marketing and Entrepreneurship, 20(1), 10-33. doi:10.1108/JRME-11-2016-0048

Storbacka, K. (2011). A solution business model: Capabilities and management practices for integrated solutions. Industrial Marketing Management, 40(5), 699-711. doi:https://doi.org/10.1016/j.indmarman.2011.05.003

Van Der Pijl, P., Lokitz, J., & Solomon, L. K. (2016). Design a better business: New tools, skills, and mindset for strategy and innovation: John Wiley & Sons, https://www.wiley.com/en-us/Design+a+Better+Business:+New+Tools,+Skills,+and+Mindset+for+Strategy+and+Innovation-p-9781119272113.

Zott, C., & Amit, R. (2007). Business Model Design and the Performance of Entrepreneurial Firms. Organization Science, 18(2), 181-199. doi:10.1287/orsc.1060.0232