Strategy for Forming Neighborhood-Based Business Entities as A Motor for Community Economic Potential in Samarinda City, Indonesia

Zainal Abidin; Syarifah Hudayah; Tetra Hidayati

doi:10.56225/ijassh.v3i1.305

Authors

Zainal Abidin Faculty of Economics and Business, Universitas Mulawarman, Samarinda Ulu, Kota Samarinda, Kalimantan Timur, Indonesia
Syarifah Hudayah Faculty of Economics and Business, Universitas Mulawarman, Samarinda Ulu, Kota Samarinda, Kalimantan Timur, Indonesia
Tetra Hidayati Faculty of Economics and Business, Universitas Mulawarman, Samarinda Ulu, Kota Samarinda, Kalimantan Timur, Indonesia

DOI:

https://doi.org/10.56225/ijassh.v3i1.305

Keywords:

Neighborhood-based business, Community, Economic potential, Samarinda city context

Abstract

Government administration becomes a key success in developing the local potential sector. Mapping local potential, in this case, sub-districts is one of the important things to do to find and recognize economic potential that can be developed. Ideally, community economic activities at the sub-district level are carried out as institutions or business entities managed professionally but still rely on the area's potential. It can make community businesses more productive and effective. Thus, this study seeks to determine the potential for forming sub-district-based business entities as one of the economic drivers of the city of Samarinda. This study uses a qualitative approach to primary and secondary data. Also, the research location is 59 sub-districts in the city of Samarinda. A total of 59 village heads who were the target of this study, 55 people were willing to answer the questions. The data was analyzed using tabulating interviews through 9 blocks covering the Business Model Canvas components: Customer Segment, Value Proposition, Channel, Customer Relation, Revenue Stream, Key Resources, Key Activities, Key Partnerships, and Cost Structure. Also, Business Model Canvas and SWOT analysis. The result indicates that 10 sub-district-based business models have the most potential to be developed in Samarinda City, namely trading businesses (groceries, restaurants), home industry businesses (weaving, beads, amplang, fish floss, herbal medicine), service businesses (workshops, transportation services, Savings and Loans, motorbike washing, haircuts, sewing), Use of land that is not (RTH), Service-based environmental management system (such as environmental safety and environmental cleanliness), Become a wholesaler, for goods/needs that are for public consumption. Homestead agricultural food sector business (mushroom business, etc.), freshwater fish management, waste recycling, and tourism.

References

Amelia, S., Rustiadi, E., Barus, B., & Juanda, B. (2022). Mapping the Diversity of Regional Characteristics Towards Sustainable Economic Strategic Area Development: A Case Study of West-East Corridor of West Sumatra Province. International Journal of Sustainable Development & Planning, 17(1).

Asakdiyah, S., & Sulistyani, T. (2004). Analisis Faktor-Faktor Yang Mempengaruhi Tingkat Pendapatan Pedagang Pasar Tradisional Di Kota Yogyakarta. Jurnal Akutansi Dan Manajemen, 15(1), 55–65.

Choe, K. A., & Roberts, B. H. (2011). Competitive cities in the 21st century: Cluster-based local economic development. Asian Development Bank.

Hartatik, H., & Baroto, T. (2017). Strategi Pengembangan Bisnis Dengan Metode Business Model Canvas. Jurnal Teknik Industri, 18(2), 113–120. https://doi.org/10.22219/JTIUMM.Vol18.No2.113-120

Kurniasari, R., & Kartikasari, D. (2018). Penerapan Model Bisnis Kanvas terhadap Bisnis Jasa Angkut Penumpang pada PT Internasional Golden Shipping. Journal of Applied Managerial Accounting, 2(1), 6–14. https://doi.org/10.30871/jama.v2i1.631

Mahmudi, H. (2018). Remodeling Bisnis PT Sasakura Indonesia dengan Menggunakan Business Model Canvas. JRMSI - Jurnal Riset Manajemen Sains Indonesia, 9(2), 352–373. https://doi.org/10.21009/JRMSI.009.2.10

Nuak, F. S., Djani, W., & Kase, P. K. (2019). Saving and loan business management strategy of Satu Hati Village-Owned Enterprises (BUMDes). Journal of Sustainable Tourism and Entrepreneurship, 1(2), 165–178.

Oduro-Ofori, E. (2011). The role of local government in local economic development promotion at the district level in Ghana.

Osterwalder, A., & Pigneur, Y. (2011). Business Model Generation: Ein Handbuch für Visionäre, Spielveränderer und Herausforderer. Campus Verlag.

Osterwalder, A., Pigneur, Y., Smith, A., & Etiemble, F. (2020). The invincible company: how to constantly reinvent your organization with inspiration from the world’s best business models (Vol. 4). John Wiley & Sons.

Purba, R., Aulia, F., Dwilita, H., & Nadra, U. (2018). Increasing income for communities in Lubuk Kertang Village through village-based business enterprises (BUMDes) based on mangrove ecotourism. International Journal of Economics, Commerce and Management, 6(11), 629636.

Rahayu, M. J., Mukaromah, H., & Mulyanto, M. (2023). Social capital-based strategy of sustainable village-owned enterprises (BUMDes) development. International Journal of Social Economics. https://doi.org/https://doi.org/10.1108/IJSE-10-2022-0700

Ramadana, C. B. (2013). Keberadaan Badan Usaha Milik Desa (BUMDES) sebagai Penguatan Ekonomi Desa. Jurnal Administrasi Publik Mahasiswa Universitas Brawijaya, 1(6), 1068–1076.

Tim PPM Manajemen. (2012). Business Model Canvas: Penerapan di Indonesia. Penerbit PPM, Indonesia.

Weerakkody, V., Dwivedi, Y. K., & Irani, Z. (2009). The Diffusion and Use of Institutional Theory: A Cross-Disciplinary Longitudinal Literature Survey. Journal of Information Technology, 24(4), 354–368. https://doi.org/10.1057/jit.2009.16