FEASIBILITY STUDY OF BUSINESS DEVELOPMENT PT

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thProceeding of 9 International Seminar on Industrial Engineering and ManagementISSN : 1978-774XFEASIBILITY STUDY OF BUSINESS DEVELOPMENT PT NUSAPATIPRATAMA WITH LEAN STARTUPAgung Sasongko1 , Wisnu S Dewobroto2, Said Saleh Al-Amry 3.1,2, 3Trisakti UniversityJl. Kyai Tapa No. 1 Grogol, Jakarta Barat, Jakarta, alehalamryy@gmail.comABSTRACTAlong with the increasing number of motor vehicles, it also increased the number lubricantneeds represent an opportunity for vehicle engine lubricants company in Indonesia, PT.Nusapati Pratama. In this regard, the purpose of this study is to prepare a feasibility study onthe business development of PT. Primary Nusapati particularly on vehicle servicing workshopas a lubricant distribution channel.This study uses a questionnaire tools and empathy map to determine customer needs. Thevalidation process performed by the Validation Board to find a solution right business from theperspective of the customer to find the best solution. Based on the feasibility study on theaspects of the market, marketing, technology and operations, resources and partners, that theplanned servicing workshop feasible to build. In particular on financial aspects, a scoreInternal Rate of Return (IRR) of 11.5%, Net Present Value (NPV) of Rp.340 million,Profitability Index (PI) with a value of 1.99, and a Payback Period (PP) on the business planthe workshop will be built will generate a profit after three year and one month.These indicatesthat business is viable.Key words: Empathy Map, Lean Startup, Validation Board, Business Model Canvas1. INTRODUCTION1.1. BackgroundCars are one of the important means of landtransport at the present time. Having a carfor most communities at the moment like abasic thing which can help them in theiractivities, especially in the work.There were an increase in the number ofautomobiles in Indonesia from 2006 to 2011is 80,200,781 units. Along with that, it isdirectly proportional to the increasing needof lubricating car.company is to have adequate productioncapability, has a nation wide distributionnetwork, offering strength and specificationsthat suit the needs of the market, have arecommendation from the engine producer.Opportunities (Opportunities) owned by thecompany is the production of the automotiveindustry continues to increase, it is just a fewa brand that playing at high end market.Based on these, it can be concluded that thechances PT Pratama's Nusapati ScopeLubricant Oil products market is widelyopen.1.2 ProblemThe number of market demand for lubricantsas well as a growing number of businessesin the Lubricants business makes thecompetition between each distributor isgetting higher and based on the SWOTanalysis, the strength (Strength) of theFeasibility Study of Business Development(Agung Sasongko, Wisnu S Dewobroto, SaidPT Nusapati Pratama is in the process ofdeveloping the sale of branded lubricants(Scope Lubricant). By continuing to educatethe market and verifying the performance ofthe engine oil, PT. Primary Nusapati takeSaleh Al-Amry)1

thProceeding of 9 International Seminar on Industrial Engineering and ManagementISSN : 1978-774Xpart in the competition lubricant sales inIndonesia.Based on the increase in the number ofmotor vehicle sales in Indonesia, thecompany's short-term strategy and SWOTanalysis, PT Nusapati Pratama can takeadvantage of this opportunity to do thedevelopment on sales and distribution inJakarta.This research is carried out to identifying theneeds of customers in the use of the servicecar servicing garage, designing a businessmodel canvas car servicing workshop for PTNusapati Pratama, determine the feasibilityof business development projects PTNusapati Pratama and determining totalinvestment of car servicing garage businessto be built.company of visual thinking named XPLANEthat can provide it. This tool, can also becalled a "simple customer profile maker".The initial stage is to create empathy mapraises segment might want to be served byusing business models. This was followedby making demographics like what is seenby customers, what customers think, what isheard by the customer, and what was saidand done by the customer.Lean Startup process reduces waste byincreasing the frequency of contact with thecustomer, so that testing can be done andavoid incorrect market assumptions as earlyas possible. The definition of the concept oflean startup which is a method to minimizethe risk in building a business, especially byway of relying iteration (step repetition) ofyour product to the market to get qualityfeedback as soon as possible and as oftenas possible on the market.2. THEORETICAL BACKGROUNDAccording to Cashmere & Jakfar (2012), it iscertain that the establishment of a businessor project would provide a variety of benefitsor advantages, especially for businessowners. In addition, profits and otherbenefits can also be picked by the variousparties in the presence of a business. Forexample for the wider community, bothdirectly involved in the project as well asthose living nearby businesses, includinggovernment.Emory Cooper (1999) states that there areat least four core components of aquestionnaire that is required to measure thelevel of satisfaction. Subject, which theindividual or organization that conductsresearch. Appeal, which is the request ofthe researcher to the respondents toparticipate actively filling and s on filling in questionnaires thatare easy to understand and not biased.Questions or statements along with a fill inthe answers.When we want to create the viewpoint of thecustomerbasedbusinessmodelassumptions made, we can use Empathymap which is a tool developed by aFeasibility Study of Business Development(Agung Sasongko, Wisnu S Dewobroto, SaidFigure 1. Basic concept of Lean StartupValidation Board is a tool of Lean Startupmethod or tool used to measure theinvalidity of a measurement of a study orsurvey. Validation Board is useful to supportthe Business Model Canvas method, thismethod is useful for measuring the wishes ofcustomers or customer problems.Business Model Canvas is a logicalbusiness model overview of how anorganization creates, delivers, and capturesvalue (Osterwalder, 2010). Canvas businessmodel is split into nine key components,then separated again become a componentof the right (creative side) and the left(logical side). Just like the human brain. Thenine components are as follows (sorted fromright to left).According to Dr. Husein Umar (2009),Aspects assessed in a feasibility studycovering the legal aspects of business,market and marketing aspects, financialaspects, technical aspects / opera sional,Saleh Al-Amry)2

thProceeding of 9 International Seminar on Industrial Engineering and ManagementISSN : 1978-774Xmanagement and organization, economicand social aspects, as well as aspects ofenvironmental impact. To assess all theseaspects need to set up some sort of a teamconsisting of people from various fields ofexpertise.In this research will be carried out afeasibility study based on market aspects,marketing, technology and operationsaspects, aspects of the management ofresources and partners, and financialaspects.empathy map that can solve the problem ofrespondents and customers which is wouldbe support formulation of Business ModelCanvas.Finally feasibility study based on thebusiness model canvas has been built withseveral aspects, that is: customer segment,value proposition, customer relationship,channel, key activities, key resource, keypartner, cost structure and revenue stream.Data Processing3. RESEARCH METHODUnderstanding CustomerResearch object of this research is the carworkshop services, in this case thequestionnaire was distributed in threeworkshops that have population of carsaround the workshop were very high andalso the workshops is the workshop of thebest in this area.Empathy mapQustionnaireValidation BoardSampling was conducted using randomsampling techniques (nonprability samples)with the type of method used is aconvenience sampling method, whererespondents intended deemed to haverepresented the target population that isconsidered sufficient to provide preliminaryinformation representatife.4. RESULT AND DISCUSSIONThe questionnaire was divided into twoparts: the first part, the characteristics of therespondent. This section includes: gender,age, education, past employment, income,and the old subscription. While the secondpart is the level of interest that are designedbased on the concept of SERVQUAL(ServiceQuality),developedbyParasuraman, Zeithaml, and Berry (1990).Determining attribute of necessity begin fromdoing preliminary questionnaire which isaimed to obtain information and to know theattributes expected of customer needs. Byconducting interviews with the company,attributes the results obtained 8 according tothe company is important in doing business.Through the deployment of a blankquestionnaire to 100 visitors workshop.Then, Empathy Map distributed to 50respondents with direct interviews withrespondents. Having analyzed all thestatements of 50 respondents by four aspectof the Emphaty Map, then produced the nextproblem statement concluded to be anoverall problem statement.Based on 10 statement attributes of level ofinterest, were obtained an average interestof 3.82. It shows that the manufacture of theworkshop will focus its efforts in thedevelopment of the attributes that are largerthan average interest. Respondents said thefactors that influence in determining theselection of workshops to be used is aservice that offers services for servicedelivery, competitive prices for vehicleNext stage is used Validation Board totranslate the results of the questionnaire andFeasibility Study of Business Development(Agung Sasongko, Wisnu S Dewobroto, SaidFeasibilty Study based onbusiness modelFigure 2. Metodhology of ResearchSaleh Al-Amry)3

thProceeding of 9 International Seminar on Industrial Engineering and ManagementISSN : 1978-774Xmaintenance, tidiness results service /processing, there are security andconfidence in the services provided, andcommunication both from customers toemployees.The result of the reliability test showed thatthe instrument for attribute has a number ofreliability is very high (Cronbach's alpha 0877) which is reliable. And result of validitytest shown all indicators questionnaireconsidered valid attribute to be used as ameasurement variable.1. Workmanship too long2. Uncomfortable waitingroom3. Complexity procedure4. Unclean workshop5. High rate & poorservice1. Go out while being service2. Find new workshop3. Leave car and come backafter finish1. Boring2. Tired after driving3. Bustling queuecar driverwho useworkshopservice1. Disappointed service2. Delay time3. No communicationbetween technician& customerFigure 3. Result of Empathy MapValue PropositionCustomer RelationshipCustomer SegmentCustomerRelationshipManagementWorkshop withcomfortablewaitingroom(AC,Wifi,electric plug)Maintenance carreminderChannelsCar driver(19 – 30 yearsold)Strategic locationDelivery servicemobile mechanicFigure 4. Workshop Customer RelationAt block Customer Relation can beimplementedCustomerRelationshipManagement system (CRM) with CallMaintenance Reminder, that is a way ofworkshops always in touch with thecustomer - the customer when the customerservice time should do. If the customer isunable to serve the car, they could offershuttle services to customer service.At the problem statement that is generatedby Emphaty Map then concluded that "Usersof motor vehicles need a faster way in theworks vehicle service due to limited time towait".There are three main activities, two mainresources and three important partner fromthe analysis of business models that cansupport the workshop to be able to operate.The business has a market segment of theupper middle class who have a personalvehicles and has been using servicevehicles. And also vehicle owners who haveused the services of a lubricant workshopbut want to use it in the near future is quitelarge potential market.Service CarKey PartnersPTNusapatiPratamaDealerKey ActivitiesDelivery servicePromotionSponsor EventKey ResourcesStrategic locationBased on the customer who has beenidentified and it can be seen what the needsof the customer through the Validation Board(Figure 6, attachment), furthermore definedvalue in order to meet customer needs is“Car maintenance workshop with servicedelivery and service lounge area that canprovide productivity while waiting”.The location will be used for the businessworkshop is the automotive area that veryeasy to attract riders to choose to serve theircars, then be on roadside of the highway aswell as a strategic position.Feasibility Study of Business Development(Agung Sasongko, Wisnu S Dewobroto, SaidValue PropositionWorkshop withcomfortablewaitingroom(AC,Wifi,electric plug)Suppliermobile mechanicFigure 5. Key Activities, Key Resources,Key PartnersFrom interviews with the company, areidentified a cost structure with the mostimportant cost in running a business modelPT Nusapati Pratama is Rp. 1.4 million.The financial projections made during thenext 5 years to determine the viability of theSaleh Al-Amry)4

thProceeding of 9 International Seminar on Industrial Engineering and ManagementISSN : 1978-774Xfinancial aspects of the views of thevariables: Net Present Value (NPV) Rp593 million, Internal Rate of Return (IRR) 33.09 %, Profitability Index (PI) 1.79,Payback Period (PP) 3 years 1 month.5. CONCLUSIONThe first perspective of consumers is want tohave vehicle servicing workshop with alounge area which can make consumers beproductive in wait, second is workshops hasdelivery service to consumers.Agung Sasongko is a lecturer inDepartment of Industrial Engineering,Faculty of Industrial Technology, TrisaktiUniversity, Jakarta. He received her Masterof Management from Trisakti University in2008. His research interests are in the areaof cost analysis, entrepreneurship and CSR.He is a member of the Organization andBusiness Development Laboratory. Hisemail address is agung.one@gmail.com Business Model Canvas also already builtfor PT Nusapati Pratama. After the feasibilitystudy based on market aspects, marketing,technology and operations aspects, aspectsof resources and partners, and costs andfinancial feasibility aspects then thebusiness is feasible and it cost Rp 1.4 billion.AUTHOR BIOGRAPHIES6. REFERENCES(a) Natsir,FathirM.(2013).CaraMenghitung Skala Likert.H.(2003)ManajemenJakarta : PT. GramediaWidiasarana Indonesia.(b) Tanjung,Operasi.(c) Umar, H. (2009) Studi Kelayakan BisnisEdisi-3 Revisi, Jakarta : PT. GramediaPustaka Utama.(d) Kasmir dan Jakfar. (2012) StudiKelayakan Bisnis Edisi Revisi, Cetakanke 12. Jakarta: Kencana(e) Rangkuti, F. (2006) Business Plan,Cetakan ketujuh. Jakarta : PTGramedia Pustaka Utama.(f) T. Monroy, J Reichert and F. Hoy(eds), The Art and Science ofEntrepreneurship Education, vol 3,Cambridge, MA Ballinger.(g) Osterwalder, A & Pigneur, Y. (2013)Business Model Generation. Jakarta :PT. Elex Media Komputindo.(h) Reis, E. (2011) The Lean Startup. NewYork : Crown Business.Feasibility Study of Business Development(Agung Sasongko, Wisnu S Dewobroto, SaidSaleh Al-Amry)5

thProceeding of 9 International Seminar on Industrial Engineering and ManagementISSN : 1978-774XBusiness dev. PTNusapati Pratamacar usersEmployeeuserslow processingtime of servicesProductivityreducedcarYoung driverisProductivityreducedYoung driverisWorkshop with waitingroom facility (Wifi,electric plug)Busyproductivityisreduced and timelimitlessEmployeeuseras not tosaturatecarNocomfortwaiting roomPitchDosomethingwhile igure 6. The Result of Validation BoardFeasibility Study of Business Development(Agung Sasongko, Wisnu S Dewobroto, SaidSaleh Al-Amry)2

Oct 09, 2016 · lean startup which is a method to minimize the risk in building a business, especially by way of relying iteration (step repetition) of your product to the market to get quality feedback as soon as possible and as often as possible on the market. Figure 1. Basic concept of Lean Startup Va