V.

BUSINESS PLAN
TIM DOSEN KEWIRAUSAHAAN
 Business Plan

B. Business
A. Teori Bisnis
Model Canvas
Plan
(BMC)
A business model should contain:

Revenue Cost
stream Stream
Revenue stream:
• Sumber-sumber yang mampu memberikan
pendapatan pada perusahaan dapat berupa:

• A. Penjualan produk/jasa secara langsung

• B. Penjualan bahan baku produk
• C. Pengembangan cabang
• D. Pengembangan usaha tertentu
Contoh revenue stream dari
perusahaan bakmi:
Penjualan bakmi di depot, Penjualan bahan baku mi
beserta minumannya dan condiment nya

Bakmi

Buka catering bakmi yang

Membuka cabang bakmi
melayani permintaan partai
baru/ franchise
besar misalnya pernikahan
Manfaat mengetahui revenue
stream:
•A. Mendapatkan sumber profit lebih
banyak
•B. Mendapatkan pengalaman mengenai
strategi bisnis yang baru
•C. Fokus pada usaha
•D. Mendapatkan investor baru
Cost stream
• Sumber-sumber yang mampu memicu keluarnya biaya, dapat
muncul dari:

• A. Tenaga Kerja
• B. Bahan baku
• C. Produksi
• D. Iklan dan promosi
• E. Pegudangan
• F. Penyusutan alat
Tugas

•Tentukan revenue stream

dan cost stream dalam
bisnis yang sudah ditentukan
minggu lalu!
Pengertian business plan
• 1. Dokumen yang menyatakan keyakinan akan kemampuan
sebuah bisnis untuk menjual abrang dan jasa dan menghasilkan
profit yang memuaskan dan menarik bagi penyandang dana

• 2. Selling document yang mengungkapkan daya tarik dan

harapan sebuah bisnis kepada penyandang dana potensial

• 3. Bisnis plan dibuat dalam jangka pendek dan jangka panjang

The business plan is a basic instrument for setting
economic and financial objectives for the planned
period, as well as a way of controlling and verifying the
implementation of planned projects. For the
entrepreneur, it is what a flight map is for the pilot of the
aircraft, so that they can fly to a designated place and
the entrepreneur could achieve their business goals. It is
both a planning tool and a guide on the road to success
(Tokarski A, Tokarski M, Wójcik, 2013). Writing it is not
easy and simple because it takes time, energy, and a lot
of thought. (Tokarski A, Tokarski M, Wójcik, 2017).
Kapan business plan dibuat?

Pada saat Ketika usaha

usaha akan telah
berjalan berjalan
Pentingnya Business Plan
• To sell yourself on the business
• To obtain bank financing
• To obtain investment fund
• To arrange strategic alliances
• To obtain large contracts
• To attract key employees
• To complete mergers and acquisitions
• To motivate and focus your management
Pengguna Business Plan
• Pihak internal:
Sebagai sarana control usaaha, bagi para manajer,
pegawai, dan karyawan yang berwenang.

Pihak eksternal:
Misalnya investor, mitra usaha
Alasan membuat business plan
Paham
pada bisnis
sendiri

Proposal
untuk Pendanaan
kemitraan pihak ke 3
strategis

Alasan

Upaya
Penjelasan
menarik
kepada
venture
pemasok
capitalist
Kerangka dan Format Business Plan
• Nama perusahaan
• Lokasi
• Komoditi yang diusahakan
• Konsumen yang dituju
• Pasar yang dimasuki
• Partner yang diajak kerjasama
• Personil yang dipercaya
• Jumlah modal yang tersedia dan diharapkan untuk tersedia
• Peralatan yang harus ada
• Promosi
Sistematika Penulisan
• Executive summary
• Bab 1: Visi dan Misi Perusahaan
• Bab 2 : Analisis Lingkungan Eksternal dan Pasar
• Bab 3 : Deskripsi Usaha
• Bab 4 : Rencana produksi/operasional
• Bab 5 : Rencana Pemasaran
• Bab 6 : Perencanaan organisasi
• Bab 7 : Proyeksi Keuangan
Bab 1. Visi dan Misi Perusahaan
Visi dan misi perusahaan

Bergerak di bidang apa

Nilai dan prinsip yang dianut

Apa kenunikan dari perusahaan anda

Apa keunggulan kompetitif dari perusahaan Anda

Bab 2. Analisis Lingkungan Eksternal
dan Pasar
Perspektif masa depan industri

Perkiraan ukuran pasar

Analisis persaingan

Segmen pasar yang dimasuki

Perkiraan kebutuhan serta preferensi konsumen terhadap harga dan kualitas

Bab 3. Deskripsi Usaha

Produk/jasa yang dihasilkan

Ruang linkgup bisnis

Cakupan geografis
Bab 4. Rencana
Produksi/Operasional
Pemilihan lokasi

Rencana tata letak dan izin

Proses produksi

Keadaan gedung dan perlengkapannya

Sumber-sumber bahan baku

Bab 5. Rencana Pemasaran

Segmentasi, Target, Positioning (STP)

Penetapan harga

Pelaksanaan distribusi

Marketing mix
Bab 6. Perencanaan Organisasi

Bentuk kepemilikan dan struktur organisasi

Kebutuhan kompetensi pegawai

Uraian tanggung jawab dan kewenangan

Bab 7. Proyeksi Keuangan

Total anggaran investasi

Total Anggaran operasional

Perhitungan BEP dan laba rugi

7 Persiapan agar business plan
menjadi realistis dan feasible

Data Profil Proses

Ukuran Pasar
Ekonomi produk/jasa Produksi

Sumber Laporan Perhitungan

pendapatan keungan keuangan
b. Business Model Canvas
“Business Model describes the rationale of how an organization creates, delivers
and capture value (Osterwalder & Pigneur, 2010)”

Business models are needed because they help to set further goals, they are a
kind of a business map leading to success, on which the way with highlighted
main points is clearly and individually chosen and defined (Jak, 2016).

Business model canvas is also the other form of business plan.

Komponen:
(1). Customer Segment, (2). Value Proposition, (3). Channel, (4). Customer
Relationship, (5). Revenue Stream, (6). Key Resources, (7). Key Activities, (8). Key
Partnership, (9). Cost structure.
How to start BMC? Urutan bisa jadi tidak sama antara satu dg yang
lain (Cara 1)
Cara 1:
• Produk telah dibuat
• Mencari pasar yang mau menerima keadaan
produk

Kelemahan:
Bisa jadi, keinginan pasar tidak terpenuhi (marketing
myopia)
Cara 2
Cara 2:
•Mengidentifikasi kebutuhan pasar,
kemudian menentukan produk yang
sesuai dengan kebutuhan tersebut
•Lebih sesuai dengan teori pemasaran
modern
Costumer Segments
Customer Segments Defines the different groups of
people or organizations an enterprise aims to reach and
serve.

• Questions to be Answered:
• For whom are we creating value?
• Who are our most important customers?
Value Prepositions
• Value Propositions Describes the bundle of products and services that create
value for a specific Customer Segment.

• Questions to be Answered:
• • What value do we deliver to the customer?
• • Which one of our customer’s problems are we helping to solve?
• Which customer needs are we satisfying?
• • What bundles of products and services are we offering to each Customer
Segment?
Channels
• Channels Describes how a company communicates with and reaches its
Customer Segments to deliver a Value Proposition.

• Through which Channels do our Customer Segments want to be reached?

• How are we reaching them now?
• How are our Channels integrated?
• Which ones work best?
• Which ones are most cost-efficient?
How are we integrating them with customer routines?
Customer Relationships
• Customer Relationships Describes the types of relationships a
company establishes with specific Customer Segments

• What type of relationship does each of our Customer

• • Segments expect us to establish and maintain with them?
• • Which ones have we established? How costly are they?
• • How are they integrated with the rest of our business model?
Key Resources
• Describes the most important assets required to make a business
model work.

• • What Key Resources do our Value Propositions require?

• • What Key Resources do our Distribution Channels require?
• • What Key Resources do our Customer Relationships require?
• • What Key Resources do our Revenue Streams require?
Key Activities
• Describes the most important things a company must do to make
its business model work.

• • What Key Activities do our Value Propositions require?

• • Our Distribution Channels?
• • Customer Relationships?
• • Revenue streams?
Key Partnerships
• Describes the network of suppliers and partners that make the
business model work.

• Who are our Key Partners?

• • Who are our key suppliers?
• • Which Key Resources are we acquiring from partners?
• • Which Key Activities do partners perform?
Cost Structure
• Describes all costs incurred to operate a business
model.

• What are the most important costs inherent in

our business model?
• • Which Key Resources are most expensive?
• • Which Key Activities are most expensive?
Revenue Streams
• Represents the cash a company generates from each Customer
Segment (costs must be subtracted from revenues to create
earnings).

• For what value are our customers really willing to pay?

• • For what do they currently pay?
• • How are they currently paying?
• • How would they prefer to pay?
• How much does each Revenue Stream contribute to overall
revenues?
Komponen
• The Osterwalder and Pigneur’s (2010) BMC consists of the following building blocks:
• Customer segments: It refers to those different groups of people or organisations the
company aims to reach and serve.
• Channels: It describes how the company communicates with and reaches its customer
segments.
• Customer relationships: It defines the types of relationships the company establishes
with the targeted customer segments.
• Value proposition: It describes the bundle of products and services that creates value
for a specific customer segment. A value proposition may include characteristics such
as newness, performance, customisation, “getting the job done”, design, brand/status,
price, cost reduction, risk reduction, accessibility and convenience/usability.
Komponen
• Revenue stream: It represents the cash the company generates from each
segment.
• Key resources: It is the most important asset required to make the business
model work.
• Key activities: It describes what the company must do to make the business
model work, such as production, problem-solving, platform and networking
activities.
• Key partnerships: It constitutes the network of suppliers and partners that makes
the business model work. Partnerships may be strategic alliances between non-
competitors as well as competitors (coopetition), joint ventures to develop new
business or buyer–supplier relationships.
• Cost structure: It describes all costs incurred to operate the business model.
Others components of BMC
Terimakasih