BUS 384 - Business Operations and Planning
Assignment 2024
Business Model Of Hana Coffee Shop With Business Model Canvas
Approach
Introduction :
A coffee cafe or coffee shop is a place that serves fast food and coffee and non-coffee
drinks in a relaxed and non-formal atmosphere. The number of business ventures such as
coffee cafes that have sprung up because it has become a lifestyle for the majority of people
today. In a cafe, various things are done to attract customers, ranging from marketing
concepts to providing the best service for customer satisfaction, not only that but also
various attractions can be displayed to attract customers, ranging from making live music
to inviting a community of artists to improve the quality of the cafe itself. The existence of
a cafe or coffee shop business tends to experience development, especially in big cities in
Indonesia, one of which is Batam City. In the midst of the covid-19 pandemic, business
owners of cafes and food and beverage businesses are required to be more creative and
innovate to be more competitive and can implement services according to health protocols
set by the government so that consumers can feel safe and comfortable in the midst of this
covid-19 pandemic situation. According to the Head of the Batam City DisKUM Division,
Zulfikar noted that there were as many as 81,000 micro businesses affected by the covid-
19 pandemic1 . There are 2508 micro businesses that feel a substantial impact until they
close and almost 60 percent are micro businesses in the Batam community dominated by
culinary, snacks, drinks. From the decline in these data, therefore in the midst of the current
pandemic conditions business people must be extra in order to win the market.
The food, beverage and culinary business in Batam City is growing rapidly. The
business sector has provided income for the government apart from the tourism industry.
Batam City is currently known as the city of a thousand coffee shops. The high
consumption of coffee in Batam will also improve the local economy of entrepreneurs in
the field. This is supported by the efforts made by the Batam City Government, namely
providing tax relaxation in the form of elimination of fines and tax interest for the period
2015 to 2021 for restaurants and other businesses. Because of the support from the
government, many people open culinary businesses, especially coffee shops because of the
crowds of coffee fans in Batam. The number of coffee shop businesses that exist and can
survive in running their business is also due to tax relief and support from the government.
The number of coffee shops in Batam began with a shift in people's professions, namely
the birth of entrepreneurs who dominated the working class. This shift in profession has
led to changes in behavior such as social interaction in cafes or coffee shops so that the
cafe is not just for eating or drinking coffee but as a place where transactions and business
deals take place.
Hana Coffee Shop is one of the cafes or coffee shops in Batam City. Hana
Coffee Shop is also the only modern coffee shop located in the central office area of
Nagoya. Hana Coffee Shop operates every day and opens from 9am to 10pm. This
Hana Coffee Shop not only sells coffee drinks, but also sells food and of course the
food menu served has been prepared by a reliable chef, and that is one of the factors
that attracts people to come. Based on the results of observations made in January
2022, the development of the Hana Coffee Shop can be seen from the menu provided
in a diverse and complete manner, the prices given are also very affordable, the
quality of the coffee provided, and the Hana Coffee Shop also always follows
developments and trends at this time such as by adding several drinks and food menus
from those that did not exist before.
Hana Coffee Shop is a growing coffee business and needs to further develop
and also survive in the competition for other coffee business businesses. The reason
for choosing the research location at Toko Kopi Hana is because Toko Kopi Hana is
one of the newly opened coffee shops and has begun to be recognized by the
surrounding community, so a way is needed to find out how to maintain the success
of the coffee business in the future. The development of the Hana Coffee Shop can
be seen from In running a business, Toko Kopi Hana realizes that at this time the
situation and market conditions that are increasingly developing along with
technological changes and the emergence of new competitors are one of the reasons
for the need to evaluate existing business strategies to suit goals. Business actors must
previously make business plans and form business strategies to be implemented in
the future and generate revenue growth. A business model is an alternative for
businesses in developing a business strategy. Chesborough defines a business model
as a value chain structure (an activity based concept), creating value by defining a
series of activities ranging from raw materials to raw materials to the final customer,
where a predetermined value is added in all these activities (Zott and Amit 2009).
Problem Formulation:
Toko Kopi Hana is a coffee shop in the form of a modern cafe located in Batam,
precisely in the Nagoya area. The present cafe in question is a relaxing place with its
own decoration according to the concept as unique as possible with an instagramable
nuance2 . Coffee cafes similar to Toko Kopi Hana in Nagoya are still very few,
namely only Common Space and Habit Coffee, but now only Common Space
remains because Habit Coffee has closed and on average in the area is more
dominated by coffee shops not modern coffee cafes. The limited number of coffee
sellers in the Nagoya area, makes Toko Kopi Hana present with a unique place that
has a cozy feel and a drink menu with the concept of coffee.
Japanese style. Hana Coffee Shop as a newly opened coffee shop, is quite successful
in marketing and selling coffee even in the midst of the Covid-19 pandemic. Amidst the
many coffee shop competitions, Toko Kopi Hana has an advantage where sales made by
several business people, traders, and MSMEs have almost decreased on average and even
closed their businesses. According to Sundari (2022) the MSME community felt panic and
closed their businesses because they were in an impactful PPKM situation where operating
costs were higher than their income, while Hana Coffee Shop just started its business
during this pandemic and until now its business can survive. In facing competitors, Toko
Kopi Hana is able to promote the coffee shop through social media, one of which is
Instagram, as well as through customer feedback or word of mouth conveyed by word of
mouth.
Toko Kopi Hana has an average sales turnover of Rp7,000,000 per day3 . Turnover
has increased on holidays and also Saturday-Sunday from the usual 4-5 million to 10
million. On holidays, the actual turnover obtained can be more than expected, but this
situation does not always occur due to several problems, such as not handling customers
due to the large number of visitors who come.
The results of the evaluation of the management of Toko Kopi Hana, it can be seen
that the problems that occur in the coffee shop are operational activities that have not run
smoothly and also HR management that is not running well. The obstacles faced are such
as sudden machine damage, lack of employees who make customers not handled. The lack
of employees is due to the work system used by the owner of the Hana Coffee Shop, which
is a non-contract system and also most of the employees are still in college. This condition
occurs partly because the budget owned is still limited, so that to cover the shortcomings
needed is done slowly.
At this time the competition for the coffee shop business in the city of Batam is very
tight, as many cafes are present with their advantages ranging from the concept, place
design, and menu presented, almost the average concept of a cafe in Batam is a cafe with
the formation of a house as seen in table 1, with that comes Hana Coffee Shop with a
different concept, namely Japanese style. thus Hana Coffee Shop must continue to do a
variety of creativity. With this creativity, it is expected to produce creations and uniqueness
that will attract customers, therefore to produce a creative business and to maintain a
business, it is necessary to have many ideas and innovations in order to produce excellence
and be able to face all business competition that exists today and in the future. From field
observations conducted by the author, data obtained about five coffee shops in Batam City
besides Toko Kopi Hana, the coffee shop provides beverage products with history,
atmosphere, comfortable place, and competitive prices.
The presence of various kinds of coffee shops and coffee cafes with unique,
conceptual, and distinctive menus makes it a challenge for Toko Kopi Hana to compete.
Based on the relationship in this aspect, An appropriate solution is needed in order to solve
the existing problems. Solutions that can be used, namely by doing business planning for
the Hana Coffee Shop. The business plan will be used to increase the competitive ability
of the Hana Coffee Shop with other competitors. This business planning will be modeled
with the Business Model Canvas (BMC). The BMC model can approach based on
marketing, customer, offering, operational, and financial aspects. Using BMC will increase
the focus of Toko Kopi Hana in planning its cafe business and reduce the risk of mistakes
in running the business. From the BMC model, the vision and mission and goals of a
business will be achieved. Table 1 shows some of the coffee shops in Batam.
Business Model:
The development of the culinary industry that occurs today is increasingly
advanced and growing. This results in entrepreneurs having to be more creative and
innovative in running their business. The increase in the culinary industry business can be
seen in the proliferation of coffee shops, restaurants, etc. The increasing coffee industry in
Indonesia has also led to the emergence of a coffee trend that makes coffee a part of the
lifestyle for most people today. With such rapid business competition in the culinary
business or coffee shop, a strategy is needed, one of which can be applied by creating a
business model. A business model is a form of model that explains how a company can
move and develop. A business model can help determine what value is offered to customers
and how to profit from the business being run.
Research related to business models has been carried out previously by several
previous researchers, including Maulana (2019) with research on the business model of
Kedai Mimicucu. In this study, the business model carried out is more focused on B2C
sales that deal directly with customers either face-to-face or through social media. The
purpose of this research is so that Kedai Mimicucu can create a new business model for
competition and development in business. Furthermore, research conducted by
Fathurohman (2018) with research on business models for the Subang Regency livestock
area. In this study, the sales made are with a B2B business model where the target
customers are such as agricultural groups, meat traders, restaurants, etc. The purpose of
this research is to increase the profitability of the business model. The purpose of this
research is to improve and develop the business of the Subang Regency livestock area.
Furthermore, in research by Oseptharia and Wardhana (2018) with business model research
on Armor coffee Bandung. The research focuses on B2C sales where the main target
customers are teenagers. The purpose of this research is to analyze more deeply the
business model that is being carried out in order to strengthen competitiveness and develop
business.
Based on the results of a review of the three literatures, it can be concluded that
culinary businesses such as cafes are more likely to use the B2C business model. This is
because in addition to focusing on product sales, the cafe business also focuses on
managing a place that is able to make consumers comfortable so that it can create consumer
loyalty. Meanwhile, the B2B business model tends to businesses that sell semi-finished
products as in Fathurohman's research (2018). In this study, the business model applied is
B2C using the Business Model Canvas approach. This was done because the object of this
research, Toko Kopi Hana, is a new cafe that is currently running with the courage to open
a business during a pandemic and has the advantage of being able to survive amid the covid
pandemic. In addition, by using this business model Hana Coffee Shop is trying to be more
develop its business in order to create value from the products offered.
Application of BMC to Café and Culinary Business :
In the face of competitors, every businessman must want to maintain and develop
his business. Based on this effort, there are many ways to make it happen, one of which is
by creating a business strategy. The business strategy that is usually carried out by business
actors is by using the Business Model Canvas. Business Model Canvas is a business model
presented in a visual form that is easy to understand because this model can explain,
visualize, assess, and change a business model, in order to produce more optimal
performance. BMC is very helpful in analyzing the strengths and weaknesses of a business.
By knowing these strengths and weaknesses, the analysis of needs and profits can be done
quickly and effectively.
Related to business model research using the application of BMC has been carried
out by several researchers, one of which is in Maulana's research (2019) which aims to
create a main business model in order to survive in fierce competition in accordance with
business goals and conditions because the business model used previously by Kedai
Mimicucu is not going well, so that it becomes unsustainable or can be interpreted that the
business is not guaranteed sustainability which is because Mimicucu is experiencing
fluctuations where the sales situation is up and down starting from the initial opening in
2014 to 2016 which makes negative profits so that it experiences unexpected losses.
Therefore, Kedai Mimicucu applies the BMC model which produces 9 elements, namely
in the ustomer segment there are 2 segmentations, namely general and special (14-21
years). value propositions provide results in the form of products, services, places and
prices, customer relationships use social media in interacting, channels do promotions in
two ways, namely through digital marketing and face-to-face in terms of sponsorship,
revenue streams get it from selling Kedai Mimicucu menus, consignment of goods sold,
sharing profits with tenants, and renting space, key resources are divided into 3 parts,
namely human resources, physical and intellectual, key activities are divided into 2
operational activities, namely production and stock, key partnerships, Kedai Mimicucu
collaborates with suppliers of raw materials, tenants and consignments, and cost structure,
Kedai Mimicucu incurs costs for procuring raw materials, renting premises, employee
salaries and electricity, water and gas needs.
Furthermore, Solagrasia's research (2020) aims to find out strategies to survive the
changing challenges that occur in the future due to the sales of Posisi Kopi not increasing
and even experiencing a drastic decline due to the presence of the Covid-19 outbreak.
Therefore. researchers apply BMC to the Posisi Kopi business, namely in customer
segments there are 2 segments, namely young people aged 17-24 years and adults. In value
propositions, creating a strategy to minimize costs and services that prioritize comfort and
friendship. In customer relationships, they create special SOPs, reply to messages and
create snapgrams on Instagram. In the channel, communicate in delivering value
propositions on coffee shops, baristas, and Instagram. Revenue streams are obtained from
direct and online product sales. The key resources are divided into 5 things, namely finance,
coffee positioning team, raw materials, shop buildings, and coffee processing machines. In
key activities, the key is service and online sales. In key partnerships, there are 3
partnerships grouped according to their functions and benefits, namely raw materials
(coffee farmers, agents), payments (Credit Debit, Gopay, OVO, MOKA), and online sales
(Gofood, Grabfood). The cost structure is divided into fixed costs (salaries, building rent,
electricity) and variable costs (raw materials, machinery, Gofood commissions).
The research conducted by Chiquito and Wijayangka (2020) aims to solve the
internal problems of Neal's coffee shop and make it easier for the owner to identify what
needs to be improved so that the company's vision, mission and goals can be achieved. This
is because the sales of Neal's coffee shop in the period July 2019 to December 2019 are not
stable enough or can be said to fluctuate every month. with the title Business Model Canvas
Analysis at Neal's Coffee Shop Bekasi produces a business model overview of 9 BMC
elements consisting of Key Partners, key partners of Neal's coffee shop, namely Irenk
Beans, PT Sukanda Jaya Diamond, Tetirah supplie.co, FA Print. Key activities, the key
activities of Neal's coffee shop are providing raw materials, processing coffee into
products, and providing services to consumers. Key Resources, the most important
resource of Neal's coffee shop is the barista/coffee maker. Value Propositions, the value
that can be provided by Neal's coffee shop is by prioritizing the atmosphere of a homey
place at an affordable price. Customer Relationship, the way Neal's coffee shop establishes
relationships with its customers is by providing discounts and other promos at a
predetermined time, asking customers and receiving input and suggestions, so that
customers are directly involved, then social media such as Instagram and Facebook.
Channel, Neal's coffee shop has a channel in selling or delivering its products through the
shop as a form of tangiable, online sales through online motorcycle taxi applications and
social media. Customer Segments, Neal's coffee shop is a coffee lover who likes a homey
atmosphere, millennials aged 16 to 40 years. Revenue Streams, Neal's coffee shop revenue
comes from direct on-site product sales. Cost Structures, the costs incurred by Neal's coffee
shop are fixed costs and variable costs.
Furthermore, research conducted by Saeputra and Hidayatullah (2016) which uses
BMC and SWOT analysis with the aim of developing the Fruitea Holic Cafe business in
order to increase the number of customers. After analyzing the Fruitea Holic Cafe business
model using SWOT analysis, there are several things that are the strengths of this cafe such
as having various types of menu choices and product innovations that competing cafes do
not yet have, good service, already having social media as a channel, and having complete
assets and facilities. However, this cafe also has weaknesses such as a less specific
customer segment, not yet widely known by people because it is still new, lack of channels,
does not yet have a website, and lack of employees. In addition, there are opportunities that
can be utilized by Fruitea Holic Cafe to develop its business.
Research conducted by Ayuby (2021) with the title Cek Sam Chips Business
Development Strategy in the New Normal Era with a Business Model Canvas Approach
with the aim of being useful in preparing business development strategies in order to
increase profit growth and have high competitiveness in the new normal era. This research
uses BMC because the Covid-19 pandemic has caused a decrease in business income,
changes in consumer behavior and health protocol policies that have changed the business
operations of Keripik Cek Sam. The results of BMC identification are in the customer
segment, segmented by the value proposition offered in the form of clean and comfortable
stores, quality products, and customization. Customer relationship, relationships with
customers using personalized assistance services. Triggering business development by the
value propositions element in the form of quality assurance and halal, hygienic and sanitary
guarantees, healthy product innovation, and online services. The channel element uses
partner channels, namely the marketplace and needs to utilize online media as a marketing
and sales medium. Revenue streams are obtained from the sale of chips and non-chips
products. Key resources consist of physical, human, and financial resources with the main
activities being production, marketing and sales, and logistics control. In key activities,
there are three activities, namely production, marketing and sales, and logistics control in
the business. Key Partnerships are farmers, oil suppliers, and local traders. The cost
structure consists of investment costs and operational costs.
Based on the results of previous research using BMC as a discussion, it can be seen
that BMC can help a business identify the business model it is running and develop the
business to achieve goals for the survival of a business venture. Therefore, this research
will be implemented to identify the Hana Coffee Shop business model through BMC in
order to explain the maturity in running its business so that all forms of deficiencies,
especially in key resources, can be corrected.
Theoretical Framework
Business Model Canvas (BMC):
According to Osterwalder and Pigneur (2016) Business Model Canvas is a strategic
tool used to describe a business model with the premise of how organizations, create,
deliver, and capture value. Business Model Canvas (BMC) is a tool that can help see clearly
how a form of business venture runs. In the Business Model Canvas (BMC) there are nine
elements that form the basis of a concise tool that covers the main areas of a business,
namely supply, customers, infrastructure, and finance. The nine elements are closely
interconnected from internal to external companies, namely:
a. Customer Segment:
Customer segment is how to form market segmentation by positioning yourself as
a customer. Customers are the core of any business. Customers are grouped into different
segments based on their needs, behavior, and other attributes. According to Osterwalder
and Pigneur (2016), there are several types of customer segments including:
1. Mass market, Focuses on one large group, does not group customers in
specialized segments, and does not distinguish segment differences.
2. Niche market, Clustering to a specific and specialized market. Characterized by
small numbers, small size, and poor service.
3. Segmented market, Grouping customers into various market segments based on
their respective needs and problems.
4. Diversified market, Serving customers as many as two segments that are not
related to each other with their needs and problems
5. Multi-market, Serving as many as two or more customer segments that are
related to each other or interdependent.
b. Value Proposition:
Value proposition is estimating customer needs. Value proposition creates value to
a customer segment to serve the needs of that segment with a mix of different elements.
Value proposition generates added value to satisfy customer needs. According to
Osterwalder and Pigneur (2016), it describes the combination of products and services that
create value for specific customer segments. According to Osterwalder and Pigneur (2016)
proposition creates value for a customer segment through eleven different elements that
meet the needs of that segment, the eleven elements are novelty, performance,
customization, getting the job done, design, brand/status, price, cost reduction, risk
reduction, accessibility and convenience/usability.
c. Customer Relationship
Customer relationships illustrate a clear definition of the relationships that companies build
with customer segments. The relationship is built with the aim of acquiring customers,
retaining customers, and increasing sales. The categories of customer relationships consist
of:
1. Personalized assistance, A relationship pattern based on human interaction.
Customers can communicate directly with company representatives for
assistance during the sales or purchase process.
2. Special personalized assistance, the Company provides special services to a
customer or individual. These relationships are usually developed over the long
term.
3. Self-service, the company does not deal directly with customers but the
company provides all the means necessary for customers to help themselves
(self service).
4. Automated services, similar to self-service, but with the addition of the
company providing more sophisticated and automated processing. Automated
services can recognize the individual and characteristics of that customer so that
the customer's needs can be achieved as desired.
5. Community, the Company builds relationships with customers as a community
to get closer to customers and facilitate customers to be part of the community.
6. Co-creation, the Company engages customers to contribute to creating added
value for themselves and others.
d. Channels
Channels are a pathway that companies have to communicate and reach new
customers. The tools that connect the company with customers are communication,
distribution and sales channels. There are several functions of channels, among others:
1. Increase customer awareness of the company's products and services
2. Helping customers evaluate the company's value proposition
3. Allows customers to purchase specific products and services
4. Delivering value propositions to customers
5. Provide post-purchase support to customers
e. Revenue Streams:
According to Osterwalder and Pigneur (2016), revenue streams are revenue streams
received by the company from each market segment or in other words, revenue streams are
income that is usually measured in money received by the company from its customers.
There are several ways to build revenue streams including:
1. Sale of assets, the most extensive revenue stream comes from the sale of
ownership rights to products in the form of goods and services.
2. Usage fees, Revenue streams are generated from the use of certain services. The
more often the service is used, the more the customer pays.
3. Subscription fees, A revenue stream generated from the sale of continuous or
periodic access to a service.
4. Loan/Lease/Leasing, An income stream is created by giving someone the
temporary exclusive right to use the company's assets for a certain period of
time.
5. Licenses, This revenue stream arises from giving customers permission to use
legally protected intellectual property rights in exchange for a license fee.
6. Commission fees, Revenue streams are earned as a result of intermediary
services performed on behalf of two or more parties.
7. Advertising, This revenue stream is generated from fees to advertise a particular
product, service or brand.
8. Donations, Revenue streams derived from the receipt of a sum of money or
products that can be valued in money from an organization or individual
commonly referred to as donors.
f. Key Resources
According to Osterwalder and Pigneur (2016), key resources describe the essential assets
required for a business model to function. Resources enable a company to create and offer
value propositions, reach markets, customer relationships, and revenue streams. Key
resources can be categorized as follows:
1. Physical assets in the form of facilities such as factories, buildings, machinery
and equipment, systems, sales systems, and distribution networks.
2. Intellectual resources include brands, know-how, patents and copyrights,
partnerships and customer databases.
3. Human resources are a crucial component of the business model.
4. Financial, financial resources or financial collateral can be in the form of cash,
credit, and other needs to fulfill the company's resources.
g. Key Activities:
According to Osterwalder and Pigneur (2016), key activities describe the important things
that a company must do in order for its business model to work optimally. To continue
operating, every business model requires key activities or many important actions that must
be performed. Key activities can be categorized as follows:
1. Production, relating to designing, manufacturing, and delivering products in
large enough quantities or products of superior quality.
2. Problem Solving, relates to new solutions offered to solve problems for
individual customers and requires continuous training due to the dynamic
nature of problem solving.
3. Platform and Network, This process aims to deliver and maintain a good
relationship between customers and the company by means of platform
management, terms of service, and platform promotion.
h. Key Partnership:
According to Osterwalder and Pigneur (2016), key partnerships describe the network
between suppliers and partners that make the business model work well. The reason
companies create and form alliances with partners is to optimize the company's business
model, obtain resources, and reduce risk. According to Osterwalder and Pigneur (2010),
partnership types can be divided into four, namely strategic alliances between non-
competitors, strategic partnerships between competitors, joint ventures to develop new
businesses, buyer-supplier relationships to ensure reliable supply. Key partnerships in
Osterwalder and Pigneur's (2016) theory have three motivations, namely:
1. Optimization and economies of scale, One of the most fundamental reasons for
building relationships between buyers and suppliers is to optimize the allocation
of resources and activities. This is commonly done to reduce costs, engage in
outsourcing or shared infrastructure utilization.
2. Reduction of risk and uncertainty, This motivation is based on the fact that
partnerships can help reduce risk in a competitive business environment.
i. Cost Structure:
According to Osterwalder and Pigneur (2016), cost structure is the cost components
used so that an organization or company can run according to its business model. Cost
structure explains all the cost components used to ensure the running of a business model
by a company or organization starting from operating a particular business model, creating
and delivering value, maintaining customer relationships, and generating and causing costs.
Business model cost structures can be divided into two classes, namely value driven and
cost driven. A value driven business model focuses on value creation. The cost driven
business model focuses on minimizing costs. According to Osterwalder and Pigneur
(2016), cost structure is the costs incurred to run a business model, the following are the
characteristics of the cost structure:
1. Fixed costs, costs incurred are always the same but the volume of goods or
services produced is different.
2. Variable costs, costs that vary proportionally to the volume of goods or services
produced.
3. Economies of scale, the superior costs that companies can enjoy when
expanding production.
4. Economic scope, the superior cost that a company can enjoy when the
operational scope increases.
Operational Framework:
Hana Coffee Shop is a coffee shop business venture that was recently established
in August 2021. Currently, Hana Coffee Shop runs and manages the coffee business well.
However, in the course of the business there are several difficulties that make the business
have to do a way to continue to maintain the business in the future. The difficulties
experienced by the Hana Coffee Shop coffee business certainly have an impact on the shop
and business owner because they will experience many complaints and make visitors feel
uncomfortable and disappointed. Therefore, this research will be carried out to maintain
stability and make improvements by strategizing using the Business Model Canvas which
will identify the problems of the Hana Coffee Shop, then identify a business model with a
business model.
Using BMC, then describe the nine BMC elements that will be identified, namely
customer segment, value proportion, channel, customer relationship, revenue stream, key
resources, key activities, key partnerships, and cost structure. The Business Model Canvas
that has been identified will then be compiled in a canvas which can later be used by Toko
Kopi Hana as a guide in running its business.
Data Processing Technique:
The data processing method that will be carried out in this study is to use qualitative
descriptive analysis. The process carried out in qualitative descriptive analysis is to conduct
interviews with respondents who know the business model being run by Toko Kopi Hana.
Based on the information obtained from interviews with respondents, the information will
be entered into the Business Model Canvas. There are nine elements that have been
identified which consist of:
1. Customer Segments
In this element, we know to whom Hana Coffee Shop offers or sells its products
which will become the main segmentation or main target of Hana Coffee Shop.
These targets can be seen from customer characteristics according to geographic,
demographic, and psychographic.
2. Value Propositions
This element prioritizes the added value of a product and service to provide
satisfaction and give an impression to the customer segment of Toko Kopi Hana.
3. Customer Relationship
In this element to find out how to have a relationship or approach, bind and make
connections with customers to keep visiting the Hana Coffee Shop.
4. Channels
In this element to find out how Toko Kopi Hana reaches customers and provides a
value proposition for its customer segmentation.
5. Revenue Streams
In this element to find out the source of income where Hana Coffee Shop gets
income from customer segmentation.
6. Key Resources
This element is about the main resources that Hana Coffee Shop should plan and
have to create value for customers in running its business. Resources can be
physical resources, intellectual resources, financial resources, and human
resources.
7. Key Activities
In this element are all activities that have been and will be carried out related to
business productivity by Toko Kopi Hana in running its business. Key activities
can be production, network operations, marketing, and platforms.
8. Key Partnerships
In this element, namely how to obtain the resources needed and establish
relationships or ties with parties who have and will partner with Toko Kopi Hana.
9. Cost Structure
In this element to clearly know all the costs of operating the coffee business that
have been incurred by Toko Kopi Hana.
