PROPOSED PIVOT STRATEGY FOR POINT OF SALES SYSTEM USING BUSINESS MODEL CANVAS: A CASE STUDY OF UR POS (PT. RAHMAT TUHAN LESTARI)

• Main Author: Haritsyah, Senna
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/85655
• Institution: Institut Teknologi Bandung

Point of Sale (POS) systems have evolved to become indispensable tools for modern businesses, integrating functions such as sales, inventory management, and customer relationship management into a cohesive interface. This evolution not only simplifies business operationsbut also provides deep insights into consumer behavior and sales trends. These insights empower businesses to make informed, data-driven decisions, enhancing both customer experiences and operational efficiency. The significance of POS systems is underscored by the projected growth of the Indonesia Payments Infrastructure Market, which is expected to expand from USD 98.30 billion in 2024 to USD 218.56 billion by 2029, reflecting a compound annual growth rate of 17.33%. This substantial growth highlights the critical role of advanced POS systems in the evolving business landscape. The COVID-19 pandemic has further accelerated the adoption of digital payment methods, necessitating businesses to adapt rapidly. As a result, there has been a surge in demand for advanced digital payment infrastructures. New consumer behaviors, such as online transactions, virtual consultations, contactless payments, and social commerce, are expected to persist, driving continuous improvements in digital payment solutions. This shift is particularly evident among Indonesia's UMKM, where digital adopters have increased from 7 million in 2020 to an estimated 30 million by 2024. UR POS, a business unit under PT. Rahmat Tuhan Lestari, finds itself at a crucial juncture where the company's traditional business model has struggled to keep pace with rapid market changes, leading to a disconnect between its offerings and current market demands. Despite recognizing the critical role of POS systems in enhancing customer service and operational efficiencies, UR POS has faced difficulties in continuously redefining and understanding the evolving needs of its diverse customer segments. To address these challenges, this research was conducted to help UR POS pivot its business strategy to increase customer acquisition and adapt to current market trends and customer needs. The research began with an analysis of UR POS's business using the Business Model Canvas (BMC). The BMC was chosen as it effectively describes, visualizes, and assesses a business model. Following this, a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) was performed using the SPACE Matrix, a method for analyzing the competitive position of an organization. The analysis identified 23 strengths and 16 weaknesses internally, and 36 opportunities and 21 threats externally. The SWOT analysis mapped in the SPACE Matrix revealed that UR POS has a competitive strategic posture. This insight requires UR POS to leverage its strengths and mitigate threats to grow its business. Based on this strategic posture, two suitable pivots were identified: a customer need pivot, which involves addressing changing customer needs without eliminating previous solutions, and an engine of growth pivot, which focuses on acquiring new customers. These pivots were then mapped into a new BMC alternative, providing a foundation for UR POS to adapt and thrive in a rapidly changing market.