Penerapan Barringer Business Model pada Diversifikasi By-product Pupuk Feses Kelinci di CV. Rabbit Brother

Abstract

Limbah feses kelinci di Rabbit Brother selama ini belum dimanfaatkan secara optimal dan hanya dijual langsung dalam bentuk mentah per karung dengan harga yang relatif rendah. Ketersediaan bahan baku yang konsisten berkisar 551 hingga 612 kilogram per bulan menjadi peluang besar untuk dikembangkan menjadi produk bernilai ekonomi lebih tinggi. Penelitian ini bertujuan untuk menganalisis potensi nilai tambah pengembangan bisnis pupuk organik padat berbahan limbah feses kelinci di Rabbit Brother serta menganalisis model bisnis dan posisi strategisnya menggunakan pendekatan SPACE Matrix dan Barringer Business Model. Hasil analisis menunjukkan bahwa usaha pupuk organik padat fermentasi feses kelinci yang diberi merek RabbiTree berada pada kuadran agresif dalam SPACE Matrix. Berdasarkan hasil analisis metode Hayami, pengolahan feses kelinci menjadi pupuk RabbiTree terbukti layak dijalankan.

Rabbit feces waste at Rabbit Brother has not been optimally utilized and is only sold directly in its raw form per sack at a relatively low price. In fact, the consistent availability of raw materials ranging from 551 to 612 kilograms per month represents a major opportinity to develop a product eith higher economic value. This stuudy aims to analyze the potential value-added of developing a solid organic fertilizer business from rabbit feces waste at Rabbit Brother, as well as to analyze its business model and SPACE Matrix and the Barringer Business Model approaches. The analysis results indicate that the solid organic fertilizer business derived drom fermented rabbit feces, branded as RabbiTree, is positioned in the aggresive quadran od the SPACE Matrix. Based on the Haayami method analysis, processing rabbit feces into RabbiTree fertilizer is proven to be feasible.