Strategi Pengembangan Bisnis Wakaf Produktif pada Yayasan RYDHA

Abstract

Wakaf produktif merupakan instrumen ekonomi syariah yang berpotensi meningkatkan kesejahteraan masyarakat melalui pengelolaan aset secara produktif dan berkelanjutan. Namun, pengelolaan wakaf di berbagai lembaga masih menghadapi kendala, antara lain keterbatasan model bisnis, belum optimalnya pemanfaatan teknologi digital, rendahnya diversifikasi sumber pendanaan, serta terbatasnya kemitraan strategis. Kondisi tersebut juga dihadapi oleh Yayasan RYDHA sehingga diperlukan strategi pengembangan bisnis yang mampu meningkatkan efektivitas pengelolaan wakaf produktif. Penelitian ini bertujuan mengidentifikasi model bisnis Yayasan RYDHA menggunakan Business Model Canvas (BMC), menganalisis faktor internal dan eksternal melalui Importance Performance Analysis (IPA), Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), dan Matriks Internal-Eksternal (IE), merumuskan alternatif strategi menggunakan analisis SWOT, serta menentukan strategi prioritas dengan Quantitative Strategic Planning Matrix (QSPM). Penelitian menggunakan pendekatan studi kasus dengan teknik pengumpulan data melalui wawancara mendalam, observasi, dokumentasi, dan kuesioner. Responden penelitian terdiri atas pengurus Yayasan RYDHA, pengelola LAZ RYDHA, pengelola SMPTQ RYDHA, mitra, wakif, serta masyarakat. Hasil penelitian menunjukkan bahwa Yayasan RYDHA telah memiliki sembilan elemen Business Model Canvas, namun masih terdapat beberapa aspek yang perlu ditingkatkan, terutama pada pengembangan segmentasi wakif, optimalisasi saluran digital, penguatan hubungan dengan wakif, diversifikasi sumber pendapatan, peningkatan kapasitas sumber daya manusia, serta penguatan kemitraan strategis. Hasil analisis IFE dan EFE menunjukkan bahwa yayasan berada pada posisi grow and build, yang mengindikasikan organisasi memiliki kondisi internal yang kuat dan peluang eksternal yang besar untuk berkembang. Analisis SWOT menghasilkan berbagai alternatif strategi yang kemudian diprioritaskan menggunakan QSPM. Strategi utama yang direkomendasikan meliputi pengembangan segmentasi wakif, optimalisasi digital fundraising dan media sosial, peningkatan layanan kepada wakif, pengembangan program wakaf produktif, peningkatan kompetensi sumber daya manusia, penguatan kolaborasi dengan, lembaga keuangan syariah, pemerintah, dan sektor swasta, serta peningkatan transparansi dan akuntabilitas pengelolaan wakaf. Berdasarkan strategi tersebut disusun model bisnis baru yang menyempurnakan elemen Business Model Canvas, khususnya pada Customer Segments, dan Cost Structure. Model bisnis yang dihasilkan diharapkan mampu meningkatkan penghimpunan dana wakaf, memperluas manfaat program, memperkuat keberlanjutan organisasi, serta menjadi acuan bagi pengembangan pengelolaan wakaf produktif di Yayasan RYDHA maupun lembaga wakaf lainnya.

Productive waqf is an Islamic economic instrument with significant potential to improve community welfare through the productive and sustainable management of waqf assets. However, waqf management in many institutions continues to face several challenges, including limited business models, suboptimal utilization of digital technology, inadequate diversification of funding sources, and limited strategic partnerships. Similar challenges are experienced by the RYDHA Foundation, highlighting the need for a business development strategy to enhance the effectiveness of productive waqf management. This study aims to identify the business model of the RYDHA Foundation using the Business Model Canvas (BMC), analyze internal and external factors through Importance Performance Analysis (IPA), Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), and the Internal–External (IE) Matrix, formulate strategic alternatives using SWOT analysis, and determine strategic priorities using the Quantitative Strategic Planning Matrix (QSPM). A case study approach was employed, with data collected through in-depth interviews, observation, documentation, and questionnaires. The respondents consisted of the management of the RYDHA Foundation, LAZ RYDHA management, SMPTQ RYDHA management, partners, wakif, and members of the community. The findings indicate that the RYDHA Foundation has implemented all nine elements of the Business Model Canvas. Nevertheless, several aspects require further improvement, particularly in developing wakif segmentation, optimizing digital channels, strengthening relationships with wakif, diversifying revenue sources, enhancing human resource capacity, and reinforcing strategic partnerships. The results of the IFE and EFE analyses place the foundation in the grow and build position, indicating strong internal capabilities and significant external opportunities for growth. The SWOT analysis generated several strategic alternatives, which were subsequently prioritized using QSPM. The recommended priority strategies include developing wakif segmentation, optimizing digital fundraising and social media, improving services for wakif, expanding productive waqf programs, enhancing human resource competencies, strengthening collaboration with Islamic financial institutions, government agencies, and the private sector, and improving transparency and accountability in waqf management. Based on these strategies, a new business model was developed to refine the Business Model Canvas, particularly the Customer Segments and Cost Structure elements. The proposed business model is expected to increase waqf fundraising, expand the impact of waqf programs, strengthen organizational sustainability, and serve as a reference for the development of productive waqf management at the RYDHA Foundation and other waqf institutions