PENGEMBANGAN MODEL BISNIS PT MAJESTIC BUANA GROUP BERBASIS CIRCULAR ECONOMY

Abstract

Transformasi menuju ekonomi sirkular menjadi langkah penting dalam mengurangi timbulan sampah plastik. PT Majestic Buana Group memiliki peluang untuk meningkatkan nilai tambah bisnisnya dengan mengembangkan model bisnis sirkular melalui produk akhir dari limbah plastik. Penelitian ini bertujuan untuk menganalisis model bisnis Existing PT MBG menggunakan pendekatan Business Model Canvas, mengidentifikasi kegiatan sirkular yang telah berjalan, serta merancang model bisnis baru berbasis Circular Business Model Canvas. Metode penelitian yang digunakan bersifat deskriptif kualitatif dengan teknik pengumpulan data melalui wawancara mendalam dengan tiga manajemen PT MBG, observasi lapangan, dan studi literatur. Penelitian ini berlangsung dari bulan Agustus 2024 hingga Juli 2025. Hasil penelitian menunjukkan bahwa model bisnis Existing PT MBG masih berfokus pada kegiatan daur ulang dan penjualan mesin pencacah plastik saja. Temuan penting dalam studi ini adalah rancangan CBMC baru yang mengubah model bisnis PT MBG dari sekedar menjual cacahan plastik mentah menjadi produk paving block sirkular. Implementasi model bisnis baru dijabarkan melalui timeline kegiatan dan pembagian peran manajerial.

The transformation towards a circular economy has become a crucial step in reducing plastic waste generation. PT Majestic Buana Group had the opportunity to increase its business value by developing a circular business model through a final product derived from plastic waste. This study aimed to analyze the existing business model of PT MBG using the Business Model Canvas approach, identify ongoing circular activities, and design a new business model based on the Circular Business Model Canvas.The research method was descriptive qualitative, with data collected through in-depth interviews with three PT MBG managers, field observations, and literature study. This research was conducted from August 2024 to July 2025. The results showed that PT MBG's existing business model still focused on recycling activities and the sale of plastic shredding machines. A key finding of this study was the design of a new CBMC that transformed PT MBG's business model from merely selling raw plastic shreds to producing circular paving block products. The implementation of the new business model was further elaborated through an activity timeline and the division of managerial roles.