Optimizing the Home Industry Business Model through the Business Model Canvas for the 'Queen of Laundry' Business in Surabaya: Implementation of the 2025 Ministry of Education and Culture Technology Grant Program

Nensy Megawati Simanjuntak; Nurhayati Nurhayati; Erwin Dhaniswara; Diky Saputra  Hutabalian; Mickel Alberthus Arya  Putra Suyanto; Keiko Maharani  Reza Pahlevi; Liosten Rianna Roosida Ully Tampubolon; Agustiawan Djoko Baruno

doi:10.35568/abdimas.v8i4.7072

Authors

Nensy Megawati Simanjuntak Universitas Dr. Soetomo Surabaya, Surabaya, Indonesia
Nurhayati Nurhayati Universitas Dr. Soetomo Surabaya, Surabaya, Indonesia
Erwin Dhaniswara Universitas Widya Kartika Surabaya, Surabaya, Indonesia
Diky Saputra Hutabalian Universitas Dr. Soetomo Surabaya, Surabaya, Indonesia
Mickel Alberthus Arya Putra Suyanto Universitas Dr. Soetomo Surabaya, Surabaya, Indonesia
Keiko Maharani Reza Pahlevi Universitas Dr. Soetomo Surabaya, Surabaya, Indonesia
Liosten Rianna Roosida Ully Tampubolon Universitas Dr. Soetomo Surabaya, Surabaya, Indonesia
Agustiawan Djoko Baruno Universitas Dr. Soetomo Surabaya, Surabaya, Indonesia

DOI:

https://doi.org/10.35568/abdimas.v8i4.7072

Keywords:

Business Model Canvas, Home Industry, Laundry, Technology Grant,, PKM Kemdiktisaintek 2025, Business Optimization

Abstract

This study aims to optimize the business model of the Ratunya Laundry Surabaya home industry through the Business Model Canvas (BMC) approach, specifically in the context of changes before and after the technology grant in the form of large-capacity dryers and washing machines. The method used is a case study with a qualitative descriptive approach, involving direct observation, interviews with business owners, and documentation of operational activities. The BMC analysis was conducted by mapping nine main elements, including customer segments, value propositions, distribution channels, customer relationships, revenue streams, key resources, key activities, key partners, and cost structures. The results show that after the technology grant, production capacity increased from an average of 40 kg/day to 120 kg/day, service time decreased from 2–3 days to 6–8 hours for regular services, and even 3 hours for express services. In addition, the customer segment expanded from the local scope to include small hotels, guesthouses, and other commercial customers. The financial impact was also significant with an average revenue increase of 40–60% within six months. This study concludes that the implementation of BMC is effective as an analysis and strategic planning tool for home industries, especially when integrated with appropriate technological support. The results of this study can serve as a reference for other micro-business actors in identifying opportunities for growth and sustainable business model innovation.

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