Business Model Canvas Innovation and Blue Ocean Strategy for
eFishery
Robi Awaluddin
1
, Lukman M. Baga
2
and Ono Suparno
2
1
Indonesia University of Education, Jl. Dr. Setiabudhi Bandung, Indonesia
2
Bogor Agricultural University, School of Business, Jl. Raya Padjajaran, Bogor, Indonesia
Keywords: Business Model Canvas, Blue Ocean Strategy, Start-up, Innovation, Fish Feeder.
Abstract: eFishery is an innovation company in agriculture which help the community with its founded, eFishery is a
fish feeder integrated solution for fish and shrimp. This machine can automatically feed the fish, has a
sensor for sensing the appetite of fish and adjust the amount of feed given to appetite, and can be connected
through the Internet to customers. eFishery has gotten investors but its product sales are still not in
accordance with the expected target, and other managerial problem. This research method is qualitative with
approach based on the nine elements of business model canvas mapping, SWOT analyst and blue ocean
strategy. Based on interviews and observations in this study know that there are several blocks of nine
elements of the business model canvas that needs to be retained, eliminated, enhanced and supplemented.
There are two alternative BMC’s prototypes resulting from this research, first is for domestic market
oriented with main customer segments are government, large aquaculture companies, fish, shrimp and
fodder industry associations. Then the second is export market oriented.
1 INTRODUCTION
EFishery was produced by PT Multidaya
Technology Nusantara. The company was founded
in 2013 with the initial concept of bootstrapping yet
Along the way the company is rapidly growing into
a start-up with high added value and have started to
get investors from abroad, in September 2015 PT
MTN has gained investor of Aqua-spark and
Ideasource.
In middle of 2016 eFishery was sold 256 units at
a price per unit ranges between Rp. 5.873 million up
to Rp. 7.791 million. There are three main target this
eFishery customers, including the government
through the ministry of maritime affairs and
fisheries, large companies such as PT JAPFA
Comfeed Indonesia Tbk, and PT Central
Proteinaprima Tbk. and small-medium aquaculture
farmers companies.
Apart from these achievements, CEO of PT
Multidaya Technology Nusantara targets revenues
reached USD 8 million in 2016 from the selling and
leasing of products eFishery, but to date the new
product units sold is around 256 which the target
unit sold about 2561 units, still far from the expected
target company. Furthermore, the largest target
market of PT MTN through eFishery products are
fish farmers throughout Indonesia, but the problem
is the refusal of many growers will eFishery
products because they are not familiar with the use
of high-tech agricultural products. On the other
hand, demand from abroad as from China, Brazil
and some other countries which can not be met by
the company because the international patent license
of eFishery is still in the process of filing. The next
problem that occurs is the lack of availability of
access to electricity in fish /shrimp farmers ponds /
so PT MTN must develop these eFishery with
resources using solar panels, but it will lead to high
production costs that implicate the selling price to
consuments will be increase. On the supplier side,
PT MTN still rely on the vendor suppliers of
components from China that caused production costs
to be less efficient and requires a long time for
ordering, this is because the company has not found
a supplier company in the country.
According to Hoffmann and Sempels (2013), to
develop business models, its being to be a
challenging job for the company or region who are
interested in researching the different regions. The
approach uses a business model canvas that can be
an effective tool to assess the potential of the
680
Awaluddin, R., Baga, L. and Suparno, O.
Business Model Canvas Innovation and Blue Ocean Strategy for eFishery.
In Proceedings of the 1st International Conference on Islamic Economics, Business, and Philanthropy (ICIEBP 2017) - Transforming Islamic Economy and Societies, pages 680-686
ISBN: 978-989-758-315-5
Copyright © 2018 by SCITEPRESS – Science and Technology Publications, Lda. All rights reserved

business before the business plan has been formally
developed (Gavrilova et al., 2014). To survive in the
globalization, companies need to prepare a business
model innovation strategy as a strategy to win the
global competition, to develop innovative value
proposition, market segmentation and key partners
who become the absolute key factor in the global
market competition (Permatasari and Dhewanto
2013). This research aim is to vision and mission
identification, do the analysis of current business
model canvas and make a new business model
canvas by blue ocean strategy.
2 LITERATURE REVIEW
Christensen (2001) defines the business model as the
source of competitive advantage possessed by an
organization that distinguishes the company from
product positioning in the same industry. The
business model is usually used by a manager to
describe the logical thinking of the company, how
the business is run and how to create value for its
stakeholders (Aspara 2011).
The business model also has some benefits for a
company that is to make it easier for planners and
decision makers in companies see the logical
connection between the components of the business
to produce a value for consumers and companies.
The business model can also help test the
consistency of relationships between components,
and help test the market (Team PPM Management
2012).
According to Osterwalder and Pigneur (2010)
said that an effective way to assess the overall
integrity of the business model is to combine
classical analysis of the strengths, weaknesses,
opportunities and threats (SWOT) through the
business model canvas (BMC). According to David
(2006), all organizations have strengths and
weaknesses in the functional areas of business.
Goals and strategies set out with the intention of
utilizing the internal strengths and overcome
weaknesses.
In "Business Model Generation" Osterwalder and
Pigneur (2010), create a framework that shaped
business model canvas and consists of nine boxes
containing elements that are interrelated. According
to Osterwalder and Pigneur (2010), the business
model canvas is a business model that describes the
rationale of how an organization creates, delivers,
and captures value. Osterwalder and Pigneur uses
nine basic elements, namely: 1. customer segment,
2. value proposition, 3. channels, 4. customer
relationship, 5. revenue streams, 6. key resources, 7.
of key activities, 8. key partnerships, and 9. cost
structures.
Immonem (2012) in A New Business Model
Renewal Process: A framework of Utilizing
Collaboration with External Experts resulting
research renewal business model covering four
stages: participation, preparation, business
development and follow-up models. Meanwhile,
according to Hone et al. (2011) in A Gounded
Theory on The Business Model Stucture of Google
concludes that once the company understands the
structure of the business model, the company can
design a business model for the future. Bonazzi and
Zilber (2013) in Innovation and Business Model: a
case study about integration of Innovation Funnel
and Business Model Canvas resulted that in the
development and growth of the Dutch State Mines
strategy, suggesting a close relationship between
empirical practice and academic postulates. The
basis is structured strategy of product diversification
and development, as well as in the use of association
and geographic expansion as a market penetration
lever, elaborated to meet global flaws in 2050.
3 RESEARCH METHODS
This research was conducted in March-December
2016 which took place in the office of PT. MTN in
Bandung and Jakarta, Indonesia.
This research uses descriptive qualitative
approach in the form of a case study on PT. MTN
which produce eFishery. The study was conducted
intensively, and in-depth detail about a particular
object in a certain period of time including the
environment (Umar, 2010).
This study uses a survei, depth interview,
observation directly visiting to the office of PT.
MTN, the formulation of strategies using vision and
mission and SWOT analysis to the current business
model canvas, blue ocean strategy mapping which
supported by literatur review to produce two
prototypes of future business model canvas.
Respondent is purposive sampling from internal
company and external company such a goverment,
academician and business consultant.
Business Model Canvas Innovation and Blue Ocean Strategy for eFishery
681

4 RESULTS AND DISCUSIONS
PT MTN's vision is to become a "Fellow Farmers to
Grow".Vision is basically showing the purpose and
clarity of direction in the long term and contains a
philosophy of values espoused companies. While the
mission is carried PT MTN was to create a product
called eFishery fish feeder that have three main
features:
 Smart Autonomous;
 Realtime Monitoring;
 Smart Sensing
EFishery is a smart feeder manufactured by PT
Multidaya Technology Nusantara. This tool serves
as a fish and shrimp feeder automatically with the
advantages of smart autonomous means that the tool
can automatically feel the appetite of fish, realtime
monitoring means that these substances
automatically report their activities at any time to the
user through an intermediary interface of websites
that are connected to the Internet, and smart sensing
functions is to feel the appetite of fish and shrimp,
and can control the quality of the pool water that can
be used by the wide community that includes
government, corporations large, medium and small-
sized aquaculture so that people can be helped in
managing their business more effectively and
efficiently. Based on research, the vision and
mission of PT MTN are no need to revised.
The result of SWOT identification to the nine
elements of business model canvas of PT MTN and
the company's internal and external analysis can be
used as a benchmark to arrange new prototype of
business model canvas. The results of such
identification can be collaborated with the basic
principles of blue ocean strategy.
Some studies suggest that innovative business
models must be able to align internal capabilities or
adapt to external changes such as technological
developments or change customer values (McGrath,
2010).
PT MTN was originally bootstrap until won
several competitions in 2015 eFishery get investors
from Ideasource and Aquaspark.
Current business model canvas mapping and
SWOT result are in the figure 1 and table 1 above.
Figure 1: Current Bussiness Model Canvas.
Table 1: SWOT Result.
4.1 Alternative Prototype Business
Model Canvas 1
In this prototype, PT MTN focuses on domestic
customer segment.
ICIEBP 2017 - 1st International Conference on Islamic Economics, Business and Philanthropy
682

4.1.1 Customer Segmentation
PT MTN focuses on market development in
Indonesia. PT MTN has specifically focused its
customers on aquaculture farmers in Indonesia.
Current customer segments are Government through
the Ministry of Maritime Affairs and Fisheries, large
entrepreneurs in fisheries (aquaculture) and medium-
small aquaculture entrepreneurs. Medium-small
segment of the entrepreneur in this field has its own
character compared to other customer segments.
These character differences are the low level of
education, knowledge and skills that result in the
level of interest to buy eFishery products was still
low, this is different from the government that
supports the development of eFishery.
PT MTN has tested its equipment at Lampung
Sea Aquaculture Center, however PT MTN needs to
intensively increase cooperation and relationship to
the central government through the Ministry of
Marine Affairs and Fisheries. Cooperation with the
central government aims to allow eFishhery
products to be purchased by the government and the
government can channel them as grant aid to needy
communities. PT MTN needs to register eFishery to
a government e-catalogue so that the government
can easily assess and purchase eFishery products.
Furthermore, in Indonesia today the shrimp
industry has been running well consisting of medium
and large scale companies scattered throughout
Indonesia. Indonesia is one of the largest shrimp
exporter countries in the world with exports 400 to
500 thousand tons per year. This is different from
fishery industry that is still dominated by large
companies. This condition is a potential market
opportunity for eFishery, considering that the
company must focused on the shrimp industry
segment too. Then PT MTN also needs to partner
with the Association of Animal Feed Indonesia
because its already has a wide network and has a
good sales person and sale educator so that if the
cooperation is already established, its can also
market eFishery to its customers.
Building brand awareness is very important for
eFishery to get wider attention from consumers. To
build the brand awareness, eFishery needs to focus
the consumer segment in the large fish and shrimp
industry, the Indonesian animal feed association, the
government not in medium and small companies.
4.1.2 Value Preposition
eFishery has a very useful value proposition for the
needs of the community in the field of fish and
shrimp farming in Indonesia, both in terms of
innovation novelty, its use and design. However, one
of the main focus that should be paid attention by PT
MTN is the quality and performance of eFishery
product, according the humid weather in Indonesia,
eFishery's endurance needs to be improved and
guaranteed its durability up to five years. The
addition of solar panels to the appliance should be an
option for consuments who do not have access to
electricity.
4.1.3 Customer Relationship
PT MTN needs to increase the number of personal
assistance to be more effective in serving
consumers, this is mainly because of the new
eFishery products and need more intense and serious
education to consumers. In addition, it needs to
create a group of customers that have a function to
exchange experiences and information between
eFishery users.
4.1.4 Channel
The existence of eFishery as a new products become
a challenge for PT. MTN because people still do not
know in detail about benefits of eFishery. PT MTN
needs to create a good marketing strategy efficiently
for the process of delivering value to the consumer.
The strategy is to target large companies in fish and
shrimp and animal feed association of Indonesia and
government in advance to build brand awareness, PT
MTN need to make educational promotion more
interesting with more interactive media through
electronic advertisement and mass media. In
addition PT MTN needs to create a strategic
distributor to streamline sales channels and get
profitable customers as much as possible.
4.1.5 Key Activities
Standard Operating Procedures (SOPs) are
documents relating to procedures performed
chronologically to accomplish a job aimed at
obtaining the most effective work of the workers at
the lowest possible cost. SOPs usually consist of
important rules, method of writing procedures, and
completed by the flowchart chart at the end.
Currently PT MTN has not implemented SOP
animore, therefore PT MTN needs to make SOP for
the direction and structure of its employees work can
be monitored and standardized so it can make
activity more effective and efficient in performance
according to company's purpose and vision.
4.1.6 Key Resouce
Currently PT MTN has insufficient production
capacity when compared with the ideal amount.
Currently PT MTN produces eFishery of 100 units
Business Model Canvas Innovation and Blue Ocean Strategy for eFishery
683

per month, while the ideal amount is 300 per month.
PT MTN needs to increase its production capacity in
collaborated with the improvement of promotional
and marketing channels.
4.1.7 Key Relationship
The purpose of the implementation of quality
assurances is to ensure the vendor meets the
standard requirements that have been applied by the
company to the activities or raw materials made by
vendors associated with eFishery production
activities. If in the QA process there are vendors
which do not comply by the standard, PT MTN can
look for better vendor performance.
4.1.8 Cost Structure
Control in research and development activities need
to be done so that the cost is not too expensive. PT
MTN needs to focus on improving product quality
and with the application of appropriate technology
that has been tested, for example the addition of
solar panels on eFishery. Furthermore, for
employees, in order to save budget expenditure, PT
MTN need to focus on outsourching work system.
4.1.9 Revenue Stream
The implication of market development is the
acquisition of new funding sources for companies
from the central government, large and medium fish
and shrimp companies and the association of animal
feed of Indonesia. The 1
st
prototype of BMC is in the
figure 2 below:
Figure 2: Business Model Canvas Prototype 1.
4.2 Alternative Prototype Business
Model Canvas 2
In the 2nd prototype of business model canvas, the
organization should to focuses on the export market
segment. The selection of the foreign market
segment has implications on all business model
canvas element.
Figure 3: Business Model Canvas Prototype 2.
4.2.1 Customer Segment
Major export opportunities are mainly in the
ASEAN its because the ASEAN Economic
Community since 2016, ASEAN is a potential
market considering many of the ASEAN member
countries that have fish and shrimp industries such
as Thailand and Vietnam. Each countries are
countries with a good quality and quantity of fish
and shrimp industries. Export opportunities are also
wide open for Asian markets, especially China with
large economies including in its fish industry,
Bangladesh, India to Turkey. Likewise the market in
Africa, Europe to America.
Choosing to focus on the export market has
implications for improving product quality and
higher operational costs then to domestic market
selection. However, with its focus on export
ICIEBP 2017 - 1st International Conference on Islamic Economics, Business and Philanthropy
684

markets, brand awareness and brand equity will be
easily and rapidly obtained and revenue too.
4.2.2 Value Prepositions
PT MTN needs to create new variant with bigger
tank capacity for overseas market because the area
of fish pond there tends to be bigger than in
Indonesia. In addition, quality and durability are also
absolutely enhanced to achieve export consumer
satisfaction. Selling price does not need to be
lowered as it does on prototype 1, but must be
adjusted to be more expensive and to exchange rate
in each country.
4.2.3 Customer Relationship
PT MTN still has to create a managed customer
group in each country for customers to be well
served and can exchange information and
experiences through the user group. Organizations
also need to recruit overseas personal assistants in
accordance with their country to assist the
education-promotion process, customer complaints
and customer serviceßß.
4.2.4 Channel
To meet the export market PT MTN needs to create
export distributors in each country that are
prioritized based on potential customers. In addition
to recruiting international distributors, organizations
also need to recruit international sales who will be
useful for lobbying and diplomacy in search of
companies and governments to market products.
Forms of business partnerships used are business to
business and business to goverment considering
potential customers are targeted governments and
large companies.
4.2.5 Key activities
In order to run effectively and efficiently business
process, ranging from the selection of vendors and
suppliers, production processes to international
distribution market, the organization needs to make
Standard Operational Procedure.
4.2.6 Key Resouces
PT MTN needs to increase its international
marketing staff, as this will be the company's focus.
The focus of the company is the export market hence
it is very necessary to recruit the professional
marketing personnel who are able to convey the
value of PT MTN to international consumers.
4.2.7 Key Partner
International distributor company, vendors and
suppliers are business partner of PT MTN also the
new strategic investors.
4.2.8 Revenue Stream
Prototype 2 offers revenue from larger exports
compared to prototype 1 because of its have high
potential customers. Revenue comes from the
purchase of eFishery units, monthly leases,
purchases of eFishery tool components and from
eFishery care services.
4.2.9 Cost structures
The implications for the cost structure of these
alternatives are increased costs due to the diversion
and incremental costs of salaries, international
distributors, workshop expansions and the addition
of human resources.
5 CONCLUSIONS
The vision and mission of the company is not be
revised, which needs to be revised is the current
business model canvas because it raises managerial
problems within the company. This research
produced two prototype of business models canvas,
the first focus on the domestic market in Indonesia
and the second focus on the export market. both
have different managerial implications. on the first
prototype the cost incurred would be cheaper than
the second but if choosing the second prototype, the
efishery product would be easily sold internationally
because of its huge market potential although its cost
more expensive than the first prototype option.
REFERENCES
Aspara, J., Lambert, J. A., Laukia, A., Tikkanen, H., 2011.
Strategis management of business model
tranformation: Lessor form Nokia. J Management
Decisiom.
Bonazzi1, F. L. Z., Zilber, M. A., 2013. Innovation and
business model: a case study about integration of
innovation funnel and business model canvas. Revista
Brasileira De Gestão De Negócios.
Christensen, C. M., 2001. The past and future of
competitive advantage. MIT Sloan Management
Review.
David, F., Fred, R., 2006. Manajemen Strategis, Salemba
Empat. Jakarta,
10th
edition.
Business Model Canvas Innovation and Blue Ocean Strategy for eFishery
685

Gavrilova, T., Alsufyev, A., Yanson, A. S., 2014. Modern
notation of business models: visual trend, Foresight-
Russia.
Hoffmann, J., Sempels, C., 2013. Sustainable business
model innovation create value in a world of finite
resources. European Business Review.
Hone, T., De, L., Hey, S., 2011. A gounded theory on the
business model stucture of google. International
Journal of Electronic Business Management.
Immonem, O., 2012. A new business model renewal
process: a framework utilizing collaboration with
external experts, Aalto University School Of Science.
Firlandia, tesis.
McGrath, R. G., 2010. Business model: A discovery
driven approach. Long Range Planning.
Permatasari, A., Dewanto, W., 2013. Innovation strategies
for global competitive advantage in indonesian
cosmetics ana herbal health companies. 8rd Asian
Business Research Conference. Thailand.
Team PPM Manajemen, 2012. Business Model Canvas:
Penerapan di Indonesia, Penerbit PPM. Jakarta.
Umar, H., 2010. Desain Penelitian Manajemen Strategik:
Cara Mudah Meneliti Masalah-masalah Manajemen
Strategik untuk Skripsi, Thesis, dan Praktik Bisnis,
Rajawali Press. Jakarta.
ICIEBP 2017 - 1st International Conference on Islamic Economics, Business and Philanthropy
686