Inovasi Model Bisnis Digital pada Industri Kerajinan Rotan Cirebon dalam Meningkatkan Daya Saing UMKM
DOI:
https://doi.org/10.59188/jurnalsosains.v6i9.32782Keywords:
Kesiapan Digital, Inovasi Model Bisnis Digital, Daya Saing UMKM, UMKM Kerajinan, Analisis KesenjanganAbstract
Penelitian ini bertujuan memetakan profil digital readiness, menyusun prioritas kesenjangan model bisnis digital, dan merumuskan arah awal pengembangan inovasi model bisnis digital berbasis BMC pada UMKM kerajinan rotan Cirebon sebagai tahap diagnosis awal (baseline) menuju peningkatan daya saing UMKM. Survei cross-sectional dilakukan terhadap 30 UMKM (purposive sampling) menggunakan instrumen 20-item berskala Likert lima poin yang mencakup tiga dimensi—kemampuan teknologi, praktik model bisnis digital, dan dukungan keluarga-lingkungan—dengan reliabilitas internal memadai (Cronbach's Alpha 0,729–0,871). Data dianalisis secara deskriptif, diintegrasikan dengan formula prioritas kesenjangan berbobot lima kriteria, dan dipetakan ke komponen BMC yang relevan. Indeks digital readiness keseluruhan berada pada kategori sedang (61,2%). Kesenjangan paling kritis ditemukan pada kontribusi penjualan online (skor 2,13 dari 5, terendah di antara 22 indikator yang diperbandingkan) dan pemasaran konten (63,3% UMKM tidak pernah mengunggah konten produk), sementara kemampuan teknologi dasar dan dukungan keluarga tergolong kuat. Pola ini menunjukkan kesenjangan antara kesiapan berorientasi manusia dan kesiapan berorientasi sistem operasional digital, yang pada kerangka BMC terkonsentrasi pada komponen Channels, Customer Relationships, Revenue Streams, Key Activities, dan Cost Structure. Penelitian ini memberikan bukti empiris granular tentang profil kesiapan digital UMKM kerajinan berbasis warisan budaya beserta peta prioritas kesenjangan dan arah pengembangan model bisnis digital yang dapat direplikasi metodenya pada sentra kerajinan lain. Klaim mengenai peningkatan daya saing UMKM secara empiris berada di luar cakupan data baseline ini dan memerlukan tahap implementasi dan evaluasi lanjutan. Secara praktis, temuan ini mengarahkan program pendampingan digital agar memprioritaskan pembentukan rutinitas konten dan sistem pencatatan transaksi sederhana sebelum memperluas ke kanal pemasaran berbayar.
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