Kawasan Malioboro menjadi salah satu destinasi utama bagi wisatawan, sebab itu pemerintah terus melakukan revitalisasi dan optimalisasi agar menjadi kawasan yang nyaman dan aman bagi pengunjung tanpa menghilangkan unsur asli budaya yang ada. Saat ini salah satu cara yang dilakukan yakni dengan melarang penggunaan becak motor di Kawasan Malioboro yang tertuang pada Peraturan Daerah DIY No.5 tahun 2016 karena bentuk dan spesifikasi becak motor yang tidak sesuai dengan kaidah transportasi tradisional becak di DIY serta dari segi keamanan belum memadai. Namun di sisi lain becak motor mampu membantu pengendara becak untuk memberikan tenaga lebih apabila dibandingkan dengan becak konvensional. Melihat hal ini, pemerintah dan berbagai pihak lainnya memiliki solusi untuk mentransformasi becak motor menjadi becak listrik dengan dasar bentuk becak listrik tidak menyimpang dari kaidah yang ditetapkan, tetapi tetap mampu memberikan energi tambahan bagi pengendara becak. Untuk melancarkan peralihan ini, perlu dilakukan analisis dari berbagai sudut pandang agar terbentuk ekosistem bisnis yang kondusif. Oleh karena itu, penelitian ini bertujuan untuk merancang model bisnis bagi setiap stakeholders yang terlibat dalam ekosistem becak listrik di Kawasan Malioboro.
Perencanaan model bisnis dilakukan dengan menggunakan value proposition canvas dan business model canvas yang kemudian dilanjutkan dengan analisis biaya serta analisis kelayakan dari setiap model bisnis yang dibangun. Model bisnis yang dibangun sebelumnya telah didahului dengan menganalisis stakeholders yang terlibat dan melakukan wawancara dengan konsumen (pengendara becak) sebagai bahan pertimbangan pembuatan skema bisnis. Selain itu dilakukan uji coba langsung dengan becak listrik milik PT GaTE untuk membandingkan daya tahan baterai.
Diperoleh tiga model bisnis untuk produsen becak listrik dan battery-swap station serta dua model bisnis untuk pengendara becak listrik. Dari hasil kelayakan investasi, bagi produsen becak listrik skema penyewaan becak listrik menjadi opsi model bisnis terbaik dengan NPV sebesar Rp3.081.252.492, B/C ratio 1.54, IRR 28,07%, dan payback period 4 tahun 7 bulan. Untuk battery-swap station, pendapatan yang diperoleh dari kombinasi pay per swap dan langganan menjadi model bisnis terbaik dengan IRR 49,99%, NPV Rp1.447.450.956, dan B/C 1,33. serta payback period 2 tahun 5 bulan. Dari sisi pengendara becak, keputusan menyewa becak listrik menjadi pilihan terbaik karena tidak memerlukan modal yang besar di awal dan dari segi bahan bakar lebih terjangkau dibandingkan dengan becak motor.
The Malioboro area has become one of the main destinations for tourists; hence, the government continues to revitalize and optimize it to make it a comfortable and secure area for visitors without erasing the original cultural elements. Currently, one of the approaches taken is to prohibit the use of motorized pedicab (becak motor) in the Malioboro area, as stated in the DIY Regional Regulation No. 5 of 2016. This decision is since the form and specifications of motorized pedicab do not align with the traditional transportation norms of pedicab in DIY, and from a safety perspective, they are inadequate. However, it is acknowledged that motorized pedicab can provide more power to pedicab drivers compared to conventional pedicab. Considering this situation, the government and various stakeholders have proposed a solution to transform motorized pedicab into electric pedicab while adhering to the established norms and still providing additional energy to pedicab drivers. To facilitate this transition, a comprehensive analysis from multiple perspectives is required to establish a conducive business ecosystem. Therefore, this research aims to design a business model for each stakeholder involved in the electric pedicab ecosystem in the Malioboro area.
The business model planning is conducted using the value proposition canvas and business model canvas, followed by cost analysis and feasibility analysis of each constructed business model. The development of the business models was preceded by analyzing the stakeholders involved and conducting interviews with consumers (pedicab drivers) to gather input for business scheme creation. Additionally, direct testing was carried out with PT GaTE's electric pedicab to compare battery endurance.
Three business models were formulated for electric pedicab manufacturers and battery swap stations, as well as two business models for electric pedicab drivers. Based on investment feasibility results,for electric pedicab manufacturers, the leasing scheme emerges as the best option with an NPV of Rp3,081,252,492, B/C ratio of 1.54, IRR of 28.07%, and a payback period of 4 years and 7 months. For battery swap stations, the combination of pay-per-swap and subscription-based revenue is the optimal model with an IRR of 49,99%, NPV of Rp1.447.450.956, B/C ratio of 1,33 and a payback period of 2 years and 5 months. From the pedicab driver's perspective, opting to lease electric pedicab is the best choice due to its lower initial capital requirement and more affordable fuel compared to motorized pedicab.
Kata Kunci : Becak Listrik, Battery-Swap Station, Malioboro, Value Proposition Canvas (VPC), Business Model Canvas (BMC), Analisis Biaya, Analisis Kelayakan Investasi / Electric Pedicab, Battery-Swap Station, Malioboro, Value Proposition Canvas (VPC), Business Model C
