Business Development Strategy of a Photography SME in Depok
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Fikri Akbar Setiaji*
Nimmi Zulbainarni
Rita Nurmalina
The photography subsector within the creative economy continues to grow in Indonesia, driven by increasing demand for visual documentation in social and institutional events. However, photography small and medium enterprises (SMEs) face challenges related to intense competition, rapid technological change, and regulatory shifts that affect market demand. CV ARH Photo Production, a photography SME in Depok, experienced a decline in demand following government restrictions on school graduation activities, which previously constituted a major source of revenue. This study aims to analyze the existing business model of CV ARH Photo Production and formulate appropriate strategies for business development. A case study approach was applied using qualitative and quantitative data collected through interviews, questionnaires, observation, and literature review. The analysis employed the Business Model Canvas (BMC) to map the current business model, Internal Factor Evaluation (IFE) and External Factor Evaluation (EFE) matrices to examine internal and external environments, SWOT analysis to generate strategic alternatives, and the A’WOT method to determine priority strategies. The results show that the company currently relies on two main customer segments, namely school institutions and individual clients, with competitive pricing and strong customer relationships as key value propositions. The priority strategies identified include expanding customer segments through broader institutional cooperation, diversifying services through wedding photography, drone mapping, and studio services, and conducting periodic performance evaluations to strengthen managerial effectiveness. These strategies are expected to improve competitiveness and support the long term sustainability of photography SMEs.
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