Culinary Business Development Strategy Analysis Using the Business Model Canvas (BMC) and Ansoff Matrix Approach: A Case Study of Laamore Pasta

Abstract

The culinary sector is a strategic driver of Indonesia's economy, yet intensifying competition, rising raw-material costs, and shifting consumer preferences pose serious challenges for small culinary enterprises. Laamore Pasta, a small pasta, coffee, and culinary business located in Buduran, Sidoarjo, has experienced a persistent decline in average monthly orders since 2024. This study aims to evaluate Laamore Pasta's business model through the nine elements of the Business Model Canvas (BMC) and to formulate alternative business development strategies using the Ansoff Matrix. A qualitative descriptive case-study approach was employed, with data collected through in-depth interviews with the owner, an employee, and thirteen customers, complemented by direct observation and documentation. Data were analyzed using the interactive model of Miles, Huberman, and Saldana (2014), assisted by NVivo 12 for coding. The results show that the Value Proposition element, reflected in taste consistency, affordability, and menu variety, dominates customer perceptions, while Channels, Customer Relationships, Key Resources, Key Activities, Key Partnerships, and Cost Structure still require strengthening. The Ansoff Matrix analysis indicates that Market Penetration is the most appropriate immediate priority, followed sequentially by Product Development, Market Development, and Diversification through frozen food and catering services. The study concludes that Laamore Pasta's development should proceed incrementally, beginning with strengthening its core business and customer retention before pursuing product innovation, market expansion, and diversification.