Menutup Kesenjangan Operasional Bengkel Independen: Model Bisnis Otofix Berbasis Design Thinking

Muhammad Kahfi Yustami

doi:10.69693/ijim.v4i4.2991

Authors

Muhammad Kahfi Yustami Universitas Bakrie

DOI:

https://doi.org/10.69693/ijim.v4i4.2991

Keywords:

Otofix, Rencana Bisnis, Bengkel Roda Empat, Design Thinking, Business Model Canvas, Kelayakan Keuangan, Platform Digital

Abstract

Rencana bisnis Otofix disusun untuk menjawab persoalan operasional bengkel roda empat, terutama pengelolaan suku cadang, ketepatan waktu pengerjaan, dan keterpaduan layanan antara bengkel, pemilik kendaraan, serta pemasok. Fokus utamanya ialah pemilik bengkel sebagai pengguna inti, sementara kanal pemesanan, estimasi, dan riwayat servis diposisikan sebagai penunjang kelancaran kerja bengkel. Kajian memakai pendekatan kualitatif deskriptif. Informasi lapangan diperoleh dari observasi dan wawancara mendalam dengan 20 informan yang dipilih secara purposive, lalu diringkas menjadi enam persona. Bahan penunjang diambil dari pustaka, artikel ilmiah, dan statistik otomotif. Alur kerja mengikuti Design Thinking (Empathize, Define, Ideate, Prototype, Test), kemudian dipetakan pada Business Model Canvas dan diuji kelayakannya melalui NPV, IRR, Payback Period, serta ROI pada tiga skenario. Temuan pasar menunjukkan ruang yang masih terbuka bagi layanan bengkel berbasis digital, termasuk di DKI Jakarta yang mencatat 2.272.301 kendaraan roda empat pada 2023 dan 2.333.391 pada 2024. Keunggulan yang ingin dibangun terletak pada kepastian stok dan pengendalian waktu operasional. Perhitungan keuangan memperlihatkan NPV Rp365.222.213, IRR 17,2%, dan ROI 128% pada skenario terburuk dengan pengembalian dalam lima tahun; NPV Rp4.172.085.009, IRR 56%, dan ROI 611% pada skenario normal dengan pengembalian di tahun keempat; serta NPV Rp9.247.902.071, IRR 97%, dan ROI 1.255% pada skenario optimis dengan pengembalian di tahun kedua. Atas dasar itu, Otofix dinilai layak dijalankan sebagai rencana bisnis.

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