Integrating AHP and BMC to Optimize Business Strategy in the Creative Floral MSME Sector

Abstract

Introduction: Creative micro, small, and medium enterprises (MSMEs), particularly in the floral sector, face increasing pressure from shifting consumer preferences, seasonal demand, and digital market dynamics. Traditional strategy tools are often insufficient in addressing both prioritization and structural alignment in such dynamic environments.

Objectives: This study aims to optimize business strategy for a creative floral MSME by integrating the Analytic Hierarchy Process (AHP) and Business Model Canvas (BMC) frameworks. The integration intends to prioritize strategic alternatives quantitatively and redesign the business model to enhance competitiveness and sustainability.

Methods: A descriptive quantitative approach with qualitative support was employed. Data were gathered through interviews, direct observation, and structured questionnaires involving the owner and staff of a florist MSME. SWOT analysis was used to identify internal and external factors, AHP was applied to determine strategic priorities, and BMC was used to align selected strategies with the enterprise's structure.

Results: AHP analysis revealed the highest-priority strategy as building a loyal customer database, followed by expanding online market reach and conducting periodic market research. These findings were integrated into the redesigned BMC, which included new customer segments (corporate and event organizers), improved value propositions (custom bouquets and Eco-packaging), expanded digital channels, and diversified revenue streams.

Conclusions: The integration of AHP and BMC provides a robust framework for strategic decision-making in creative floral MSMEs. This approach enables data-driven prioritization and business model innovation, supporting sustainable growth in competitive and evolving markets.