Pengembangan Bisnis Event Organizer pada CV. Sagara Kreasi
DOI:
https://doi.org/10.38035/jafm.v6i6.2962Keywords:
Perencanaan Bisnis, Event Organizer, LARP, Experience-Based Entertainment, Kelayakan UsahaAbstract
Penelitian ini bertujuan merumuskan perencanaan bisnis pengembangan Event Organizer berbasis pengalaman pada CV. Sagara Kreasi dengan fokus pada konsep Live Action Role-Playing (LARP) Medieval Fantasy. Pendekatan kualitatif deskriptif digunakan, mengintegrasikan Design Thinking, Business Model Canvas, analisis SWOT, Timmons Entrepreneurial Model, serta evaluasi finansial menggunakan NPV, IRR, Payback Period, dan Profitability Index. Data dikumpulkan melalui wawancara, observasi lapangan, dan studi literatur terkait industri kreatif dan hiburan interaktif. Hasil analisis menunjukkan bahwa CV. Sagara Kreasi memiliki posisi internal yang kuat, dukungan eksternal yang kondusif, serta peluang pasar yang signifikan untuk event LARP. Strategi pengembangan meliputi ekspansi skala event, inovasi konten, digitalisasi pemasaran, penguatan kolaborasi komunitas, serta mitigasi risiko operasional. Aspek operasional, sumber daya manusia, dan pemasaran dinilai layak mendukung pelaksanaan event, sementara analisis finansial menunjukkan kelayakan dan profitabilitas tinggi, ditandai NPV positif, IRR 28,6%, Payback Period 3 tahun 5 bulan, dan Profitability Index 1,45. Penelitian ini memberikan kontribusi akademis dalam literatur hiburan imersif serta kontribusi praktis berupa rencana bisnis implementatif bagi pengembangan industri Event Organizer di Indonesia.
References
Bowman, S. L. (2010). The functions of role-playing games: How participants create community, solve problems and explore identity. McFarland & Company.
Howkins, J. (2013). The creative economy: How people make money from ideas (2nd ed.). Penguin.
Kemenparekraf. (2024). Laporan industri kreatif Indonesia 2023–2024. Kementerian Pariwisata dan Ekonomi Kreatif Republik Indonesia.
Pine, B. J., & Gilmore, J. H. (1999). The experience economy: Work is theatre & every business a stage. Harvard Business School Press.
Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 78–93.
Pringle, H., & Huisman, P. (2011). Business strategy and competitive forces in the experience industry. Routledge.
Simatupang, T. M. (2009). Ekonomi kreatif: Strategi dan praktik bisnis kreatif. Salemba Empat.
Syafrial, M. (2025). Narasumber & data lapangan LARP Bandung [Data wawancara].
Vargo, S. L., & Lusch, R. F. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing, 68(1), 1–17. https://doi.org/10.1509/jmkg.68.1.1.24036
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2026 Taufik Aditya Utama, Meriza Hendri

This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors who publish their manuscripts in this journal agree to the following conditions:
- The copyright on each article belongs to the author(s).
- The author acknowledges that the Journal of Accounting and Finance Management (JAFM) has the right to be the first to publish with a Creative Commons Attribution 4.0 International license (Attribution 4.0 International (CC BY 4.0).
- Authors can submit articles separately, arrange for the non-exclusive distribution of manuscripts that have been published in this journal into other versions (e.g., sent to the author's institutional repository, publication into books, etc.), by acknowledging that the manuscript has been published for the first time in the Journal of Accounting and Finance Management (JAFM).

























