ChapterVConclusionandRecommendation V.1Conclusion AsanEdTechcompany,dibimbing.idstillpossessesconsiderableacceleration potential,evidentthroughthevastmarketcapoftheEdTechindustry,despitethemyriad challengesindominatingthismarket.AshighlightedinChapter1,dibimbing.idiscurrently facinglossesoveran18-monthperiod,attributedtoseveralinherentissues: 1.HighCustomerAcquisitionCost(CAC):Thedesignofdibimbing.id'sproduct necessitatesdailyuseracquisition,leadingtoacontinuousriseincustomeracquisition costsovertime. 2.ShortLifetimeValue:Thecohort-basedbootcampprogram,designedforamaximum of5monthswithaone-timepayment,lacksincentivesforuserstomakerepeat purchases.Theprimarygoalofstudentsjoiningdibimbing.idisjobplacement,and onceachieved,usershavelittlereasontostaywithdibimbing.id. 3.HighOperationalCost:Thefixedcostassociatedwithcohort-basedbootcamps, coupledwiththechallengesofahighcustomeracquisitioncost,resultsinfinancial lossesfordibimbing.id. 4.LackofInnovationinProgramDesign:Failuretoinnovatetheprogramdesignin responsetochangingmarketneedshasledtoalossofcertainmarketsegments, consequentlyimpactingrevenuegeneration. Theculminationofthesefourissuesisrootedinthecohort-basedbusinessmodelof dibimbing.id.Thelackofretentionmechanismswithinthecurrentprogramdesign contributestoashortuserlifetimevalue,necessitatingcontinuoususeracquisition,thereby increasingcustomeracquisitioncosts.Moreover,thefixedcostsassociatedwithcohort-based programsbecomeburdensomeinthecurrentmarketconditionswhereuseracquisitionis challenging. TosubstantiateandaddressthefirstresearchquestionnamelyWhatarethe foundationalbusinesschallengesforDibimbing.id,particularlyintermsofthecoststructure. Theauthorconductedaninternalanalysisfromafinancialperspective.Despitefinancial lossesbeingcommonintheearlystagesofmanystartups,thesituationatdibimbing.iddoes notalignwithexpectations.Theprofitandlossstatementindicatesasignificantincreasein 139 losses,from4%oftotalrevenuein2022to20%inthefirstsemesterof2023.Themain causesoftheselossescanbeoutlinedasfollows: 1.HighCustomerAcquisitionCost(CAC):Dibimbing.idstrugglestoattractnewusers, especiallyincohortbootcampclasses,leadingtocontinuousandincreasedcustomer acquisitioncosts. 2.HighOperationalCost(OpCost):Thecostpermentorsessionincohortclasses significantlyrises,escalatingsalescosts.Additionally,increasedsalarycostsandefforts toenhanceservicequalityburdenthecompany.Highmarketingcostsarealsolinkedto aproductdesignthatdoesnotsupportrepeatpurchases. 3.StagnantRevenue:Dibimbing.idexperiencesadeclineinrevenuegrowthduetoa lackofuseracquisitionandaninsufficientincreaseinLifetimeValue(LTV)fromtheir customers. Itbecomesevidentthatthecurrentprogramdesignatdibimbing.idfailstoprovide sustainability.Therefore,dibimbing.idproposessolutionsthroughRichardson's(2008) BusinessModelInnovationframework,addressingresearchquestions2namelyHowshould wedesignanewprofitablebusinessmodelforDibimbing.id,incorporatingchangestothe existingbusinessmodel,valueproposition,andclassconfigurations?Theauthorpresents foursolutions,focusingonexpandingintonewmarketsandincreasingAverageRevenueper User(ARPU)andRevenuetotal: 1.ImplementationofSelf-PacedLearning: Dibimbing.idwilldevelopself-pacedlearningmoduleswithvariousdigitalskill courses.Thisapproachcaterstoanewmarketsegmentthatprioritizesflexibility,especially workingprofessionalsandindividualswithtimeconstraints. 2.IntroductionofLevelingCourses: Dibimbing.idwillintroduceastructuredlevelingprogramtoensuresmoothprogress forstudentsacrossvariousdigitalskilllevels.Thisinitiativeislikelytoenhanceretention, therebyimpactingthelifetimevalueofstudentsinthedibimbing.idprogram. 3.EnhancementofJobGuaranteeProgram: Dibimbing.idwillenhancethejobplacementprogrambyprovidingguaranteesor additionalsupportforstudentswhodonotimmediatelysecureemploymentaftercompleting theprogram.Thisallowsdibimbing.idtoimplementhigherclassfeesforamarketsegment withhigherbuyingpower,potentiallyincreasingrevenueandreducingthepercentage increaseinoperationalcostsrelativetorevenue. 4.DevelopmentofStudyNowPayLater(SNPL)Program: 140 Dibimbing.idissettolaunchaground-breakingStudyNowPayLater(SNPL) programtailoredtocatertolearnersatallproficiencylevels,spanningfrombeginnerto manageriallevels.Thisinitiativeallowsstudentstopostponetuitionpaymentsuntil successfulcompletionofthebootcamp,removingfinancialbarriersandensuring accessibilitytoeducation. Furthermoreinaddressingquerynumber3,pertainingtohowtoexecuteaprofitable businessmodeloverhaulforDibimbing.id?Theauthordissectsitindetailwiththefollowing overview: 1.ImplementationofSelf-PacedLearning Thedevelopmentteamwillcreateauser-friendlyinterfacewithintuitivenavigation, enablingstudentstochoosetheirpreferredcourses,settheirlearningpace,andaccess supplementarymaterials.Regularsurveysandfeedbackmechanismswillbeimplementedto ensurecontinuousimprovementandalignmentwithuserpreferences. 2.IntroductionofLevelingCourses Ateamofexperiencededucatorsandindustryprofessionalswilldesigna comprehensivecurriculumforeachlevel,emphasizingacombinationoftheoretical knowledgeandpracticalapplicationthroughreal-worldprojectsandcasestudies.Regular assessmentsandfeedbackmechanismswillbeemployedtotrackstudentprogressand providenecessarysupportwhereneeded. 3.EnhancementofJobGuaranteeProgram Dibimbing.idwillestablishpartnershipswithadiverserangeofcompaniesand organizationstoexpanditsnetworkofpotentialemployers.Thejobconnectorprogramwill beenhancedwithadditionalresources,includingcareercoaches,industrymentors,and networkingevents.Asystematicmonitoringandevaluationprocesswillbeimplementedto tracktheemploymentoutcomesofstudentsandmakenecessaryimprovementstothe program. 4.DevelopmentofStudyNowPayLater(SNPL)Program Dibimbing.idwillcollaboratewithreputablethird-partyfintechcompaniesto establishafinancialsupportmechanismthatwillprovideupfrontpaymenttoDibimbing.id onbehalfofthestudents.Thiscollaborationwillallowstudentstopaytheirdeferredtuition feesdirectlytothethird-partyfintechcompanies,creatingaseamlessandconvenient paymentprocessforthestudents.Additionally,thiscollaborationwillenableDibimbing.idto receiveimmediatefinancialsupport,ensuringthecontinuityandsustainabilityoftheSNPL program. 141 V.2Recommendations Asdelineatedearlier,theresearcherproffersfoursolutionsfortheenhancementof dibimbing.id'sbusinessmodel,withtwocenteredaroundlevelingandjobguarantee.While tworemaininthepreparatorystage,meticulouseffortsarerequisiteforbothunimplemented andimplementedsolutions: 1.LevelingCoursesSolution: a.Integrateadvancedlearningtechnologiesandinteractivetoolstoengenderamore immersivelearningexperience,fosteringactiveparticipationandcontinuousskill developmentacrossallproficiencylevels. b.Strengthenpartnershipswithindustryleaderstocraftspecializedtraining modulesandworkshopsaddressingthedynamicdemandsofthedigital landscape,ensuringstudentsremainattheforefrontofindustry-relevantskills andknowledge. c.Implementasystematicandcomprehensivecurriculumreviewprocess, incorporatingindustryfeedbackandemergingtrends,tomaintaintheLeveling Program'sdynamismandalignmentwiththeevolvingneedsofthedigitalskills sector.Thisensuresacontinuousenhancementoftheprogram'seffectivenessand impact.