Business Model Reorientation Strategy and Institutional Market Penetration in Innovation Fitamom Child Education Tool

Abstract

Efforts to reduce the Maternal Mortality Rate (MMR) and Infant Mortality Rate (IMR) require the availability of superior childbirth education facilities. Fitamom is present as one of the local innovators of Childbirth Education Tools that addresses this need, however, this company is facing financial performance stagnation due to dependence on the individual retail market (B2C) which is only able to absorb ± 45% of the revenue target. This study aims to analyze the competitive advantage of Fitamom's Childbirth Education Tool innovation through the VRIO framework, validate institutional market needs, and formulate a business model reorientation strategy to increase institutional market penetration (B2B/B2G). The research method used is qualitative with an applied descriptive case study approach in the Central Java region. Data collection techniques are carried out by triangulating data through in-depth interviews with expert informants from regulatory elements, health practitioners, and institutional leaders, combined with observation and documentation studies. The results of the internal VRIO analysis indicate that Fitamom has an Unused Competitive Advantage, where the intrinsic advantage of a valuable, rare, and difficult to imitate (VRI) product is hampered by the immature organizational readiness dimension (Organization) structurally, characterized by still founder-centric governance and the absence of a legal entity. On the other hand, market validation confirms the multifunctional institutional needs, namely strengthening the competence of health practitioners independently in each agency — including skilling, refresher training, and upskilling — in response to the centralization of officially certified tools and training at the Health Training Center (Bapelkes), while also serving as an educational medium for pregnant women's classes. The results of the business model reorientation strategy formulation indicate that institutional market penetration requires a comprehensive restructuring of the nine blocks of the Business Model Canvas (BMC), including the establishment of an independent legal entity, fulfillment of TKDN certification, integration of the LKPP e-Catalog account, and the formation of a marketing team. It can be concluded that these three findings together emphasize the urgency of managerial intervention to convert Fitamom's innovation potential into a long-term sustainable competitive advantage, boosting real financial profitability, while expanding its contribution to national efforts to reduce maternal and child mortality.