CUSTOMER-CENTRIC BUSINESS MODEL INNOVATION IN HIGHER EDUCATION: A LEARNING FACTORY CASE AT POLITEKNIK TAKUMI

Abstrak

Higher education institutions increasingly need to adopt customer-centered approaches to improve student experience while developing sustainable and differentiated business models. This study aims to examine how a Learning Factory approach can integrate Customer Success, Net Promoter Score (NPS), Value Proposition Canvas, Business Model Canvas (BMC), and Porter’s Five Forces to identify service improvement priorities and business opportunities at Politeknik Takumi. The study employed a descriptive quantitative approach supported by business-model analysis. Primary data were collected through an online NPS survey involving 44 students from four study programs. The respondents were classified as Promoters, Passives, and Detractors, while qualitative interpretation was used to identify customer jobs, pains, and gains. The business development stage used BMC and Porter’s Five Forces to evaluate a proposed paid professional certification program. The detailed survey distribution reported 14 Promoters, 24 Passives, and 6 Detractors, corresponding to 31.82%, 54.55%, and 13.64%, respectively, and an NPS of 18.18. The analysis indicates that students primarily expect industry-relevant and practice-oriented learning, easier access to learning materials, professional certification, industry internships, and responsive services. The competitive analysis identifies high student bargaining power and strong substitution threats from alternative education providers, particularly online courses. The proposed certification program targets active students, alumni, general learners, and industry workers. Its preliminary financial analysis estimates fixed costs of IDR 1,577,265 and variable costs of IDR 165,068 per participant. With a 50% profit margin, a two-day training package for ten participants can be offered at approximately IDR 700,000 per participant. The findings demonstrate that integrating customer insight with strategic business-model analysis can support service differentiation and the development of revenue-generating educational services.