Judul: Hospital Business Strategy in the Era of National Health Insurance at Asysyifaa Leuwiliang Hospital
Abstrak: Asysyifaa Hospital is a type D hospital located in Leuwiliang, Bogor Regency, which has been carrying out its operational activities for six years ago. One of the business models that is often used by companies either to start or continue their business is the Business Model Canvas – Business Model Canvas (BMC) by mapping the nine blocks of an organization namely: Key Partnerships, Key Activities, Key Resources, Customer Relationships, Customer Segments, Channels, Cost Structures, Revenue Flows, and Value Propositions. SWOT analysis shows the factors affecting the operational activities and business growth of Asysyifaa Hospital. Observations in this study were carried out in various parts from July 2021 to January 2022. Research is carried out using qualitative research methods, analytical techniques using descriptive analysis as part of case studies. Data collection consists of primary and secondary data types, which are obtained from in-depth interviews, questionnaires, and literature studies. Researchers use the BMC as an analytical tool and SWOT analysis. The results showed that in the Main Resources block, there were difficulties in the procurement of hospital facilities and human resources. In the Main Partnership block, there are still insufficient standards, compared to the surrounding hospitals. Customer Relations shows that some of the programs that have been implemented still need improvement and have a less influential effect on the business growth of Asysyifaa Hospital. The Value Proportionion block is too risky if it is reduced, even though it can be accessed and customized. In the Channel block it appears that the main source of information is to revolve around kinship, friendships, and nearby residents who live close to Asysyifaa Hospital (a) providing different cooperation agreements to non-BPJS partners in accordance with different service segments, (b) making home care services, (c) implementing consumer service programs to increase the interest of consumers of productive age to visit, (d) optimization of SIMRS and ERM devpelopment, (e) improving the system of cooperation agreements with partners and improving continuous communication with vendors, (f) expanding the recruitment of health workers outside the region and opening work internship programs, (g) providing bonuses and incentives to external marketing, (h) create and implement clinical pathway, (i) establish a partnership with an attractive concept to first-level health facility, (j) service facilities are enhanced by the investment of new, more complete and sophisticated tools, (k) create an android-based careline application, (l) renovating inpatient rooms in accordance with KRIS standards determined by the government, renovating hospital service facilities, both buildings and other infrastructure, as well as constructing new buildings and procuring other medical support facilities.
Keyword: SWOT Analysis, Business Model Canvas, Business Model On Hospitals, National Health Insurance System

Judul: Strategy Development of BPJS and Non BPJS Patient Services in Bogor City General Hospital
Abstrak: Salah satu inovasi dibidang kesehatan Indonesia adalah penyelenggaraan Badan Penyeleggara Jaminan Sosial (BPJS), kesuksesan program BPJS dapat dilihat dari jumlah pengguna BPJS di Indonesia yaitu sebanyak 217,5 juta peserta atau 81,8% populasi Indonesia pada tahun 2018, kesuksesan program ini didukung dengan kebijakan dari pemerintah Indonesia yaitu seluruh rumah sakit di indonesia harus menyelenggarakan program BPJS. Salah satu penyelenggara program BPJS adalah Rumah Sakit Umum Daerah Kota (RSUD Kota Bogor) dengan mayoritas pasien rumah sakit adalah pasien BPJS, yaitu 92.85% dari total pasien RSUD Kota Bogor di tahun 2017, tetapi pada tahun 2018 terjadi perubahan peraturan mengenai sistem rujukan rumah sakit sehingga RSUD mengalami penuruan jumlah pasien BPJS yaitu menjadi 90.11% dari total pasien RSUD Kota Bogor. Tujuan dari penelitian ini adalah Mengidentifikasi dan memetakan kondisi existing RSUD Kota Bogor, Mengidentifikasi dan menganalisis faktor lingkungan internal dan eksternal yang menjadi peluang, ancaman, kekuatan dan kelemahan RSUD Kota Bogor menggunakan metode SWOT dan Merumuskan Arsitektur Strategik yang tepat untuk diterapkan oleh RSUD Kota Bogor, metode arsitektur strategik dipilih karena memiliki karakter strategi yang fleksibel dengan jangka waktu yang cukup panjang, sehingga bila ada perubahan pada Bisnis atau terdapat tantangan baru di masa depan RSUD Kota Bogor dapat mengatasinya. Hasil analisis menggunakan SWOT menunjukan bahwa RSUD Kota Bogor memiliki 8 Kekuatan, 4 Kelemahan, 5 Peluang dan 2 Ancaman. Dengan 6 strategi S-O (agresif), 3 Strategi W-O (Konservatif), 2 strategi S-T ( Kompetitif) dan 1 Strategi WT (Defensif), lebih spesifiknya dari keseluruhan strategi tersebut RSUD memiliki 4 alternatif strategi untuk pengembangan pelayan pasien BPJS dan 8 alternatif strategi dalam pengembangan pelayanan pasien non BPJS. Dari pilihan strategi ini tercipta suatu arsitektur strategik yang berbentuk road map bagi RSUD Kota Bogor yang diharapkan dapat menjadi solusi dalam melakukan pengembangan Bisnis dalam 4 tahun kedepan.
Keyword: strategic architecture, business development, RSUD and SWOT

Judul: Performa kecoa madagaskar (Gromphadorhina portentosa) pada tipe tempat sembunyi yang berbeda
Abstrak: Madagascar cockroaches come from Madagascar Island in the southest of Africa Beach. This cockroaches is a giant cockroaches in the world and as big as a giant beetle that called as "giant cockroaches". Madagascar cockroaches is a giant cockroaches and have a different character with another cockroaches, that is big size and types that it make it looks like beetle, fizz, doesn't bite, doesn't have wings and outdorless so that these cockroaches harmless for human and can be keep as pets that quite popular all over the world because of it's unique.
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