Strategic Analysis of the Jogokariyan Mosque-Owned Enterprise Using the Social Business Model Canvas

Abstract

Mosque-based enterprises can strengthen institutional financial independence while simultaneously supporting religious, social, and community-empowerment functions, yet their business logic is rarely mapped as an integrated social-enterprise system. This study analyzes the strategy and business model of the Badan Usaha Milik Masjid (BUMM) of Jogokariyan Mosque, Yogyakarta, using the Social Business Model Canvas (SBMC). A descriptive qualitative case-study design was applied from 18 April to 17 July 2026. Data were obtained through interviews, observation, and documentation, followed by verbatim transcription, data reduction, thematic analysis, and mapping into 14 SBMC elements; credibility was strengthened through source and technique triangulation and member checking. The findings show that BUMM Jogokariyan pursues mosque economic independence through three interrelated strategic patterns: optimization of waqf assets, business diversification, and partnerships/profit-sharing arrangements. Its current SBMC integrates clear governance, external stakeholder collaboration, human and waqf resources, congregational trust, needs-based business activities, digital and interpersonal channels, community-oriented services, and reinvestment of business income into mosque operations, business development, da’wah, and social programs. However, social impact measurement remains largely informal. The final SBMC mapping therefore emphasizes measurable impact indicators, stronger digital channels and online travel agencies, customer-satisfaction surveys, entrepreneurship training, broader partnerships, and dedicated resources for empowerment and impact evaluation. The study demonstrates how a mosque-based enterprise can combine economic sustainability with social value creation in one business-model architecture.