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Belleflamme, Paul, and Nicolas Neysen. "A Multisided Value Proposition Canvas for Online Platforms." Journal of Business Ecosystems 2, no. 1 (January 2021): 1–14. http://dx.doi.org/10.4018/jbe.2021010101.
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Operators of digital platforms have to convince potential users that their intermediation and matchmaking services bring additional value in the market. To do so, they need to formulate a strong value proposition, which convinces users that joining the platform brings them larger value than staying out. In recent years, a number of frameworks have been developed to help entrepreneurs reflect on which elements should be included (or not) in their value proposition. In this paper, the authors argue that such tools do not necessarily offer a satisfactory answer, as they miss the specificities of platform-based business models. Hence, they propose an alternative tool that overcomes the limitations they identified and is more appropriate for nascent multisided platforms. They argue that it is crucial to identify the complementarities and potential conflicts between the wants, needs, and fears of the different groups of users that the platform connects, so as to formulate a set of interlocked value propositions.
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Belleflamme, Paul, and Nicolas Neysen. "A Multisided Value Proposition Canvas for Online Platforms." Journal of Business Ecosystems 2, no. 1 (January 2021): 1–14. http://dx.doi.org/10.4018/jbe.2021010101.
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Operators of digital platforms have to convince potential users that their intermediation and matchmaking services bring additional value in the market. To do so, they need to formulate a strong value proposition, which convinces users that joining the platform brings them larger value than staying out. In recent years, a number of frameworks have been developed to help entrepreneurs reflect on which elements should be included (or not) in their value proposition. In this paper, the authors argue that such tools do not necessarily offer a satisfactory answer, as they miss the specificities of platform-based business models. Hence, they propose an alternative tool that overcomes the limitations they identified and is more appropriate for nascent multisided platforms. They argue that it is crucial to identify the complementarities and potential conflicts between the wants, needs, and fears of the different groups of users that the platform connects, so as to formulate a set of interlocked value propositions.
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Carter, Michelle, and Chris Carter. "The Creative Business Model Canvas." Social Enterprise Journal 16, no. 2 (March 11, 2020): 141–58. http://dx.doi.org/10.1108/sej-03-2019-0018.
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Purpose Creative and cultural producers, like social enterprises, operate in a complex business environment where the value proposition is difficult to define, and the organisational motivations are not always financially driven. In the case of Australian visual artists, low incomes and limited access to government funding magnify the importance of developing sustainable business models. This paper aims to present the Creative Business Model Canvas (CBMC), a reinterpretation of Osterwalder and Pigneur’s CBMC (2010), for the benefit of a visual artist’s business planning. Design/methodology/approach This qualitative study uses data from semi-structured interviews to analyse and evaluate the effectiveness of the Osterwalder and Pigneur’s BMC (2010) for use by creative artists to understand the value of their artwork beyond traditional profit-driven business models. A modified canvas is presented to capture a clearer snapshot of creative arts practice with a focus on value propositions that possess dimensions of symbolic value. Findings This study found that the symbolic value of an artist’s practice is difficult to capture using Osterwalder and Pigneur’s CBMC (2010). An artist value proposition is composed of the artifact, artistic services and the artist’s identity. The creative CBMC, as a modified CBMC, captures aspects of the artistic identity such as professional achievements, personal life and the artist’s authenticity. Originality/value This study builds on Osterwalder and Pigneur’s CBMC and reimagines it for use by visual artists and art-based social enterprise organisations where the notion of value can be challenging to articulate.
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Pradana, Wibawa, Dwi Purnomo, and Anas Bunyamin. "PERANCANGAN MUTU BIOBRIKET MENGGUNAKAN TOOLS VALUE PROPOSITION CANVAS." Kumawula: Jurnal Pengabdian Kepada Masyarakat 4, no. 1 (May 10, 2021): 1. http://dx.doi.org/10.24198/kumawula.v4i1.29141.
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Biobriket menjadi salah satu produk yang dapat dihasilkan dari pemanfaatan kayu kaliandra dan limbah teh. Biobriket berbahan dasar kayu dan limbah teh ini merupakan hal baru, karena umumnya biobriket dibuat dari tempurung kelapa. Market testing diperlukan untuk mengetahui respon konsumen terhadap mutu dari biobriket yang dihasilkan. Respon konsumen nantinya digunakan untuk melakukan perancangan mutu biobriket agar dapat diterima konsumen dan memperluas pasar biobriket. Penelitian ini dilakukan menggunakan tools value proposition canvas dalam melakukan analisis respon konsumen untuk selanjutnya menjadi acuan dalam pembuatan biobriket.
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Äyväri, Anne, and Annukka Jyrämä. "Rethinking value proposition tools for living labs." Journal of Service Theory and Practice 27, no. 5 (September 11, 2017): 1024–39. http://dx.doi.org/10.1108/jstp-09-2015-0205.
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Purpose The purpose of this paper is to provide a conceptual analysis on value proposition tools to be used in future empirical research and in building managerial insight. The conceptual analysis focusses on a living lab framework and recent theoretical developments around the concept of value that are reflected in the context of three managerial tools for creating value propositions. Design/methodology/approach Using abductive reasoning, the descriptions of the tools were analysed as cultural texts, as language-in-use in a social context. Findings In the context of the living labs approach, the Value Proposition Builder™ (VPB) seems to conflict with the ideas and premises of user-centric innovation processes. In the Value Proposition Canvas (VPC), the co-creation aspect is rather vague, as the enterprise and its offerings are presented as creators of value for the customer. Thus, this tool somewhat contradicts the living lab approach. The People Value Canvas (PVC) is aligned with the service-dominant logic and the premises of living labs. However, all three tools largely neglect a deeper acknowledgement of the role of the wider context, the service ecosystem, and the role of networked actors as resource integrators. Moreover, none of the tools explicitly point out the role of enterprises as intermediaries in constructing invitations for value co-creation. Originality/value The paper contributes to the SDL and living labs literature by conceptual analysis on different value proposition tools; the VPB™, the PVC, and the VPC which are relevant for academics as well as practitioners creating new understanding and insights on the connectedness of the living labs framework and SDL as well as their relationship to managerial tools. By identifying the absent elements of S-D logic from managerial value proposition tools, the paper contributes to current discussions by giving attention from scholars towards investigating managerial tools and by providing a new conceptual analysis for future empirical research. The critical analysis of the managerial tools contributes to managerial practice by emphasising the need to consciously evaluate the benefits and failures of tools for developing their organisations.
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Swasty, Wirania. "Business Model Innovation for Small Medium Enterprises." Winners 16, no. 2 (September 30, 2015): 85. http://dx.doi.org/10.21512/tw.v16i2.1561.
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Indonesian economy through Small Medium Enterprises (SMEs) is expected to absorb labor and contribute to the growth of Gross Domestic Product. However, SMEs lack both managerial and technical skills. This research is about business model innovation for SMEs especially in fashion and garment industry. Study used qualitative approach by mentoring four selected SMEs in Babakan Penghulu Village– Cinambo Sub-District, Eastern Bandung. The tools used to analyze them including PEST analysis, Porter’s Five Forces,Resource Based View, Value Chain Analysis and Business Model Canvas. Finding suggests SMEs to have business model innovation derived from value proposition. SMEs should build their own brand awareness. Moreover, as garment and fashion industry, design can be a particularly important part of the Value Proposition. SMEs could communicate its value propositions and inform their service through its official websites and other social media. Since the intangible resources include brand and design, thus SMEs should build brand image and innovate year by year. SMEs must hire designers and launch a series of new products offers under the signature of their own brands. Ideation to strengthen strategies derives from value proposition building block as a starting point. Moreover, Business Model Canvas makes strategy more focused and measurable. Business model innovation is expected to increase overall performance of SMEs.
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Setiyawati, Erna, Andhika Saputra, and Rhian Indradewa. "Strategic Formulation Analysis to Build a New Business Startup “Jamu Partnership” in Indonesia." International Journal of Research and Review 8, no. 8 (August 26, 2021): 568–76. http://dx.doi.org/10.52403/ijrr.20210876.
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Background – PT Oesodo Alam Mandiri (PT OAM) is a startup company that was established to provide solutions to business opportunities and problems that are being faced by people in Indonesia. Before starting a business, it is necessary to analyze both internal and external factors, also carry out strategy formulation. The results of this analysis will assist in determining the right strategy and business model. Through the right strategy and business model, a newly established startup company will be able to compete and be sustainable. Method – Using Value Proposition Canvas, EFE, IFE, VRIO, CPM, SWOT, IE, QSPM, Porter’s Generic Strategy and Lean Business Canvas Model. Result – This analysis helps to determine the right business model for jamu partnership startup company. Keywords: Startup, Value Proposition Canvas, Lean Business Model Canvas, Jamu, Indonesia.
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Mahdi, Ammar Fathin, and Lukman Mohammad Baga. "BUSINESS MODEL CANVAS PERUSAHAAN PENGOLAH RUMPUT LAUT." Forum Agribisnis 8, no. 1 (July 19, 2018): 1–16. http://dx.doi.org/10.29244/fagb.8.1.1-16.
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Winner Perkasa Indonesia Unggul is a SME that sells product based on seaweed processing. The enterprise is trying to improve their business activity on seaweed processing products. The purposes of this research are to identify the existing business model at the enterprise, to evaluate the model, and to generate a new business model prototype with the Business Model Canvas method analysis. This research is a case study on a company, and conducted in March-May 2016. The data used are primary data in the form of interviews and internal company data, while qualitative analysis used to evaluate the business model, and the SWOT analysis method used to help generating new business model prototype. The results of this research were two alternative of business model prototype for the enterprise’s development in the future. The first alternative is trying to classify new customer segment, and followed by creating the new value proposition. With the additional of new customer segment and the new value proposition, it caused the enterprise to extend the channels by optimalizing technologies, and eventually increase the revenue stream of the enterprise. The second alternative is trying to increase the customer relationship by creating the new value proposition. It will raise the opportunity to make an alliance or partnership for helping the business activity of the enterprise. However, the changes on some parts of the business model will affect the enterprise’s cost structure.
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Petrov, Igor, Maxim Zemtsov, and Andrey Butyrin. "Digital transformation method for value mapping in public management." E3S Web of Conferences 110 (2019): 02151. http://dx.doi.org/10.1051/e3sconf/201911002151.
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This study addresses the issue of developing a model of value proposition in public management field. Value mapping is a vital feature for a digital modelling and analysis methods. The developed method is based on the Alexander Osterwalder business model canvas. An approach makes it possible to track the system intra-relations during a problem solving due to a value proposition and, accordingly, changes in the public management model. It represents an essential part of reference model for public management architecture and reveals the dependence of local municipalities on federal and regional state authorities due to financial shortage.
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Utama, Martin Senjaya Putra, and Kristina Sisilia. "Opportunity Analysis of Construction Retail Business Using Approach Value Proposition." Journal of Secretary and Business Administration 2, no. 2 (August 29, 2018): 74. http://dx.doi.org/10.31104/jsab.v2i2.50.
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The aims of this research are to find out the proposition value for Sumber Rizqie Abadi’s (SRA) customers, to find out the customer’s perceptions and expectations, to find out the result of value adjustment with customer’s perceptions, and to find out the value proposition’s role for SRA. This research is descriptive with qualitative approach. The techniques of collecting data are interview, observation, and documentation. This study implements design canvas value proposition taken from Alexander Osterwalder and Yves Pigneur to determine value proposition. This has the purpose to show the adjustment between value map from SRA and customer profile from SRA’s segment. Therefore, the result of the adjustment is able to reduce the gap from SRA’s value and customer perceptions value map as SRA’s area have three parts namely products and services, gain creator, and pain relievers. Meanwhile, the customer profile as the costumer’s area also has three parts, specifically jobs, gains, and pains. The results indicated that there are some gaps between the customer’s perceptions and SRA’s value. The gaps among others, the product quality same as the specification, the completeness of goods, supplying the industry needs, saving the money for building a dwelling, delivering the products to customers, and the products just available in SRA.
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Herawati, Novitha, Triana Lindriati, and Ida Bagus Suryaningrat. "PENERAPAN BISNIS MODEL KANVAS DALAM PENENTUAN RENCANA MANAJEMEN USAHA KEDELAI EDAMAME GORENG." JURNAL AGROTEKNOLOGI 13, no. 01 (June 18, 2019): 42. http://dx.doi.org/10.19184/j-agt.v13i01.8554.
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Business model canvas (BMC) is a strategic management and lean start-up template for developing new or documenting existing business models. It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances. It assists firms in their aligning activities by illustrating potential trade-offs. Business model canvas focuses on the idea of creating value in a business. The purpose of implementation of BMC was to determined the best business planning of fried edamame, when it applied to the industry or MSMEs (Micro, Small and Medium Enterprises). The method in the research used descriptive method, while the data analysis used qualitative analysis. Primary data collection was obtained from interviews. Analysis was done by compiling the initial hypothesis, hypothesis testing and verification of business model canvas (BMC). The results showed that the business model strategy for fried edamame products in the value proposition component were crispy, natural, labeled and applied good cooking oil for use. The customer segment component were the buyers of the entire Jember Regency including men and women over 20 years old with middle income. Components of revenue streams were fried edamame product sales, sale of unused oil, and sale of edamame peel to farmers, while the component channels were direct selling and retailers for fried edamame product.
Keywords: business model, fried edamame, strategy, value proposition
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Wijayanti, Nur, and Hety Handayani Hidayat. "Business Model Canvas (BMC) sebagai Strategi Penguatan Kompetensi UMKM Makanan Ringan di Kabupaten Kebumen, Jawa Tengah." JURNAL AGROINDUSTRI HALAL 6, no. 2 (October 15, 2020): 114. http://dx.doi.org/10.30997/jah.v6i2.2631.
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Micro, Small and Medium Enterprises (SME) Snack food in Kebumen Regency is a startup (starter entrepreneurial) that produces snacks, but have a good business model not yet. This study aims to determine the business strategy that is carried out, analyze the strengths and weaknesses of business processes, and provide recommendations for improving SME competencies using the canvas business model. The method used in this research is descriptive qualitative method. The results of the study illustrate that SME have a value proposition that is snacks in the form of healthy snacks and has local branding. To create value propositions, SME partners such as suppliers of raw materials and consumers, become the main SME resources to run production and distribution, which also requires costs. SME income is only through product sales. Recommendations from this research are to participate as sponsors in various community and humanitarian activities, cooperation and fostering of farmers, resellers, packaging improvements, halal product certification, and product development. Keywords: Business Model Canvas, Snack SME, Kebumen
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Fathurohman, Ferdi. "Model Bisnis Kawasan Perternakan Kabupaten Subang." Jurnal Ilmiah Ilmu dan Teknologi Rekayasa 1, no. 1 (March 29, 2018): 36–45. http://dx.doi.org/10.31962/jiitr.v1i1.1.
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Tujuan dari penelitian ini adalah untuk mengidentifikasi model bisnis canvas yang terdiri dari sembilan elemen dan memetakan bagaimana strategi yang digunakan untuk peningkatan dan pengembangan bisnis kawasan peternakan Kabupaten Subang. Jenis penelitian ini penelitian deskriptif studi kasus. Metode yang digunakan adalah metode kualitatif dan kuantitatif dengan sequential exploratory design. pengumpulan data dilakukan dengan wawancara mendalam, observasi dan menyebarkan kuisioner kepada para peternak dan kelembagaan di kawasan peternakan. Hasil yang diperoleh dimana model bisnis dikatakan sudah baik jika ditinjau dari sembilan elemen menurut konsep business model canvas. Penelitian ini menemukan bahwa kekuatan kawasan peternakan adalah pada kategori tinggi. Peluang sangat tinggi pada segmen pelanggan dan ancaman tinggi pada value propositions. Maka dari itu, kawasan peternakan Cinagarabogo Kabupaten Subang disarankan untuk melakukan pengembangan bisnis dengan cara; menambah segmen pelanggan yaitu kalangan rumah makan, DKM mesjid dan perusahaan besar, meningkatkan value proposition dengan membuka kios daging dan membuka usaha olahan daging, membuat website, melakukan konsinyasi dengan beberapa sales points dan melakukan kerjasama dengan perguruan tinggi dan mencari freelance web developer.
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Pokorná, J., L. Pilař, T. Balcarová, and I. Sergeeva. "Value Proposition Canvas: Identification of Pains, Gains and Customer Jobs at Farmers' Markets." Agris on-line Papers in Economics and Informatics 7, no. 4 (December 30, 2015): 123–30. http://dx.doi.org/10.7160/aol.2015.070412.
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Ladd, Ted. "Does the business model canvas drive venture success?" Journal of Research in Marketing and Entrepreneurship 20, no. 1 (July 9, 2018): 57–69. http://dx.doi.org/10.1108/jrme-11-2016-0046.
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Purpose The purpose of this paper is to explore the efficacy of Osterwalder and Pigneur’s Business Model Canvas for 271 teams competing in a venture pitch competition during a cleantech accelerator program. Design/methodology/approach It uses competition results and data from a website used by participants to track their hypothesis construction and testing. Findings Teams that used the elements of customer segment, value proposition, key activities or key partnerships performed significantly better in the competition. Yet of all nine elements in the Canvas, only customer segmentation showed a significant linear bivariate correlation between the number of validated hypotheses and performance. Finally, teams that heavily used a triumvirate of elements composed of customer segmentation, value proposition and channel performed two times better than teams that barely used these elements. Research limitations/implications The findings of this exploratory analysis imply that the components of a business model that explain and predict early success might be different than those for a more mature firm. Practical implications These results suggest that practitioners could improve early performance by narrowing their scrutiny to just the triumvirate, because the Canvas may contain components that are unhelpful for entrepreneurs as they form a business model for their nascent venture. Originality/value This paper fills a gap by empirically testing the prediction that application of the Business Model Canvas drives venture success and providing a revise definition for a business model that is more appropriate for start-up ventures.
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Hlinenko, Larysa, and Yurii Daynovskyy. "Development of the IoT business models according the BMC template." Marketing and Digital Technologies 5, no. 1 (March 14, 2021): 42–73. http://dx.doi.org/10.15276/mdt.5.1.2021.4.
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The aim of the article. Internet of Things (IoT) technologies deeply affect business development and, as a consequence, business models (BMs) as a way of doing business by its actors. Conventional firm-centric e-business models are not always good for the IoT due to its ecosystem nature; implementing innovative models faces a number of challenges. It is a BMC (Business Model Canvas) template that is mainly used to create business models at enterprise level. Modified in accordance with the specifics of IoT, BMC templates overcome the limitations of the classical BMC and provide interrelated BMC solutions for the different layers of the IoT architecture. However, all of these templates, when modelling value propositions, focus only on the current state of consumer needs. The models ignore the interdependencies between the allowable attribute values of the certain BMC blocks, in particular between key resources, value proposition and revenue model. The article aims to analyse the IoT business models based on BMC, to identify the effective values of individual components of the BMC and the expediency of combining them within a particular BM and to specify means of taking into account the changing state of consumer needs in the formation of the BMC components. Analyses results. The IoT outlines a paradigm relying on a continuous set of things which interact with forming a worldwide dynamic network. The functionality of the IoT device sets the technological constraints and perspectives for value propositions and revenue generation modesl. The analysis of the proposed variants of IoT BMC and their successful implementation cases provided for clarification and generalisation of effective value propositions consistent with IoT specificity. For each of these value propositions the compatible revenue models and required functions of IoT devices were identified. In accordance with the proposed sophisticated classification of the IoT device functionalities, the valid types of IoT devices as a key resource for the realisation of a particular value proposition were identified. The formation of the BM should start from developing the concept of value offered to the consumer. To be effective the creation of the value proposition should be preceded by the identification of the consumer need and the state of its satisfaction by existing means. This state can be the following one: the need exists, but is not recognized by consumers and is not satisfied by existing means at all; the need exists and is identified by consumers but is not satisfied by existing means at all; the need is clear to consumers but is not fully satisfied by existing means. In the first two cases, the value proposition should ensure meeting the need at a minimum sufficient level. In case the means of satisfying the need exist, it is necessary to assess the current state of satisfying the need and to determine the extent to which the proposed IoT solution would change this state. The lines of development of needs and means of their satisfaction, adapted to the specifics of the particular need and IoT at large, are proposed to be used for assessing the state of need satisfaction. Specificity of IoT requires supplementing the set of lines of development of needs and satisfaction means with the lines launched by IoT possibilities. Several such lines, in particular, the line of increasing the consumer's awareness and the line of increasing the ideality of the final need satisfaction, have been proposed. A matrix of need parameters has been developed to simplify the consideration of the content and state of need in the formation of value and revenue models. Conclusions and directions for further research. The importance of taking into account the characteristics of needs in value proposition design makes it necessary to identify "Needs" as a distinct BMC component described by a set of specific attributes. The values of these attributes, together with the resources of the participants, provide the basis for the value proposition content and affect the choice of the revenue model. Setting the attribute values requires determining the current and expected state of needs and the means of meeting them on relevant lines of development, the further elaboration and parameterisation of which, taking into account the specificity of IoT, is the subject of further research. The result of the digital service provided by the IoT device appears to be a key innovative element of the IoT value proposition. That suggests the separating the "IoT contribution" element in the "Value proposition" component of the BMC or introducing it as a BMC component to reflect the relevant digital service. The content of the service will determine the functionality of the IoT device and the IT infrastructure requirements. When defining the value proposition, the real change in the state of all the components of the IoT ecosystem causing changes in the prioritisation of individual needs should also be considered. Clarifying the concept of the value proposition, the needs it satisfies and the specific "IoT component" of value creates the basis for identifying consumer segments and the ways of interacting with them. Compatibility and effectiveness of the joint use of specific value propositions and revenue models as well as compliance of the value proposition content, cost and promotion to the target consumer demands should be also considered when specifying the blocks of BMC. The BMC is to be built for each of the ioT ecosystem partners. The present research recommendations refer mainly to developers and manufacturers of IoT devices and service providers; the construction of the BMC for other IoT system key players (platform providers/providers, system integrators and marketplace providers), as well as the problem of these models coordination, should be the subjects of separate research. Keywords: Internet of Things (IoT), business model, Business Model Canvas (BMC), value proposition, revenue model
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Mahmudi, Humam. "REMODELING BISNIS REMODELING BISNIS PT SASAKURA INDONESIA DENGAN MENGGUNAKAN BUSINESS MODEL CANVAS (BMC)." JRMSI - Jurnal Riset Manajemen Sains Indonesia 9, no. 2 (September 27, 2018): 352–73. http://dx.doi.org/10.21009/jrmsi.009.2.10.
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Beberapa tahun terkahir PT Sasakura Indonesia mengalami penurunan keuntungan selama tahun 2016-2017. sehingga yang semula setahun dapat menghasilkan keuntungan perusahaan sebesar 3 milyar Rupiah, namun pada saat itu perusahaan justru merugi sebesar 2,19 milyar Rupiah. Kerugian ini sebagai dampak dari kondisi global dan kondisi ekonomi dalam negeri. Dalam kondisi profit yang terus merosot ini PT Sasakura Indonesia patut mengadakan perubahan. Sehingga dalam menghadapi permasalahan yang ada tersebut, PT Sasakura Indonesia perlu melakukan penyesuaian Bussines Model Canvas (BMC) yang baru. Perusahaan perlu menelaah kembali posisi SWOT perusahaan saat ini, kemudian membuatkan business model canvas dalam upaya memperbaiki model bisnisnya. Business Model Canvas ini juga dapat membantu perusahaan untuk mengenali apa yang menjadi value proposition perusahaan, serta bagaimana membangun dan menjalankan key activities dan key resources dalam menciptakan value proposition dan mendapatkan revenue streams, memahami bagaimana produk dan jasa yang ditawarkan perusahaan dapat dikomunikasikan dengan baik kepada konsumen. Data dari dokumen laporan dalam bentuk hard copy maupun soft copy yang ada di PT Sasakura Indonesia sekaligus sebagai perusahaan yang di teliti. Jenis data primer yaitu data yang berasal langsung dari sumber data yang dikumpulkan secara khusus dan berhubungan langsung dengan permasalahan yang di teliti dengan cara observasi, wawancara, Sedangkan jenis data sekunder diperoleh melalui kajian pustaka, review penelitian relevan sebelumnya, dokumen dan laporan rutin perusahaan. Hasilnya dapat diketahui posisi perusahaan berdasarkan review SWOT, yang menunjukkan bahwa perusahaan PT Sasakura Indonesia masih memiliki peluang cukup baik untuk merebut pasar atau konsumen, dimana strategi yang dapat digunakan yaitu kombinasi strategi Strength-Opportunity. Denggan begitu dapat dibuatkan remodelling business model canvas baru yang selaras dengan posisi SWOT dan strategi baru yang mendukung terlaksananya business model canvas baru yang dibuat.
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Bagindo, Mawardi Ps, Bunasor Sanim, and Teguh Saptono. "Model Bisnis Ekowisata di Taman Nasional Laut Bunaken dengan Pendekatan Business Model Canvas." MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah 11, no. 1 (August 10, 2016): 80–88. http://dx.doi.org/10.29244/mikm.11.1.80-88.
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The role of tourism sector increasingly important in line with the development of Indonesian economic structure leading to services sector. Business modelling approach is one of the critical factor to the success of an organization. Bunaken National Marine Park in North Celebes is a representative of the tropical water ecosystem in Indonesia that consists of mangrove, seagrass, coral reefs and coastal. The objective of this research were to identify the business modelling of Bunaken and to analyze its improvements using descriptive-qualitative method. Business modelling method were analyzed by business model canvas 9 building block. Increasing of the value proposition, costumer segment, costumer relationship would be affected to revenue stream organization. Supporting the value proposition needed key activities, key resources and key partnership. The management of Bunaken should have the appropriate human resources to apply this modelling.
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Meng, Li, Sekhar Somenahalli, and Stephen Berry. "Policy implementation of multi-modal (shared) mobility: review of a supply-demand value proposition canvas." Transport Reviews 40, no. 5 (May 5, 2020): 670–84. http://dx.doi.org/10.1080/01441647.2020.1758237.
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MAHDAVIMAZDEH, HOSSEIN, LOREN FALKENBERG, and MADELYNN STACKHOUSE. "THE INNOVATION VALUE CANVAS: A GUIDE TO DEFINING VALUE PROPOSITIONS AND TARGET CUSTOMERS FOR COMMERCIALIZATION OF TECHNOLOGICAL INNOVATIONS." International Journal of Innovation Management 24, no. 02 (February 1, 2019): 2050012. http://dx.doi.org/10.1142/s1363919620500127.
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Many innovations result from firms following theories and models of innovation such as disruptive innovation, blue ocean innovation, etc. Yet, there are many other innovations that are not developed through these models and rather stem from technological pushes and research and development efforts. The commercial success of these innovations is contingent upon existence of a good fit between the technological innovation and the accompanying business model. To date, this fit has been mostly sought through trials and errors. In this paper, we develop a framework for analytically choosing and aligning two important components of the business model — value proposition and target market — to fit the technological innovations. We illustrate the framework using case examples of products in the market.
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Wit, Bogdan, Piotr Dresler, and Anna Surma-Syta. "Innovation in Start-Up Business Model in Energy-Saving Solutions for Sustainable Development." Energies 14, no. 12 (June 16, 2021): 3583. http://dx.doi.org/10.3390/en14123583.
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Socially expected innovations are innovations considering sustainable development. The subject of the paper focuses on the business model of a start-up providing energy saving services to local government units using smart technologies of Industry 4.0 in the aspect of low touch economy. A methodical critical literature review including quantitative and qualitative assessment, stakeholder analysis and business modeling techniques using Business Model Canvas and Triple Layer Business Model Canvas (TLBMC) was conducted. In addition, an in-depth analysis of a start-up case study was conducted. The research questions are related to the interpretation of the organization’s business data and methods of interpreting Sustainability 3.0 business solutions. The research questions were directed to the challenges regarding the creation of the organization’s sustainable business model architecture and the Business Sustainability 3.0 sustainable business imaging concept. The research objective is to design a sustainable business model of a start-up providing energy-efficient services to local government units, whose value proposition refers to an extended sustainable value that meets the economic, social and environmental needs of society. The integration of sustainability in the sustainable business model of the start-up allowed to achieve the research objective of designing a sustainable value proposition that meets the economic, social and environmental needs of society.
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Jones, Laundette P., Jimmie L. Slade, Felicia Davenport, Sherie Lou Z. Santos, and Cheryl L. Knott. "Planning for Community Scale-Up of Project HEAL: Insights From the SPRINT Initiative." Health Promotion Practice 21, no. 6 (January 24, 2019): 944–51. http://dx.doi.org/10.1177/1524839918824087.
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Project HEAL (Health through Early Awareness and Learning) is an evidence-based intervention rooted in health behavior change theory and aims to increase cancer awareness and early detection through African American faith-based organizations. This study explored the potential for broader scale-up and dissemination of Project HEAL with the team’s participation in a training program called Speeding Research-Tested INTerventions (SPRINT). The SPRINT training was framed using tools from the Business Model Canvas and the Value Proposition Canvas to guide trainees in designing (1) compelling value propositions, (2) a minimal viable product, and (3) questions to gain critical insight from various stakeholders during a process called Customer Discovery. We report on our experiences and insights on intervention scale-up that we gained from the training, including key findings from 41 discovery interviews conducted with various stakeholders of the church. We learned several valuable lessons from the discovery interviews such as scale-up will likely be more incremental than immediate. Additional refinement is needed to scale up the intervention for “real-world” application, such as making our technology more user-friendly and including additional health topics beyond cancer. We discuss how insights from the training refined our plans for future scale-up and dissemination in a constituent-informed way.
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Sort, Jesper C., and Christian Nielsen. "Using the business model canvas to improve investment processes." Journal of Research in Marketing and Entrepreneurship 20, no. 1 (July 9, 2018): 10–33. http://dx.doi.org/10.1108/jrme-11-2016-0048.
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Purpose The purpose of this paper is to investigate how entrepreneurs market their business opportunities towards business angels in the investment process. This is achieved by introducing the business model canvas as a mitigating framework to help entrepreneurs in communicating and structuring the information desired by business angels. Design/methodology/approach This paper mobilises a case study approach by following a series of investment processes and investment meetings between entrepreneurs and business angels through 27 semi-structured interviews as well as participant observation and qualitative participant feedback from 13 investment processes. Findings The findings illustrate how introducing a framework like the business model canvas helps alleviate the informational and communication challenges between entrepreneurs and business angels. However, some problems occurred when the entrepreneurs and the business angels did not fully agree on the value proposition of the investment opportunity. Research limitations/implications The findings show that entrepreneurs who market their business cases to investors obtain better feedback and a higher chance of funding using the business model canvas. Implications of this paper also relate to the preparation of the entrepreneurs and that matchmakers between entrepreneurs and investors can use the business model canvas to facilitate such processes. Originality/value This paper contributes to both the theory of the investment process as well as the application of the business model canvas.
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Almeida, Fernando. "Concept and Application of Entrepreneurship Business Canvas Abstract." International Journal of E-Entrepreneurship and Innovation 7, no. 2 (July 2017): 23–43. http://dx.doi.org/10.4018/ijeei.2017070102.
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The executive summary is a fundamental element of a business plan, being essential to present it in a concise, practical and objective manner. This article presents an innovative approach of building an executive summary that facilitates its creation and maintenance process. For this purpose, a canvas model framework consisting of five building blocks is proposed, respectively: product presentation, value proposition, marketing analysis, strategic positioning, and financial analysis. This framework was adopted and validated in the context of an entrepreneurship classroom. The findings indicate that three benefits stand out, namely the offer of a more focus tool, clear and concise and fast to build. The perception of these benefits is greater for students with previous experience as entrepreneurs, being independent to the origin course of students and their professional experience.
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Debarliev, Stojan, and Sanja Mitrovska. "Creating Distinctive Value Proposition in Tourism by Business Model Tools: Case Study of the City of Ohrid." European Scientific Journal, ESJ 12, no. 35 (December 31, 2016): 82. http://dx.doi.org/10.19044/esj.2016.v12n35p82.
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The purpose of this paper is creating distinctive value proposition and recognizable destination brand through integration of different activities and actors in the segment of tourism by application of a business model tool. To illustrate the application of the “Business model canvas” tool, it was taken a case study of the city of Ohrid, which is one of the most beautiful tourist destination on the Balkan Peninsula, protected by UNESCO, but at the same time confronted with many problems in tourism, as many tourist destinations in the world. Besides, the application of the methodology of “business model canvas”, we carried out interviews and an empirical survey on “creators” and “consumers” of tourism in the city of Ohrid. The results of the overall research, the created tourist model of Ohrid, as well as the supported research instruments, interviews and empirical survey bring some interesting ideas and solutions for many contemporary issues in tourism, such as: integrated tourist offer that lasts 12 months, combined with diverse types of tourism, highly professional service and shared values, widely differentiated accommodation with clear targeting and positioning strategy, as well as focused tourist zones that cover certain type of tourism for a pleasant stay and experience e of tourists with necessary supporting services for the full functionality. The main idea is the wide diversity of offers to be integrated into one story, supported from citizens as well as from all key partners who believe in the city brand called Ohrid.
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Monastyrnaya, Elena, Gwenola Yannou Le Bris, Bernard Yannou, and Gaëlle Petit. "A template for sustainable food value chains." International Food and Agribusiness Management Review 20, no. 4 (July 24, 2017): 461–76. http://dx.doi.org/10.22434/ifamr2015.0061.
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This paper proposes a template to assist food value chain actors in their collaborative efforts to develop common sustainable strategies and business models. Inspired by the simplicity of the Business Model Canvas, the template reintroduces sustainable practices as a support for management solutions for sustainable food value chains. The template requires cooperation between actors and stakeholders and comprises three steps: (1) identification of needs for sustainability; (2) development of value chain practices aimed to deliver sustainable value, and assignment of responsibilities to actors for these practices; and (3) formulation of a sustainable value proposition. The template also allows a simple graphical representation of sustainability in value chains, which helps improve communication between actors, and allows stakeholders to be kept informed. The template is applied to a sustainable pork value chain to illustrate how it captures various aspects of sustainability in the pork industry.
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Amin, Amirullah Muh, Lukman M. Baga, and Netti Tinaprilla. "Strategi Perencanaan Model Bisnis Perusahaan Jasa Konsultan Arsitektur dan Jasa Kontraktor PT Architectaria Media Cipta." MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah 13, no. 1 (April 9, 2018): 55. http://dx.doi.org/10.29244/mikm.13.1.55-65.
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PT Architectaria Media Cipta is an architectural consulting and contractor company.The purpose of this research is to describe and improve the business model used by PT Architectaria Media Cipta based on Business Model Canvas (BMC) approach and SWOT analysis, and then develop a new business model prototype for PT Architectaria Media Cipta using Blue Ocean Strategy (BOS).BMC consist of customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structures. The data collected bystructured interview.There are seven unsurts that need to be improved in a major way, and the two unsurts are remedied in a minor.The new business model prototype is created with a new value proposition that makes home and office furnishings products with unique designs, fixed size, light weight that can be sold massively through webstores and marketplace. Innovative products made by utilizing waste materials with the concept of re-use and re-cycle, therefore) the selling price of the product remains affordable.
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Pawar, Sanjay Krishnapratap, Swati Vispute, Tajamul Islam, and Ruby Chanda. "International students’ motivations for studying in Indian universities: Implications for value proposition and positioning strategies." Research in Comparative and International Education 15, no. 2 (April 17, 2020): 158–70. http://dx.doi.org/10.1177/1745499920910579.
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Universities today devote serious effort to attract international students. The purpose of this research is to understand the motivation factors that impact international student choices in selecting Indian higher education as a study-abroad destination. This quantitative study examines the choice criteria of 249 full-time international students from the countries of Asia and Africa. A number of choice factors were identified. Results indicate that international students at Indian universities consider ‘university characteristics’ and ‘influence of social networks’ as the most important motivation factors that determine destination choice. The study findings suggest a value proposition canvas consisting of teaching quality, university rankings, safety and availability of academic courses as its foremost constituents. The paper notes decision-making influences and identifies implications for marketing actions of a developing host country operating in a competitive international student market.
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Kaufmann, Michael. "Big Data Management Canvas: A Reference Model for Value Creation from Data." Big Data and Cognitive Computing 3, no. 1 (March 11, 2019): 19. http://dx.doi.org/10.3390/bdcc3010019.
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Many big data projects are technology-driven and thus, expensive and inefficient. It is often unclear how to exploit existing data resources and map data, systems and analytics results to actual use cases. Existing big data reference models are mostly either technological or business-oriented in nature, but do not consequently align both aspects. To address this issue, a reference model for big data management is proposed that operationalizes value creation from big data by linking business targets with technical implementation. The purpose of this model is to provide a goal- and value-oriented framework to effectively map and plan purposeful big data systems aligned with a clear value proposition. Based on an epistemic model that conceptualizes big data management as a cognitive system, the solution space of data value creation is divided into five layers: preparation, analysis, interaction, effectuation, and intelligence. To operationalize the model, each of these layers is subdivided into corresponding business and IT aspects to create a link from use cases to technological implementation. The resulting reference model, the big data management canvas, can be applied to classify and extend existing big data applications and to derive and plan new big data solutions, visions, and strategies for future projects. To validate the model in the context of existing information systems, the paper describes three cases of big data management in existing companies.
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Muadzan, Teuku Ghalib, and Bernardus Yuliarto Nugroho. "Analisis Optimasi Model Bisnis Perusahaan Fintech Berbasis Equity Crowdfunding Menggunakan Business Model Canvas." Syntax Literate ; Jurnal Ilmiah Indonesia 6, no. 6 (June 19, 2021): 3065. http://dx.doi.org/10.36418/syntax-literate.v6i6.2919.
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Seiring dengan perkembangan teknologi dan internet, proses pengumpulan dana menjadi lebih modern dengan ruang lingkup yang lebih besar yang dikenal dengan istilah crowdfunding. Terlebih dengan munculnya perusahan-perusahan yang fokus pada financial technology dan meningkatnya minat investasi pada generasi millenial, crowdfunding khususnya yang berbasis investasi menjadi salah satu tujuan investasi yang menarik. Santara sebagai perusahaan equity crowdfunding pertama berizin OJK berusaha membuat platform investasi dengan tujuan pengembangan UKM yang ada di Indonesia. Penelitian ini bertujuan untuk mengetahui gambaran model bisnis Santara saat ini dengan Business Model Canvas dan memberikan rekomendasi Business Model Canvas yang baru untuk ditawarkan ke Santara. Metode penelitian ini menggunakan mixed methods dengan model desain concurrent embedded. Teknik pengumpulan data kualitatif dengan melakukan wawancara dengan 5 narasumber dan kuantitatif dengan menyebarkan kuesioner kepada 8 narasumber di Santara. Teknik analisis data menggunakan reduction, data display, conclusion serta analisis SWOT dari hasil kuesioner dengan menggunakan Skala Likert. Hasil penelitian ini menunjukkan bahwa dari sembilan blok Business Model Canvas ada tujuh blok Business Model Canvas yaitu customer segment, value proposition, channel, customer relationship, key activity, key partnership dan cost structure yang ada penambahan pada blok bangunan masing-masing.
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Pratama, Melati. "Strategi Pengembangan Pindang Palembang menggunakan Model Bisnis Canvas (MBC) untuk Wisatawan." Pusaka: Journal of Tourism, Hospitality, Travel and Business Event 3, no. 1 (January 27, 2021): 37–43. http://dx.doi.org/10.33649/pusaka.v3i1.67.
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Pindang Palembang is one of traditional culinary in South Sumatra which had uniqe special taste like sour, salty and sweet flavour. But, this culinary was not popular in tourist who come in Palembang. So, strategy of development for Pindang palembang need to be done. Development strategy was conducted based on BMC (Business Model Canvas) method by interview dan share quitioner with 24 hotels tourist. The initial identification showed that there were 24.39% foreign tourists who interst to Pindang palembang, the number of 45.45% taste was be value proposition, only 33.33% hotels gave offers about Pindang, the number of 30.91% uniqe was be customer relationships, the easy channel to reached was 85.37% online, the number of 66.67% hotels promoted Pindang palembang, 91.67% hotels had chef and 83.33% had website. By 7 elements, 78% cost structure low but it did’t have appreciations. BMC showed that, there were many factors affected Pindang development such as tourist attractions to Pindang, value of Pindang, mitra, promotion, media online, innovation and competence people who can developed Pindang to be interested taste.Pindang Palembang is one of traditional culinary in South Sumatra which had uniqe special taste like sour, salty and sweet flavour. But, this culinary was not popular in tourist who come in Palembang. So, strategy of development for Pindang palembang need to be done. Development strategy was conducted based on BMC (Business Model Canvas) method by interview dan share quitioner with 24 hotels tourist. The initial identification showed that there were 24.39% foreign tourists who interst to Pindang palembang, the number of 45.45% taste was be value proposition, only 33.33% hotels gave offers about Pindang, the number of 30.91% uniqe was be customer relationships, the easy channel to reached was 85.37% online, the number of 66.67% hotels promoted Pindang palembang, 91.67% hotels had chef and 83.33% had website. By 7 elements, 78% cost structure low but it did’t have appreciations. BMC showed that, there were many factors affected Pindang development such as tourist attractions to Pindang, value of Pindang, mitra, promotion, media online, innovation and competence people who can developed Pindang to be interested taste.
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Septandi, Deni, Hartoyo ., and Eva Z. Yusuf. "Yeobo Topokki franchise business development strategy with business model canvas approach." Research, Society and Development 9, no. 9 (August 14, 2020): e117997036. http://dx.doi.org/10.33448/rsd-v9i9.7036.
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Indonesians in general especially for younger generation, are more familiar with foreign cultures rather than being used to their own domestic culture, this phenomenon also occurred to the food aspect as a culture. This research aims to examine the development strategy of business model canvas approach in Yeobo Topokki franchise. The method used in this study is a descriptive business model, canvas model, and SWOT Analysis. The research was conducted in CV Usaha Anak Bangsa Perkasa which is located in Grand Depok City, Kalimulya, Depok, West Java. This study was conducted in April 2019 until December 2019. The results indicated that Yeobo Topokki accepted the business model improvement and the results of the strategy formulation that the company was in an aggressive position. Based on this analysis, it can be concluded that companies need to create value-added elements of the value proposition to create interest from prospective customers, such as by doing some certification on the products offered.
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Septandi, Deni. "Yeobo Topokki Franchise Business Development Strategy with Business Model Canvas Approach." e3 6, no. 2 (December 19, 2020): 033–45. http://dx.doi.org/10.29073/e3.v6i2.253.
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Indonesians in general especially for younger generation, are more familiar with foreign cultures rather than being used to their own domestic culture, this phenomenon also occurred to the food aspect as a culture. This research aims to examine the development strategy of business model canvas approach in yeobo topokki franchise. The method used in this study is a descriptive business model, canvas model, and SWOT Analysis. The research was conducted in CV Usaha Anak Bangsa Perkasa which is located in Grand Depok City, Kalimulya, Depok, West Java. This study was conducted in April 2019 until December 2019The results indicated that Yeobo Topokki accepted the business model improvement and the results of the strategy formulation that the company was in an aggressive position. Based on this analysis, it can be concluded that c ompanies need to create value-added elements of the value proposition to create interest from prospective customers, such as by doing some certification on the products offered .
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García-Muiña, Fernando E., María Sonia Medina-Salgado, Anna Maria Ferrari, and Marco Cucchi. "Sustainability Transition in Industry 4.0 and Smart Manufacturing with the Triple-Layered Business Model Canvas." Sustainability 12, no. 6 (March 18, 2020): 2364. http://dx.doi.org/10.3390/su12062364.
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Sustainability transition is becoming increasingly relevant at a manufacturing level, especially for resource- and energy-intensive industries. In addition, the 4.0 industry paradigm opens new opportunities in terms of sustainable development. The aim of this research is to analyze the introduction of sustainability in the corporate value proposition, through the evolution from a traditional to a sustainable business model. The business model innovation will be investigated in the case of a ceramic tile producer in the district of Sassuolo, Italy. The company has introduced several sustainability practices over the years and, through investments in Industry 4.0 technologies, is able to conduct impact assessments of its production process. The applied tool for the business model transition will be the Triple-Layered Business Model Canvas by Joyce and Paquin. The results illustrate the new company’s sustainable value proposition, considering all three pillars of sustainability: environment, economy, and society. Despite the limitations resulting from the individual case study, the findings can be easily adapted to other ceramic tile companies in the sector. Besides, the paper could inspire other manufacturing companies in the drafting of a sustainable business model. The paper explores the still limited literature on the application of sustainable business models in operational scenarios.
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Sugiyanto, Muhammad Aditya Pratama, and Endang Wahyuningsih. "Formulasi Strategi Menggunakan Bisnis Model Canvas." Coopetition : Jurnal Ilmiah Manajemen 12, no. 1 (March 1, 2021): 87–94. http://dx.doi.org/10.32670/coopetition.v12i1.142.
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The fashion industry plays an important role in the growth of the national creative industry which absorbs a lot of employment. Business actors selected as samples of this study were 4 distribution stores (Distros), located on Jl Padjadjaran, Bandung. Increasingly fierce competition is a major problem, marked by declining income and profitability. The purpose of this research is to formulate a distribution business strategy using SWOT analysis and BMC. Qualitative and quantitative descriptive research approaches were used in this study. Qualitative research to identify the factors of strengths, weaknesses, opportunities and threats. The results of the study found several factors from the elements of the SWOT analysis, as a basis for conducting quantitative analysis, which resulted in an aggressive strategy that had to be developed. Based on this strategy it is formulated in the form of a business model canvas. The distros business needs to be developed more aggressively in terms of Customer Segment, value proposition, channels, and customer relationships so that company revenue can increase. Companies also need to emphasize the development of the aspects of key business activities, key partners and the effectiveness of utilizing key resources so that the company can carry out cost efficiency. The finding of this study is that BMC can be used to describe briefly but completely as an effort to formulate a strategy for the results of SWOT analysis.
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Mazza Basya, Maziyah, Rafi Setya Iqbal Pratama, and Muhammad Iqbal Surya Pratikto. "Strategi Pengembangan Fintech Syariah Dengan Pendekatan Business Model Canvas di Indonesia." OECONOMICUS Journal of Economics 4, no. 2 (June 5, 2020): 180–96. http://dx.doi.org/10.15642/oje.2020.4.2.180-196.
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Penelitian ini bertujuan untuk menjelaskan strategi pengembangan Fintech syariah dalam menghadapi persaingan bisnis dengan kompetitor lain. Peneliatian ini menggunakan metode kualitatif dengan pendekatan Business Model Canvas (BMC) yang membahas teori atau mencari referensi yang relevan dengan topik yang di angkat. Peneliti ini menemukan bahwa dalam mengembangkan perusahaan fintech syariah di era disruptif saat ini, harus mempunyai model bisnis yang akan menjadi pondasi dasar dalam menjalankan bisnis berbasis teknologi. Model bisnis tersebut adalah model bisnis kanvas yang memiliki sembilan bagian bangunan, diantaranya: key partnership, key resources, key activities, value proposition, customer segment, customer relationship, channels, cost structure, revenue stream. Namun dalam syariah menambah satu bagian bangunan yaitu syariah compliance. Berdasarkan dari pengelohaan atas pembagian bangunan meemberikan hasil atas strategi pengembangan fintech syariah.
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Surya, Roberta Zulfhi, and Rosliana Rosliana. "BRAINSTORMING BUSINESS MODEL CANVAS PADA FORMULASI STRATEGI “RABUK DIYANG” SEBAGAI PRODUK KHAS KABUPATEN INDRAGIRI HILIR." Selodang Mayang: Jurnal Ilmiah Badan Perencanaan Pembangunan Daerah Kabupaten Indragiri Hilir 6, no. 1 (May 2, 2020): 8–14. http://dx.doi.org/10.47521/selodangmayang.v6i1.141.
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This research uses integrating brainstorming method and Business Model Canvas, model is done with brainstorming method. The Canvas Business Model covers nine blocks, Customer Relationships, Key Partners, Value Propositions, Customer Segments, and cash flow, key resources (key resources), key activities (key activities) and cost structures (cost structures). The result of the research shows strategy with Business Model Canvas can effectively and efficiently in determining Rabuk Diang Empowerment Group strategy
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Vasilieva, E. V. "Business strategy design methodologies: from product design to platform design." Upravlenie 9, no. 2 (July 1, 2021): 76–89. http://dx.doi.org/10.26425/2309-3633-2021-9-2-76-89.
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The article presents an analysis of modern methodologies that are successfully used for the development of innovative products and ecosystem platforms. The paper describes the tools of the “Jobs To Be Done” approach. The author highlights the differences between the two concepts “Jobs-As-Activities” and “Jobs-As-Progress”. The study emphasizes the importance of studying the digital client path. The publication presents by step-by-step an algorithm for constructing a strategy for bringing a new offer to the market based on the “Jobs To Be Done” method. The article presents examples of filling in the Job stories Canvas, interview framework in “Jobs To Be Done” format, Process Making Forces Canvas.The study shows the tools that are successfully used in creating a business strategy based on an ecosystem platform. The paper substantiates the importance of customer-oriented approach and switching to an ecosystem approach to the development of a business model. The author highlights the benefits from the ecosystem of the user, business owner and partners.The study gives an overview of ecosystem types according to the Gartner classification with examples in Russian ecosystems. The author provides tools of the Platform Design (Platform Innovation Kit) which allow you to develop an integrated environment for the development of the customer experience, to improve consumer goods and services: VRIO framework, a Matrix of Motivation, the Ecosystem Platform Relations Canvas, Training Mechanism Canvas, Value Proposition Canvas and Platform Business Models Canvas. These tools expand the design thinking portfolio.
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Majidah, Majidah, Cahyaningsih Cahyaningsih, Rr Sri Saraswati, and Wahdan Arum Inawati. "Self-Identification of Homestay Management Problems and Canvas Business Model." Journal of Innovation and Community Engagement 2, no. 1 (August 1, 2021): 1–10. http://dx.doi.org/10.28932/jice.v2i1.3549.
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Laksana Village is in Ibun Sub-District, Bandung District. Geographically, Laksana Village is close to the Kamojang Tourism area, which is the leading tourism destination in Bandung District. The village has the potential for tourism development. To support the tourism development program, there are several homestays. However, it was found that many tourists spent the night outside the Laksana Village area. Another problem faced by homestay managers is the difficulty in determining homestay tariff. This Community Service (CS) activity aims to explore the problems faced by homestay managers through self-identification of problems using the Community Based Participatory Research method. The results of the self-identification became the basis for the CS Team to map the nine elements of the canvas business model. The cost structure becomes a priority scale to be handled in order to solve the tariff determination problem and is expected to increase the value proposition. This CS activity specifically resulted in self-identification of problems and a business canvas model for homestay management.
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Ayu, Jati Paras. "Perencanaan Model Bisnis pada UMKM dalam Mengembangkan Oleh-oleh Khas Bekasi." Journal of Research on Business and Tourism 1, no. 1 (June 21, 2021): 75. http://dx.doi.org/10.37535/104001120216.
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Penelitian ini bertujuan untuk mengidentifikasi model bisnis yang digunakan oleh bisnis kuliner Bekasi Salaku dengan menggunakan business model canvas. Identifikasi dilakukan dalam 9 elemen dalam business model canvas yaitu customer segments, value proposition, channels, customer relationship, revenue streams, key resources, key activities, key partnership, dan cost structure. Penelitian ini menggunakan pendekatan kualitatif dan metode penelitian ini adalah studi kasus. Pengumpulan data primer pada penelitian ini dilakukan yaitu dengan menggunakan wawancara. Hasil penelitian yang ditemukan ialah belum adanya perencanaan Business Model Canvas yang memenuhi 9 elemen model bisnis, oleh karena itu peneliti membantu membuatkan atau merencanakan usaha kuliner khas Bekasi Salaku ke dalam 9 elemen model bisnis. Setelah merancang dari 9 elemen model bisnis Salaku miliki maka hasil simpulan dan saran yang dapat diberikan yaitu, Salaku perlu membuat strategi marketing yang lebih gencar dan menarik untuk memasarkan produk yang spesifik kepada pasar yang potensial. Strategi marketing yang lebih gencar seperti membuat suatu jadwal posting Sosial Media dalam satu timetable lalu bekerja sama dengan banyak Lembaga terkait seperti Dinas Pariwisata daerah, lalu memasarkan produk yang menarik yaitu membuat design postingan sosial media yang lebih atraktif dari warna dan angle foto lalu mengemas produk yang sesuai pada tren saat ini.
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Mohapeloa, Tshidi. "Effects of silo mentality on corporate ITC’s business model." Proceedings of the International Conference on Business Excellence 11, no. 1 (July 1, 2017): 1009–19. http://dx.doi.org/10.1515/picbe-2017-0105.
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Abstract Background & orientation: The existence of silo mentality has direct effect on the business model used by any ITC company. Its contribution slows service delivery whilst increasing customer’s despondency. However mitigation could help overcome barriers within divisions, improve customer experience and increase productivity. But when different units as components of a company fail to integrate, collaborate and work together to achieve a common objective goal, not only are performances affected but also operations at all levels. A business model canvas can help determine how a company intends to create value for customers whilst it makes money. Thus deliverance of an effective value proposition for efficient customer needs, can be affected through silos. Purpose: This study explore the effects of silo mentality within an ITC company (at organisational level) using the 9 elements of the business model canvas as framework. Methodology and research questions: As an exploratory study qualitative methods were used where in-depth interview questions looked at how silo mentality within the organisation affects the core business model elements and why. Twelve participants were selected from an enterprise business unit through a convenience sampling method. Content analysis helped with the development of core themes that looked at the how silos affect each element (process) and why (meaning). Findings: Silo mentality affects not only the individuals but team, products, value proposition, relations with partners, customers, stakeholders. Thus undermines internal capabilities and key resources. Absence of teamwork within the divisions leads to conflicts which delays achievements of common goals. Bottlenecks affect inter-divisional progress and relations, customer output and relations and compromise the quality of service. Implications: Silo mentality is a bottleneck that not only weakens firms’ capabilities and growth potential but destroys any value created by the firm.
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Maulida, Ayuni Rizma, and Andre Geza Haryanto. "Studi Perencanaan Usaha Keripik Kaca Menggunakan Business Model Canvas." Journal of Food and Culinary 3, no. 1 (June 30, 2020): 36. http://dx.doi.org/10.12928/jfc.v3i1.3945.
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The business world needs a business plan that can help entrepreneurs prepare everything needed for the smooth running of their business. This business plan can be made in the form of a business plan. One business plan model that has many advantages is the Business Model Canvas. The purpose of writing this article is to find out what needs to be considered in making a business plan using the Business Model Canvas. The results of the literature review show that using the Business Model Canvas business planning becomes clearer and more focused. The glass chip business, which is an example in the application of the canvas business model, is becoming more focused and clear. Therefore, in making a business model, the canvas has 9 important components, including Customer Segment, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Activities, Key Partnerships, Key Resources and Cost Structures that need to be considered and structured clearly to help run the business.Keywords: business, Business Model Canvas, business plan, glass chips, planningABSTRAK Dunia usaha memerlukan suatu perencanaan usaha yang dapat membantu wirausahawan menyiapkan segala sesuatu yang dibutuhkan untuk kelancaran usahanya. Perencanaan usaha ini dapat dibuat dalam bentuk business plan. Salah satu model business plan yang banyak memiliki keuntungan yaitu Business Model Canvas. Tujuan dari penulisan artikel ini adalah untuk mengetahui apa saja yang perlu diperhatikan untuk membuat perencanaan usaha menggunakan Business Model Canvas. Hasil dari penelaahan pustaka menunjukkan dengan menggunakan Business Model Canvas perencanaan usaha menjadi lebih jelas dan terarah. Usaha keripik kaca yang menjadi contoh dalam penerapan Business Model Canvas ini menjadi lebih terarah dan jelas. Oleh karena itu dalam pembuatan Business Model Canvas memiliki 9 komponen penting diantaranya Customer Segment, Value Propositions, Channel, Customer Relationship, Revenue Streams, Key Activities, Key Partnership, Key Resources dan Cost Structure yang perlu diperhatikan dan disusun dengan jelas agar membantu kelancaran usaha. Kata Kunci: Business Model Canvas, business plan, keripik kaca, perencanaan, usaha
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Haibing, Liu, and Kan Yuyue. "Business model innovation of Qingdao Youzhu Decoration Company." E3S Web of Conferences 214 (2020): 02046. http://dx.doi.org/10.1051/e3sconf/202021402046.
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There are many problems in home decoration industry, such as imperfect industry system, lack of integrity of enterprises, low quality of construction personnel, etc. However, Qingdao Youzhu Home Decoration Co., Ltd. has achieved rapid growth with the innovation of business model. Therefore, based on Qingdao Youzhu Home Decoration Co., Ltd., this paper attempts to analyze the company’s business model innovation. The conclusion shows that the company’s business model canvas includes nine modules of important partners, value proposition, key business, core resources, customer segmentation, customer relationships, Channel access, revenue sources and cost structure, and each module plays an important role.
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Azhar, Ratih Mukti, Ono Suparno, and Setiadi Djohar. "Pengembangan Model Bisnis pada Lokawisata Baturaden Menggunakan Business Model Canvas." MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah 12, no. 2 (February 8, 2018): 137. http://dx.doi.org/10.29244/mikm.12.2.137-144.
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The development of tourism sector in this era of globalization requires each business actor in this sector to continue development business including Lokawisata Baturaden which is one of the natural tourist attractions located in Central Java. Therefore, it is necessary to design the right business model so that Lokawisata Baturaden can understand how to run management activities effectively and efficiently. The objective of this study was to design a future business model of Lokawisata Baturaden as a developed tourism recreation. The analytical method utilized in the study was business model canvas (BMC) with SWOT and blue ocean strategy. The results showed that created of new value proposition for future business model design in the form of educational entertainment programs for children and families in Lokawisata Baturaden affected every element of the business model canvas such as the addition in terms of key resources owned, key activities undertaken, cooperation partners, and income streams who signed in. The cost structure incurred addition and reduction of costs in terms of promotional activities. Costumer segment, the main focus is family, children, and students.
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Latief, Prori Vitaliano, Rizal Syarief, and Rokhani Hasbullah. "Analisis Strategy Pengembangan Bisnis E-Commerce Pertamina Retail dengan Pendekatan Bisnis Model Kanvas." MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah 14, no. 1 (September 9, 2019): 24–34. http://dx.doi.org/10.29244/mikm.14.1.24-34.
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The competition of oil and gas industri in Indonesia is very tight. To get survive from the competition; the company has to develop their technology. Nowadays, technological advancement have salient roles in improving the company's business. PT Pertaminan Retail is a large oil and gas company in Indonesia. This study analyzed the design of e-commerce business development models from PT Pertamina Retail called MyPertamina. The method of the study is descriptive analysis and using business model canvas (BMC), the Delphi method, SWOT (Strenghts, weakness, opportunities, & threats), and the Blue Ocean Strategy. The datas in this study were secondary dan primary data. The secondary data obtained from the literature study and the primary data was by interviewing six informants. The research period starts from November to December 2018. The results of mapping the initial business model that used BMC, showed several aspects such as: customer segments, value propositions, channels, revenue streams, key resources, key activities, key partners, and costs structure. Environmental analysis used the Delphi method and the result was key trend value was 25.48%, industri strength was 25.19%, market strengths was 24.78%, and macroeconomic strengths was 24.55%. MyPertamina's internal environment influenced by product aspects, infrastructure management, customer interface, and financial aspect. The results of the SWOT analysis of nine BMC unsurts showed that the highest strength was the key partnership and the lowest strength was customer relationship. Meanwhile, the biggest opportunity was value proposition and the lowest opportunity was cost structure. The highest threat was customer segment, and the lowest threat was key partners. The business development model in this research focused on customer segment, key partnership, and value proposition, unsurts developed using the blue ocean strategy method.
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Octavanny, Vitha. "Analisis Model Bisnis pada UMKM Kuliner yang Menerapkan Konsep Sharing Food." Journal of Research on Business and Tourism 1, no. 1 (June 20, 2021): 1. http://dx.doi.org/10.37535/104001120211.
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Penelitian ini bertujuan untuk merancang Business Model Canvas (BMC) yang telah dijalankan pada Bisnis Kuliner Pitiks Roast Chicken. Metode penelitian yang digunakan adalah deskriptif dengan pendekatan kualitatif. Pengumpulan data yang dilakukan menggunakan teknik wawancara. Temuan penelitian menunjukkan bahwa di masa pandemi ini bisnis kuliner dapat dijalankan secara digital. Keberadaan tempat makan dine-in menjadi faktor yang kurang penting. Temuan lain menunjukkan bahwa value proposition yang menjadi keunggulan Pitiks Roast Chiken ini adalah konsep sharing food yang bergaya Internasional dengan cita rasa tradisional. Hasil analisis SWOT menghasilkan rekomendasi yang mana diperlukan metode baru untuk memperluas pangsa pasar dengan berbagai perancangan yang matang dengan cara menjalin kerjasama dengan beberapa platform online untuk meningkatkan revenue dan penelitian ini menilai Pitiks perlu mensosialisasikan value yang dimiliki kepada masyarakat sehingga awareness dapat terbangun di benak masyarakat sebagai makanan sharing.
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Arango-Manrique, Adriana, Dahiana López-García, César Arango-Lemoine, and Sandra Ximena Carvajal-Quintero. "Business Model Proposal for Energy Transition towards Operational and Economic Sustainability for Rural Electrification: Colombian Case." Sustainability 13, no. 8 (April 13, 2021): 4308. http://dx.doi.org/10.3390/su13084308.
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This study focuses on strategic development for incorporating distributed energy resources into the electrical off-grid power system operator, or isolated microgrids, to guarantee sustainability and energy transition by an adapted business model. A business model canvas was adapted to allow sustainability in an off-grid Colombian microgrid by integrating distributed energy resources with voltage and frequency control as ancillary services; support services that maintain the stability and security of energy supply in isolated rural electrification. The business model canvas was studied with government funds, who cover all the costs associated with making the model attractive and sustainable in a Colombian context, and some proposed technical incentives to analyze the profitability and guarantee the sustainability of rural electrification. The proposed modified business model canvas offers a useful tool for supporting microgrid market scheme development to include distributed energy resources in a Colombian case. The model showed the importance of motivating investors and increasing profitability by including a value proposition based on technical contributions that benefit the microgrid operation; by around 80%. These benefits can solve some stability problems, including ancillary services, like frequency and voltage support, using distributed energy resources. Finally, integrating rural electrification in off-grid zones into the national energy regulation system is vital for incentivizing sustainable projects in rural zones, such as microgrids.
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Zimpel-Leal, Karla. "Emergent Business Models for Homecare in England." Innovation in Aging 4, Supplement_1 (December 1, 2020): 434. http://dx.doi.org/10.1093/geroni/igaa057.1402.
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Abstract The purpose of this study is to examine how emergent homecare business models are shaping the care market in England. Homecare providers for older people are facing a rise in demand for their services which is driven not only by an ageing population but also from a market demand for personalised care, choice, continuity of care, and real time availability. Combined with a turbulent political and policy environment, the current care landscape presented an opportunity for innovative and emergent homecare models to establish themselves and in some occasions disrupt the market by offering a more inducing service design and value propositions that better match customers’ needs. Utilizing the Business Model Canvas, this study investigated various emergent models of homecare by using semi-ethnographic methods that included field observation and data collection, a narrative summary review and interviews. It has shown that homecare providers for an ageing customer base are becoming increasingly aware of emerging customer needs and expectations. Disruptive and emergent models such as uberisation, community-based, live-in and preventative models are becoming more pervasive in the current landscape. These models offer major shifts related to their value proposition, partnerships and customer segments. The value propositions are focused on several dimensions of wellbeing outcomes, choice and personalisation, whilst their care workforce is perceived as a major customer segments and their network of partners provides access to complementary services, investments and specialist knowledge. These changes are promoting more flexibility and responsiveness in the care market, enhancing service users’ experience and encouraging workforce development.
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Rahmatang, Rahmatang, Evahelda Evahelda, and Fournita Agustina. "Strategi Pengembangan Usaha Madu Dengan Pendekatan Business Model Canvas (Studi Kasus: UMKM Toko Pelawan Desa Namang Kabupaten Bangka Tengah)." Journal of Integrated Agribusiness 1, no. 2 (December 31, 2019): 115–29. http://dx.doi.org/10.33019/jia.v1i2.1080.
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UMKM Toko Pelawan merupakan salah satu UMKM penghasil madu yang telah memiliki brand image. Meskipun usaha ini telah beriri cukup lama, akan tetapi masih ada beberapa hal yang perlu diperbaiki terutama pada inovasi serta permasalahan yang dialami berkaitan dengan banyaknya pesaing yang membuat produk serupa dan strategi yang diterapkan kurang efektif. Tujuan dalam penelitian ini, yaitu 1) mengidentifikasi model bisnis yang diterapkan di UMKM Toko Pelawan dengan pendekatan sembilan elemen business model canvas, yaitu customer segments, value propositions, channels, customer relationship, revenue streams, key resources, key activities, key partnership, cost structure. 2) Merumuskan alternatif strategi yang paling tepat di UMKM Toko Pelawan untuk mengembangkan usahanya dengan pendekatan business model canvas. Metode penelitian ini adalah analisis kualitatif yang terdiri analisis deskriptif dan analisis SWOT. Hasil dari penelitian ini bahwa UMKM Toko Pelawan telah memenuhi kesembilan elemen dari business model canva. Namun, model bisnis di UMKM Toko Pelawan saat ini masih memiliki kelemahan, sehingga menciptakan strategi yang dihasilkan dari perbaikan business model canvas seperti menambah agen, perlu menambah jenis lebah madu dan menambah rumah sarang lebah madu, membuat gerai yang lebih menarik dan nyaman, membuat kartu member, penambahan modal usaha, perlu memodifikasi bentuk dan ukuran kemasan yang bervariasi, melakukan pelatihan bagi anggota atau karyawan, perlu adanya kerja sama tertulis yang sah secara hukum.
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Sovei, Husoen Mans. "Perancangan Bisnis Model Barbershop Berkelanjutan (Studi Kasus Unick Barbershop Yogyakarta)." Jurnal Sains, Teknologi dan Industri 18, no. 1 (December 31, 2020): 95. http://dx.doi.org/10.24014/sitekin.v18i1.11550.
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Berkembangnya barbershop membuat persaingan bisnis ini menjadi semakin ketat, bahkan di Kota Yogyakarta semakin banyak bermunculan barbershop. Tujuan utama dalam penelitian ini untuk menciptakan perancangan model bisnis berkelanjutan dalam mengembangkan bisnis usaha barbershop dengan menggunakan metode SWOT, dan BMC (Business Model Canvas). Penelitian ini difokuskan untuk perancangan model bisnis baru dengan pendekatan Business Model Canvas (BMC) sembilan blok, yaitu: (1) Customer Segmentations, (2) Value Propositions, (3) Channels, (4) Customer relationship, (5) Revenue Streams, (6) Key Resources, (7) Key Activities, (8) Key Partnerships, dan (9) Cost Structure. Hasil penelitian ini menunjukkan bahwa model bisnis yang selama ini dilakukan dalam usaha Unick Barbershop Yogyakarta ditemukan kelemahan beberapa elemen BMC, oleh karena itu perlu dilakukan perbaikan pada 4 elemen yaitu; Blok Key Activities, Blok Value Propositions, Blok Customer Segmentations, dan Blok Key Resources