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Rajković-Borisavljević, Jelena, and Milinko Veličković. "Canvas business model." Serbian Journal of Engineering Management 4, no. 1 (2019): 53–59. http://dx.doi.org/10.5937/sjem1901053r.
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Benarda, Benarda, Listya Sugiyarti, Sri Nitta Crissiana Wirya Atmaja, Wiwit Irawati, Anis Syamsu Rizal, and Nur Asmilia. "Business Model of Fish Cultivator Group in Jampang Village With A Business Model Canvas Approach." Proceeding of Community Development 2 (February 21, 2019): 386. http://dx.doi.org/10.30874/comdev.2018.393.
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Business in the field of fisheries faced a variety of obstacles, in order to maintain the continuity of their businesses demanding fish cultivating groups in Jampang village Bogor, be able to make various improvements and innovations in improving their performances. As a manifestation of Community Service, the purpose of this research was to help fish cultivating groups formulated new business models. The research data was primary data obtained directly from the results of interviews and Focus Group Discussions with members of the fish cultivating group. The analytical tool used was Business Model Canvass with nine elements and SWOT Analysis. This research was focused on creating new business models with the Business Model Canvas (BMC) approach by looking at businesses through nine elements, namely: (1) Customer segmentation, (2) Value Propositions, (3) Channels, (4) Customer relationships, (5) Revenue streams, (6) Key Resources, (7) Key Activities, (8) Key Partnerships, and (9) Cost Structure. The results indicated that the business model that had been carried out by the Fish Cultivating Group found weaknesses in the nine elements of Business Model Canvas (BMC), therefore it was necessary to improve all elements
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Fitriani, Ratih. "The Business Model Canvas As A Solution of Innovation For A Small Business." JURNAL ILMU MANAJEMEN DAN BISNIS 10, no. 2 (2019): 197–204. http://dx.doi.org/10.17509/jimb.v10i2.15177.
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In Indonesia, the government is very supportive in small micro businesses that in fact they have no experience in doing business. This study aims to develop businesses on a small to medium scale. MSMEs in Indonesia already have large groups with little capital. Producing it is done in the prosperity of society and will be able to sustain the family economy. People must compete to compete to produce products that can be accepted by consumers. With innovation can create opportunities that can compete in the industry. Product innovation by the quality of quality of materials requested to serve the industry. Based on the results of SWOT analysis should be developed for business planning, SMEs can create new innovations for the beginner businessman. Therefore, this study uses the methods used to model business canvas using qualitative methods to determine the business model of the canvas for beginners business. The design of the canvas business model is designed to map out, describe what indicators should be owned to build a business. Characteristics of the canvas business model are customer, distribution, value, resource, activity, cost and income. This paper aims to identify the strengths of the Canvas Business Model and more importantly SWOT's weakness to determine how much can be used to build a business model in appreciating the attributes of small business competition is innovation.
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Murray, Alan, and Veronica Scuotto. "The Business Model Canvas." Symphonya. Emerging Issues in Management, no. 3 (2015): 94. http://dx.doi.org/10.4468/2015.3.13murray.scuotto.
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Yulia, Yulia, Novyandra Ilham Bahtera, Evahelda Evahelda, Laila Hayati, and Novyandri Taufik Bahtera. "BUSINESS DEVELOPMENT STRATEGY USING BUSINESS MODEL CANVAS APPROACH." Jurnal Muara Ilmu Ekonomi dan Bisnis 4, no. 1 (2020): 106. http://dx.doi.org/10.24912/jmieb.v4i1.7563.
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Dalam pengembangan suatu usaha perlu dilakukan suatu model bisnis yang dikenal dengan Business Model Canvas. Dalam model bisnis ini perusahaan bercerita tentang kondisi internal maupun eksternal perusahaan. Adapun bisnis model canvas perusahaan menampilkan model blok/elemen bisnis yang terdiri dari sembilan elemen. Pendekatan ini digunakan untuk menerapkan implementasi Business Model Canvas di UKM“Raja Abon Makmur Lestari” Kota Pangkalpinang. Penelitian ini bertujuan untuk mengevaluasi model bisnis produk abon menggunakan analisis Business Model Canvas. Data didapatkan dalam penelitian ini hasil wawancara dengan kuesioner terhadap pemilik, dua orang karyawan serta konsumen abon sebanyak 30 orang di kota Pangkalpinang serta hasil studi literatur pendukung. Hasil yang didapatkan dari penelitian ini adalah setiap elemen yang diidentifikasi telah dipertajam dengan menggunakan analisis SWOT. Dari analisis tersebut diketahui bahwa diperlukan perbaikan pada hampir semua elemen model bisnis dalam usaha raja abon makmur lestari. Perbaikan model bisnis raja abon makmur lestari terfokus kepada perbaikan kegiatan pemasaran. Terutama melalui media online guna meningkatkan pendapatan. Business model canvas is known as an approach in business development and used as a business model. It describes about a condition of internal and external of organization. It also shows the business element which consists of nine elements. The approach is applied on the business model canvas in a small medium enterprise which is called as “Raja Abon Makmur Lestari” in Pangkalpinang City. The study aims to evaluate the business model of the product using business model canvas analysis. The data was collected through the interview using questionnaire towards the owner, two staffs and 30 customers in Pangkalpinang City and other related articles or documents. The study revealed that every identified element has been emphasized using SWOT analysis. It stated that it required the improvement on every single element of business model in Raja Abon Makmur Lestari. The improvement of business model of Raja Abon Makmur Lestari prioritized on the improvement of marketing activity especially throuh the online media in order to increase the income.
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Danu Setiawan, Riyan, Finnah Fourqoniah, and Muhammad Fikry Aransyah. "Implementation Of Business Road Map as a Development of Business Model Canvas In The Ruang Temu Café In Samarinda." Journal of Business and Management Studies 3, no. 2 (2021): 90–97. http://dx.doi.org/10.32996/jbms.2021.3.2.9.
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Business actors must understand the importance of a business model in entrepreneurship; a business strategy is needed. There are several business models, but the one most often used by business actors is the Business Model Canvas or what we usually know (BMC). According to several studies, the Business Model Canvas can still be a business model that can still be developed into a more detailed business model and better mapping. Then from the Business Model Canvas, a new business model was developed, namely the Business Road Map, to win the market competition. Business Road Map is a pattern or Business Mapping Method to build a business model/business plan capable of creating growth over time. It was found that there was a significant increase in turnover after implementing the Business Roadmap. The actual Business Road Map is a development of the Business Model Canvas. Compared to other business models, the Business Road Map is considered to be much more detailed in business mapping and can also check the business's growth.
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Micieta, Branislav, Miroslav Fusko, Vladimira Binasova, and Beata Furmannova. "Business model canvas in global enterprises." SHS Web of Conferences 74 (2020): 02010. http://dx.doi.org/10.1051/shsconf/20207402010.
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Each business model is based on a particular business model, but some businesses do not have a defined model. Global megatrends are among the systemic characteristics of today’s challenges. This paper deals with the proposed business model for a specific enterprise. Slovak entrepreneurs are mostly cautious and rather hesitate to accept something that is unfamiliar to them and new to them. Key enabling technologies will play a decisive role in the future competitive environment, and with them the new way to come value of products. These innovations are a prerequisite for product innovation to meet the needs, wishes and possibilities of customers. Oftentimes, they will accept it as a necessary measure when they see how the competition beats them. We could also write a similar scenario about modern business models, where most foreign companies have elaborated them in detail and set up to make the company successful in the future. The business model describes the basic principle of how an enterprise creates values, how it captures and mediates. The first section focuses on specific types of business models and their development and survey of the literature. The case study in selected company deals with the use of strategic management methods, as well as finding out the current state, from which the complex business model was created. The results showed that the implementation of the solution helps the company to achieve the goal and subsequent development.
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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 (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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Carter, Michelle, and Chris Carter. "The Creative Business Model Canvas." Social Enterprise Journal 16, no. 2 (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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Ojasalo, Jukka, and Katri Ojasalo. "Service Logic Business Model Canvas." Journal of Research in Marketing and Entrepreneurship 20, no. 1 (2018): 70–98. http://dx.doi.org/10.1108/jrme-06-2016-0015.
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Purpose The purpose of this study is to develop a service logic oriented framework for business model development. “Service logic” covers the basic principles of the three contemporary customer value focused business logics: service-dominant logic, service logic and customer-dominant logic. Design/methodology/approach This study is based on an empirical qualitative research and deployed the focus group method. The data are generated in a series of interactive co-creative focus group workshops involving both practitioners and academics. Findings As the outcome, a new tool was developed, called Service Logic Business Model Canvas. The new canvas is a modified version of the original Business Model Canvas (Osterwalder and Pigneur, 2010). Research limitations/implications This study adopts service logic in business model thinking and increases knowledge on how to keep the customer needs in the centre of business model development. Practical implications The developed canvas makes the theory of service-dominant logic tangible and easily applicable in practice. It enables service innovation truly based on customer value by ensuring that the customer is in the centre of all the elements of a business model. It can function both as a rapid prototype of a new business model and as a communication tool that quickly illustrates the company’s current business model. It can also help in creating a customer-centred business culture. It is designed to be applied to each customer profile separately, thus enabling a deeper understanding of the customer logic of each relevant profile. Originality/value Earlier business model frameworks tend to be provider-centric and goods-dominant, and require further development and adaptation to service logic. This study adopts service logic in business model thinking. It embeds the true and deep customer understanding and customer value in each element of the business model, and contributes to both business model and service-dominant logic literature.
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Almeida, Tatiana Domingues, Marianne Costa Avalone, and Diego Castro Fettermann. "Building blocks for the development of an IoT business model." Journal of Strategy and Management 13, no. 1 (2019): 15–32. http://dx.doi.org/10.1108/jsma-07-2019-0130.
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Purpose Previous studies have identified a variety of Internet of Things (IoT) business models and have recognised the complexity related to the application of IoT technologies in business, along with the potential of the modularity concept application in organisational design. The purpose of this paper is to identify the main building blocks for the development of a business model canvas for companies that adopt the IoT in their business. Design/methodology/approach First, the authors carried a systematic literature review to identify theoretical, experimental and practical IoT business model canvas recorded in the literature. Then, the authors identified and analysed the characteristics of the building blocks present in these canvas using a statistical cluster technique. Based on the outcomes, the authors proposed a framework with standard and optional modules to allow flexible arrangements and suit different IoT business goals. Findings The results revealed that the IoT business model canvas recorded in the literature had been grossly designed to attend two drivers: manufacture and service organisations. Therefore, based on the frequency of building blocks present in IoT business model canvas recorded in the literature, it has been proposed two flexible frameworks which can be tailored to accommodate the immense variety of possibilities offered by IoT technologies in manufacture and service business. Practical implications The business model frameworks proposed in this research can support entrepreneurs structuring new IoT businesses or upgrading existing businesses. Originality/value This research offers a comprehensive IoT business model framework with their respective building blocks built from an extensive literature review.
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McFarlane, Donovan A. "Osterwalder’s business model canvas: Its genesis, features, comparison, benefits and limitations." Westcliff International Journal of Applied Research 1, no. 2 (2017): 24–27. http://dx.doi.org/10.47670/wuwijar201712damc.
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This essay is a brief exploration of Osterwalder’s Business Model Canvas. The author discusses the genesis of the Business Model Canvas, the unique features of the approach of the Business Model Canvas, and then compares the Business Model Generation to other business model approaches. Finally, the benefits and/or limitations of using Osterwalder’s business model canvas in the context of the author’s organization – a higher education organization, are examined.
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Harianto, Eric. "Implementasi Lean Canvas Pada Entrepreneurial Project Startup Bisnis." BIP's : JURNAL BISNIS PERSPEKTIF 10, no. 1 (2019): 1–16. http://dx.doi.org/10.37477/bip.v10i1.42.
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The purpose of this research is to: (1) identify business model with the application of lean canvas; (2) obstacles in the application of lean canvas at the business project of students at entrepreneurial project startup business S2 Ciputra University Surabaya; (3) benefits contained in the application of lean canvas on the business project of students at entrepreneurial project startup business S2 Ciputra University Surabaya. Data collected from January 2018 to March 2018. The method used is descriptive research method with qualitative approach. The author conducted interviews with 5 informants ie business project owner. The analysis tools used are lean start up and lean canvas. Data analysis techniques used are Creswell (2014) data analysis techniques. The results in this study are (1) Student business project can be implemented in nine lean canvas blocks and can see the concept of business model easily and linkage between nine blocks in lean canvas. (2) The most difficult constraint experienced by students is when filling the unfair blocks in the lean canvas. (3) Students can easily analyze their business model in determining future strategy to know the project or business that is run effectively or not to be continued or developed based on the achievement measured in the key metric block in one of the lean canvas blocks and the profit earned in the business project which can be seen easily within the difference between the revenue stream block and the cost structure within the lean canvas.
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Harianto, Eric. "Implementasi Lean Canvas Pada Entrepreneurial Project Startup Bisnis." BIP's JURNAL BISNIS PERSPEKTIF 10, no. 1 (2018): 1–16. http://dx.doi.org/10.37477/bip.v10i1.49.
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The purpose of this research is to: (1) identify business model with the application of lean canvas; (2) obstacles in the application of lean canvas at the business project of students at entrepreneurial project startup business S2 Ciputra University Surabaya; (3) benefits contained in the application of lean canvas on the business project of students at entrepreneurial project startup business S2 Ciputra University Surabaya. Data collected from January 2018 to March 2018. The method used is descriptive research method with qualitative approach. The author conducted interviews with 5 informants ie business project owner. The analysis tools used are lean start up and lean canvas. Data analysis techniques used are Creswell (2014) data analysis techniques. The results in this study are (1) Student business project can be implemented in nine lean canvas blocks and can see the concept of business model easily and linkage between nine blocks in lean canvas. (2) The most difficult constraint experienced by students is when filling the unfair blocks in the lean canvas. (3) Students can easily analyze their business model in determining future strategy to know the project or business that is run effectively or not to be continued or developed based on the achievement measured in the key metric block in one of the lean canvas blocks and the profit earned in the business project which can be seen easily within the difference between the revenue stream block and the cost structure within the lean canvas.
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Furqon, Chairul, Mokh Adib Sultan, and Fanji Wijaya. "Business Development of Coffee Farmers Group Using Triple Layered Business Model Canvas." GATR Journal of Business and Economics Review (JBER) Vol. 4 (4) Oct-Dec 2019 4, no. 4 (2019): 163–70. http://dx.doi.org/10.35609/jber.2019.4.4(3).
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Objective – Coffee is one of the leading agricultural commodities that has an economic contribution in several countries, including Indonesia. As the fourth largest coffee producer country in the world, Indonesia is still facing problems, especially in some areas that managed by coffee farmer group. The problem starts from upstream to downstream and is related to productivity which is still low compared to other regions. Therefore, the purpose of this research is to describe the business conditions of the farmer group studied, and planning Triple Layered Business Model Canvas (TLBMC) to develop the business of the farmer group. Empirical analysis has been carried out for this purpose. Methodology/Technique – This research uses a qualitative approach with descriptive analytic methods. Observation, in-depth interviews, and focus group discussion were conducted to collect research data. SWOT analysis is also used to gain insights and inputs used in formulating the right strategy for TLBMC formulation. Findings – The results show that the business conditions of the coffee farmers group were in a position of growth. Therefore the right strategy for this condition is the harvest strategy or divestiture strategy. The TLBMC design carried out supports the development of sustainable businesses for the coffee farmers group. Novelty – Business development for coffee farmer group using triple layered business model canvas is expected to help increase business on a broader scale. This study is important for business owners and other related parties who seek to develop the business in various aspect including social and environmental aspects. This study helps create opportunities, develop better potential and integrated with the economic, environmental and social values of the business model being run. Type of Paper: Empirical Keywords: Business Development; Coffee; Business Model Canvas; Triple Layered Business Model Canvas. Reference to this paper should be made as follows: Furqon, C; Sultan. A. M; Wijaya, F. 2019. Business Development of Coffee Farmers Group Using Triple Layered Business Model Canvas, J. Bus. Econ. Review 4(4) 163 – 170 https://doi.org/10.35609/jber.2019.4.4(3) JEL Classification: M20, M21
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Khansa, Parmila. "STRATEGI PEMASARAN USAHA BUNATY DENGAN MODEL 7C DAN PENERAPANNYA PADA BUSINESS MODEL CANVAS." Jurnal Bioindustri 3, no. 1 (2020): 487–502. http://dx.doi.org/10.31326/jbio.v3i1.709.
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This research is about marketing strategies for Bunaty's ready to drink beverage business which is derived from dragon fruit peel with strawberry popping boba innovation. Dragon fruit peels in Bunaty products contain natural antioxidants that can nourish the body. The purpose of this study is to analyze the conditions of the internal environment and external environmental conditions, identify marketing strategies with the 7C model to improve the efficiency of marketing functions and be able to deal with competitors outside, and analyze the application of the business model of the canvas in the Bunaty business. The analytical method used is IFAS and EFAS, SWOT analysis, marketing strategy of 7C model, and business model canvas. The results of this study are the results of the calculation of internal factors obtained a total score of 2.64, where this value indicates strength in the internal position that can overcome weaknesses. The results of the analysis of external factors in the matrix get a total score of 3.26, where this value shows the opportunities for external factors that can minimize threats. To face competition in the alternative business strategy market through a SWOT matrix that is incorporated into the marketing strategy of the 7C model and applied to the business model canvas by the company. Keywords: business model canvas, dragonskin, marketing 7C model, ready to drink beverages, SWOT analysis.
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Ulfah, Mutia. "BUSINESS MODEL CANVAS VOLKS.Co FACILITY PEKANBARU." Jurnal Daya Saing 4, no. 3 (2018): 296–304. http://dx.doi.org/10.35446/dayasaing.v4i3.285.
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Some of the most influential and recent studies in the context of urban economies and creative industries have shown how workers are largely freelance, precarious professionals characterized by a necessity to entertain relationships and manage social capital across their professional network as a decisive source for incoming jobs. They have to develop a self-entrepreneurial ethos and perform self-branding strategies in a highly identitarian, entrepreneurial landscape. In reaction to the new work order, new forms of work emerge in various countries in the world including Indonesia, such as the currently popular coworking space. Coworking spaces provide a productive, creative and satisfying work atmosphere, not just for freelancer but also for corporate organization. Volks.co as the first coworking space in Pekanbaru needs to adapted to some circumstances in Pekanbaru. This study try to figure out the ability of Volks.co business strategy by using Business Model Canvas (BMC), SWOT Analysis, IPA Matrix as a tool map to review the business strategy of Volks.co. Furthermore, based on the findings there’s few things need to improve by Volks.co to keep running and growing the business within the industry in the future
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Hindarsah, Ida. "WOMEN’S EMPOWERMENT THROUGH CANVAS BUSINESS MODEL." Journal of Economic Empowerment Strategy (JEES) 1, no. 1 (2018): 1. http://dx.doi.org/10.30740/j.v1i1.26.
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Increasing population in a country, especially in developing countries, has an impact on various aspects, one of them is social impact. The emergence of criminality, acts of violence, sexual harassment is phenomenon which is part of a development, including violence against women who experienced a significant increase. This condition raises high fears so that one way is equipped with self-defense (martial arts). This study aims to comprehensively review women empowerment through the approach of canvas business model. The research method used is qualitative. Data analysis techniques using the steps of reduction, data presentation, conclusion / verification. Testing the validity of data is done through credibility, perseverance, triangulation, feedback / feedback, member check. The result of this research is the existence of Canvas business model on the empowerment of women, this model is made in an effort to develop the existence of WSDK community in the future, in this research also known constraints in the empowerment of women through the approach of canvas business model and describe efforts to anticipate these constraints.
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Hindarsah, Ida. "WOMEN’S EMPOWERMENT THROUGH CANVAS BUSINESS MODEL." Journal of Economic Empowerment Strategy (JEES) 1, no. 1 (2018): 1. http://dx.doi.org/10.30740/jees.v1i1.26.
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Increasing population in a country, especially in developing countries, has an impact on various aspects, one of them is social impact. The emergence of criminality, acts of violence, sexual harassment is phenomenon which is part of a development, including violence against women who experienced a significant increase. This condition raises high fears so that one way is equipped with self-defense (martial arts). This study aims to comprehensively review women empowerment through the approach of canvas business model. The research method used is qualitative. Data analysis techniques using the steps of reduction, data presentation, conclusion / verification. Testing the validity of data is done through credibility, perseverance, triangulation, feedback / feedback, member check. The result of this research is the existence of Canvas business model on the empowerment of women, this model is made in an effort to develop the existence of WSDK community in the future, in this research also known constraints in the empowerment of women through the approach of canvas business model and describe efforts to anticipate these constraints.
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Wijaya, Fanji. "Formulasi Perancangan Strategi Pengembangan Usaha Menggunakan Analisis SWOT dan Business Model Canvas." JURNAL ILMU MANAJEMEN DAN BISNIS 10, no. 2 (2019): 205–12. http://dx.doi.org/10.17509/jimb.v10i2.15308.
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Abstract. This research was conducted to study how to design a Canvas Business Model strategy that is suitable for Blackjack Distro in the face of business competition. The purpose of this study was to study the Canvas Business Model of Blackjack Distro, to connect the Blackjack Distro by analyzing Strengths, Weaknesses, Opportunities, and Threats and to study business strategies that would develop the Blackjack Distro business in Indonesia. The research method used is descriptive qualitative method. In collecting data, researchers use the interview method. Interviews were conducted with informants who were selected by purposive sampling technique. The results of this study indicate that the Blackjack Distro already has all the elements of Business Model Canvas that are the reference for business operations, but there are still things that need to be improved or expanded from. on the business of the canvas model. Blackjack Distro needs to add some business aspects in developing its business going forward such as adding product sales quantity, more innovation in product design, determining business partners, developing HR quality, increasing offline sales by participating in events, bazzar, expenditure arrangements, and additional market segmentation. Keywords. business model canvas; distro blackjack; swot analysis. Abstrak. Penelitian ini dilakukan untuk mengetahui bagaimana rancangan strategi Business Model Canvas yang tepat untuk Distro Blackjack dalam menghadapi persaingan usaha. Tujuan dari penelitian ini adalah untuk mengetahui Business Model Canvas dari Distro Blackjack, untuk mengevaluasi Distro Blackjack dengan menganalisis Strengths, Weakness, Opportunities, dan Threats serta untuk mengetahui strategi usaha yang tepat dalam mengembangkan usaha Distro Blackjack di Indonesia. Metode penelitian yang digunakan adalah metode kualitatif deskriptif. Dalam mengumpulkan data, peneliti menggunakan metode wawancara. Wawancara dilakukan kepada narasumber yang sudah dipilih dengan teknik purposive sampling. Hasil penelitian ini menunjukan bahwa Distro Blackjack sudah memiliki semua elemen Business Model Canvas yang menjadi acuan berjalannya usaha, tetapi masih ada yang perlu diperbaiki atau dikembangkan lagi dari Sembilan elemen yang dimiliki Distro Blackjack terdapat Strengths, Weakness, Opportunities, dan Threats dari setiap elemen yang ada pada business model canvas tersebut. Distro Blackjack perlu menambah beberapa aspek bisnis dalam mengembangkan usahanya kedepan seperti, menambah kuantiti penjualan produk, lebih inovasi lagi dalam design produk, menentukan mitra usaha, pengembangan kualitas SDM, memperbanyak jualan offline dengan mengikuti event, bazzar, pengaturan pengeluaran, dan penambahan segmentasi pasar. Kata Kunci. business model canvas; distro blackjack; analisis swot.
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Kadir, Nuraeni. "Analysis of entrepreneurship perception and business developmental strategy of silk in Wajo Regency, South Sulawesi, Indonesia." International Journal of Law and Management 60, no. 1 (2018): 102–13. http://dx.doi.org/10.1108/ijlma-11-2016-0114.
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Purpose This paper aims to investigate the entrepreneurship perception and business developmental strategy of silk business in Wajo Regency, South Sulawesi Province, Indonesia. Design/methodology/approach The study subject was the silk industry located in Wajo Regency, South Sulawesi Province. The study population was 544 silk weavers running the business of silk weaving. The study sample consisted of 235 respondents. To prove the hypothesis stated by the author, the canvas business model analysis method was used to identify entrepreneurship perception, and SWOT (strength, weaknesses, opportunities and threats) analysis was conducted to understand the potential of the strategy of weaving business development in Wajo Regency, South Sulawesi Province, Indonesia. Findings Business model canvas (BMC) is a complex business model that becomes simple through a canvas approach, drawing a sheet of the canvas containing a map of nine elements (box), allowing businessmen to identify the business potential. The nine elements of the canvas that should be understood and considered for running a business are customer segment, value proportion, channel, customer relationship, revenue steam, key resource, key activities, key partnership and cost structure. To improve farmers’ entrepreneurship perception, it would be nice for the weavers who run the silk business should constantly consider the nine elements of BMCso that in running their businesses, they can understand different considerations and create a progressive and developing silk industry. Originality/value This research is about merger two concept of business development in entrepreneurship to increase revenues, with the location of study as originality (no previous research for this relationship): Auditor in Wajo regency South Sulawesi Province in Indonesia. Based on the background stated above, this study aims to analyze entrepreneurship perception and silk industry developmental strategy in Wajo Regency, South Sulawesi Province, Indonesia.
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Hogan, Gabriel, Sigma Dolins, Izzet Fatih Senturk, et al. "Can a Blockchain-Based Maas Create Business Value?" Proceedings 28, no. 1 (2019): 8001. http://dx.doi.org/10.3390/proceedings2019028001.
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In this paper two contemporary technological novelties are combined to introduce the concept of a blockchain-based MaaS, with the aim of pinpointing where and how business value can be created through data-based services of such a system. Towards this purpose, an integrated version of the Business Model Canvas is deployed, combining the advantages of the Lean Canvas and the Ethics Canvas. The overview of data flows among the versatile system stakeholders are outlined to highlight the potential benefits for diverse industries through sharing and collaboration.
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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 (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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Hasanudin, Muhaimin, Dedy Prasetya Kristiadi, and Budi Haryanto. "E-business Startup Model using Canvas Business Model (case study: SiJasPro)." IJISTECH (International Journal of Information System & Technology) 5, no. 2 (2021): 127. http://dx.doi.org/10.30645/ijistech.v5i2.123.
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With the rapid development of information technology today, more and more businesses are using the internet as a medium to disseminate information and choose the right business model in order to survive and develop. This study aims to determine the business model of a startup in the Project Services Information System (sijaspro) by conducting analysis and evaluation to determine the strengths, weaknesses, opportunities, and threats so that they can design a business model. The research method used is a qualitative method. This study uses the theory of the business model canvas and SWOT analysis. The results show that the company's business model requires several additional factors in each element of the e-business model in order to grow and develop better by providing building project features and services and applications to users
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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 (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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Nuzula, Nila Firdausi, Esti Junining, Isti Purwaningtyas, and Didik Hartono. "Business model untuk menciptakan strategi business longevity bagi kampung wisata." Transformasi: Jurnal Pengabdian Masyarakat 17, no. 1 (2021): 49–64. http://dx.doi.org/10.20414/transformasi.v17i1.3102.
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[Bahasa]: Pada tahun 2007, masyarakat Dusun Kungkuk, Desa Punten, Kota Batu mengembangkan kampung wisata secara mandiri. Tokoh masyarakat dan penggerak usaha wisata berhasil mengajak masyarakat lokal untuk mengembangkan berbagai paket wisata yang fokus menawarkan pengalaman hidup di kampung kepada wisatawan. Namun, terjadinya pandemi menjadikan usaha wisata terhenti. Inisiatif untuk membangkitkan kembali partisipasi aktif masyarakat dusun hanya bertumpu kepada tokoh masyarakat dan inisiator kampung wisata. Para pemuda belum memiliki kemauan dan insiatif dalam melakukan promosi untuk membangkitkan dan meningkatkan skala usaha wisata. Pemahaman dan pengetahuan para pemuda kampung tentang prinsip dasar usaha wisata belum memadai dan merata. Untuk membantu mengurangi kekhawatiran tokoh masyarakat dan penggerak usaha wisata tentang keberlangsungan usaha (business longevity) Kampung Wisata Kungkuk, pengabdian masyarakat ini dilakukan untuk mengenalkan prinsip dasar usaha wisata berbasis konsep business model canvas (BMC) kepada para pemuda desa pelaku usaha wisata. Dengan menerapkan metode Participatory Action Research (PAR), para pemuda diajak untuk berdiskusi aktif menentukan sembilan unsur business canvas. Hasil diskusi tersebut menjadi dasar identifikasi kekuatan (strength), kelemahan (weakness), kesempatan (opportunity) dan ancaman (threat) dan selanjutnya menjadi data untuk pengembangan strategi bisnis. Tim pengabdian membantu menerjemahkan berbagai usulan pemuda desa menjadi empat strategi pengembangan bisnis, yaitu competitive, invasive, diversification, dan defensive strategies. Salah satu rekomendasi kepada para pemuda kampung wisata adalah memperkuat komitmen dan mengembangkan kesepakatan bersama tentang langkah apa yang perlu diambil untuk menjaga dinamika dan kelangsungan usaha Kampung Wisata Kungkuk.
 Kata Kunci: kampung wisata, model bisnis canvas, penelitian tindakan partisipatif
 [English]: In 2007, the local community in Kungkuk, Punten, Batu City developed a tourism village through participative actions. The business was running well before the Covid-19 pandemic. Community leaders and tourism initiators have succeeded in getting local people to create various tour packages that focus on offering tourists the experience of living in a village. However, the pandemic brought the tourism to a halt. The leaders and tourism entrepreneurs are worried about the business longevity of kampung wisata. Even before the pandemic, the tourism development tends to be stagnant, and its continuity seems to rely only on the leaders. As the actors of the business activities, the youths do not have adequate knowledge and understanding of the basic principles of tourism business. In this case, a community program was held to introduce the business model canvas (BMC) concept to the youths to overcome the problems and take advantage of the pandemic period. By applying participatory action research (PAR), the youths were invited to have an active discussion determining the nine elements of the business canvas. The discussion resulted in the basis for identifying strengths, weaknesses, opportunities, and business threats. It then becomes factual information for developing alternatives of business strategies. We help the youths translate the data into four business strategies: competitive, invasive, diversification, and defensive. The program recommends some critical points to the youths; strengthen their commitment and make a consensus on what actions are required to maintain the dynamics and continuity of Kampung Wisata Kungkuk.
 Keywords: village tourism, business model canvas, participatory action research
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Purwantoro, Purwantoro. "EVALUASI PENGEMBANGAN UMKM KABUPATEN ROKAN HULU MENGGUNAKAN BUSINES MODEL CANVAS." JURNAL NUSANTARA APLIKASI MANAJEMEN BISNIS 4, no. 2 (2019): 165–74. http://dx.doi.org/10.29407/nusamba.v4i2.12977.
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Micro Small medium enterprises (UMKM) in each state specifically in the ASEAN region faced with the situation of global competition. A very tight competition is forcing businessmen to become the best. One of the ways that it can be reached by the trade to be able to be the best business strategy is appropriate, effective and efficient. This research aims to find out how the application business model canvas in creating alternative business strategies for the development of UMKM. The second objective is to know the proper strategic alternatives for the development of UMKM. The methods used in this research is descriptive qualitative approach with the use of informants as respondents research. The data source used is the business owners as much as 16 UMKM who open businesses in the downtown area of Pasir Pengaraian. Data collection techniques using interview techniques directly, observation and documentation. This research uses a template business model canvas to map strategy for the effort and combined with the SWOT analysis. Based on data obtained from the results of research, that the description of the business model approach UMKM using Business Model Canvas outline can be used as recommendations for business strategy, the business model which is currently already underway is able to meet the Nine elements of the blocks on the template business model canvas. The findings of this research are that not all the UMKM business strategy and have just run a business without the vision of enterprise development. Based on the results of the SWOT analysis can be found that alternative new efforts by optimizing internal strength in revenue streams on each UMKM and conduct elections to the right customer segments. Suggestions that may the researcher pointed out every UMKM should be more daring to have the vision to grow and continue to innovate against products goods or services, increase customer segmentation and make use of business model canvas approach in making the strategy of the business.
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Ayan, Syaiful, Chairul Furqon, and Mokh Adib Sultan. "BUSINESS MODEL CANVAS ANALYSIS ON CUAL WEAVING INDUSTRY." International Journal of Business Review (The Jobs Review) 1, no. 2 (2018): 129–36. http://dx.doi.org/10.17509/tjr.v1i2.14108.
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The purpose of this study was to describe the Business Model Canvas used by the weaving cualmaslina industry in Bangka Belitung. The type of the research used is qualitative descriptive. Data were collected through interviews, observations, and questionnaires. Data analysis was carried out through SWOT Analysis, EFAS/IFAS matrix, SWOT matrix, matrix combination of strategies and business model canvas analysis. This study found that the priority strategy that must be done by weaving cualMaslina is to utilize the product's uniqueness to attract goverment assistance and make a strong brand image to take advantage of business opportunities that are still wide open (SO). Analysis of Business Model Canvas on weaving cualMaslina found four elements that need to be improved; Customer segment forms a new segmentation, Channels works with business partners to create websites, Key activities form subdivisions of RD (quality control, design and coloring techniques), Key resources recruits HR Potential.Keyword. Business Model Canvas, analisis SWOT, EFAS/IFAS, Matriks SWOT
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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 (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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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 (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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Choir, Abu. "MEMETAKAN JASA PENDIDIKAN JURUSAN PAI FITK IAIN SURAKARTA MELALUI BUSINESS MODEL CANVAS." Jurnal Ilmiah Didaktika 15, no. 1 (2014): 56. http://dx.doi.org/10.22373/jid.v15i1.562.
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This study tries to explore the srategy of mapping the service of Islamic Education Department of Tarbiyah and Teacher Training Faculty of IAIN Surakarta by using business canvas model. The aim of this study is to describe and find business canvas model to map the service of Islamic education department. The result showed that the service mapping of Islamic education department can be used as a media for quality assessment of Islamic education department. Based on the scope of business canvas model which has been designed, analyzed, and finalized, it was found the service mapping of students, lecturers, staffs, FITK leaders, and Islamic education teachers. Keywords: Service; Islamic Education; Business Canvas Model
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Kamaluddin, Iqbal. "BUSINESS DEVELOPMENT STRATEGY WITH CANVAS MODEL BUSINESS APPROACH IN CV. HAKHENBIK." Dinasti International Journal of Economics, Finance & Accounting 1, no. 3 (2020): 469–81. http://dx.doi.org/10.38035/dijefa.v1i3.431.
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Hakhenbik is a company engaged in the field of furniture and equipment of the school with its production material made from solid wood that has durable strength, and not easily damaged and has a high selling price. On this research author uses qualitative descriptive method that is by using the business model Business model Canvas (BMC), then evaluated using a SWOT analysis in every Business model Canvas (BMC) block on CV. Hakhenbik. The most powerful element in the Business Model Canvas is the Key Partnership, sis the value propositions. The elements that still lack are Customer Relationships and the next is Key Resources. Be rbased on SWOT analysis, CV. Hakhenbik is advised to improve on the element of customer relationshipsThis is because the important factor in running the business is to maintain good relations with the customer, one way to maintain a good relationship with the customer is to maintain communication with customers such as increase communication through social media such as facebook, whats up group, Instagram and others, and can be done by maintaining loyal customers by providing members cards and discounts for loyal customers. In addition to the customer relationships elements that need to be repaired are key Resources by conducting training and development to employees of both operational and management employees.
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Türko, Esra Sena. "Business Plan Vs Business Model Canvas in Entrepreneurship Trainings: A Comparison of Students’ Perceptions." Asian Social Science 12, no. 10 (2016): 55. http://dx.doi.org/10.5539/ass.v12n10p55.
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<p>Business model canvas and business plan are prevalent and widespread tools used in entrepreneurship trainings. This study aims to compare the business model canvas and the business plan as tools used in entrepreneurship trainings through the perceptions of business school students, with a user approach. Students were given applied entrepreneurship courses, and have been taught to prepare a business plan and a business model canvas. Then students were asked questions comparing business plan and business model canvas from various aspects. 62% of the students have stated that they find it more difficult to prepare a business plan. On the other hand despite its hardship to prepare, students have stated business model's superiority to BMC on several issues. According to students' statements, compared to BMC, business plan is more clear (64.6%), more useful (60.8%), more realistic in revealing the phases of start-up (77.2%), superior in financial planning (74,7%), superior in marketing planning (67.1%), superior in costs (70.9%), superior in describing customer needs and value propositon (60.7%), superior in production planning and supply chain (68.3%). After providing these statements students were asked which system they liked preparing the most. Answers to this question could not be decisively evaluated. Percentage of positive, negative and neutral statements are very similar. Independent samples t-test was conducted to compare business plan and BMC use perceptions scoring for gender. There was not a significant difference in the scores for female and male students.</p>
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Sukarno, Bangkit Rambu, and Muhamad Ahsan. "Implementasi Strategi Pengembangan Bisnis Dengan Business Model Canvas." Jurnal Manajemen dan Inovasi (MANOVA) 4, no. 2 (2021): 51–61. http://dx.doi.org/10.15642/manova.v4i2.456.
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This study aims to determine the mapping of existing business strategies and develop new business strategies into a business model canvas. The method used is descriptive qualitative. Data were collected through observation, documentation, and interview. The collected data were analyzed using SWOT analysis and the results were elaborated into nine elements of the Business Model Canvas. The results showed that the business strategy obtained from the Business Model Canvas mapping is good enough because each element supports each other to increase revenue. The practical implication is that several strategies must be improvised to increase revenue, including by developing key resources, increasing the cost structure for advertising, and persuading customers to become resellers as key partnerships, customer relationships, and channels.
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Khizhnyak, R. S. "Entrepreneurial approach to the business incubator: a business models based of «Shared Value Canvas» and «Diversified Markets Canvas»." Business Strategies, no. 7 (August 9, 2018): 18–22. http://dx.doi.org/10.17747/2311-7184-2018-7-18-22.
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Innovations is the key driver for the developed countries intense economic growth. Small innovative ventures play a major role in the creation and development of the innovations. Any innovation implementation entails high risks. To reduce the risks the state has to come up with innovations support and incentives system which incorporates business-incubators as one of its elements. The most effective business incubators performance analysis results were used for development of business incubators successful operations basics. One of them is as follows: “A business incubator should be treated as business”. This statement is the cornerstone of the present article covering the particulars of technological business incubators business models development to be used as business planning and evaluation basics.
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Nurhayat, Kartika. "DESIGNING BUSINESS CANVAS MODEL AND ANALYSIS BUSINESS IN WARUNG DIMSUM." Dinasti International Journal of Management Science 1, no. 6 (2020): 903–12. http://dx.doi.org/10.31933/dijms.v1i6.398.
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The development of culinary business is increasing in Indonesia, especially in big cities, making promising business opportunities. Warung dimsum are used as research objects for the application of Business Model Canvas. The research method uses quantitative descriptive. Data collection is done by interview. The results of the interview show that the Key Activity element is the strongest in the Warung Dimsum. Suggestion from research is that there is a need to develop channel elements to expand sales.
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Mustaniroh, S. A., N. Prabaningtias, and A. D. P. Citraresmi. "Analysis of Business Development Strategies with Business Model Canvas Approach." IOP Conference Series: Earth and Environmental Science 515 (June 23, 2020): 012075. http://dx.doi.org/10.1088/1755-1315/515/1/012075.
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Mahdi, Ammar Fathin, and Lukman Mohammad Baga. "BUSINESS MODEL CANVAS PERUSAHAAN PENGOLAH RUMPUT LAUT." Forum Agribisnis 8, no. 1 (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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Purwanto, Nuri. "Provisioning For New Entrepreneurs Using The Canvas Business Model In The Mlaras Village Business Group." Jurnal Karya Abdi 1, no. 02 (2020): 115–26. http://dx.doi.org/10.32520/karyaabdi.v1i02.1264.
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Business canvas model is a model that sends and captures the value of a business consisting of 9 elements contained in the core of a business that is presented simply and easily understandable, the tighter business competition and the covid-19 virus outbreak has brought major changes in the economy and the real impact is on the MSME sector therefore STIE PGRI Dewantara Jombang is moved to conduct a community service program with the theme is training to create a business plan canvas model , simple and easy to apply creation there are three methods used in community service conducted this time, namely, a lecture model that presents about canvas business theory, the second model of baking practice as a form of implementation of value preposition and segmentation and the second is the presentation and discussion model to assess the level of understanding of the participants regarding the material that has been done before, the process of activities goes smoothly without being constrained , as well as the open insights of participants on the importance of making business planning before doing business.
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Pimenov, Serhii. "THE METHODICAL BASIS OF ESTIMATING THE INFLUENCE STAKEHOLDERS ON THE BUSINESS-MODEL OF THE ENTERPRISE." THEORETICAL AND APPLIED ISSUES OF ECONOMICS, no. 39 (2019): 79–88. http://dx.doi.org/10.17721/tppe.2019.39.8.
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The study investigates and substantiates the necessity to include the needs of stakeholders in the enterprise in the business-model canvas, which as a result will increase the effectiveness of the business-model. The object of the study is a set of theoretical and applied processes for developing a business-model of the enterprise. The subject of the research is theoretical and methodological aspects of building and evaluating the effectiveness of interaction between the enterprise and its stakeholders in the context of the business modelling process. in developing a new element of the Canvas; the method of comparison when distinguishing the Stakeholder Needs element from other elements of the business- model canvas; graphical method for constructing the author's Canvas of a business model. At the center of the traditional processes of business modeling for the 10 years of 21 centuries are the value propositions consumed by certain segments of consumers. Around the Value-Consumer link, all the other elements of the “Canvas” business model are formed. However in our opinion, this approach is imperfect and inferior, since the enterprise does not work in isolation, in a certain ideal environment. The company has a clear link to the country with its economic, social and environmental laws, is located in a specific territory, in a specific locality and it employs specific workers who have their families with specific views, needs, desires. To take into account the enterprise's attachment to specific real-world conditions, we proposed to include the stakeholders to the “Canvas” business model. According to the results of the study, the high role of stakeholders in the formation and implementation of the business model of the enterprise was substantiated, and the author's outline of the business model with the sector "stakeholder needs" was accordingly developed.
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Lumbantoruan, Barmen Brevis, and Perminas Pangeran. "Social Entrepreneurship Canvas Business Model to Improve Family Welfare: A Case Study of the Culinary Business of “Special Fried Quail” at Purwareja Klampok Banjarnegara." International Journal of Multicultural and Multireligious Understanding 8, no. 7 (2021): 723. http://dx.doi.org/10.18415/ijmmu.v8i7.2884.
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This study aimed to develop an entrepreneurial canvas model through evaluating the nine components of the canvas business model to support the empowerment and welfare of culinary business’ members of the Special Fried Quail in Purwareja Klampok District, Banjarnegara and to develop a social entrepreneurship business model. The research strategy was a quantitative case study with an evaluation method. Data collection techniques were carried out using a questionnaire. The analysis model used a Logic Model framework (input, activities, output, and outcome) and a canvas business model. The results of the evaluation research showed that the business model’s orientation was more incline towards commercial business. As its implication, the Special Fried Quail culinary business model’s development in the future would be more directed to the social entrepreneurship business model in order to improve family welfare.
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Rahayu, Priskila C., Natalia Hartono, and Chrisda Agustina. "Business Model Canvas Analysis and Development for Herry Furniture." ICONIET PROCEEDING 2, no. 4 (2019): 292–301. http://dx.doi.org/10.33555/iconiet.v2i4.47.
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Investable, revolution industry 4.0 that is based on integration of the online world, has an impact on all business sectors. It also felt by Herry Furniture, which is still sells office furniture conventionally. The company needs to improve its service and business models inorder to stay competitive. The company needs to improve connectivity interaction and communication with customers. For that we have done the analyze and develop The company’sbusiness model canvas. To find the appropriate strategy, it will be developed by using SWOT analysis that analyze current business model canvas. The strategy obtained is using website as media for sales. This is supported by doing feasibility study (using TELOS) that value 8.4. After that, there is an analysis of business development’s success by using balance scorecard method. It is said that the strategy effectively allows to improve the measurements of each choice in business model canvas to meet organization’s goal. The sales also increased up to average 12.8% each month compared to sales using website and store. This strategy is then applied tocompany’s business model canvas which resulting development on its three pillars which are key partners, key activities, and channels.
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Franzidis, Alexia. "An examination of a social tourism business in Granada, Nicaragua." Tourism Review 74, no. 6 (2019): 1179–90. http://dx.doi.org/10.1108/tr-04-2017-0076.
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Purpose The purpose of this paper is to examine the business model of a successful social tourism business in Granada, Nicaragua. The study assesses how the business provides an avenue to combat the challenges that restrict certain stakeholders from participating in tourism. The case identifies specific mechanisms, such as investing in the local community’s education and favoring local vendors and merchants, as ways in which social tourism businesses can disseminate value among all stakeholders and create a more equitable form of tourism. Design/methodology/approach The case study method was chosen for collecting and analyzing data. Data include in-depth interviews with business founders, managers and employees, field observation notes, photographic documentation and additional written documents. Data were analyzed using content analysis. Findings The study found that the business was able to produce a high-quality tourism product that disseminated value among all stakeholders. The study also proved the value of the additional building blocks within the Business Model Canvas for Social Enterprise, and the clear distinction between “co-creators” and “beneficiaries.” Originality/value This study uses the Business Model Canvas for Social Enterprise, a model unverified since inception, to analyze a successful social tourism business. It confirms the usefulness of the additional building blocks within the model, and the additional delineations between “co-creators” and “beneficiaries.” Furthermore, the paper recommends these distinctions are extended to all blocks in the canvas, to illustrate the many ways a company can distribute value based on its business model.
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Ferasso, Marcos. "Crafting scientific papers in business management: a canvas roadmap proposal." Management Research: Journal of the Iberoamerican Academy of Management 19, no. 2 (2021): 191–210. http://dx.doi.org/10.1108/mrjiam-09-2020-1097.
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Purpose This paper aims to present a tool for helping the mindset organization of graduate students and early career researchers in the process of scientific papers writing. The canvas roadmap is proposed and summarizes the fundamental steps and main features of an academic paper in the business management field. Design/methodology/approach The adopted methodological procedures followed action research and focus groups precepts. Validation was applied in longitudinal and transversal procedures, with two early career researchers and with three groups of graduate students from different institutions. The validation procedures allowed the identification of 15 main features that were structured in a canvas format. Findings The conception of the canvas roadmap, influenced by the business model canvas, is a tool for easing researchers’ mindset when preparing a manuscript. Each of 15 features are explored according to main identified components along the paper writing process. Advices for early researchers are addressed, and key characteristics are presented. Further readings in academic writing literature are suggested as along with practical tips for developing the manuscript. Research limitations/implications Specifically, the canvas roadmap proposal intends to guide Iberoamerican/Latin American scholars to achieve their goals of publishing in top tier journals, relevant to their academic careers, and to improve research outcomes through a structured guidance for crafting scientific papers. Originality/value As main contribution and novelty, this paper intends to provide a canvas roadmap by identifying the main sections a scientific paper in the Business Management field must follow, and how to address specific features when writing these sections. This tool was conceived due the Business Management field needs a faster-to-address and easy-to-use tool and that summarizes main features of academic papers.
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Maulana, Ilham, and Andry Alamsyah. "REKOMENDASI MODEL BISNIS INDUSTRI MUSIK POP DAN ROCK DI INDONESIA BERDASARKAN MODEL BUSINESS CANVAS." Jurnal Manajemen Indonesia 14, no. 2 (2017): 153. http://dx.doi.org/10.25124/jmi.v14i2.359.
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Perkembangan teknologi informasi dan komunikasi (TIK) dewasa ini menyebabkan perubahan strategi dan model bisnis pada Industri Musik Indonesia. Perubahan tersebut menuntut peningkatan kemampuan untuk beradaptasi terhadap teknologi dalam perencanaan model bisnis industri musik khususnya musik pop dan rock. Penelitian ini bertujuan untuk melihat pola bisnis Industri Musik di Indonesia menggunakan dengan menggunakan framework Business Model Canvas Osterwalder dan Pigneur yang akan dianalisis menggunakan SWOT Analysis Business Model Canvas untuk dapat melihat dan merekomendasikan pola Model Business Canvas Industri Musik di Indonesia. Pada paper ini akan dibahas model bisnis untuk penerbit musik dan penulis lagu agar dapat bertahan pada cepatnya perubahan era TIK saat.
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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 (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 (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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Vasilieva, E. V. "Business strategy design methodologies: from product design to platform design." Upravlenie 9, no. 2 (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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Azizah, Siti, and Hafidz Budi Handoko. "Analysis of Rabbit fillet business with the business model canvas approach at Azhar Farm." Jurnal Ilmu-Ilmu Peternakan 30, no. 3 (2020): 237–45. http://dx.doi.org/10.21776/ub.jiip.2020.030.03.09.
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The Azhar Farm rabbit fillet business is currently facing various obstacles to maintain sustainability and expand the product marketing area, the Azhar Farm company is demanded to be able to improve performance by improving its previous business model.This research was conducted to find a general description of the business, the business model of canvas that has been used, and create improvement recommendations for business models of the rabbit fillet business at Azhar Farm. This type of research is descriptive. The Business Model Canvas uses a qualitative approach, while the SWOT uses a quantitative approach with data collection conducted for two and a half months from January to March 2020.This research is focused on the level of renewal of information obtained from the real situation. It provides recommendations for business models improvement with the Business Model Canvas tool by looking at Azhar Farm through the nine elements of BMC. The SWOT analysis results show that the value of the axis (X) of 0.68 and the value of the axis (Y) of 0.97 reflect a positive state and are in quadrant I with the strategy that must be implemented is aggressive.In the rabbit fillet,Azhar Farm also needs to make improvements to the nine elements of BMC to be able to compete and expand the market and maintain stability in the business.
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Silva Filho, Alexandre Magno, Rafael Rodrigues da Silva, Dmitryev Cyreneu da Silva, and Marcos Fernando Machado de Medeiros. "O processo empreendedor: associando o business model Canvas (BMC) ao life cycle Canvas (LCC)." Exacta 16, no. 4 (2018): 35–44. http://dx.doi.org/10.5585/exactaep.v16n4.7991.
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O processo empreendedor envolve desde a concepção de uma ideia até a implementação e gestão do novo negócio. Entre as ferramentas utilizadas nesse processo pode-se destacar o Business Model Canvas (BMC), um quadro de modelo de negócio que contempla as principais áreas que devem ser pensadas. Esta ferramenta baseada na filosofia de gestão visual é amplamente conhecida e a literatura indica que seu uso demonstra contribui para eficiência no processo empreendedor. Desse modo, este artigo teórico propõe uma associação do BMC com a gestão de projetos por meio do Life Cycle Canvas (LCC). A ideia central é mostrar como estas duas ferramentas podem ser associadas, uma em complementaridade à outra, para promover melhores resultados para o negócio, uma vez que a implementação dos projetos originados no BMC pode ser um fator crítico de sucesso para o negócio. Essa associação mostrou que há complementaridade entre as duas ferramentas, ficando o BMC responsável pela fase inicial do processo empreendedor, enquanto o LCC atende à fase final, de gestão dos projetos que levam ao sucesso do negócio.