Relevant bibliographies by topics / Business Model Canvas

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  3. Books
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Academic literature on the topic 'Business Model Canvas'

Author: Grafiati
Published: 4 June 2021
Last updated: 7 July 2024

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Journal articles on the topic "Business Model Canvas"

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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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Muhammad Diaudin and Nasikh. "Business Model Canvas." Media Wisata 20, no. 1 (January 24, 2022): 88–101. http://dx.doi.org/10.36276/mws.v20i1.326.

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Business Model Canvas: Strategy Planning For The Development Of Karangsari Star Agro-Tourism In Blitar City During The Covid-19 Pandemic. This study aims to determine a strategic plan for the development of Karangsari Starfruit Agrotourism during the COVID-19 pandemic. The method in this research is descriptive qualitative with a Business Model Canvas approach and SWOT analysis. The results of this study are an overview of the current Business Model Canvas from Karangsari Belimbing Agrotourism and a development strategy plan that is prepared based on a SWOT analysis on each Business Model Canvas block. The resulting strategic plan is to expand the target audience, add photo spot facilities and rest areas, add new social media for marketing, utilize social media to establish good relations with visitors, manage social media content consistently, increase collaboration, utilize empty areas and improve quality. HR, reducing variable costs according to priority needs, and increasing income from existing sources.
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Setiawan, Setiawan. "BUSINESS MODEL CANVAS." Jurnal Kajian Budaya dan Humaniora 5, no. 2 (June 7, 2023): 199–216. http://dx.doi.org/10.61296/jkbh.v5i2.158.

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model bisnis berfokus pada akuisisi nilai, sementara strategi bisnis menekankan pada pelestarian keunggulan bersaing yang lebih luas. Di perusahaan, model bisnis merupakan arsitektur pengubahan inovasi menjadi nilai ekonomi, sementara strategi bisnis tidak hanya berhenti pada nilai ekonomi perusahaan, tetapi juga pemegang saham. Selanjutnya, walaupun model bisnis juga dipengaruhi oleh dinamika lingkungan eksternal dan internal organisasi, namun organisasi menggunakan strategi bisnis untuk menanggapi dinamika lingkungan industri dan makro, serta memutuskan posisi bersaing yang akan dipertahankan atau melakukan aksi agresif untuk menyerang pemimpin pasar. Tujuan dari konsep model bisnis telah didefinisikan dengan menekankan penciptaan nilai sebagai bagian dari mengelola pengembangan teknologi. Model bisnis demikian dipahami sebagai alat yang berfokus untuk menengahi antara pengembangan teknologi dan penciptaan nilai ekonomi. Metode penerapan model bisnis di perusahaan memiliki beberapa manfaat. Pertama, terkait dengan komponen-komponennya, model bisnis memudahkan para perencana dan pengambil keputusan di perusahaan melihat hubungan logis antara komponen-komponen dalam bisnisnya, sehingga dapat dihasilkan nilai bagi pelanggan dan perusahaan. Kedua, model bisnis dapat dipakai untuk menguji konsistensi hubungan antar komponennya. Ketiga, model bisnis dapat digunakan untuk menguji pasar dan asumsi yang digunakan ketika mengembangkan bisnis. Keempat, model bisnis dapat dipakai untuk menunjukkan seberapa radikal suatu perubahan dilakukan dan konsekuensinya. Hasil bagi perusahaan kecil, model bisnis didesain untuk kompetensi internal sehingga menghasilkan keuntungan kompetensi bagi perusahaan kecil. Simpulan, Hal ini konsisten dengan resourced- based theory, yang melihat bahwa perusahaan kecil sebagai kumpulan dari berbagai sumber daya dan kapabilitas). Keuntungan kompetitif dapat muncul dari keputusan yang baik atas aktivitas biasa (misalnya: produksi), koordinasi yang baik antara berbagai aktivitas-aktivitas tersebut (misalnya: proses pengembangan produk), manajemen yang baik (misalnya: supply chain management). Saran, Inovasi model bisnis canvas dapat membuat peluang yang besar dalam periode pertumbuhan ekonomi yang cepat. Namun, pemilihan model bisnis yang tepat bagi perusahaan merupakan hal yang sangat krusial karena akan memengaruhi atmosfer ekonomi dan peluang pasar.
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Razabillah, Nurlaela, Sausan Raihana Putri Junaedi, Ora Plane Maria Daeli, and Nova Syahrani Arasid. "Lean Canvas and the Business Model Canvas Model in Startup Piecework." Startupreneur Business Digital (SABDA Journal) 2, no. 1 (February 26, 2023): 72–85. http://dx.doi.org/10.33050/sabda.v2i1.239.

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A newcomer in the social media industry, Piecework is dedicated to assisting small businesses in growing their operations in the age of globalization. Having the appropriate business model for a simple explanation of a company's business idea is essential when creating a startup. The Business Model Canvas was a business model that startups utilized frequently at first, but following the creation of the Lean Canvas, they were interested in using it for company development. The purpose of the comparison between the Business Model Canvas and Lean Canvas in the Piecework startup is to enhance the startup development strategy, gain a stronger market position, and gain a deeper understanding of the business framework based on both business models. To validate the concerns encountered, ten informants were interviewed using a qualitative methodology. Lean Canvas is thought to be more suitable for usage by Piecework because using Lean Canvas, Piecework may build services that are more suitable for customers, according to the comparison of the Business Model Canvas and Lean Canvas business models.
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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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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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Dobrowolski, Zbysław, and Łukasz Sułkowski. "Business Model Canvas and Energy Enterprises." Energies 14, no. 21 (November 2, 2021): 7198. http://dx.doi.org/10.3390/en14217198.

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So far, little is known about the Business Model Canvas development in the energy sector. In this paper, we fill this knowledge gap and modify the Business Model Canvas. Based on the cause–effect analysis combined with the literature searching method, we suggest that Osterwalder’s Canvas for energy enterprise should be modified because the available Canvas adaptations cannot fully capture the energy enterprise’s business model or realise its business operations combined with the public interest. We propose a new original Canvas adaptation by adding two crucial blocks representing the mission, energy accountability, and impact on stakeholders in the Business Model Canvas. The findings make two main contributions. First, they contribute to developing entrepreneurship theory. We formulate an original definition of a business model, first showing the limitations of current definitions. We verify Chesbrough’s functions of business models. Second, compared to earlier business model frameworks, the new model clearly points out that accountability in firms’ everyday businesses is at the core of business development. Moreover, this article formulates future research avenues in the energy sector and provides a helpful planning tool for practitioners.
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Sarita, Buyung. "SRATEGI PENGEMBANGAN USAHA JASA PENGINAPAN DENGAN PENDEKATAN BUSINESS MODEL CANVAS PADA DESTINASI WISATA BAHARI DI KABUPATEN KONAWE SELATAN." Jurnal Ilmiah Penyuluhan dan Pengembangan Masyarakat 3 (November 28, 2023): 9. http://dx.doi.org/10.56189/jippm.v3i0.46302.

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One of the business models that is often used today is the Business Model Canvas. The Business Model Canvas (BMC) is to describe, visualize, assess and change old business models into simpler business models. The Business Model Canvas (BMC) is described with nine main blocks, namely Customer Segment, Value Proposition, Channel, Customer Relationship, Revenue Stream, Key Resources. Main), Key Activities (Key Activities), Key Partnership (Main Partnership), and Cost Structure (Cost Structure). Business actors in running their business are not just about making a profit but must also pay attention to the interests of consumers. The aim of the research is to determine the implementation of the business model canvas, the impact and obstacles of implementing the Bussinis Model Canvas on the design of the business model for developing accommodation services businesses in marine tourism destinations in South Konawe Regency. This type of research is a multisite study. In this research, researchers will visit the business location to observe, research and take part in ongoing activities, of course while maintaining a certain code of ethics (politeness and maintaining the good name of the Institute). To collect research data, the observation method, questionnaire method, and documentary method were used. Data analysis in this research uses the Miles and Huberman model data analysis technique, including data reduction, data display and conclusion drawing verification which are carried out simultaneously. The results of the research show that the implementation of Canvas Model Busines as a business strategy for Lodging Business Actors in South Konawe Regency Based on the results of research, studies, observations and field studies related to the Implementation of Canvas Model Busines as a business strategy for Lodging Business Actors in South Konawe Regency, especially Exell Lodging in Torobulu Village and Suban Amolengu Lodging without realizing it have been implemented in the respective blocks of the Business Model Canvas.
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Khansa, Parmila. "STRATEGI PEMASARAN USAHA BUNATY DENGAN MODEL 7C DAN PENERAPANNYA PADA BUSINESS MODEL CANVAS." Jurnal Bioindustri 3, no. 1 (November 20, 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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Afriza, Reza. "ANALISIS MODEL BISNIS PADA KEDAI KOPI BARIKA PEMATANGSIANTAR DENGAN PENDEKATAN BUSINESS MODAL CANVAS." Jurakunman (Jurnal Akuntansi dan Manajemen) 15, no. 1 (February 14, 2022): 99. http://dx.doi.org/10.48042/jurakunman.v15i1.103.

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The purpose of this research is to develop the Kedai Kopi Barika business using the Business Modal Canvas. The business model canvas is a hypothesis about a company that wants to make a profit. In this study, the researcher tried to identify how the canvas business model was applied to Kedai Kopi Barika by using primary data types with the interviewee method. This study also aims to map business processes using nine business model canvas blocks to solve existing problems. The result is how the application of the canvas business model affects the growth of Kedai Kopi Barika. Keywords: Business Modal Canvas; Business Modal; 9 Blok Of Business Modal
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Dissertations / Theses on the topic "Business Model Canvas"

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Carter, Michelle L. "The Creative Business Model Canvas: The Business Model Canvas reimagined for visual artists." Thesis, Queensland University of Technology, 2018. https://eprints.qut.edu.au/116550/1/Michelle_Carter_Thesis.pdf.

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Recent disruption to the art market has dismantled traditional barriers to entry for new artists and created opportunities for them to reach audiences and develop micro businesses from their practice. However, the majority of Australian artists are untrained in creating profitable business models from their art practice. In order for artists to identify potential opportunities they must rethink their current business strategies and resultant business model. This research project provides a practical tool for use in the business model innovation process by refining Osterwalder and Pigneur’s Business Model Canvas specifically for visual arts practitioners.
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Strupplová, Lucie. "Business plan (model lean canvas)." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-261832.

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The well arranged and instructivee business plan is the basic part of every business project.. Currently is very often used the lean canvas model of the business plan. This model shows us very istructively all the factors influencing the project realisation. The dissertation is divided into the two basic parts. In the thoretical were compared the essential forms of the business plan with their differences. The practical part consists of creating the lean canvas model for the progressive company using the UAV and the MAIA application, monitoring the flight of the UAV. The economic data were analyzed and the structured scheme of the project, with the prediction was realized. The lean canvas model was very useful and optimal for this company and it´s project.
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Manfredini, Matteo <1990&gt. "Analisi ed Evoluzione del Business Model Canvas." Master's Degree Thesis, Università Ca' Foscari Venezia, 2015. http://hdl.handle.net/10579/7175.

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Considerando come il contesto competitivo attuale sia caratterizzato da una crescente complessità, velocità di cambiamento ed incertezza verso il futuro, si avverte sempre più la necessità da parte delle aziende di contare su strumenti manageriali di effettivo supporto. Tra questi il Business Model Canvas si caratterizza per essere al centro dell’attenzione per le sue molteplici applicazioni. Affrontando in primis il contesto da cui si è sviluppato e i principali contributi teorici che hanno sostenuto la sua evoluzione, l’elaborato procede all’ approfondimento di tre principali framework grafici di Business Model. Si prosegue con l’analisi per singoli building block. Beneficiando delle contaminazioni di ognuno dei tre modelli considerati e supportato in fase di ricerca da un campione di cento casi aziendali, il risultato consiste in un unico Business Model Canvas completo, aggiornato e in grado di assolvere alle nuove esigenze di rappresentazione che emergono dal mercato.
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Silva, Patrícia de Jesus. "Modelos de negócio para startups : o complemento value proposition canvas na metodologia business model canvas." Master's thesis, Instituto Superior de Economia e Gestão, 2012. http://hdl.handle.net/10400.5/10406.

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Mestrado em Gestão e Estratégia Industrial
O crescente aparecimento de metodologias para auxílio à conceção de novos empreendimentos, incluindo startups, obriga à necessidade de avaliar a relevância e contexto das mesmas, face à abrangente temática dos modelos de negócio, suas formas de design e avaliação, e ao contexto económico atual que influencia o circundante ecossistema empresarial. Este trabalho visa a comparação de algumas metodologias e a influência que as mesmas têm na conceção da proposta de valor para um modelo de negócio, sublinhando alguma flexibilidade comparativamente aos planos de negócio utilizados até então. Para realização de um estudo exploratório e aplicação de conceitos, foi concebida uma proposta de valor e o correspondente modelo de negócio para a Startup "Y".
The increasing emergence of methodologies to aid conception of new projects, including startups, requires the need to assess the relevance and context of the same, given the comprehensive business models body of knowledge, which comprehends their design and evaluation, and the current economic context that influences companies ecosystems. This study aims to compare the influence of some methodologies on the design of the value proposition of a business model, emphasizing some flexibility compared to business plans used hitherto. To conduct an exploratory study, a value proposition and corresponding business model was designed for Startup Y.
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Borovičková, Nina. "Business model canvas a jeho aplikace v dřevozpracujícím průmyslu." Master's thesis, Česká zemědělská univerzita v Praze, 2016. http://www.nusl.cz/ntk/nusl-257914.

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This thesis deals with the creation of a canvas business model which is understood as a company strategy plan. Its structure consists of nine basic elements (customer segments, value preposition, chanels, customer relationship, revenue streams, key resources, key activities, key partners and cost structure), which must be interconnected in the way that they could bring significant values to the company and its strategy. The aim of this thesis is to apply this method canvas business model to a business subject operating in the wood processing industry and to suggest possibilities of innovation in the same company using the canvas model. The innovation should have the significant positive influence on the future development of the explored subject.
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Lens, Andres Jacinto Lopez. "Business model canvas como suporte ao diagnóstico de capital intelectual." Instituto Tecnológico de Aeronáutica, 2015. http://www.bd.bibl.ita.br/tde_busca/arquivo.php?codArquivo=3354.

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O ambiente cada vez mais competitivo exige contínua inovação nos modelos de negócios das organizações, para que possam assegurar a sua sustentabilidade. Esta inovação, combinada com capital intelectual e estratégia competitiva tem crescido nos últimos anos. Além de identificar oportunidades e ameaças observadas no ambiente externo, deve-se também identificar sua base interna de competências corporativas e de recursos para avaliar as oportunidades e ganhar vantagem competitiva. Rubricas que incluem ativos, habilidades, processos organizacionais, informação e conhecimentos, muitos dos quais, de ordem imaterial são mais relevantes no mundo moderno, uma vez que, a maior parte dos investimentos das organizações visam melhorar o desenvolvimento de conhecimentos e habilidades. Assim, surge a necessidade de diagnosticar o conjunto de conhecimentos e informações encontrados na organizações que, por meio da aplicação da inteligência e não do capital financeiro, agregam valor aos seus produtos e serviços, que constituem seu capital intelectual. Uma ferramenta para avaliação do capital intelectual é a metodologia InCaS. Em relação à inovação de modelo de negócios uma ferramenta amplamente usada é o Business Model Canvas (BMC) que permite a qualquer pessoa interessada criar ou modificar seu negócio pela linguagem visual e mais amigável. O objetivo deste trabalho é propor uma metodologia que permita modelar o negócio com foco na proposta de valor, processos de negócio e diagnosticar o status quo do capital intelectual que contribui para viabilização do modelo de negócios. Para alcançar este objetivo foram utilizados métodos de pesquisa exploratória e bibliográficas, a fim de identificar os métodos e instrumentos apropriados. Foi selecionada a metodologia InCaS, que permite modelar o negócio, e oferece uma avaliação dos recursos intelectuais de capital que suportam a proposição de valor do negócio. Pelo estudo do InCaS identificou-se que seria interessante combiná-lo com uma ferramenta para modelagem de negócios. Deste modo, foi escolhido o BMC, como uma ferramenta específica para tal, que foi integrado ao InCaS com sucesso, utilizando o BMC de modo que ele gere resultados que são compatíveis com as necessidades de dados do InCaS para seu diagnóstico de capital intelectual. A metodologia foi aplicada na unidade operacional do SENAI Rondonópolis, confirmando que é possível fazer sua integração.
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PIRES, Eduardo Menezes. "Adoção da inovação em modelos de negócios estabelecidos: um estudo de caso em tecnologia da informação." Universidade Federal de Pernambuco, 2016. https://repositorio.ufpe.br/handle/123456789/17144.

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Submitted by Irene Nascimento (irene.kessia@ufpe.br) on 2016-06-22T17:17:22Z No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) dissertacao-emp-ABNT.pdf: 3116407 bytes, checksum: 8cd23c19daed8b6c62acf21e44c510b4 (MD5)
Made available in DSpace on 2016-06-22T17:17:22Z (GMT). No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) dissertacao-emp-ABNT.pdf: 3116407 bytes, checksum: 8cd23c19daed8b6c62acf21e44c510b4 (MD5) Previous issue date: 2016-01-29
Existem muitos estudos sobre inovação em modelos de negócios com startups e grandes empresas, mas a realidade das pequenas empresas é bem diferente e requer uma atenção especial. Neste sentido, o objetivo do trabalho é investigar como uma pequena empresa estabelecida do segmento de Tecnologia da Informação inova em seu modelo de negócio ao longo do tempo. Realizamos então um estudo de caso para identificar os fatores que incidiram sobre o modelo de negócio, sob a ótica dos nove blocos de construção do Business Model Canvas. Avaliamos também a aplicabilidade da ferramenta com relação às facilidades e dificuldades do processo de elaboração, à completude da ferramenta e às oportunidades futuras de inovação a partir do Canvas. O fator mais importante foi a inovação aberta, pois, além de manter o foco no negócio principal, a pequena empresa conseguiu responder às necessidades do mercado mais rapidamente e manteve os clientes engajados com a inovação. É essencial construir um ambiente interno capaz de fomentar a inovação e disseminar a visão sistêmica do negócio com toda a equipe, usando o Canvas como ferramenta auxiliar e permitindo à empresa se relacionar com agentes externos (institutos de pesquisa, grandes e pequenas empresas, startups). As boas parcerias incentivam o crescimento da empresa, gerando benefícios para ambos os lados e promovendo uma solução mais completa para o cliente.
There are many studies on business model innovation with startups and big corporations but the scenario for small businesses is quite different and requires special attention. The objective of this study is to investigate how an established small company of Information Technology innovates on its business model over time. To do this, we conducted a case study to identify the factors that impacted on the business model, from the perspective of nine building blocks of Business Model Canvas. We also evaluated the applicability of the tool related to strengths and difficulties of the drafting process, tool completeness and future opportunities of innovation from the Canvas. The most important factor was the open innovation, because in addition to keep the focus on the core business, the small business can respond to market needs faster and keeps customers engaged with innovation. It is essential to build an internal environment capable of fostering innovation and spreading to the whole team a systematic view of business, using Canvas as assistant tool and enabling the company to relate to external stakeholders (research institutions, big and small companies, startups). The good partnerships encourage the growth of the company while creating benefits to both and providing a complete solution to customers.
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Mourão, Hugo Miguel Pacheco Botelho. "Será que o modelo de negócios é o mais adequado : estudo de caso Sportwink." Master's thesis, Instituto Superior de Economia e Gestão, 2014. http://hdl.handle.net/10400.5/7826.

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Mestrado em Gestão e Estratégia Industrial
Esta dissertação procura definir através de uma análise crítica as tipologias do modelo de negócios, suas condicionantes, variações e limitações, com base em múltiplas referências e autores. Será abordado o conceito de modelo de negócio e as suas origens, aprofundado o conceito e por fim, aplicado a uma empresa, a Sportwink.Esta dissertação mostra que o factor inovador da ideia é o ponto de partida. A elaboração de uma estratégia aliada a um modelo de negócio correto, bem definido e estruturado, agregará vantagem competitiva e que, apesar de haver barreiras à replicação, este processo é uma aprendizagem constante, de forma a melhorar continuamente e criar sustentabilidade. Por último, o impacto da globalização e o crescimento da internet são vantagens para a Sportwink, que mesmo optando pelo modelo de negócio freemium, é fundamental desenhar um Business Model Canvas, de forma a mapear os passos a ser seguidos, indo sempre ao encontro das necessidades dos consumidores.
This dissertation seeks to define, through a critical analysis, the types of business model, their constraints, limitations and variants, based on multiple references and authors. It will be addressed the concept of business model, its origins, the deepening of the concept and finally it will be applied to a company, Sportwink. This dissertation shows that the innovation factor idea is the starting point. The elaboration of a strategy combined with a well structured and defined business model, will aggregate competitive advantage, and even there are barriers to replication, this is a learning process for continuous improvement to create sustainability.Finally, the impact of globalization and the growth of internet are advantages to Sportwink, even opting for freemium business model, it is essential to design a Business Model canvas, in order to map out the steps to be followed, always meeting the needs of consumers.
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Lopes, António. "Business Model Canvas: o caso da “ARTSOF- Empresa de perfumes e cosméticos, SA ”." Master's thesis, Instituto Politécnico de Setúbal. Escola Superior de Ciências Empresariais, 2014. http://hdl.handle.net/10400.26/7676.

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Dissertação apresentada para cumprimento dos requisitos necessários à obtenção do grau de Mestre em Ciências Empresariais – Gestão de PME
Do ponto de vista económico a europa, e em particular Portugal enfrentam condições económicas extremas que afetam profundamente não só os consumidores mas também as empresas. Por este motivo tornou-se relevante tentar compreender, em que medida a caraterização do modelo de negócio de uma empresa, pode revelar vantagens competitivas, conseguindo em paralelo espelhar a estratégia da empresa e/ou inclusive, descobrir possíveis pontos débeis a serem colmatados com o desenvolvimento de um modelo de negócio mais robusto. Assim, pretende-se com esta dissertação compreender o funcionamento do modelo de negócio de uma PME familiar, fazer o seu diagnóstico e desenvolver um conjunto amplo de questões que possam de alguma forma contribuir para a adaptação do modelo de negócio às constantes mudanças do meio envolvente. Com recurso à metodologia do estudo de caso e fazendo uso da estrutura analítica do Business Model Canvas proposto por Osterwalder e Pigneur (2010) explicita-se o modelo de negócio da empresa que será apelidada de ARTSOF, SA1 (a fim de preservar a sua identidade) procurando-se, depois efetuar a avaliação interna da empresa, forças e fraquezas e a avaliação da posição da empresa face ao meio envolvente, oportunidades e ameaças. Com base no diagnóstico do modelo de negócio atual da empresa ARTSOF, SA procuraremos identificar vantagens competitivas da empresa e relacionar o modelo de negócio atual a um conjunto amplo de fatores baseados nas 5 forças de Porter. O objectivo é desenvolver um conjunto de questões que possam ajudar a empresa a adaptar o seu modelo de negócio à constante evolução da envolvente externa. No que concerne a resultados, a revisão da literatura mostrou-nos que o conceito de empresa familiar ainda não é universal, nos últimos 10 anos, o campo de estudos de empresas familiares não foi preciso na definição de empresa familiar, apesar das diversas tentativas para distinguir as empresas familiares das empresas não familiares, não há uma definição amplamente aceite e a literatura contínua com dificuldades em definir empresa familiar. Ainda assim, o princípio fundamental das definições circula em torno do importante papel da família na definição da visão, criação de recursos, capacidades únicas e controlo do negócio. No que diz respeito à definição e identificação dos componentes constituinte de um modelo de negócio a literatura mostrou-se bastante vasta. Desde o seu aparecimento, até aos dias de hoje, os autores têm tido diferentes visões sobre os componentes que compõem este conceito e não existe na literatura uma definição consensual para o termo sendo a literatura académica fragmentada e as definições inconsistentes. Ainda assim, a revisão da literatura evidenciou que um modelo de negócio é uma ferramenta conceitual de apoio à gestão que tem como principal objetivo, descrever a lógica de criação, entrega e captura de valor pela organização. A caracterização do modelo de negócio da empresa ARTSOF, SA e o seu diagnóstico a cada uma das componentes permitiu construir uma visão global sobre o modelo e o posicionamento da empresa face aos clientes, fornecedores e outros parceiros de negócio. A análise efetuada tornou-se particularmente relevante na medida em que permitiu não só identificar através da avaliação interna da empresa, forças e fraquezas e da avaliação da posição da empresa face ao meio envolvente, oportunidades e ameaças como paralelamente foi possível compreender as vantagens competitivas (indexadas ao modelo) que conduzem a desempenhos superiores e duradouros. Não é objetivo deste trabalho a apresentação de um novo modelo de negócio mas antes, aproveitar as potencialidades do modelo de negócio atual para prever possíveis mudanças que possam vir a influenciar o modelo de negócio.
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Hauksson, Hilmar. "Metamodeling for Business Model Design : Facilitating development and communication of Business Model Canvas (BMC) models with an OMG standards-based metamodel." Thesis, KTH, Skolan för informations- och kommunikationsteknik (ICT), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-138139.

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Interest for business models and business modeling has increased rapidly since the mid-1990‘s and there are numerous approaches used to create business models. The business model concept has many definitions which can lead to confusion and slower progress in the research and development of business models. A business model ontology (BMO) was created in 2004 where the business model concept was conceptualized based on an analysis of existing literature. A few years later the Business Model Canvas (BMC) was published; a popular business modeling approach providing a high-level, semi-formal approach to create and communicate business models. While this approach is easy to use, the informality and high-level approach can cause ambiguity and it has limited computer-aided support available. In order to propose a solution to address this problem and facilitate the development and communication of Business Model Canvas models, two artifacts are created, demonstrated and evaluated; a structured metamodel for the Business Model Canvas and its implementation in an OMG standards-based modeling tool to provide tool support for BMC modeling.This research is carried out following the design science approach where the artifacts are created to better understand and improve the identified problem. The problem and its background are explicated and the planned artifacts and requirements are outlined. The design and development of the artifacts are detailed and the resulting BMC metamodel is presented as a class diagram in Unified Modeling Language (UML) and implemented to provide tool support for BMC modeling. A demonstration with a business model and an evaluation is performed with expert interviews and informed arguments.The creation of a BMC metamodel exposed some ambiguity in the definition and use of the Business Model Canvas and the importance of graphical presentation and flexibility in the tools used.The evaluation of the resulting artifacts suggests that the artifacts do facilitate the development and communication of the Business Model Canvas models by improving the encapsulation and communication of information in a standardized way and thereby the goals of the research are met.
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Books on the topic "Business Model Canvas"

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Ko, Stephen, and Carolyn Davis. Value Proposition Canvas and Business Model Canvas. 2455 Teller Road, Thousand Oaks California 91320 United States: SAGE Publications, Inc., 2023. http://dx.doi.org/10.4135/9781071907702.

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PPM, Penerbit. Business model canvas: Penerapan di Indonesia. 2nd ed. Jakarta: Penerbit PPM, 2012.

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Business Model Canvas. Hoboken, New Jersey: John Wiley & Sons, Inc.,, 2010.

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Business Model Canvas: Large and Blank Business Model Canvas Templates. Independently Published, 2020.

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Publications, Phoresia. Business Model Canvas: Large and Blank Business Model Canvas Templates with Value Proposition. Independently Published, 2020.

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Business Model Canvas: Guide Pratique. Independently Published, 2020.

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Publications, Phoresia. Business Model Canvas: Large Blank Business Model Canvas Templates and Value Proposition for Business Owners. Independently Published, 2020.

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Greger, Rudolf. 9 Schritte Zum Besseren Business Model: Anleitung Zum Business Model Canvas. Independently Published, 2021.

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Baines, Hendrick. Business Modelling Essentials: Core and Key Elements of a Business Model Business Model Generation Business Model Canvas. Independently Published, 2020.

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OSTERWALDER, Alexander, Yves PIGNEUR, and kalkadai Salomon. Business Model Canvas : Outils Marketing et Création D'entreprise: Business Model Nouvelle Génération. Independently Published, 2022.

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Book chapters on the topic "Business Model Canvas"

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Horster, Eric. "Das Business Model Canvas." In Customer Experience Management, 98–105. München: Haufe, 2023. http://dx.doi.org/10.34157/978-3-648-16906-3_14.

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Guadagni, Alessandro, and Umberto Pascucci. "Business Model Canvas: an introduction." In Manuali – Scienze Tecnologiche, 45. Florence: Firenze University Press, 2020. http://dx.doi.org/10.36253/978-88-5518-044-3.45.

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The Business Model Canvas is a strategic tool that uses visual language to create and develop high-value innovative business models. The goal of this lesson is to give a clear and precise definition of BMC and see how this concept can fit into the world of SPA. In this sense, in the previous months the 3 farmers have developed, with the help of external collaborators, their BMC, visually representing the process of creating, distributing and capturing value for their customers. The results are presented as "good practices". The BMC is completed with the presentation of the "external forces framework" . Furthermore, one slide presents the difference between BMC and Business Plan.
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Nicoletti, Bernardo. "Business Model Canvas and Insurance 4.0." In Insurance 4.0, 41–68. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-58426-9_3.

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Stenn, Tamara L. "Focus on the Business Model Canvas." In Social Entrepreneurship as Sustainable Development, 55–89. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-48060-2_4.

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Wohllebe, Atilla. "Geschäftsmodellanalyse mit dem Business Model Canvas." In Geschäftsmodelle systematisch analysieren, 27–50. Wiesbaden: Springer Fachmedien Wiesbaden, 2022. http://dx.doi.org/10.1007/978-3-658-36258-4_4.

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Frick, Jan, and Murshid Mikael Ali. "Business Model Canvas as Tool for SME." In IFIP Advances in Information and Communication Technology, 142–49. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-41263-9_18.

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Lukas, Tobias. "Business Model Canvas – Geschäftsmodellentwicklung im digitalen Zeitalter." In Führungsinstrumente aus dem Silicon Valley, 143–59. Berlin, Heidelberg: Springer Berlin Heidelberg, 2017. http://dx.doi.org/10.1007/978-3-662-54885-1_9.

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Foster, Kenneth. "A Business Model Canvas for the Arts." In Arts and Cultural Leadership, 155–70. 2nd ed. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003263654-11.

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Pereira, Sergio Gustavo Medina, Franciele Alves dos Santos Medina, Rodrigo Franco Gonçalves, and Márcia Terra da Silva. "System Thinking and Business Model Canvas for Collaborative Business Models Design." In IFIP Advances in Information and Communication Technology, 461–68. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-51133-7_55.

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Hruska, Jan, and Petra Maresova. "Design of Business Canvas Model for Social Media." In Advances in Intelligent Systems and Computing, 63–69. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-13-1498-8_6.

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Conference papers on the topic "Business Model Canvas"

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Kristensen, Kjetil, and Caglar Ucler. "Collaboration Model Canvas : Using the Business Model Canvas to Model Productive Collaborative Behavior." In 2016 International Conference on Engineering, Technology and Innovation/IEEE lnternational Technology Management Conference (ICE/ITMC}. IEEE, 2016. http://dx.doi.org/10.1109/ice/itmc39735.2016.9026160.

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Mladenov, Valeri, Veselin Chobanov, and Verzhinia Ivanova. "DSO flexibility services Business Model Canvas." In 2022 14th Electrical Engineering Faculty Conference (BulEF). IEEE, 2022. http://dx.doi.org/10.1109/bulef56479.2022.10021190.

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Jasnovaria, Jasnovaria, and Ningky Sasanti Munir. "Business Model Development of PT. XYZ Using Business Model Canvas." In 3rd Asia Pacific Management Research Conference (APMRC 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200812.026.

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Hia, Yosafat, Farda Hasun, and Sinta Aryani. "Evaluation and Design of GoniGoni Business Model Using Business Model Canvas." In International Conference on Economics and Business Studies (ICOEBS 2022). Paris, France: Atlantis Press, 2022. http://dx.doi.org/10.2991/aebmr.k.220602.013.

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Palma, Florencia, Ricardo Rodriguez, and Virginia Ferrari. "ORANGE CANVAS - BUSINESS MODEL FOR CREATIVE INDUSTRIES." In 15th International Conference on Education and New Learning Technologies. IATED, 2023. http://dx.doi.org/10.21125/edulearn.2023.2013.

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Meertens, L. O., M. E. Iacob, L. J. M. Nieuwenhuis, M. J. van Sinderen, H. Jonkers, and D. Quartel. "Mapping the business model canvas to ArchiMate." In the 27th Annual ACM Symposium. New York, New York, USA: ACM Press, 2012. http://dx.doi.org/10.1145/2245276.2232049.

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Endratno, Hermin, and Selamet Santoso. "Canvas Business Model Marketer Village, Tunjungmuli Purbalingga." In Proceedings of the 2nd International Conference of Business, Accounting and Economics, ICBAE 2020, 5 - 6 August 2020, Purwokerto, Indonesia. EAI, 2020. http://dx.doi.org/10.4108/eai.5-8-2020.2301083.

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Erlina, Rr, Toto Gunarto, and Faila Shofa. "Analysis of Business Strategy with Canvas Model Business (BMC) Approach." In Proceedings of the First International Conference of Economics, Business & Entrepreneurship, ICEBE 2020, 1st October 2020, Tangerang, Indonesia. EAI, 2021. http://dx.doi.org/10.4108/eai.1-10-2020.2304740.

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Indrawan, Dikky. "Business Model Canvas for Animal Health Business Using IoT Application." In First ASEAN Business, Environment, and Technology Symposium (ABEATS 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200514.006.

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Pratama, Novandra Rhezza, and Junichi Iijima. "DEMO Construction Model Generation Process from Business Model Canvas." In 20th International Conference on Enterprise Information Systems. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0006805503840392.

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Reports on the topic "Business Model Canvas"

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Daldrup, Valerie, Iliyana Madina, Caron Pomp, Suntje Schmidt, and Julia Stadermann. Whitepaper WTT Impact Canvas: Entwicklung und Pilotierung eines Canvas zur Darstellung der Wirkung von Transfermaßnahmen. Technische Hochschule Wildau, 2022. http://dx.doi.org/10.15771/innohub_6.

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Die Messung möglicher Effekte des Wissens-und Technologietransfers (WTT) als Teil der Dritten Mission hat eine hohe Relevanz, wenngleich nicht alles über reine Kennzahlen erfasst werden kann. Daher hat die Taskforce Wirkungsmessung des Innovation Hub 13 das WTT Impact Canvas erarbeitet und als Vorlage für Interessierte bereitgestellt. Die Idee zum WTT Impact Canvas beruht hierbei auf dem Business Model Canvas von Osterwalder und Pigneur sowie dem Theory of Change Toolkit. Ähnlich zu diesen beiden Modellen bildet das WTT Impact Canvas wichtige Aspekte von Transferaktivitäten klar strukturiert und kompakt ab. Es hilft Beteiligten durch die Visualisierung dabei, über das Geplante und Erreichte zu reflektieren, die Aktivitäten zu beschreiben und den Mehrwert für andere darzustellen sowie nach außen zu kommunizieren. Das vorliegende Whitepaper zum WTT Impact Canvas beschreibt zunächst die Problematik der Erfassung von Transferaktivitäten und deren Wirkung. Im Anschluss wird das Canvas selbst vorgestellt sowie die einzelnen Felder beschrieben. Darüber hinaus zeichnen wir die unterschiedlichen Entwicklungsschritte des Canvas nach und zeigen anhand von Beispielen den möglichen Nutzen des Canvas für Transferakteure auf. Ziel ist mittel- bis langfristig, das Canvas auch für die Wirkungsmessung von WTT Aktivitäten außerhalb des Innovation Hub 13 bereitzustellen und nutzbar zu machen.
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The gender-responsive Business Model Canvas. FAO, May 2023. http://dx.doi.org/10.4060/cc5363en.

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