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Academic literature on the topic 'Business Model Canvas (BMC)'
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Journal articles on the topic "Business Model Canvas (BMC)"
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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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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.
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Nur Indah S K, RA Iis Suci. "PLANNING BUSINESS MODEL CANVAS WITH SWOT METHOD AT XYZ INSTITUTE." Dinasti International Journal of Digital Business Management 1, no. 5 (2020): 781–93. http://dx.doi.org/10.31933/dijdbm.v1i5.483.
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The background of this research is that every company must be able to make a new strategy that is right to be able to compete in the present and also in the future with other similar companies. The XYZ Institute is an institution that was established and operating since 1998. Based on data obtained in the last 4 years, the number of students enrolled at the XYZ Institute has increased and also declined erratically. Allegedly because the marketing planning segment is not yet right. The focus of this study is to identify elements within the Institute that deal directly with customers, in this case students. This research uses a descriptive qualitative approach, the type of research is a case study. Data collection is done by interview, observation, documentation, and questionnaire. Withusing the Businees Model Canvas (BMC) approach proposed by Osterwalder and Pigneur (2010). After the researcher identifies 9 elements in BMC, the researcher then conducts a SWOT analysis. The link between SWOT analysis and Business Model Canvas in this study is that SWOT can help identify strengths, weaknesses, opportunities and threats faced by companies in the process of implementing nine elements of BMC. The results of the BMC identification which were then analyzed through the BMC matrix showed that the XYZ Institute needs to change the pattern of marketing business strategies they currently have and make as many connections as possible with high school / vocational / STM schools throughout Jakarta specifically.
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Giourka, Paraskevi, Mark Sanders, Komninos Angelakoglou, et al. "The Smart City Business Model Canvas—A Smart City Business Modeling Framework and Practical Tool." Energies 12, no. 24 (2019): 4798. http://dx.doi.org/10.3390/en12244798.
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Cities are challenged with increasing population growth and need to implement smart solutions to become more resilient to economic, environmental, and social challenges posed by ongoing urbanization. This study reviewed business model development frameworks and developed a practical tool to help cities assess business models by adapting components of the Business Model Canvas (BMC) and adding new ones that operationalize the smart city dimensions. The Smart City BMC (SC-BMC) proposed provides a practical framework that supports developing and communicating a more holistic and integrated view of a smart city business model. It also supports creatively innovating toward more sustainable value creation. As a framework, the SC-BMC bridges sustainable value creation for business model development and smart city innovation.
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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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Nasution, Aisyah. "Business Model Canvas Fashion Busana Muslim Di Jakarta." JURNAL DINAMIKA MANAJEMEN DAN BISNIS 2, no. 1 (2019): 42–53. http://dx.doi.org/10.21009/jdmb.02.1.3.
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Tujuan dari penelitian ini adalah menganalisa model bisnis dari bisnis pakaian muslim yang telah ada dengan menggunakan BMC dan mengetahui apakah bisnis pakaian muslim ini layak atau tidak untuk dijalankan dan dapat menghasilkan keuntungan. Terdapat beberapa bisnis model yang dapat dipilih, salah satunya yaitu dengan menggunakan Business Model Canvas. BMC adalah salah satu bisnis model yang cocok digunakan untuk menganalisa bisnis startup. Salah satu bisnis yang dapat dilirik adalah ekonomi kreatif yaitu dibidang industry fesyen. Dalam penelitian studi kelayakan bisnis ini terdapat empat aspek yang akan diteliti yaitu aspek pasar (industry/target market feasibility), aspek Produk/jasa (Product/service feasibility), aspek manajemen dan kepemilikan (Organizational feasibility), dan yang terakhir adalah aspek keuangan (financial feasibility). Hasil studi ini menunjukkan bahwa model bisnis pakaian muslim batik wanita menggunakan business model canvas ini layak untuk dijalankan dan berpotensi menghasilkan keuntungan yang diinginkan.
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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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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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Anggraini, Novy. "Analisis Usaha Mikro dengan Pendekatan Business Model Canvas (BMC)." Ekonomi dan Bisnis 6, no. 2 (2020): 139. http://dx.doi.org/10.35590/jeb.v6i2.1313.
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Penelitian ini bertujuan untuk menganalisis kekuatan, kelemahan, peluang, dan ancaman berdasarkan 9 elemen Bisnis Model Kanvas dan memetakan strategi-strategi baru dalam rangka meningkatkan penjualan produk. Metode yang digunakan pada penelitian ini melalui pendekatan Bisnis Model Kanvas (BMK) dan analisis SWOT. Tahap awal penelitian yaitu dengan melakukan pemetaan BMK terhadap strategi yang telah dilakukan pemilik usaha, kemudian dikombinasikan dengan analisis SWOT yang menghasilkan matriks strategi. Matriks strategi menghasil kekuatan antara lain kebaruan produk, pemasaran online melalui sosial media, dan penyediaan tester untuk pengunjung toko. Kelemahan yang dapat diamati yaitu belum ada pelayanan untuk mempertahankan pelanggan, produk mudah ditiru, serta penggunaan mesin dan alat yang masih sederhana. Selain itu, peluang yang dapat tercipta antara lain belum ada pesaing di lini produk yang sama di dalam satu kota, membuat kemasan yang lebih menarik lagi, dan membuat website untuk memperluas pemasaran. Ancaman yang dapat muncul antara lain pelanggan yang mudah berpindah dan adanya produk buatan pabrik luar kota yang memproduksi dengan teknologi terbaru dan kemasan yang lebih menarik. Hasil matriks analisis SWOT tersebut dipetakan kembali ke dalam BMK. Dari hasil akhir pemetaan BMK menunjukkan beberapa tambahan strategi pada elemen-elemen yang dapat dijadikan alternatif strategi baru untuk diterapkan. Elemen-elemen tersebut antara lain: elemen Proposisi Nilai, Saluran, Hubungan dengan Pelanggan, Sumber Daya Utama, dan Struktur Biaya.
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Sugiyanto, Muhammad Aditya Pratama, and Endang Wahyuningsih. "Formulasi Strategi Menggunakan Bisnis Model Canvas." Coopetition : Jurnal Ilmiah Manajemen 12, no. 1 (2021): 87–94. http://dx.doi.org/10.32670/coopetition.v12i1.142.
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The fashion industry plays an important role in the growth of the national creative industry which absorbs a lot of employment. Business actors selected as samples of this study were 4 distribution stores (Distros), located on Jl Padjadjaran, Bandung. Increasingly fierce competition is a major problem, marked by declining income and profitability. The purpose of this research is to formulate a distribution business strategy using SWOT analysis and BMC. Qualitative and quantitative descriptive research approaches were used in this study. Qualitative research to identify the factors of strengths, weaknesses, opportunities and threats. The results of the study found several factors from the elements of the SWOT analysis, as a basis for conducting quantitative analysis, which resulted in an aggressive strategy that had to be developed. Based on this strategy it is formulated in the form of a business model canvas. The distros business needs to be developed more aggressively in terms of Customer Segment, value proposition, channels, and customer relationships so that company revenue can increase. Companies also need to emphasize the development of the aspects of key business activities, key partners and the effectiveness of utilizing key resources so that the company can carry out cost efficiency. The finding of this study is that BMC can be used to describe briefly but completely as an effort to formulate a strategy for the results of SWOT analysis.