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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 (December 18, 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 (August 22, 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, Dionysis Pramangioulis, Nikos Nikolopoulos, Dimitrios Rakopoulos, Athanasios Tryferidis, and Dimitrios Tzovaras. "The Smart City Business Model Canvas—A Smart City Business Modeling Framework and Practical Tool." Energies 12, no. 24 (December 16, 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 (September 19, 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 (April 26, 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 (August 21, 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 (August 6, 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 (January 21, 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 (March 1, 2021): 87–94. http://dx.doi.org/10.32670/coopetition.v12i1.142.
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The fashion industry plays an important role in the growth of the national creative industry which absorbs a lot of employment. Business actors selected as samples of this study were 4 distribution stores (Distros), located on Jl Padjadjaran, Bandung. Increasingly fierce competition is a major problem, marked by declining income and profitability. The purpose of this research is to formulate a distribution business strategy using SWOT analysis and BMC. Qualitative and quantitative descriptive research approaches were used in this study. Qualitative research to identify the factors of strengths, weaknesses, opportunities and threats. The results of the study found several factors from the elements of the SWOT analysis, as a basis for conducting quantitative analysis, which resulted in an aggressive strategy that had to be developed. Based on this strategy it is formulated in the form of a business model canvas. The distros business needs to be developed more aggressively in terms of Customer Segment, value proposition, channels, and customer relationships so that company revenue can increase. Companies also need to emphasize the development of the aspects of key business activities, key partners and the effectiveness of utilizing key resources so that the company can carry out cost efficiency. The finding of this study is that BMC can be used to describe briefly but completely as an effort to formulate a strategy for the results of SWOT analysis.
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Carter, Michelle, and Chris Carter. "The Creative Business Model Canvas." Social Enterprise Journal 16, no. 2 (March 11, 2020): 141–58. http://dx.doi.org/10.1108/sej-03-2019-0018.
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Purpose Creative and cultural producers, like social enterprises, operate in a complex business environment where the value proposition is difficult to define, and the organisational motivations are not always financially driven. In the case of Australian visual artists, low incomes and limited access to government funding magnify the importance of developing sustainable business models. This paper aims to present the Creative Business Model Canvas (CBMC), a reinterpretation of Osterwalder and Pigneur’s CBMC (2010), for the benefit of a visual artist’s business planning. Design/methodology/approach This qualitative study uses data from semi-structured interviews to analyse and evaluate the effectiveness of the Osterwalder and Pigneur’s BMC (2010) for use by creative artists to understand the value of their artwork beyond traditional profit-driven business models. A modified canvas is presented to capture a clearer snapshot of creative arts practice with a focus on value propositions that possess dimensions of symbolic value. Findings This study found that the symbolic value of an artist’s practice is difficult to capture using Osterwalder and Pigneur’s CBMC (2010). An artist value proposition is composed of the artifact, artistic services and the artist’s identity. The creative CBMC, as a modified CBMC, captures aspects of the artistic identity such as professional achievements, personal life and the artist’s authenticity. Originality/value This study builds on Osterwalder and Pigneur’s CBMC and reimagines it for use by visual artists and art-based social enterprise organisations where the notion of value can be challenging to articulate.
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Andri Ikhwana and Rizky Paryadi. "Pengembangan Strategi Bisnis Perusahaan Menggunakan Business Model Canvass." Jurnal Kalibrasi 15, no. 2 (July 12, 2017): 62–71. http://dx.doi.org/10.33364/kalibrasi/v.15-2.521.
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Tujuan dari penelitian ini adalah mengidentifikasi kekuatan, kelemahan, peluang dan ancaman perusahaan, kemudian menentukan strategi perusahaan berdasarkan faktor eksternal dan internal perusahaan setelah serta Menentukan strategi perusahaan berdasarkan faktor eksternal dan internal perusahaan serta mendapatkan strategi pada model bisnis perusahaan Hal yang melatar belakangi penelitian ini karena terjadi fluktuasi penjualan dari tahun ke tahun Perusahaan perlu mengembangkan suatu strategi yang tepat agar perusahaan dapat mempertahankan eksistensinya. Berdasarkan permasalahan tersebut akan dilakukan analisa internal dan eksternal menggunakan matriks IFE&EFE. Dari hasil analisa diketahui pada matrik IE bahwa ada dua strategi yang ada pada matrik IE di kuadran I yaitu strategi intensif dan strategi integratif, oleh karena itu strategi intensif dipilih untuk mengembangkan strategi pengembangan produk dan diselesaikan dengan melihat model bisnis perusahaan dengan metode Business Model Canvass (BMC) Kemudian merencanakan pengembangan bisnis dengan menggunakan model BMC (Bisnis Model Canvas). Model ini diperoleh 9 aspek yang harus diperhatikan dalam pengembangan bisnis. Hasil yang diperoleh dari pengembangan model tersebut adalah dengan membuat varian produk baru dari PD DMC dan diikuti dengan 9 elemen pada BMC. Dengan inovasi tersebut akan membuat PD. Donat Madu Cihanjuang Garut dapat bersaing dengan komptetior-kompetitor lainnya sehingga dapat beradaptasi dan berkelanjutan kedepannya dengan lebih baik.
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Mia Agusty, Rosana. "DESIGNING BUSINESS MODEL CANVAS TRANSFORMS INTO BALANCED SCORECARD IN THE XYZ UNIVERSITY IN INDONESIA." Dinasti International Journal of Management Science 1, no. 6 (July 19, 2020): 830–43. http://dx.doi.org/10.31933/dijms.v1i6.392.
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Business Model Canvas becomes a company performance appraisal. BMC is widely used for initial design of business process. In this research, the author is focusing on analyzing business process in XYZ University, one of the largest well known universities in Indonesia. Through the business process, translated onto BMC to see wider view from the beginning to the end of the process. The BMC and then transforms into 4 areas of Balanced Scorecard to see percentage of 4 areas of the business process. Type of data is primary, by observing and interviewing some employees, students, and alumni, and secondary by searching information through social media. The methods is Business Model Canvas and Balanced Scorecard. The result is by including some inputs, business process of XYZ University confirms that the university will survive in long term and has good capacity to remain as one of the high rank universities in Indonesia.
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Annas, Azwar, Muhammad Taher Jufri, and Jusmawati Jusmawati. "Penerapan Business Model Canvas pada E-Commerce Toko H5 Jayapura." JSAI (Journal Scientific and Applied Informatics) 4, no. 2 (July 1, 2021): 204–20. http://dx.doi.org/10.36085/jsai.v4i2.1671.
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Seiring berkembangnya dunia bisnis seperti sekarang ini, e-commerce menjadi salah satu faktor dalam meningkatkan dan memenangkan persaingan dalam hal bisnis dan penjualan produk. Bisnis yang akan dikembangkan sebaiknya dilakukan analisa secara mendalam terkait kelebihan dan kekurangan bisnis tersebut. Studi kasus penelitian pada Toko H5 yang bergerak dibidang fashion. Sistem pada Toko H5 yang secara keseluruhan masih konvensional menjadi permasalahan pertama yang ditemukan. Masalah lain datang selama masa pandemi, omset yang menurun cukup signifikan diperikarakan mencapai 50% dibanding sebelum masa pandemi. Business Model Canvas (BMC) adalah suatu model strategi bisnis yang menggunakan sembilan blok penting. BMC digunakan oleh perusahaan dan startup untuk mendapatkan wawasan tentang analisis model bisnis mereka. Penelitian ini menggunakan analisis proses bisnis yang dilakukan dengan metode BMC untuk menghasilkan e-commerce sehingga model bisnis yang ada kemudian dapat diubah menjadi model bisnis berbasis e-commerce di web. Tujuannya yakni mengoptimalkan kinerja terutama peningkatan sektor penjualan produk sehingga dapat meningkatkan omset pada Toko H5, karyawan menjadi mudah melakukan pendataan stok dan laporan penjualan, serta membantu pelanggan untuk berbelanja secara online melalui E-Commerce.
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Herawati, Novitha, Triana Lindriati, and Ida Bagus Suryaningrat. "PENERAPAN BISNIS MODEL KANVAS DALAM PENENTUAN RENCANA MANAJEMEN USAHA KEDELAI EDAMAME GORENG." JURNAL AGROTEKNOLOGI 13, no. 01 (June 18, 2019): 42. http://dx.doi.org/10.19184/j-agt.v13i01.8554.
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Business model canvas (BMC) is a strategic management and lean start-up template for developing new or documenting existing business models. It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances. It assists firms in their aligning activities by illustrating potential trade-offs. Business model canvas focuses on the idea of creating value in a business. The purpose of implementation of BMC was to determined the best business planning of fried edamame, when it applied to the industry or MSMEs (Micro, Small and Medium Enterprises). The method in the research used descriptive method, while the data analysis used qualitative analysis. Primary data collection was obtained from interviews. Analysis was done by compiling the initial hypothesis, hypothesis testing and verification of business model canvas (BMC). The results showed that the business model strategy for fried edamame products in the value proposition component were crispy, natural, labeled and applied good cooking oil for use. The customer segment component were the buyers of the entire Jember Regency including men and women over 20 years old with middle income. Components of revenue streams were fried edamame product sales, sale of unused oil, and sale of edamame peel to farmers, while the component channels were direct selling and retailers for fried edamame product.
Keywords: business model, fried edamame, strategy, value proposition
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Jamira, Anaseputri, Nur Agustiningsih, and Yulita Febriani. "THE IMPLEMENTATION OF BUSINESS MODEL CANVAS (BMC) TO IMPROVE STUDENTS’ ENTREPRENEURSHIP MINDSET." Dinasti International Journal of Education Management And Social Science 2, no. 3 (February 10, 2021): 395–403. http://dx.doi.org/10.31933/dijemss.v2i3.751.
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The purpose of this study is to understand the implementation Business Model Canvas (BMC) to improve students’ entrepreneurship mindset. There is a gap from previous researches that using traditional research which just focus to develop theory. Action Research gives appropriate approach to improve work or study situation effectively and efficiency. In each cycle in the Level 2 Action Research Method using descriptive statistical analysis techniques through a comparison of the average students' entrepreneurship mindset before and after the application of the BMC method. There are 84 students who participated in this research. The results show that the hypothesis which indicates the BMC method can increase the students' entrepreneurship mindset is empirically proven. The BMC method deserves to be introduced to students. Students have knowledge about how to start a business, and have the courage, ability to create, and innovate and have a high interest in starting a business.
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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 (December 1, 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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Sovei, Husoen Mans. "Perancangan Bisnis Model Barbershop Berkelanjutan (Studi Kasus Unick Barbershop Yogyakarta)." Jurnal Sains, Teknologi dan Industri 18, no. 1 (December 31, 2020): 95. http://dx.doi.org/10.24014/sitekin.v18i1.11550.
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Berkembangnya barbershop membuat persaingan bisnis ini menjadi semakin ketat, bahkan di Kota Yogyakarta semakin banyak bermunculan barbershop. Tujuan utama dalam penelitian ini untuk menciptakan perancangan model bisnis berkelanjutan dalam mengembangkan bisnis usaha barbershop dengan menggunakan metode SWOT, dan BMC (Business Model Canvas). Penelitian ini difokuskan untuk perancangan model bisnis baru dengan pendekatan Business Model Canvas (BMC) sembilan blok, yaitu: (1) Customer Segmentations, (2) Value Propositions, (3) Channels, (4) Customer relationship, (5) Revenue Streams, (6) Key Resources, (7) Key Activities, (8) Key Partnerships, dan (9) Cost Structure. Hasil penelitian ini menunjukkan bahwa model bisnis yang selama ini dilakukan dalam usaha Unick Barbershop Yogyakarta ditemukan kelemahan beberapa elemen BMC, oleh karena itu perlu dilakukan perbaikan pada 4 elemen yaitu; Blok Key Activities, Blok Value Propositions, Blok Customer Segmentations, dan Blok Key Resources
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Ulfah, Mutia. "BUSINESS MODEL CANVAS VOLKS.Co FACILITY PEKANBARU." Jurnal Daya Saing 4, no. 3 (November 23, 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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Tan, Beny, and Klemens Wedanaji Prasastyo. "Pembekalan Kewirausahaan Kepada Pelajar SMA Muhammadiyah Melalui Metode Business Model Canvas (BMC)." Prosiding Konferensi Nasional Pengabdian Kepada Masyarakat dan Corporate Social Responsibility (PKM-CSR) 2 (December 15, 2019): 1240–45. http://dx.doi.org/10.37695/pkmcsr.v2i0.426.
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Kewirausahaan merupakan hal universal yang dapat dilakukan dari berbagai kalangan usia termasuk pelajar SMA. Pelajar SMA patut mendapat pembekalan kiat-kiat untuk berwirausaha yang baik sejak dini. Berwirausaha tentu tidak hanya berbicara tentang hal teoritis melainkan juga aplikasi daripada ilmu kewirausahaan yang sudah dipelajari. Beberapa sekolah saat ini pun sudah memiliki kurikulum kewirausahaan di dalam proses belajar mengajarnya, namun proses tersebut belum dapat secara optimal mendorong para pelajar untuk menciptakan suatu ide bisnis yang dituangkan ke dalam sebuah proposal bisnis. Trisakti School of Management sebagai suatu lembaga pendidikan tinggi yang berfokus pada bidang akuntansi dan manajemen memberikan pembekalan kepada para pelajar dari SMA Muhammadiyah mengenai bagaimana cara mengaplikasi ilmu kewirausahaan yang telah dipelajari sebelumnya. Pembekalan dilakukan dengan memperkenalkan suatu metode perencanaan bisnis yakni Business Model Canvas (BMC). Business Model Canvas mempresentasikan perencanaan bisnis melalui tiga unsur utama yaitu product, value, dan Market. Business Model Canvas dapat memberikan gambaran perencanaan bisnis yang lebih komprehensif namun relatif lebih mudah untuk dimengerti dan diaplikasikan. Melalui pengenalan akan Business Model Canvas ini, para pelajar SMA Muhammadiyah diharapkan dapat menuangkan ide bisnis mereka dengan lebih terstruktur dan terperinci sehingga mempermudah proses penyusunan proposal bisnis.
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Nahdalaily Fathara, Richa, Muhamad Rizal, Ria Arifianti, and Asmaul Husna. "Strategi Model Bisnis UMKM Kuliner untuk Bertahan di Era COVID-19." Bahtera Inovasi 4, no. 2 (June 15, 2021): 111–19. http://dx.doi.org/10.31629/bi.v4i2.3434.
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The purpose of this study is to describe the business model innovation with the Business Model Canvas approach that can be applied to MSMEs during the COVID-19 pandemic so that MSMEs can survive (business resilience). This research uses a qualitative method, with literature studies accessed from several sources, both print and electronic media, books, and research results from various electronic journals. The data analysis used is descriptive analysis. The description of the business model innovation is presented using the Business Model Canvas (BMC) tools. The nine blocks of BMC are important elements that must be thoroughly analyzed in detail in order to achieve business resilience. A business model strategy is needed in achieving business goals and developing SME products so that they are more competitive and can survive in the pandemic era. The use of the right business model will result in MSMEs being able to achieve business resilience.
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Park, Kyungmo. "A Study on the CM at Risk Business Model using Business Model Canvas." Korean Journal of Construction Engineering and Management 17, no. 3 (May 31, 2016): 23–31. http://dx.doi.org/10.6106/kjcem.2016.17.3.023.
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Anindyo Widhoyoko, Samuel, Sasmoko ., Ezra Peranginangin, Jonathan Gultom, and Sri Handayani. "An Epistemology of Fraudulent Financial Reporting: a Business Model Canvas Adoption." International Journal of Engineering & Technology 7, no. 3.30 (August 24, 2018): 305. http://dx.doi.org/10.14419/ijet.v7i3.30.18267.
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As an emerging trends of business, new development of epistemology is necessary. In the field of forensic accounting and fraud examination, numerous model on how fraud could happen have been evolving innovatively. On the other hand, fraudulent financial reporting scheme has never been explained in an epistemological manner. As business process is growing more sophisticated and complicated these days, an epistemology development must be done grounded on a representative business framework in which, this research employs business model canvas (BMC) by Alexander Osterwalder due to its adaptability and flexibility. This research interprets the elements contained in BMC in the context of fraudulent reporting in stock market through sequential explanation presented in the model.
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Cai, Xie, Zhang, Xu, and Cheng. "Business Models of Distributed Solar Photovoltaic Power of China: the Business Model Canvas Perspective." Sustainability 11, no. 16 (August 9, 2019): 4322. http://dx.doi.org/10.3390/su11164322.
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China is a world leader in the global solar photovoltaic industry, and has rapidly expanded its distributed solar photovoltaic (DSPV) power in recent years. However, China’s DSPV power is still in its infancy. As such, its business model is still in the exploratory stage, and faces many developmental obstacles. This paper summarizes and analyzes the main obstacles that China’s DSPV power is facing in its development, using a literature analysis methodology. Then, previous business models, such as host-owned, energy management contract (EMC), and third-party-owned (TPO), were studied using the Business Model Canvas (BMC) as an analytical tool. Moreover, the Lean Canvas (LC) method was used to further conduct a synthesis and comparative analysis with the three models, describing how and to what extent these models can overcome identified obstacles. Finally, the study highlighted the dominant position of EMC model.
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Luthan, Muhamad Zulkyfli, Ratna Winandi, and Amzul Rifin. "ANALISIS PENGEMBANGAN MODEL BISNIS KANVAS PERUSAHAAN HORTIKULTURA PT. XYZ." Forum Agribisnis 9, no. 2 (October 13, 2019): 185–99. http://dx.doi.org/10.29244/fagb.9.2.185-199.
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PT XYZ is one of agribusiness companies which offers horticultural products in Indonesia which are considered as eco-profit and low-pesticide-based-products. The purpose of this research is to describe and improve the business model of PT XYZ based on the Business Model Canvas (BMC) approach and SWOT analysis then the analysis is carried out the preparation of a new business model prototype for PT XYZ. This study utilizes structured interviews assisted with questionnaire instruments as data collection procedures and both Business Model Canvas (BMC) approach and identification of SWOT as research methodology. The results of the SWOT analysis on nine elements of Business Model Canvas (BMC) show that there are internal and external factors that become strengths and weaknesses for the company in carrying out its business model and also what opportunities and threats from external factors affect PT XYZ's business processes are. The SWOT identification results then used as background to formulate a new business improvement model. Improvement of PT XYZ's business model is aims to streamline production in satisfying the demand of Horeca (Hotel, Restaurant, Catering) customers. In supporting expansion of PT XYZ by having effective and efficient business model, the improvements that need to be done are escalating production management, doing production forecast, creating and socializing SOPs to farmers as the main partner, enhancing offline promotion by joining events held by Horeca (Hotel, Restaurant, Catering) events and dividing customer segment into three segments by sorting them based on priority which are Horeca (Hotel, Restaurant, Catering) as the first market segment, modern markets as the second market segment, and traditional market as the third market segment.
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Mangiring Siburian, Agus. "IMPLEMENTATION OF BUSINESS MODEL CANVAS IN CHEMICAL MANUFACTURING COMPANY PT TIMURAYA TUNGGAL." Dinasti International Journal of Economics, Finance & Accounting 1, no. 3 (July 29, 2020): 421–30. http://dx.doi.org/10.38035/dijefa.v1i3.421.
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One of the industries that drives the economy is manufacturing. Companies to be able to continue to excel and compete need a business model that is in line with the strategy to achieve corporate goals, especially under the current conditions of economic globalization. Business Model Canvas (BMC) is one of the business models that describes how a company creates, delivers and records the value of the product or service it produces. The background of this research is to identify the business model used by chemical manufacturing companies in creating value for their customers. The aim of this study is to find out how the implementation of BMC in chemical manufacturing companies in creating value and provide advice and recommendations on the business models used. Key activities and key resources are important elements in a chemical company's business model, since the production process is the main activity in the manufacture of products, which are then sold and distributed to customers
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Ratnaningtyas, Sudrajati, Wawan Dhewanto, Bambang Rudito, Eko Agus Prasetio, and Gina Gina Karunia Kusumah. "Business Model Building and Its Performance in Micro and Small Apparel Industry in Bandung City, Indonesia." International Journal of Engineering & Technology 7, no. 3.25 (August 14, 2018): 106. http://dx.doi.org/10.14419/ijet.v7i3.25.17477.
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This study aims to determine whether or not the impact of business size on business model building and business performance perceived owner. This research used a quantitative-qualitative approach with Survey Method. The study was conducted in Apparel industry in Bandung City in 2017. The business model used to evaluate is Business Model Canvas (BMC). Chi-Square and Mann-Whitney U tests were used to test the differences between micro business and small business on each of BMC building blocks. The results showed that BMC building blocks between Micro Business and Small Buisness differed on two blocks, ie Channels and Revenue Streams, while the other seven blocks were not different significantly. It can be interpreted that the business model on Micro Businesses is generally slightly different with Small Businesses, or in other words the business strategy is relatively the same. However, the Business Model applied to Small Business with excellence in marketing channels and revenue streams compared to Micro Business, has resulted in a higher level of owner satisfaction on the performance of its business.
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Mahmudi, Humam. "REMODELING BISNIS REMODELING BISNIS PT SASAKURA INDONESIA DENGAN MENGGUNAKAN BUSINESS MODEL CANVAS (BMC)." JRMSI - Jurnal Riset Manajemen Sains Indonesia 9, no. 2 (September 27, 2018): 352–73. http://dx.doi.org/10.21009/jrmsi.009.2.10.
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Beberapa tahun terkahir PT Sasakura Indonesia mengalami penurunan keuntungan selama tahun 2016-2017. sehingga yang semula setahun dapat menghasilkan keuntungan perusahaan sebesar 3 milyar Rupiah, namun pada saat itu perusahaan justru merugi sebesar 2,19 milyar Rupiah. Kerugian ini sebagai dampak dari kondisi global dan kondisi ekonomi dalam negeri. Dalam kondisi profit yang terus merosot ini PT Sasakura Indonesia patut mengadakan perubahan. Sehingga dalam menghadapi permasalahan yang ada tersebut, PT Sasakura Indonesia perlu melakukan penyesuaian Bussines Model Canvas (BMC) yang baru. Perusahaan perlu menelaah kembali posisi SWOT perusahaan saat ini, kemudian membuatkan business model canvas dalam upaya memperbaiki model bisnisnya. Business Model Canvas ini juga dapat membantu perusahaan untuk mengenali apa yang menjadi value proposition perusahaan, serta bagaimana membangun dan menjalankan key activities dan key resources dalam menciptakan value proposition dan mendapatkan revenue streams, memahami bagaimana produk dan jasa yang ditawarkan perusahaan dapat dikomunikasikan dengan baik kepada konsumen. Data dari dokumen laporan dalam bentuk hard copy maupun soft copy yang ada di PT Sasakura Indonesia sekaligus sebagai perusahaan yang di teliti. Jenis data primer yaitu data yang berasal langsung dari sumber data yang dikumpulkan secara khusus dan berhubungan langsung dengan permasalahan yang di teliti dengan cara observasi, wawancara, Sedangkan jenis data sekunder diperoleh melalui kajian pustaka, review penelitian relevan sebelumnya, dokumen dan laporan rutin perusahaan. Hasilnya dapat diketahui posisi perusahaan berdasarkan review SWOT, yang menunjukkan bahwa perusahaan PT Sasakura Indonesia masih memiliki peluang cukup baik untuk merebut pasar atau konsumen, dimana strategi yang dapat digunakan yaitu kombinasi strategi Strength-Opportunity. Denggan begitu dapat dibuatkan remodelling business model canvas baru yang selaras dengan posisi SWOT dan strategi baru yang mendukung terlaksananya business model canvas baru yang dibuat.
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Agustin, Dinni, Sigit Cahyono, Tafrizi Tafrizi, Agusti Evianasari, and Nurminingsih Nurminingsih. "Membuat Bussines Model Canvas (Bmc) Untuk Start Up Di Kelurahan Bambu Apus Jakarta Timur." Jurnal Pelayanan dan Pengabdian Masyarakat (Pamas) 5, no. 1 (April 30, 2021): 60–66. http://dx.doi.org/10.52643/pamas.v5i1.1275.
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Pola pikir masyarakat di era globalisasi telah banyak berubah, yang pada awalnya berlomba-lomba ingin menjadi karyawan, namun saat ini banyak yang menginginkan atau bercita-cita menjadi enterpreneur (wirausaha). Akan tetapi setelah mereka terjun langsung dan menekuninya bidang usaha ternyata banyak kendala/hambatan yang mereka alami sebagai enterpreneur. Kesulitan dalam bidang segmentasi konsumen, ketersediaan bahan baku, modal dan pemasalahan lainnya adalah salah satu contoh yang mereka hadapi. Untuk dapat menghadapi masalah tersebut diperlukan pelatihan dalam pembuatan rencana usaha dengan menggunakan Bussiness Model Canvas (BMC). Tujuan dari pelatihan adalah agar peserta dapat mengatasi jika menemukan kesulitan dalam berbisnis. BMC dapat menggambarkan usaha apa yang sedang dijalankan secara menyeluruh dari berbagai aspek. Banyak hal yang belum terpikirkan oleh pengusaha pemula akan tercakup semuanya dalam BMC secara lengkap. Metode yang digunakan dalam pelaksanaan kegiatan pelatihan adalah observasi, wawancara secara langsung, penyuluhan dan melaksanakan demonstrasi di hadapan peserta. Hasil yang dicapai adalah para pelaku start up mendapatkan pengetahuan tentang BMC dan mampu membuat perencanaan bisnis dengan menggunakan model BMC. Kata kunci: Business Model Canvas (BMC), start up, pelatihan
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Mia Agusty, Rosana. "TRANSFORMASI BUSINESS MODEL CANVAS KE DALAM BALANCED SCORECARD DI UNIVERSITAS XYZ INDONESIA." JURNAL MANAJEMEN PENDIDIKAN DAN ILMU SOSIAL 1, no. 1 (May 27, 2020): 244–58. http://dx.doi.org/10.38035/jmpis.v1i1.260.
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Business model Canvas menjadi sebuah alat untuk menganalisis kinerja perusahaan. BMC digunakan secara luas sebagai langkah awal untuk menentukan proses bisnis perusahaan. Dalam penelitian ini, penulis melakukan analisis proses bisnis di Universitas XYZ, salah satu universitas terbaik di Indonesia. Melalui proses bisnis yang diterjemahkan ke dalam BMC kemudian dilakukan transformasi hasil analisis ke dalam 4 perspektif area Balanced Scorecard untuk melihat prosentase bobot setiap prespektif. Jenis data yang digunakan adalah data primer dengan cara melakukan observasi dan interview dengan karyawan, mahasiswa, dan alumni. Data sekunder didapat dari beberapa dokumen dan hasil pencarian dari internet. Metode yang digunakan adalah Business model Canvas dan Balanced Scorecard. Hasil dari penelitian adalah dengan memasukkan saran ke dalam proses bisnis selanjutnya maka Universitas XYZ memiliki kapasitas dan peluang yang sangat baik untuk dapat mempertahankan posisinya sebagai salah satu Top Rank University di Indonesia
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Putri Astari, Nanda, and Rita Nurmalina. "Strategi Bisnis PT Crowde Membangun Bangsa dengan Pendekatan Business Model Canvas (BMC)." Forum Agribisnis 11, no. 2 (September 23, 2021): 122–32. http://dx.doi.org/10.29244/fagb.11.2.122-132.
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PT Crowde Membangun Bangsa is a financial technology company that offers capital services for agricultural activities. With the concept of peer to peer lending (P2P), the company functions as a platform are to bring investors and customers together. To continue to grow and face competition in the future, PT Crowde Membangun Bangsa requires preparation and improvement of business models. This study aims to (1) map the business model applied at PT Crowde Membangun Bangsa, (2) Identify strengths, weaknesses, opportunities, and threats of the nine elements of the Business Model Canvas based on PT Crowde Build the Nation, (3) Formulate alternative Business Model strategies The right canvas to be applied to PT Crowde Membangun Bangsa. The data collection method is carried out by direct observation and using the qualitative method. The conclusion of this study is the improvement in the new Business Model Canvas, especially in the customer segment elements by adding plantations as a new segment and beef cattle commodities as an improvement to existing segments so that the company's targets are met, improvements in these elements need to be supported by improvements in other elements. namely reactivating individual investors as additional corporate financial key resources, additional types of loan facilities to increase the value proposition, and optimizing the use of technology in customer relationship elements and key activities so that additional consumer segments are followed by maximum service and efficient key activities.
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Hutasuhut, Saidun, Irwansyah Irwansyah, Agus Rahmadsyah, and Reza Aditia. "IMPACT OF BUSINESS MODELS CANVAS LEARNING ON IMPROVING LEARNING ACHIEVEMENT AND ENTREPRENEURIAL INTENTION." Jurnal Cakrawala Pendidikan 39, no. 1 (February 21, 2020): 168–82. http://dx.doi.org/10.21831/cp.v39i1.28308.
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Indonesian university graduates skills in creating job opportunities or entering the workforce are still low. It can be seen from the facts that the undergraduate unemployment rate is still higher than the national unemployment rate. Although entrepreneurship education has been considered as one solution to this problem, the best entrepreneurship education model has not been agreed among researchers. This study examines the application of Business Model Canvas (BMC) on enhancing student achievement and student entrepreneurial intentions and the interaction of entrepreneurial learning achievement levels and the application of BMC on entrepreneurial intentions. The method used in this research is quasi-experiment by assigning two classes of entrepreneurship courses at the Faculty of Economics, Medan State University, one class as an experimental class (BMC) and the other class as the control class. Hypothesis testing was conducted with t-test and ANOVA. The findings showed that the average entrepreneurial learning achievement of the BMC class was 12.52% higher than that of the control class. Entrepreneurial intentions of the BMC class was only 6.15% higher than that of the control class. BMC is proven to be positive and significantly improves learning achievement. The level of learning achievement is proven to be positive and it significantly increases entrepreneurial intentions. However, BMC learning has not been proven to increase entrepreneurial intentions. The results of this study are useful for entrepreneurial instructors to design learning that can increase entrepreneurial intentions.
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Wulandary, Ayu, Firtiani R, and Hartina Hartina. "Profil Bisnis Startup Virgin Coconut Oil Menggunakan Business Model Canvas (BMC)." Jurnal AGRISEP Kajian Masalah Sosial Ekonomi Pertanian dan Agribisnis 20, no. 01 (March 31, 2021): 179–94. http://dx.doi.org/10.31186/agrisep.20.01.179-194.
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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 (June 30, 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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Azhar, Ratih Mukti, Ono Suparno, and Setiadi Djohar. "Pengembangan Model Bisnis pada Lokawisata Baturaden Menggunakan Business Model Canvas." MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah 12, no. 2 (February 8, 2018): 137. http://dx.doi.org/10.29244/mikm.12.2.137-144.
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The development of tourism sector in this era of globalization requires each business actor in this sector to continue development business including Lokawisata Baturaden which is one of the natural tourist attractions located in Central Java. Therefore, it is necessary to design the right business model so that Lokawisata Baturaden can understand how to run management activities effectively and efficiently. The objective of this study was to design a future business model of Lokawisata Baturaden as a developed tourism recreation. The analytical method utilized in the study was business model canvas (BMC) with SWOT and blue ocean strategy. The results showed that created of new value proposition for future business model design in the form of educational entertainment programs for children and families in Lokawisata Baturaden affected every element of the business model canvas such as the addition in terms of key resources owned, key activities undertaken, cooperation partners, and income streams who signed in. The cost structure incurred addition and reduction of costs in terms of promotional activities. Costumer segment, the main focus is family, children, and students.
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Crotty, Yvonne, Tom Kinney, and Margaret Farren. "Using the Business Model Canvas (BMC) strategy tool to support the Play4Guidance online entrepreneurial game." International Journal for Transformative Research 4, no. 1 (December 29, 2017): 34–41. http://dx.doi.org/10.1515/ijtr-2017-0005.
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Abstract The Erasmus + Play4Guidance (P4G) project introduces an online business game, designed to help teach entrepreneurial, transversal and mathematical skills using a real-world business environment. This paper explains how the Business Model Canvas (BMC) strategy tool facilitated student understanding of real life business development prior to playing the game. An initial mapping exercise was conducted to find out if the Business Model Canvas could transform the experience of playing the game by providing an overview of real life business strategy, and explain the crucial role that markets and customers play in business growth. As a result of the mapping exercise a workshop session was developed to ensure that students could enact the real life business scenarios presented in the game. Three different types of videos were produced and integrated into the workshop to demonstrate key entrepreneurial competencies and graphically illustrate the nine key building blocks of the BMC. Survey responses from a student cohort evidenced that the workshop was central in helping them to understand real life business strategy prior to playing the game.
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Irma Dwiputranti, Made. "Pengembangan Model Bisnis Halal Logistik Transportasi Berbasiskan Business Model Canvass (BMC)." Competitive 15, no. 2 (December 30, 2020): 115–28. http://dx.doi.org/10.36618/competitive.v15i2.917.
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The basic concept of general logistics and halal logistics are actually the same, the difference is that halal logistics is carried out by ensuring that processes in the supply chain separate halal cargo from non-halal cargo. This needs to be done to avoid cross-contamination and ensure that as long as the logistics system of the product is guaranteed halal, therefore halal logistics can be expressed as the application of the halal concept throughout the supply chain activities of suppliers, manufacturing, warehousing, transportation and product distribution to ensure the halal status of a product. If this is done, it will produce halal logistic output according to the standards of the customer's wishes.
The research will be carried out through interviews and surveys, the results will be used to identify business processes and find out what business activities are carried out and who are the business actors involved, from the business process a business model is then created to develop ordinary logistics to halal logistics based on a Business Model. Canvass (BMC). The Business Model Canvass (BMC) consists of 9 elements, namely customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships and cost structures.
The result of this research is to obtain a canvas-based halal logistics model that can be applied at PT Iron Bird, which is divided into 4 categories, namely: 1) Customers who have potential in halal logistics are industries engaged in fast moving, consumer goods, retail. , raw material and pharmacy 2) Value propositions, namely offers to customers regarding delivery that guarantees halal products, distribution to return goods or return, segregation for Less than Truck Load (LTL), re-packaging for contaminated goods, labels and documents halal, cleaning units according to standards, completeness of safety, transparency and trust, on time delivery, and costs in accordance with the services provided 3) Resources by managing main resources through a special team to handle contaminated goods, availability of vehicles, services provided , packaging for contaminated goods and labels and documents h alal 4) Financial through the services provided. Key Performance Indicators (KPI) in accordance with halal logistics standards which consist of: Quality, Time, Cost and Risk.
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Upadhayay, Sugam, and Omaima Alqassimi. "A Study on Assessing a Business Viability for Transition to a Circular Economy." WIJAR Volume 4 Issue 1 4, no. 1 (November 20, 2020): 78–94. http://dx.doi.org/10.47670/wuwijar202041suoa.
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The shift from the existing linear model of the economy to a circular model is gaining traction across business entities, nationally and globally. Minimal studies have been done that would support the circular transition for a business from an existing linear model. There is a significant gap between the formulation and implementation of circular strategies in business. This literature review explores the preexisting concepts of the business model canvas (BMC) and Value Hill tool for the implementation of circular strategies in a business by determining a Good Point for Transition (GPT). The favorable condition, where a business can transition from a linear economy (LE) to a circular economy (CE) is defined as a GPT. This study suggests a three-step generic process that would provide a company with clarity on how to incorporate circular strategies into their structure. Firstly, this review paper defines and elaborates upon the business model canvas (BMC) based on the prior work of Osterwalder and Pigneur (2010) and Lewandowski (2016). Secondly, it analyzes the Value Hill diagram, a strategic tool for circular activities, that a business can use upon implementation of a circular model (Achterberg et al., 2016). Finally, this work will indicate how a circular strategy can be selected on the basis of assessment of the BMC and Value Hill diagram of a business. For a better understanding of the process, IKEA's initiatives for circular strategies are used in the study. The paper concludes with a three-step generic model for determining GPT and emphasizes that the adoption of circular strategies for companies depends upon the circular expertise and resources they and their value chain partners have across the Value Hill diagram. Keywords: circular economy, circular strategies, circular business model canvas, value hill diagram, circular transitions
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Mochammad. M. Ali, Trevy A. Dinna, Mukhamad Najib,. "Business Model Development Strategy on Property Industry: Case Study on PT CNI." Jurnal Manajemen 24, no. 2 (June 24, 2020): 282. http://dx.doi.org/10.24912/jm.v24i2.648.
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PT CNI is a property developer company located in Cibubur. A high demand of residence leads many developer companies offer some types of housing in this area. PT CNI is currently experiencing a sales-declining, due to the high level of business competition and the sluggish national property market. Therefore, a new strategy formulation is needed that could be applied to re-increase company sales. This study aims to develop a company's strategy by describing and improving the business model of the company based on business model canvas (BMC), IE matrix, SWOT analysis, and blue ocean strategy approach. The data is collected by interviews, questionnaires, and literature studies. Informants were determined through a purposive sampling technique. From the results of the analysis, several strategies were formulated. Then the strategies were mapped back to the new BMC. The improvement shows that there are enhancements to some elements in the company's BMC.
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Citraresmi, Ardaneswari Dyah Pitaloka, Novi Haryati, and Paramyta Nila Permanasari. "Identifying elements of mushroom business development in Malang City with a Canvas model approach." Advances in Food Science, Sustainable Agriculture and Agroindustrial Engineering 4, no. 1 (2021): 39–47. http://dx.doi.org/10.21776/ub.afssaae.2021.004.01.6.
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The mushroom agroindustry has a profitable business opportunity for farmers because it is easy to cultivate, needs short planting time, and does not require extensive planting land. Moreover, the price of post-harvest products is quite high. To face increasingly intense competition, mushroom agroindustry actors need to implement strategic management to increase business competitiveness. The purposes of this study are to identify a business model using the business mode canvas (BMC) approach, analyse the internal and external factors of mushroom agroindustry and formulate alternative business development strategies using SWOT analysis. The result shows that the business model of mushroom agroindustry viewed by nine elements of BMC. By SWOT analysis, mushroom agroindustry has internal strength in its business that is on clear consumer segmentation (0.650). The weakness is anticipating the fewer consumers’ enthusiasm toward healthy food products (0.500). The opportunity of mushroom agroindustry is optimizing the online market (1.200). The threat is competitors from other food products (0.525). Some alternatives of developing the business are based on hold and maintain position consists of four combined strategies: developing and increasing product quality (SO), increasing promotion and services (ST), marketing the products by social media (WO), and evaluating the quality of business relationship (WT).
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Indrawan, Muhammad Isa, Muhammad Dharma Tuah Putra Nasution, Efrizal Adil, and Yossie Rossanty. "A Business Model Canvas: Traditional Restaurant “Melayu” in North Sumatra, Indonesia." Business Management and Strategy 7, no. 2 (December 3, 2016): 102. http://dx.doi.org/10.5296/bms.v7i2.10193.
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The research purpose is to evaluate the business model on the traditional restaurant in Tanjung Pura, North Sumatera, Indonesia. Business Model Canvas (BMC) consists of customer segments, value propositions, channels, customer relationship, revenue streams, key resources, key activities, key partnership, and cost structure. The research method was used qualitative descriptive analysis. The data collected using in-depth interviews. Analysis TOWS is to evaluate the business model on a traditional restaurant. The authors recommend increasing the intensity to visit the restaurant with the privilege of membership. The next recommendation is to collaborate with the new business partners such as banking, e-traveler, e-destination, and e-restaurant. The traditional restaurant enables to obtain the other revenues of the subscription fee and advertising space. Also, the authors recommend registering the food recipes as the intellectual property.
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Afandi, Muh Asrori. "Strategy Development Small Middle Enterprise Tempe Bang Jarwo At Surabaya With Business Model Canvas Approach." BALANCE: Economic, Business, Management and Accounting Journal 18, no. 1 (January 29, 2021): 50. http://dx.doi.org/10.30651/blc.v18i1.6825.
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ABSTRACTThese days, the tight competition in small and middle enterprises gets them to rethink how to develop strategies that can grab the attention and hold the customers' hearts. This study aims to give recommendations for those enterprises such as Tempe Bang Jarwo to survive, develop, and compete against the other home industries by using the Business Model Canvas (BMC) approach. This study uses qualitative methods while formulating strategies by observing and using in-depth interviews and then analyzing them using SWOT and Business Model Canvas. The results of the studies are as follows; 1. Focus on selling the core product of tempe 2. Hold a workshop and business training 3. Publish and sell Book 4. Be apart of CSR. Keywords : Business Model Canvas; SME; Bang Jarwo’s Tempe business strategy; SWOT analysis.Coresspondence to : semangat.asrori@gmail.com ABSTRAKSeiring berkembang nya waktu, ketat nya persaingan bisnis pada usaha umkm membuat mereka untuk berpikir kembali bagaimana strategi pengembangan yang mampu di terima dan mendapatkan posisi pada hati customer. Penelitian ini bertujuan untuk memberikan rekomendasi untuk UKM seperti Tempe Bang Jarwo untuk tetap bertahan, berkembang dan bersaing dengan industri rumahan lainnya dengan pendekatan Bisnis Model Kanvas (BMC). Penelitian ini menggunakan metode kualitatif saat merumuskan strategi dari observasi dan menggunakan wawancara mendalam, kemudian di analisa semua menggunakan SWOT dan Bisnis Model Kanvas. Hasil penelitian ini telah menemukan bahwa: 1. Focus pada penjualan produk tempe; 2. Membuat workshop dan trainig bisnis; 3. Membuat suatu buku dan menjualnya; 4. Menjadi tempat penyaluran CSR. Kata Kunci: bisnis model kanvas; UMKM; strategi bisnis tempe bang jarwo; analisa SWOT
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Kusriyanti, Tutik. "PERANCANGAN STRATEGI BISNIS DENGAN METODE BUSINESS MODEL CANVAS PADA LEORA DESIGN INTERIOR & FURNITURE." JURNAL MANAJEMEN PENDIDIKAN DAN ILMU SOSIAL 1, no. 2 (July 30, 2020): 527–36. http://dx.doi.org/10.38035/jmpis.v1i2.294.
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Globalisasi memberikan pengaruh terhadap dunia perekonomian dan bisnis, selain itu semakin berkembangnya teknologi ikut memberikan banyak perubahan dalam tatanan kehidupan. Persaingan usaha yang sangat tinggi membuat pelaku usaha untuk lebih meningkatkan produktivitas maupun sistem yang telah dimilikinya. Persaingan bisnis kini semakin ketat, karenanya setiap perusahaan dituntut untuk berkembang mengikuti tren yang sedang berlaku. LEORA adalah nama sebuah brand dari PT. Putra Sumber Maton yang bergerak dibidang jasa perancangan interior dan produk mebel untuk rumah, apartemen, cafe dan kantor mulai dari ruang kerja, ruang meeting, ruang tamu, ruang keluarga, kamar tidur, ruang makan, kamar mandi hingga dapur. Dalam menghadapi persaingan bisnis maka diperlukan sebuah strategi untuk dapat bertahan dan terus berkembang, oleh karena itu salah satu strategi yang dapat digunakan yaitu dengan menerapkan Business Model Canvas (BMC) pada perusahaan, dengan BMC ini diharapkan dapat mendukung dan digunakan untuk mengevaluasi bisnis yang sedang berjalan sampai saat perusahaan membutuhkan inovasi untuk keberlangsungan bisnis.
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Wijayanti, Nur, and Hety Handayani Hidayat. "Business Model Canvas (BMC) sebagai Strategi Penguatan Kompetensi UMKM Makanan Ringan di Kabupaten Kebumen, Jawa Tengah." JURNAL AGROINDUSTRI HALAL 6, no. 2 (October 15, 2020): 114. http://dx.doi.org/10.30997/jah.v6i2.2631.
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Micro, Small and Medium Enterprises (SME) Snack food in Kebumen Regency is a startup (starter entrepreneurial) that produces snacks, but have a good business model not yet. This study aims to determine the business strategy that is carried out, analyze the strengths and weaknesses of business processes, and provide recommendations for improving SME competencies using the canvas business model. The method used in this research is descriptive qualitative method. The results of the study illustrate that SME have a value proposition that is snacks in the form of healthy snacks and has local branding. To create value propositions, SME partners such as suppliers of raw materials and consumers, become the main SME resources to run production and distribution, which also requires costs. SME income is only through product sales. Recommendations from this research are to participate as sponsors in various community and humanitarian activities, cooperation and fostering of farmers, resellers, packaging improvements, halal product certification, and product development. Keywords: Business Model Canvas, Snack SME, Kebumen
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Mazza Basya, Maziyah, Rafi Setya Iqbal Pratama, and Muhammad Iqbal Surya Pratikto. "Strategi Pengembangan Fintech Syariah Dengan Pendekatan Business Model Canvas di Indonesia." OECONOMICUS Journal of Economics 4, no. 2 (June 5, 2020): 180–96. http://dx.doi.org/10.15642/oje.2020.4.2.180-196.
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Penelitian ini bertujuan untuk menjelaskan strategi pengembangan Fintech syariah dalam menghadapi persaingan bisnis dengan kompetitor lain. Peneliatian ini menggunakan metode kualitatif dengan pendekatan Business Model Canvas (BMC) yang membahas teori atau mencari referensi yang relevan dengan topik yang di angkat. Peneliti ini menemukan bahwa dalam mengembangkan perusahaan fintech syariah di era disruptif saat ini, harus mempunyai model bisnis yang akan menjadi pondasi dasar dalam menjalankan bisnis berbasis teknologi. Model bisnis tersebut adalah model bisnis kanvas yang memiliki sembilan bagian bangunan, diantaranya: key partnership, key resources, key activities, value proposition, customer segment, customer relationship, channels, cost structure, revenue stream. Namun dalam syariah menambah satu bagian bangunan yaitu syariah compliance. Berdasarkan dari pengelohaan atas pembagian bangunan meemberikan hasil atas strategi pengembangan fintech syariah.
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Pratama, Melati. "Strategi Pengembangan Pindang Palembang menggunakan Model Bisnis Canvas (MBC) untuk Wisatawan." Pusaka: Journal of Tourism, Hospitality, Travel and Business Event 3, no. 1 (January 27, 2021): 37–43. http://dx.doi.org/10.33649/pusaka.v3i1.67.
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Pindang Palembang is one of traditional culinary in South Sumatra which had uniqe special taste like sour, salty and sweet flavour. But, this culinary was not popular in tourist who come in Palembang. So, strategy of development for Pindang palembang need to be done. Development strategy was conducted based on BMC (Business Model Canvas) method by interview dan share quitioner with 24 hotels tourist. The initial identification showed that there were 24.39% foreign tourists who interst to Pindang palembang, the number of 45.45% taste was be value proposition, only 33.33% hotels gave offers about Pindang, the number of 30.91% uniqe was be customer relationships, the easy channel to reached was 85.37% online, the number of 66.67% hotels promoted Pindang palembang, 91.67% hotels had chef and 83.33% had website. By 7 elements, 78% cost structure low but it did’t have appreciations. BMC showed that, there were many factors affected Pindang development such as tourist attractions to Pindang, value of Pindang, mitra, promotion, media online, innovation and competence people who can developed Pindang to be interested taste.Pindang Palembang is one of traditional culinary in South Sumatra which had uniqe special taste like sour, salty and sweet flavour. But, this culinary was not popular in tourist who come in Palembang. So, strategy of development for Pindang palembang need to be done. Development strategy was conducted based on BMC (Business Model Canvas) method by interview dan share quitioner with 24 hotels tourist. The initial identification showed that there were 24.39% foreign tourists who interst to Pindang palembang, the number of 45.45% taste was be value proposition, only 33.33% hotels gave offers about Pindang, the number of 30.91% uniqe was be customer relationships, the easy channel to reached was 85.37% online, the number of 66.67% hotels promoted Pindang palembang, 91.67% hotels had chef and 83.33% had website. By 7 elements, 78% cost structure low but it did’t have appreciations. BMC showed that, there were many factors affected Pindang development such as tourist attractions to Pindang, value of Pindang, mitra, promotion, media online, innovation and competence people who can developed Pindang to be interested taste.
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Hutamy, Ericha Tiara, Adelia Marham, Andi Naila Quin Azisah Alisyahbana, Nur Arisah, and Muhammad Hasan. "Analisis Penerapan Bisnis Model Canvas pada Usaha Mikro Wirausaha Generasi Z." Jurnal Bisnis dan Pemasaran Digital 1, no. 1 (July 25, 2021): 1–11. http://dx.doi.org/10.35912/jbpd.v1i1.453.
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Abstract Purpose: This study aims to analyze the impact of the canvas model business concept on Generation Z micro-entrepreneurs. Research Methodology: The research methodology used in this study is a descriptive survey to describe and explain how BMC is applied to generation Z micro-entrepreneurs. The data for this study came from informants who are Generation Z online business entrepreneurs. The data collection techniques are questionnaire-based. Results: The research results indicate that the application of the business model canvas to micro-entrepreneurs in Generation Z is 83 percent, which indicates a favorable response from the respondents. Limitations: The study's limitations or weaknesses stem from the research process; the researcher recognizes that a study must contain a deficiency and a great deal of weakness. One of them is in terms of the number of respondents who are only ten people in Generation Z micro-enterprises, which is, of course, insufficient to describe the actual situation. Contribution: The purpose of this research is to develop a business strategy applicable to online micro-businesses by mapping the BMC's nine elements. It is anticipated that this research will increase revenue from product sales and broaden the market for Generation Z micro-entrepreneurs.
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O'Neill, Terence William. "The business model canvas as a platform for business information literacy instruction." Reference Services Review 43, no. 3 (August 10, 2015): 450–60. http://dx.doi.org/10.1108/rsr-02-2015-0013.
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Purpose – The purpose of this paper is to describe how the graphic organizer the Business Model Canvas can be used as a platform for business information literacy instruction. Design/methodology/approach – This paper is a case study of the application of the Business Model Canvas in business information literacy instruction in an academic setting. Findings – Entrepreneurship students can struggle to differentiate between the purposes of databases and to integrate research findings into the planning of their business. The Business Model Canvas (BMC) provides a common framework for entrepreneurship students to understand the different purposes of the many information sources available and imposes the iterative process of making and testing assumptions against research. Research limitations/implications – The findings discussed here are used in business and entrepreneurship classes, and thus far this process has been used with that group in mind. This case study also discusses relatively new processes; the teaching described has not yet been rigorously assessed. Practical implications – This process gives students practice integrating library resources into their work and understanding the use of specific resources. This model for instruction could be applied to business information literacy in entrepreneurship classes and courses in other disciplines which also incorporate project planning. Social implications – This process has the potential to improve the opportunity assessment process for student entrepreneurs and to enrich information-seeking practices for entrepreneurs. Originality/value – Little has been written about the use of graphic organizers to differentiate between information resources. This research helps address this gap, while also helping to further explore how entrepreneurship students can best use library resources while developing their business plans.
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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 (February 12, 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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Hartati, Juni, Yulia Windi Tanjung, Anugrah Sri Widiasyih, and Timbul Rasoki. "Strategy In Development Of Processing Salak At Ud. Salacca Through Business Model Canvas Approach." Journal of Agri Socio-Economics and Business 1, no. 2 (December 7, 2019): 1–14. http://dx.doi.org/10.31186/jaseb.1.2.1-14.
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This study is aimed to analyze business model, internal external environment and formulate alternative strategies in UD. Salacca based on Business Model Canvas. The methods of research used are descriptive qualitative method. The data was obtained through secondary data and primary data. Data collected through depth interviews, observation and focus group discussion. The sampling method used was purposive sampling. Data were analyzed using the SWOT and BMC. The results showed that SWOT has Strengths (S), South Tapanuli is the salak production center in North Sumatra. Weaknesses (W) such as some products are not always available and cannot meet large-scale demand or exports; venture capital, technology and labor are still limited; there is no official cooperation contract with suppliers, customers and distributors. Therefore, BMC now needs to be improved by utilizing Opportunities (O) including the assistance from the Government in the form of counseling, training and mentoring of the production machinery business; product promotion facilities at trade shows / festivals and also trade sites; other than that the product has been in demand by domestic and foreign tourists; The business already has a link to export products. So as to be able to face the Threat (T) of many competing products that use substitute raw materials and more sophisticated production technology resulting in consumers not loyal. The resulting alternative strategies are increasing consumer reach and business scale; improvement of production facilities and infrastructure; improving services with consumers; partnerships with distributors and souvenir vendors; increase capital, technology and labor.