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Rajković-Borisavljević, Jelena, and Milinko Veličković. "Canvas business model." Serbian Journal of Engineering Management 4, no. 1 (2019): 53–59. http://dx.doi.org/10.5937/sjem1901053r.
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Muhammad Diaudin and Nasikh. "Business Model Canvas." Media Wisata 20, no. 1 (January 24, 2022): 88–101. http://dx.doi.org/10.36276/mws.v20i1.326.
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Business Model Canvas: Strategy Planning For The Development Of Karangsari Star Agro-Tourism In Blitar City During The Covid-19 Pandemic. This study aims to determine a strategic plan for the development of Karangsari Starfruit Agrotourism during the COVID-19 pandemic. The method in this research is descriptive qualitative with a Business Model Canvas approach and SWOT analysis. The results of this study are an overview of the current Business Model Canvas from Karangsari Belimbing Agrotourism and a development strategy plan that is prepared based on a SWOT analysis on each Business Model Canvas block. The resulting strategic plan is to expand the target audience, add photo spot facilities and rest areas, add new social media for marketing, utilize social media to establish good relations with visitors, manage social media content consistently, increase collaboration, utilize empty areas and improve quality. HR, reducing variable costs according to priority needs, and increasing income from existing sources.
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Setiawan, Setiawan. "BUSINESS MODEL CANVAS." Jurnal Kajian Budaya dan Humaniora 5, no. 2 (June 7, 2023): 199–216. http://dx.doi.org/10.61296/jkbh.v5i2.158.
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model bisnis berfokus pada akuisisi nilai, sementara strategi bisnis menekankan pada pelestarian keunggulan bersaing yang lebih luas. Di perusahaan, model bisnis merupakan arsitektur pengubahan inovasi menjadi nilai ekonomi, sementara strategi bisnis tidak hanya berhenti pada nilai ekonomi perusahaan, tetapi juga pemegang saham. Selanjutnya, walaupun model bisnis juga dipengaruhi oleh dinamika lingkungan eksternal dan internal organisasi, namun organisasi menggunakan strategi bisnis untuk menanggapi dinamika lingkungan industri dan makro, serta memutuskan posisi bersaing yang akan dipertahankan atau melakukan aksi agresif untuk menyerang pemimpin pasar. Tujuan dari konsep model bisnis telah didefinisikan dengan menekankan penciptaan nilai sebagai bagian dari mengelola pengembangan teknologi. Model bisnis demikian dipahami sebagai alat yang berfokus untuk menengahi antara pengembangan teknologi dan penciptaan nilai ekonomi. Metode penerapan model bisnis di perusahaan memiliki beberapa manfaat. Pertama, terkait dengan komponen-komponennya, model bisnis memudahkan para perencana dan pengambil keputusan di perusahaan melihat hubungan logis antara komponen-komponen dalam bisnisnya, sehingga dapat dihasilkan nilai bagi pelanggan dan perusahaan. Kedua, model bisnis dapat dipakai untuk menguji konsistensi hubungan antar komponennya. Ketiga, model bisnis dapat digunakan untuk menguji pasar dan asumsi yang digunakan ketika mengembangkan bisnis. Keempat, model bisnis dapat dipakai untuk menunjukkan seberapa radikal suatu perubahan dilakukan dan konsekuensinya. Hasil bagi perusahaan kecil, model bisnis didesain untuk kompetensi internal sehingga menghasilkan keuntungan kompetensi bagi perusahaan kecil. Simpulan, Hal ini konsisten dengan resourced- based theory, yang melihat bahwa perusahaan kecil sebagai kumpulan dari berbagai sumber daya dan kapabilitas). Keuntungan kompetitif dapat muncul dari keputusan yang baik atas aktivitas biasa (misalnya: produksi), koordinasi yang baik antara berbagai aktivitas-aktivitas tersebut (misalnya: proses pengembangan produk), manajemen yang baik (misalnya: supply chain management). Saran, Inovasi model bisnis canvas dapat membuat peluang yang besar dalam periode pertumbuhan ekonomi yang cepat. Namun, pemilihan model bisnis yang tepat bagi perusahaan merupakan hal yang sangat krusial karena akan memengaruhi atmosfer ekonomi dan peluang pasar.
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Razabillah, Nurlaela, Sausan Raihana Putri Junaedi, Ora Plane Maria Daeli, and Nova Syahrani Arasid. "Lean Canvas and the Business Model Canvas Model in Startup Piecework." Startupreneur Business Digital (SABDA Journal) 2, no. 1 (February 26, 2023): 72–85. http://dx.doi.org/10.33050/sabda.v2i1.239.
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A newcomer in the social media industry, Piecework is dedicated to assisting small businesses in growing their operations in the age of globalization. Having the appropriate business model for a simple explanation of a company's business idea is essential when creating a startup. The Business Model Canvas was a business model that startups utilized frequently at first, but following the creation of the Lean Canvas, they were interested in using it for company development. The purpose of the comparison between the Business Model Canvas and Lean Canvas in the Piecework startup is to enhance the startup development strategy, gain a stronger market position, and gain a deeper understanding of the business framework based on both business models. To validate the concerns encountered, ten informants were interviewed using a qualitative methodology. Lean Canvas is thought to be more suitable for usage by Piecework because using Lean Canvas, Piecework may build services that are more suitable for customers, according to the comparison of the Business Model Canvas and Lean Canvas business models.
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Benarda, Benarda, Listya Sugiyarti, Sri Nitta Crissiana Wirya Atmaja, Wiwit Irawati, Anis Syamsu Rizal, and Nur Asmilia. "Business Model of Fish Cultivator Group in Jampang Village With A Business Model Canvas Approach." Proceeding of Community Development 2 (February 21, 2019): 386. http://dx.doi.org/10.30874/comdev.2018.393.
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Business in the field of fisheries faced a variety of obstacles, in order to maintain the continuity of their businesses demanding fish cultivating groups in Jampang village Bogor, be able to make various improvements and innovations in improving their performances. As a manifestation of Community Service, the purpose of this research was to help fish cultivating groups formulated new business models. The research data was primary data obtained directly from the results of interviews and Focus Group Discussions with members of the fish cultivating group. The analytical tool used was Business Model Canvass with nine elements and SWOT Analysis. This research was focused on creating new business models with the Business Model Canvas (BMC) approach by looking at businesses through nine elements, namely: (1) Customer segmentation, (2) Value Propositions, (3) Channels, (4) Customer relationships, (5) Revenue streams, (6) Key Resources, (7) Key Activities, (8) Key Partnerships, and (9) Cost Structure. The results indicated that the business model that had been carried out by the Fish Cultivating Group found weaknesses in the nine elements of Business Model Canvas (BMC), therefore it was necessary to improve all elements
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Murray, Alan, and Veronica Scuotto. "The Business Model Canvas." Symphonya. Emerging Issues in Management, no. 3 (2015): 94. http://dx.doi.org/10.4468/2015.3.13murray.scuotto.
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Dobrowolski, Zbysław, and Łukasz Sułkowski. "Business Model Canvas and Energy Enterprises." Energies 14, no. 21 (November 2, 2021): 7198. http://dx.doi.org/10.3390/en14217198.
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So far, little is known about the Business Model Canvas development in the energy sector. In this paper, we fill this knowledge gap and modify the Business Model Canvas. Based on the cause–effect analysis combined with the literature searching method, we suggest that Osterwalder’s Canvas for energy enterprise should be modified because the available Canvas adaptations cannot fully capture the energy enterprise’s business model or realise its business operations combined with the public interest. We propose a new original Canvas adaptation by adding two crucial blocks representing the mission, energy accountability, and impact on stakeholders in the Business Model Canvas. The findings make two main contributions. First, they contribute to developing entrepreneurship theory. We formulate an original definition of a business model, first showing the limitations of current definitions. We verify Chesbrough’s functions of business models. Second, compared to earlier business model frameworks, the new model clearly points out that accountability in firms’ everyday businesses is at the core of business development. Moreover, this article formulates future research avenues in the energy sector and provides a helpful planning tool for practitioners.
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Sarita, Buyung. "SRATEGI PENGEMBANGAN USAHA JASA PENGINAPAN DENGAN PENDEKATAN BUSINESS MODEL CANVAS PADA DESTINASI WISATA BAHARI DI KABUPATEN KONAWE SELATAN." Jurnal Ilmiah Penyuluhan dan Pengembangan Masyarakat 3 (November 28, 2023): 9. http://dx.doi.org/10.56189/jippm.v3i0.46302.
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One of the business models that is often used today is the Business Model Canvas. The Business Model Canvas (BMC) is to describe, visualize, assess and change old business models into simpler business models. The Business Model Canvas (BMC) is described with nine main blocks, namely Customer Segment, Value Proposition, Channel, Customer Relationship, Revenue Stream, Key Resources. Main), Key Activities (Key Activities), Key Partnership (Main Partnership), and Cost Structure (Cost Structure). Business actors in running their business are not just about making a profit but must also pay attention to the interests of consumers. The aim of the research is to determine the implementation of the business model canvas, the impact and obstacles of implementing the Bussinis Model Canvas on the design of the business model for developing accommodation services businesses in marine tourism destinations in South Konawe Regency. This type of research is a multisite study. In this research, researchers will visit the business location to observe, research and take part in ongoing activities, of course while maintaining a certain code of ethics (politeness and maintaining the good name of the Institute). To collect research data, the observation method, questionnaire method, and documentary method were used. Data analysis in this research uses the Miles and Huberman model data analysis technique, including data reduction, data display and conclusion drawing verification which are carried out simultaneously. The results of the research show that the implementation of Canvas Model Busines as a business strategy for Lodging Business Actors in South Konawe Regency Based on the results of research, studies, observations and field studies related to the Implementation of Canvas Model Busines as a business strategy for Lodging Business Actors in South Konawe Regency, especially Exell Lodging in Torobulu Village and Suban Amolengu Lodging without realizing it have been implemented in the respective blocks of the Business Model Canvas.
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Khansa, Parmila. "STRATEGI PEMASARAN USAHA BUNATY DENGAN MODEL 7C DAN PENERAPANNYA PADA BUSINESS MODEL CANVAS." Jurnal Bioindustri 3, no. 1 (November 20, 2020): 487–502. http://dx.doi.org/10.31326/jbio.v3i1.709.
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This research is about marketing strategies for Bunaty's ready to drink beverage business which is derived from dragon fruit peel with strawberry popping boba innovation. Dragon fruit peels in Bunaty products contain natural antioxidants that can nourish the body. The purpose of this study is to analyze the conditions of the internal environment and external environmental conditions, identify marketing strategies with the 7C model to improve the efficiency of marketing functions and be able to deal with competitors outside, and analyze the application of the business model of the canvas in the Bunaty business. The analytical method used is IFAS and EFAS, SWOT analysis, marketing strategy of 7C model, and business model canvas. The results of this study are the results of the calculation of internal factors obtained a total score of 2.64, where this value indicates strength in the internal position that can overcome weaknesses. The results of the analysis of external factors in the matrix get a total score of 3.26, where this value shows the opportunities for external factors that can minimize threats. To face competition in the alternative business strategy market through a SWOT matrix that is incorporated into the marketing strategy of the 7C model and applied to the business model canvas by the company. Keywords: business model canvas, dragonskin, marketing 7C model, ready to drink beverages, SWOT analysis.
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Afriza, Reza. "ANALISIS MODEL BISNIS PADA KEDAI KOPI BARIKA PEMATANGSIANTAR DENGAN PENDEKATAN BUSINESS MODAL CANVAS." Jurakunman (Jurnal Akuntansi dan Manajemen) 15, no. 1 (February 14, 2022): 99. http://dx.doi.org/10.48042/jurakunman.v15i1.103.
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The purpose of this research is to develop the Kedai Kopi Barika business using the Business Modal Canvas. The business model canvas is a hypothesis about a company that wants to make a profit. In this study, the researcher tried to identify how the canvas business model was applied to Kedai Kopi Barika by using primary data types with the interviewee method. This study also aims to map business processes using nine business model canvas blocks to solve existing problems. The result is how the application of the canvas business model affects the growth of Kedai Kopi Barika. Keywords: Business Modal Canvas; Business Modal; 9 Blok Of Business Modal
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Yulia, Yulia, Novyandra Ilham Bahtera, Evahelda Evahelda, Laila Hayati, and Novyandri Taufik Bahtera. "BUSINESS DEVELOPMENT STRATEGY USING BUSINESS MODEL CANVAS APPROACH." Jurnal Muara Ilmu Ekonomi dan Bisnis 4, no. 1 (April 29, 2020): 106. http://dx.doi.org/10.24912/jmieb.v4i1.7563.
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Dalam pengembangan suatu usaha perlu dilakukan suatu model bisnis yang dikenal dengan Business Model Canvas. Dalam model bisnis ini perusahaan bercerita tentang kondisi internal maupun eksternal perusahaan. Adapun bisnis model canvas perusahaan menampilkan model blok/elemen bisnis yang terdiri dari sembilan elemen. Pendekatan ini digunakan untuk menerapkan implementasi Business Model Canvas di UKM“Raja Abon Makmur Lestari” Kota Pangkalpinang. Penelitian ini bertujuan untuk mengevaluasi model bisnis produk abon menggunakan analisis Business Model Canvas. Data didapatkan dalam penelitian ini hasil wawancara dengan kuesioner terhadap pemilik, dua orang karyawan serta konsumen abon sebanyak 30 orang di kota Pangkalpinang serta hasil studi literatur pendukung. Hasil yang didapatkan dari penelitian ini adalah setiap elemen yang diidentifikasi telah dipertajam dengan menggunakan analisis SWOT. Dari analisis tersebut diketahui bahwa diperlukan perbaikan pada hampir semua elemen model bisnis dalam usaha raja abon makmur lestari. Perbaikan model bisnis raja abon makmur lestari terfokus kepada perbaikan kegiatan pemasaran. Terutama melalui media online guna meningkatkan pendapatan. Business model canvas is known as an approach in business development and used as a business model. It describes about a condition of internal and external of organization. It also shows the business element which consists of nine elements. The approach is applied on the business model canvas in a small medium enterprise which is called as “Raja Abon Makmur Lestari” in Pangkalpinang City. The study aims to evaluate the business model of the product using business model canvas analysis. The data was collected through the interview using questionnaire towards the owner, two staffs and 30 customers in Pangkalpinang City and other related articles or documents. The study revealed that every identified element has been emphasized using SWOT analysis. It stated that it required the improvement on every single element of business model in Raja Abon Makmur Lestari. The improvement of business model of Raja Abon Makmur Lestari prioritized on the improvement of marketing activity especially throuh the online media in order to increase the income.
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Sally, Kartini, and Aprihatiningrum Hidayati. "Business Model Canvas Hotel NYC." JMD : Jurnal Riset Manajemen & Bisnis Dewantara 4, no. 2 (December 24, 2021): 101–10. http://dx.doi.org/10.26533/jmd.v4i2.886.
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Penelitian ini bertujuan untuk mengevaluasi dan merancang model bisnis Hotel NYC dengan menggunakan kerangka Business Model Canvas (BMC). Penelitian ini menggunakan pendekatan kualitatif deskriptif dan tehnik pengumpulan data menggunakan tehnik wawancara. Hasil penelitian dari identifikasi BMC yang ada saat ini, pada elemen customer segment ditetapkan target utama adalah millennial dan first jobber, dan memperluas customer segment ke pelanggan korporasi dengan merekrut tenaga pemasaran khusus untuk menangani pelanggan korporasi. Pada elemen Channel penggunaan social media diperluas dan menggunakan social media agency sebagai pengelola konten. Untuk elemen Revenue Streams, akan dibuatkan paket yang sekarang sedang menjadi gaya hidup yaitu shortgateaway, staycation, dan paket special moment untuk millennial antara lain Bridal Shower Party dan paket pernikahan. Pada elemen Key Resources, akan memanfaatkan ruangan yang masih belum digunakan menjadi communal area tambahan dan dapat digunakan untuk acara gathering perusahaan atau acara pernikahan. Elemen Key Partnership akan tetap bekerjasama dengan Virtual Hotel Operator dan menambah kerjasama dengan Online Travel Agent seperti Expedia dan Traveloka. Pada elemen Cost Structures, akan menambahkan cadangan biaya untuk pemeliharaan bangunan dan perlengkapan.
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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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Ojasalo, Jukka, and Katri Ojasalo. "Service Logic Business Model Canvas." Journal of Research in Marketing and Entrepreneurship 20, no. 1 (July 9, 2018): 70–98. http://dx.doi.org/10.1108/jrme-06-2016-0015.
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Purpose The purpose of this study is to develop a service logic oriented framework for business model development. “Service logic” covers the basic principles of the three contemporary customer value focused business logics: service-dominant logic, service logic and customer-dominant logic. Design/methodology/approach This study is based on an empirical qualitative research and deployed the focus group method. The data are generated in a series of interactive co-creative focus group workshops involving both practitioners and academics. Findings As the outcome, a new tool was developed, called Service Logic Business Model Canvas. The new canvas is a modified version of the original Business Model Canvas (Osterwalder and Pigneur, 2010). Research limitations/implications This study adopts service logic in business model thinking and increases knowledge on how to keep the customer needs in the centre of business model development. Practical implications The developed canvas makes the theory of service-dominant logic tangible and easily applicable in practice. It enables service innovation truly based on customer value by ensuring that the customer is in the centre of all the elements of a business model. It can function both as a rapid prototype of a new business model and as a communication tool that quickly illustrates the company’s current business model. It can also help in creating a customer-centred business culture. It is designed to be applied to each customer profile separately, thus enabling a deeper understanding of the customer logic of each relevant profile. Originality/value Earlier business model frameworks tend to be provider-centric and goods-dominant, and require further development and adaptation to service logic. This study adopts service logic in business model thinking. It embeds the true and deep customer understanding and customer value in each element of the business model, and contributes to both business model and service-dominant logic literature.
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Dobrowolski, Zbysław, Łukasz Sułkowski, and Mirela Panait. "Using the business model canvas to improve audit processes." Problems and Perspectives in Management 20, no. 3 (July 29, 2022): 142–52. http://dx.doi.org/10.21511/ppm.20(3).2022.12.
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The study aims to determine whether auditors can use a business model canvas in their operations and how it increases the auditing value. This paper uses qualitative methods, including in-depth interviews with 37 internal auditors from Poland. It shows that the current channel of communicating audit assumptions with requesters is insufficient to facilitate audit processes. The auditors’ communication with their clients is limited by being in their knowledge area. The study presents a modified business model canvas, which fits auditors’ needs. The proposed changes rely on a different sequence of the traditional Osterwalder’s Canvas building blocks. Besides, modified Osterwalder’s model includes Mission, Impact, and Accountability blocks. These blocks, added to the model, make aware audit parties that the auditors are mission-focused and impact-driven on audited organizations and their environment. Adopting the business model canvas framework in the audit process showed potential, as auditors can better explain audit goals and limitations. The study fits the literature related to firms because it emphasizes that creating the process understandability for external parties is a crucial performance point.
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Mahendra, I. Putu Deddy Surya. "PERBANDINGAN MODEL BUSINESS MODEL CANVAS DENGAN LEAN CANVAS PADA STARTUP PIECEWORK." JATISI (Jurnal Teknik Informatika dan Sistem Informasi) 9, no. 3 (September 14, 2022): 2412–27. http://dx.doi.org/10.35957/jatisi.v9i3.2818.
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Piecework merupakan sebuah startup yang bergerak dibidang social media agency yang berfokus untuk membantu usaha kecil mengembangkan bisnis di era globalisasi. Dalam pengembangan sebuah startup diperlukan sebuah bisnis model yang tepat untuk gambaran dasar ide bisnis sebuah perusahaan. Pada awalnya Business Model Canvas merupakan bisnis model yang sering digunakan oleh perusahaan rintisan namun setelah dikembangkannya Lean Canvas, perusahaan rintisan tertarik menggunakannya untuk pengembangan startup. Perbandingn Business Model Canvas dan Lean Canvas dalam startup Piecework berfungsi untuk meningkatkan strategi pengembangan startup, mendapatkan posisi yang lebih baik di pasar, untuk lebih memahami tentang kerangka kerja bisnis berdasarkan kedua bisnis model. Metode yang digunakan adalah kualitatif dengan melakukan wawancara dengan 10 informan untuk melakukan validasi terhadap permasalahan yang dialami. Dari perbandingan bisnis model Business Model Canvas dan Lean Canvas dapat disimpulkan bahwa Lean Canvas dinilai lebih tepat untuk digunakan Piecework karena dengan Lean Canvas Piecework dapat merancang layanan yang lebih tepat untuk konsumen.
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Saputra, Acwin Hendra. "Adaptasi Business Model Canvas pada Penyusunan Model Bisnis Badan Usaha Milik Desa." Jurnal Ilmiah Akuntansi Manajemen 5, no. 2 (November 30, 2022): 70–76. http://dx.doi.org/10.35326/jiam.v5i2.2842.
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Penelitian ini bertujuan untuk mengetahui model adopsi Business Model Canvas yang dapat diterapkan untuk bentuk wirausaha sosial seperti BUMDES diperlukan adaptasi dari model Business Model Canvas asli. Adaptasi yang dilakukan hendaknya mampu menangkap karakteristik BUMDES dan bentuknya sebagai wirausaha sosial. Adaptasi Business Model Canvas yang tepat akan membantu BUMDES menentukan model bisnisnya untuk kemudian dapat melakukan inovasi. Penelitian ini dilakukan dengan metode kualitatif dan pendekatan studi pustaka atas konsep Business Model Canvas untuk diadaptasikan bagi BUMDES. Model adaptasi Business Model Canvas yang dikembangkan oleh Qastharin dengan menambahkan blok dampak dan pengukuran menggambarkan manfaat bagi pelanggan perusahaan sosial beserta pengukurannya sebagai indikator keberhasilan dan kemajuan wirausaha sosial ditemukan selaras bagi penyusunan model bisnis BUMDES.
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Alam, Salman Ramadan Nur, and Sunu Puguh Hayu Triono. "Perancangan Model Bisnis Menggunakan Business Model Canvas (Studi pada UMKM Boss Talasik)." Journal of Management and Bussines (JOMB) 5, no. 2 (September 7, 2023): 1239–49. http://dx.doi.org/10.31539/jomb.v5i2.6355.
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This research aims to find out the business models currently implemented by MSMEs and create suggestions for appropriate business model innovations for Boss Talasik MSMEs. The research method uses qualitative methods with descriptive research types. The results of this research show that there is an innovative business model that can play an important role for MSMEs along with opportunities and threats based on the results of mapping the nine blocks which are equipped with external analysis using the Value Proposition Canvas which describes the benefits according to expectations from customer wants and needs. In conclusion, the business model development of Boss Talasik MSMEs uses the Business Model Canvas approach which is equipped with Value Proposition Canvas analysis and Business Environment Analysis which can provide a new business model proposal for Boss Talasik MSMEs to support excellence in industrial competition.
Keywords: Business Model Canvas, Business Model, Value Proposition Canvas
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Fitriani, Ratih. "The Business Model Canvas As A Solution of Innovation For A Small Business." JURNAL ILMU MANAJEMEN DAN BISNIS 10, no. 2 (September 1, 2019): 197–204. http://dx.doi.org/10.17509/jimb.v10i2.15177.
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In Indonesia, the government is very supportive in small micro businesses that in fact they have no experience in doing business. This study aims to develop businesses on a small to medium scale. MSMEs in Indonesia already have large groups with little capital. Producing it is done in the prosperity of society and will be able to sustain the family economy. People must compete to compete to produce products that can be accepted by consumers. With innovation can create opportunities that can compete in the industry. Product innovation by the quality of quality of materials requested to serve the industry. Based on the results of SWOT analysis should be developed for business planning, SMEs can create new innovations for the beginner businessman. Therefore, this study uses the methods used to model business canvas using qualitative methods to determine the business model of the canvas for beginners business. The design of the canvas business model is designed to map out, describe what indicators should be owned to build a business. Characteristics of the canvas business model are customer, distribution, value, resource, activity, cost and income. This paper aims to identify the strengths of the Canvas Business Model and more importantly SWOT's weakness to determine how much can be used to build a business model in appreciating the attributes of small business competition is innovation.
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Micieta, Branislav, Miroslav Fusko, Vladimira Binasova, and Beata Furmannova. "Business model canvas in global enterprises." SHS Web of Conferences 74 (2020): 02010. http://dx.doi.org/10.1051/shsconf/20207402010.
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Each business model is based on a particular business model, but some businesses do not have a defined model. Global megatrends are among the systemic characteristics of today’s challenges. This paper deals with the proposed business model for a specific enterprise. Slovak entrepreneurs are mostly cautious and rather hesitate to accept something that is unfamiliar to them and new to them. Key enabling technologies will play a decisive role in the future competitive environment, and with them the new way to come value of products. These innovations are a prerequisite for product innovation to meet the needs, wishes and possibilities of customers. Oftentimes, they will accept it as a necessary measure when they see how the competition beats them. We could also write a similar scenario about modern business models, where most foreign companies have elaborated them in detail and set up to make the company successful in the future. The business model describes the basic principle of how an enterprise creates values, how it captures and mediates. The first section focuses on specific types of business models and their development and survey of the literature. The case study in selected company deals with the use of strategic management methods, as well as finding out the current state, from which the complex business model was created. The results showed that the implementation of the solution helps the company to achieve the goal and subsequent development.
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Pinem, Nella Aginta, Fifi Sulistyawati, and Eirene Nifati Pangkey Gulo. "Analysis Of Business Implementation on Shopeepay Digital Wallet using Business Model Canvas (BMC) and Swot Analysis." Jurnal Impresi Indonesia 2, no. 1 (January 20, 2023): 71–82. http://dx.doi.org/10.58344/jii.v2i1.2042.
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Introduction: E-payment, or electronic payment, is a type of payment used when shopping. The financial industry has revolutionized and transformed into an ergonomic method of utility, accessibility, convenience and cost. E-Payment or Electronic payments include bank transfers, e-wallets, QR codes, Paypal and Credit Cards, but researchers examine more deeply electronic payments using e-wallets. Method: This research uses a qualitative descriptive method with a Business Model Canvas approach that uses secondary data, namely data collection through literature studies, journals, books, and websites that are trusted. Results: The first step in this research is to map the current ShopeePay canvas business model. In the business model canvas, observations and considerations are formulated to formulate a business strategy. From this research, several alternative BMC improvement strategies and operational development of the ShopeePay application have been obtained in each component of the canvas model activity block. Conclusion: The results of this study indicate that the ShopeePay business model needs to be improved. The company's business model must be evaluated and followed by technological developments; Fintech is a dynamic industry because it follows the evolution of technology. Therefore, it is necessary to change the elements contained in the nine elements of Canva's business model, such as key partners, key activities, value propositions, customer relationships, channels, customer segments, cost structure, and revenue stream elements.
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Maulida, Ayuni Rizma, and Andre Geza Haryanto. "Studi Perencanaan Usaha Keripik Kaca Menggunakan Business Model Canvas." Journal of Food and Culinary 3, no. 1 (June 30, 2020): 36. http://dx.doi.org/10.12928/jfc.v3i1.3945.
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The business world needs a business plan that can help entrepreneurs prepare everything needed for the smooth running of their business. This business plan can be made in the form of a business plan. One business plan model that has many advantages is the Business Model Canvas. The purpose of writing this article is to find out what needs to be considered in making a business plan using the Business Model Canvas. The results of the literature review show that using the Business Model Canvas business planning becomes clearer and more focused. The glass chip business, which is an example in the application of the canvas business model, is becoming more focused and clear. Therefore, in making a business model, the canvas has 9 important components, including Customer Segment, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Activities, Key Partnerships, Key Resources and Cost Structures that need to be considered and structured clearly to help run the business.Keywords: business, Business Model Canvas, business plan, glass chips, planningABSTRAK Dunia usaha memerlukan suatu perencanaan usaha yang dapat membantu wirausahawan menyiapkan segala sesuatu yang dibutuhkan untuk kelancaran usahanya. Perencanaan usaha ini dapat dibuat dalam bentuk business plan. Salah satu model business plan yang banyak memiliki keuntungan yaitu Business Model Canvas. Tujuan dari penulisan artikel ini adalah untuk mengetahui apa saja yang perlu diperhatikan untuk membuat perencanaan usaha menggunakan Business Model Canvas. Hasil dari penelaahan pustaka menunjukkan dengan menggunakan Business Model Canvas perencanaan usaha menjadi lebih jelas dan terarah. Usaha keripik kaca yang menjadi contoh dalam penerapan Business Model Canvas ini menjadi lebih terarah dan jelas. Oleh karena itu dalam pembuatan Business Model Canvas memiliki 9 komponen penting diantaranya Customer Segment, Value Propositions, Channel, Customer Relationship, Revenue Streams, Key Activities, Key Partnership, Key Resources dan Cost Structure yang perlu diperhatikan dan disusun dengan jelas agar membantu kelancaran usaha. Kata Kunci: Business Model Canvas, business plan, keripik kaca, perencanaan, usaha
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Almeida, Tatiana Domingues, Marianne Costa Avalone, and Diego Castro Fettermann. "Building blocks for the development of an IoT business model." Journal of Strategy and Management 13, no. 1 (November 27, 2019): 15–32. http://dx.doi.org/10.1108/jsma-07-2019-0130.
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Purpose Previous studies have identified a variety of Internet of Things (IoT) business models and have recognised the complexity related to the application of IoT technologies in business, along with the potential of the modularity concept application in organisational design. The purpose of this paper is to identify the main building blocks for the development of a business model canvas for companies that adopt the IoT in their business. Design/methodology/approach First, the authors carried a systematic literature review to identify theoretical, experimental and practical IoT business model canvas recorded in the literature. Then, the authors identified and analysed the characteristics of the building blocks present in these canvas using a statistical cluster technique. Based on the outcomes, the authors proposed a framework with standard and optional modules to allow flexible arrangements and suit different IoT business goals. Findings The results revealed that the IoT business model canvas recorded in the literature had been grossly designed to attend two drivers: manufacture and service organisations. Therefore, based on the frequency of building blocks present in IoT business model canvas recorded in the literature, it has been proposed two flexible frameworks which can be tailored to accommodate the immense variety of possibilities offered by IoT technologies in manufacture and service business. Practical implications The business model frameworks proposed in this research can support entrepreneurs structuring new IoT businesses or upgrading existing businesses. Originality/value This research offers a comprehensive IoT business model framework with their respective building blocks built from an extensive literature review.
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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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Alassiri, Abdulrahman. "Application of Osterwalder and Pigneur’s Business Model - Canvas to E-Businesses." International Journal for Scientific Research 3, no. 5 (May 10, 2024): 80–98. http://dx.doi.org/10.59992/ijsr.2024.v3n5p4.
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This research is used to present the application of Osterwalder & Pigneur (2010) business model on the three e-businesses given in the assignment description. Therefore, the report consists of the business model canvas for all the three companies along with detailed descriptions of each blocks in the canvas and their relevant discussions.
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Tengku Firli Musfar, Dian Pratiwi, Meilisa, Rio Fandy Sitepu, and Endang Ropika T. "Business Development Design Using the Business Model Canvas (BMC) Approach and Swot Analysis for One Alumni Coffee Pekan Baru." Jurnal Multidisiplin Madani 2, no. 12 (December 29, 2022): 4377–86. http://dx.doi.org/10.55927/mudima.v2i12.2078.
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This study designs business development using the Business Model Canvas approach and SWOT analysis. This study determined the Business Model Canvas elements that need to be improved, so that Business Model Canvas improvements can be made in business development. The approach used in this research is descriptive qualitative by providing an explanation of the company's situation. The stages carried out are tabulating the results of interviews related to the 9 Business Model Canvas components, filling in the tabulation results in the columns of the 9 Business Model Canvas components with the help of the BMC Pro application, conducting a SWOT analysis based on the tabulation results of the 9 Business Model Canvas components, and compiling an improved Business Model Canvas based on the results of the SWOT matrix. The results of this study are that the One Alumni Coffee business model has been compiled in its current condition using the Business Model Canvas approach, the Business Model Canvas One Alumni Coffee elements that need to be improved are identified in all (9 blocks) of the Business Model Canvas, and strategies and improvement programs that can be made from the results of BMC improvements in the development of the One Alumni Coffee business after using SWOT analysis
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Hasanudin, Muhaimin, Dedy Prasetya Kristiadi, and Budi Haryanto. "E-business Startup Model using Canvas Business Model (case study: SiJasPro)." IJISTECH (International Journal of Information System & Technology) 5, no. 2 (August 30, 2021): 127. http://dx.doi.org/10.30645/ijistech.v5i2.123.
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With the rapid development of information technology today, more and more businesses are using the internet as a medium to disseminate information and choose the right business model in order to survive and develop. This study aims to determine the business model of a startup in the Project Services Information System (sijaspro) by conducting analysis and evaluation to determine the strengths, weaknesses, opportunities, and threats so that they can design a business model. The research method used is a qualitative method. This study uses the theory of the business model canvas and SWOT analysis. The results show that the company's business model requires several additional factors in each element of the e-business model in order to grow and develop better by providing building project features and services and applications to users
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McFarlane, Donovan A. "Osterwalder’s business model canvas: Its genesis, features, comparison, benefits and limitations." Westcliff International Journal of Applied Research 1, no. 2 (November 1, 2017): 24–27. http://dx.doi.org/10.47670/wuwijar201712damc.
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This essay is a brief exploration of Osterwalder’s Business Model Canvas. The author discusses the genesis of the Business Model Canvas, the unique features of the approach of the Business Model Canvas, and then compares the Business Model Generation to other business model approaches. Finally, the benefits and/or limitations of using Osterwalder’s business model canvas in the context of the author’s organization – a higher education organization, are examined.
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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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Hindarsah, Ida. "WOMEN’S EMPOWERMENT THROUGH CANVAS BUSINESS MODEL." Journal of Economic Empowerment Strategy (JEES) 1, no. 1 (August 30, 2018): 1. http://dx.doi.org/10.30740/j.v1i1.26.
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Increasing population in a country, especially in developing countries, has an impact on various aspects, one of them is social impact. The emergence of criminality, acts of violence, sexual harassment is phenomenon which is part of a development, including violence against women who experienced a significant increase. This condition raises high fears so that one way is equipped with self-defense (martial arts). This study aims to comprehensively review women empowerment through the approach of canvas business model. The research method used is qualitative. Data analysis techniques using the steps of reduction, data presentation, conclusion / verification. Testing the validity of data is done through credibility, perseverance, triangulation, feedback / feedback, member check. The result of this research is the existence of Canvas business model on the empowerment of women, this model is made in an effort to develop the existence of WSDK community in the future, in this research also known constraints in the empowerment of women through the approach of canvas business model and describe efforts to anticipate these constraints.
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Hindarsah, Ida. "WOMEN’S EMPOWERMENT THROUGH CANVAS BUSINESS MODEL." Journal of Economic Empowerment Strategy (JEES) 1, no. 1 (August 30, 2018): 1. http://dx.doi.org/10.30740/jees.v1i1.26.
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Increasing population in a country, especially in developing countries, has an impact on various aspects, one of them is social impact. The emergence of criminality, acts of violence, sexual harassment is phenomenon which is part of a development, including violence against women who experienced a significant increase. This condition raises high fears so that one way is equipped with self-defense (martial arts). This study aims to comprehensively review women empowerment through the approach of canvas business model. The research method used is qualitative. Data analysis techniques using the steps of reduction, data presentation, conclusion / verification. Testing the validity of data is done through credibility, perseverance, triangulation, feedback / feedback, member check. The result of this research is the existence of Canvas business model on the empowerment of women, this model is made in an effort to develop the existence of WSDK community in the future, in this research also known constraints in the empowerment of women through the approach of canvas business model and describe efforts to anticipate these constraints.
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Hoffmann, Martin W., Rainer Drath, and Gary Hildebrandt. "Business Model Canvas für die Promotion." atp magazin 63, no. 11-12 (December 6, 2022): 85–93. http://dx.doi.org/10.17560/atp.v63i11-12.2614.
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Eine Promotion stellt Doktoranden vor große organisatorische und kommunikative Herausforderungen und ihre Betreuer möchten sie zielführend begleiten. Gerade im Ingenieursumfeld stellt eine Promotion junge Menschen vor große Anforderungen an die Fähigkeit, komplexe Sachverhalte verständlich und überzeugend zu kommunizieren. In diesem Beitrag wird das Business-Model-Canvas untersucht, um die verschiedenen Phasen einer Promotion genau in diesem wunden Punkt effizient zu unterstützen. Dazu wird das Business-Model-Canvas, eine in der industriellen Praxis bewährte Methodik, auf die Problemwelt der Promotion übertragen. Zielstellung ist, die interne und externe Kommunikation und den Wissenstransfer deutlich zu verbessern. Daraus leiten die Autoren hilfreiche Empfehlungen für Doktoranden und ihre Betreuer ab und erläutern, wie diese die Promotionszeit erleichtern.
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Palilingan, Verry Ronny, and Johan Reimon Batmetan. "Digital Business Model for CREATIVE INDUSTRIES." International Journal of Information Technology and Education 1, no. 4 (September 30, 2022): 11–17. http://dx.doi.org/10.62711/ijite.v1i4.72.
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Digital business plays a significant role in industry 4.0. Many companies rely on information technology to connect customers, employees and run their management. Many digital startups are growing very fast in Indonesia but do not have a strong and good business model to maintain sustainability. This study aims to develop a way of analyzing a digital startup's business model so that it becomes a profitable startup. The method used in this study is a method of analyzing business models using a lean canvas. The results of this study show that lean canvas can produce a strong and sustainable business model for digital startup significantly. This study concluded that lean canvas is very good for building a business model on digital startup
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Fourqoniah, Finnah, Riyan Danu Setiawan, and Muhammad Fikry Aransyah. "Business Roadmap Model: A Review of Research." Jurnal Administrasi Bisnis 10, no. 2 (August 24, 2021): 99–106. http://dx.doi.org/10.14710/jab.v10i2.36974.
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In doing business, 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 is 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.
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Febriansyah, Febriansyah. "Pengembangan Usaha UKM Kedai Kopi Abang Kecamatan Pulogadung Dengan Metode Business Model Canvas." BERDAYA: Jurnal Pendidikan dan Pengabdian Kepada Masyarakat 1, no. 2 (February 10, 2020): 89–96. http://dx.doi.org/10.36407/berdaya.v1i2.137.
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This community service program (PKM) is set up to improve the business development of the Kedai Kopi Abang UKM Pulo Gadung District with the Business Model Canvas method. PKM partners are men and women with an age range of 20-30 years. They are the owners and employees of small and medium business units under the name Kedai Kopi Abang. The implementation method used in this PKM activity is training on the topic of the business model canvas as a strategy for creating product differentiation to develop businesses. The results achieved from this activity include: ongoing cooperation with other SME entrepreneurs; SMEs do have differentiated products that are different and superior to similar products owned by competitors; and SMEs can utilize digital marketing channels in developing their businesses primarily in building consumer relationships through Instagram social media
Keywords: business model canvas, SME’s
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Henrique Mancini de Azevedo, Pedro, and Simone Vasconcelos Silva. "Business Model Canvas and Strategic Model Canvas: contributions to refresh the way managers strategize." Revista Gestão da Produção Operações e Sistemas 17, no. 4 (December 19, 2022): 01–31. http://dx.doi.org/10.15675/gepros.v17i4.2907.
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and the Strategic Model Canvas, in order to know whether both tools can renew the managers’ ways of strategizing. Originality/value: Our paper brings contributions to the strategy-as-practice paradigm by suggesting new practices and combinations between strategy ‘soft’ tools and analytical tools. Design/methodology/approach: Using an action research method, we have followed the strategy process of four Brazilian companies. Results: We have shown empirical evidences that the combined use of the Business Model Canvas and the Strategic Model Canvas has helped managers to understand and solve strategic problems in a way that other traditional strategy tools haven’t. Keywords – Business Model Canvas; Strategic Model Canvas; Strategy-as-practice.
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Aslam, Annisa Paramaswary. "Application of Business Model Canvas as a Business Strategy in Creative Economy Businesses in The Field of Photography in Makassar City." Indonesian Journal of Business and Entrepreneurship Research 1, no. 2 (May 27, 2023): 85–91. http://dx.doi.org/10.62794/ijober.v1i2.142.
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This research aims to find out how the application of the canvas business model has been carried out by creative economy business actors in the field of photography and provide alternative strategy options to develop their business. This research is descriptive research with a qualitative approach, data collection techniques are carried out using observation, interview, and documentation methods. The results of this study indicate that the business run by creative economic businesses in the field of photography is part of a business model canvas consisting of 9 blocks where the results of the SWOT analysis that has been carried out, there are four strategic options for creative economic businesses in the field of photography consisting of strengths opportunities (SO), weakness opportunities (WO), strength threats (ST), and weakness threats (WT). Of the four strategy options, the right strategy to be developed in the creative economy business in photography is weakness opportunities (WO). From the results of the mapping that has been carried out by researchers using the business model canvas and alternative strategies, researchers assess that businesses that have been running can apply the business model canvas as an alternative business model and the strategies that have been given by researchers can be implemented by creative economic businesses in the field of photography to increase business income.
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Heni Widyarti, Maria Theresia, Hartono Hartono, Jati Handayani, Zulaika Putri Rokhimah, and Septian Yudha Kusuma. "IMPLEMENTASI BUSINESS MODEL CANVAS PADA UD MAKMUR MANDIRI." Jurnal Aktual Akuntansi Keuangan Bisnis Terapan (AKUNBISNIS) 6, no. 1 (June 9, 2023): 50. http://dx.doi.org/10.32497/akunbisnis.v6i1.4577.
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<em>Business model Canvas (BMC) or Canvas Business Model can simply be interpreted as the process of how companies create value and benefit from the value it creates on an ongoing basis. BMC is a tool developed to help business organizations and budding entrepreneurs to map and analyze their business models. BMC transforms a complex business concept into a simple one that is displayed on a single sheet of canvas containing a business plan with nine well-integrated key elements including internal and external strategy analysis. This study aims to formulate and determine a business strategy in an effort to develop a business using the Business Model Canvas (BMC) model at UD Makmur Mandiri in Semarang.The method of analysis of this research is descriptive qualitative research. The data collection method used is library research and direct research by means of observation, interviews, and documentation. The research results are in the form of a Canvas Business Model table which contains nine key elements, namely Customer Segment, Customer Relations, Customer Channel, Revenue Structure, Value Proposition, Key Activities, Key Resources, Cost Structure, and Key Partners. In addition, a SWOT analysis was also presented based on the Canvas Business Model Table, which can provide input for UD Makmur Mandiri in formulating its business ideas, creating value and benefiting from the value it creates on an ongoing basis in managing its business</em>
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Adhimursandi, Doddy, Rio Haribowo, Ariesta Heksarini, and Musdalifah Azis. "BUMDES BUSINESS PLANNING WITH CANVAS BUSINESS MODEL IN THE VILLAGE AGREED KUTAI KARTANEGARA." Indonesian Journal of Engagement, Community Services, Empowerment and Development 2, no. 1 (April 8, 2022): 13–18. http://dx.doi.org/10.53067/ijecsed.v2i1.39.
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Village-Owned Enterprises (BUMdes) are business entities who’s entire or most of the capital is owned through direct participation originating from separated village assets to manage service assets and other businesses for the most excellent welfare of the village community. However, usually, BUMdes administrators tend to experience uncertainty when starting their business. Therefore, we need a work plan made by BUMdes in the field of entrepreneurship. These activities must be written and official to run their business because BUMdes is like a company, so planning and mapping are needed and later will require an evaluation process of the business model they have established. One way to simplify business model mapping and analysis is to use the Business Model Canvas by drawing nine canvas blocks. The nine blocks are interrelated with each other so that companies can design and evaluate strategies in each of the canvas blocks. This service is carried out in the village of Sepakat Loa Kulu, Kutai Kartanegara. This community service activity uses the training method and structured assistance. The result of this activity is that the BUMDes members in the village agree that Loa Kulu Kutai Kartanegara can plan the BUMDes business by using the Business Model Canvas to facilitate the mapping and analysis of the BUMDes business model in the Sepakat Village with the ultimate goal of advancing the economy in the Sepakat Village of Kutai Kartanegara
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Putera, Dimas Akmarul, M. Ansyar Bora, Aulia Agung Dermawan, Ansarullah Lawi, Zainul Munir, Ririt Dwi Putri Permatasari, and I Made Sondra Wijaya. "SOSIALISASI BUSINESS MODEL CANVAS TERHADAP PELAKU USAHA." Jurnal Pengabdian Ibnu Sina 2, no. 1 (January 17, 2023): 1–7. http://dx.doi.org/10.36352/j-pis.v2i1.486.
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Pada dasarnya setiap perusahaan mempunyai tujuan tertentu yang ingin dicapai. Ada perusahaan yang memiliki tujuan untuk mencapai keuntungan maksimal dan ada yang tidak, misalnya dalam bentuk sosial. Tujuan perusahaan berbeda-beda, namun salah satu tujuan yang selalu ada pada perusahaan adalah profitabilitas. Penerapan strategi perusahaan, perlu adanya evaluasi terhadap strategi yang telah diterapkan melalui evaluasi model bisnis yang sedang dijalankan agar dapat mengidentifikasi masalah apa saja yang perlu mendapat perhatian. Salah satu model bisnis yang dapat digunakan untuk mengevaluasi model bisnis yang sedang dijalankan adalah Business Model Canvas (BMC). BMC atau yang juga disebut Business Model Generation merupakan salah satu alat strategi yang dapat digunakan untuk melihat rupa usaha yang sedang atau akan dijalani oleh calon para pelaku usaha khususnya dikota Batam. Para tim pengabdi melakukan sosialisasi Business Model Canvass dikarenakan tingginya potensi pelaku usaha. Keberadaan kota Batam sebagai kota industri dengan banyak tenaga kerja memberikan peluang potensial bagi berkembangnya usaha mikro, kecil dan menengah. Selain potensi pasar tenaga kerja, Batam juga merupakan daerah perbatasan dengan Singapura dan Malaysia. Besarnya potensi pasar memicu dan merangsang para pengusaha untuk mampu bersaing memenuhi kebutuhan konsumen
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Iffan, Muhammad. "Pengembangan Business Model Canvas bagi Usaha Kecil Triple 3 Music Bandung." Indonesian Community Service and Empowerment Journal (IComSE) 3, no. 1 (March 29, 2022): 198–203. http://dx.doi.org/10.34010/icomse.v3i1.5936.
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In the current digital era, business actors need new strategies to survive in business competition, one of which is by following the development of e-commerce in order to expand the market. Triple 3 Music Bandung is a small business engaged in selling musical instruments and podcasts. The aim of this article was to convey understanding to Triple 3 Music Bandung and other parties about the business development. The method chosen in this Community Service activity was to conduct interviews with the owner of Triple 3 Music Bandung and make observations on these businesses in order to determine business development strategies using Business Model Canvas analysis. The result of this activity is the proposed of a new strategy that can be implemented in the development of the Triple 3 Music Bandung business based on the nine elements in the Business Model Canvas. The business strategy that has been implemented by the business owner of Triple 3 Music Bandung is quite good, however, it is necessary to develop a business strategy to maximize potential. It is hoped that with the new business strategy, Triple 3 Music Bandung can strengthen its market position and can increase its competitive advantage in competition with similar businesses so as to improve business performance.
Keywords: Business Model Canvas, Small Enterprise
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Stork, Simon, Rolf Morgenstern, Bernd Pölling, and Jan-Henning Feil. "Holistic Business Model Conceptualisation—Capturing Sustainability Contributions Illustrated by Nature-Based Solutions." Sustainability 15, no. 19 (September 22, 2023): 14091. http://dx.doi.org/10.3390/su151914091.
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Businesses are under pressure to increasingly consider sustainability as an integral part of the enterprise and business model. Nature-based solutions (NBS) definitions reflect that sustainability can be improved by implementing NBS. These NBS require tailored business models. Therefore, this study aims to conceptualize a holistic business model canvas capturing the sustainability contributions ofNBS. Methodically, the new Canvas is proposed based on an extensive literature review, and the application and testing are carried out on NBSs implemented in the proGIreg project’s three European Living Labs. As a result, by building on the Business Model Canvas (BMC) by Osterwalder and Pigneur as well as various modifications to capture the core concepts of sustainability and NBS, a new BMC for NBS is proposed—the nature-based sustainability Business Model Canvas (NB S BMC). It consists of 14 building blocks and offers a holistic overview of NBS business models considering the multi-faceted character of NBS. The case studies show that the NB S BMC can be applied to different contexts independently of their location and content orientation. Although this study development puts an emphasis on NBS, it can also be applied to capturing sustainable business models beyond the NBS domain.
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Furqon, Chairul, Mokh Adib Sultan, and Fanji Wijaya. "Business Development of Coffee Farmers Group Using Triple Layered Business Model Canvas." GATR Journal of Business and Economics Review (JBER) Vol. 4 (4) Oct-Dec 2019 4, no. 4 (December 29, 2019): 163–70. http://dx.doi.org/10.35609/jber.2019.4.4(3).
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Objective – Coffee is one of the leading agricultural commodities that has an economic contribution in several countries, including Indonesia. As the fourth largest coffee producer country in the world, Indonesia is still facing problems, especially in some areas that managed by coffee farmer group. The problem starts from upstream to downstream and is related to productivity which is still low compared to other regions. Therefore, the purpose of this research is to describe the business conditions of the farmer group studied, and planning Triple Layered Business Model Canvas (TLBMC) to develop the business of the farmer group. Empirical analysis has been carried out for this purpose. Methodology/Technique – This research uses a qualitative approach with descriptive analytic methods. Observation, in-depth interviews, and focus group discussion were conducted to collect research data. SWOT analysis is also used to gain insights and inputs used in formulating the right strategy for TLBMC formulation. Findings – The results show that the business conditions of the coffee farmers group were in a position of growth. Therefore the right strategy for this condition is the harvest strategy or divestiture strategy. The TLBMC design carried out supports the development of sustainable businesses for the coffee farmers group. Novelty – Business development for coffee farmer group using triple layered business model canvas is expected to help increase business on a broader scale. This study is important for business owners and other related parties who seek to develop the business in various aspect including social and environmental aspects. This study helps create opportunities, develop better potential and integrated with the economic, environmental and social values of the business model being run. Type of Paper: Empirical Keywords: Business Development; Coffee; Business Model Canvas; Triple Layered Business Model Canvas. Reference to this paper should be made as follows: Furqon, C; Sultan. A. M; Wijaya, F. 2019. Business Development of Coffee Farmers Group Using Triple Layered Business Model Canvas, J. Bus. Econ. Review 4(4) 163 – 170 https://doi.org/10.35609/jber.2019.4.4(3) JEL Classification: M20, M21
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Herald Galingga Wira Shenta. "Optimizing Customer Segments of SMEs by Transforming Business Model Canvas." Journal of Entrepreneurship & Business 4, no. 3 (October 10, 2023): 204–17. http://dx.doi.org/10.24123/jeb.v4i3.5712.
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This research examines the business model canvas in developing customer segments through e-commerce channels for Small and Medium Enterprises (SMEs). SMEs are expected to be sustained by reviewing their business model canvas (BMC) and finding the most potential block of BMC to be developed so that the SMEs could keep contributing to the growth of the Gross Domestic Product. However, not all SMEs have qualified managerial and technical skills to determine their potential. The BMC analysis helps SMEs to unlock their potential value.
This study uses a qualitative approach by assisting one of the SMEs from Jakarta, Indonesia. The tools used to analyze are; Business Model Canvas, Porter's Five Forces, VRIO analysis, and SWOT analysis
The results of the new mapping of the business model canvas by updating certain parts of the business model canvas impact increasing market access for SMEs. They can open a new paradigm for increasing SME market access, which can be done by changing one of the components of the business model canvas.
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Puji Santoso and A. Dewantoro Marsono. "Analysis of Business Model Development in Culinary Businesses Using a Cost-Restricted Business Model Canvas for PNM Mekaar Customers, Banjarnegara Branch." Formosa Journal of Sustainable Research 2, no. 8 (August 18, 2023): 1899–914. http://dx.doi.org/10.55927/fjsr.v2i8.5293.
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This study aims to map, evaluate and improve the business model of the culinary business of PNM Mekaar Banjarnegara Branch customers. This study uses qualitative methods with data collection tools through Focus Group Discussions (FGD) and in-depth interviews to obtain information and analyze business models. The research subjects were the customers of PNM Mekaar Banjarnegara Branch. The results of the study show that culinary business actors carried out by customers of PNM Mekaar Banjarnegara Branch have not fully used the Business Model Canvas. The nine elements of the Business Model Canvas are added for improvement as a future business development effort. Furthermore, the results of the SWOT analysis also obtained 10 strategies that can be used as alternatives for future business development
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Rahmatang, Rahmatang, Evahelda Evahelda, and Fournita Agustina. "Strategi Pengembangan Usaha Madu Dengan Pendekatan Business Model Canvas (Studi Kasus: UMKM Toko Pelawan Desa Namang Kabupaten Bangka Tengah)." Journal of Integrated Agribusiness 1, no. 2 (December 31, 2019): 115–29. http://dx.doi.org/10.33019/jia.v1i2.1080.
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UMKM Toko Pelawan merupakan salah satu UMKM penghasil madu yang telah memiliki brand image. Meskipun usaha ini telah beriri cukup lama, akan tetapi masih ada beberapa hal yang perlu diperbaiki terutama pada inovasi serta permasalahan yang dialami berkaitan dengan banyaknya pesaing yang membuat produk serupa dan strategi yang diterapkan kurang efektif. Tujuan dalam penelitian ini, yaitu 1) mengidentifikasi model bisnis yang diterapkan di UMKM Toko Pelawan dengan pendekatan sembilan elemen business model canvas, yaitu customer segments, value propositions, channels, customer relationship, revenue streams, key resources, key activities, key partnership, cost structure. 2) Merumuskan alternatif strategi yang paling tepat di UMKM Toko Pelawan untuk mengembangkan usahanya dengan pendekatan business model canvas. Metode penelitian ini adalah analisis kualitatif yang terdiri analisis deskriptif dan analisis SWOT. Hasil dari penelitian ini bahwa UMKM Toko Pelawan telah memenuhi kesembilan elemen dari business model canva. Namun, model bisnis di UMKM Toko Pelawan saat ini masih memiliki kelemahan, sehingga menciptakan strategi yang dihasilkan dari perbaikan business model canvas seperti menambah agen, perlu menambah jenis lebah madu dan menambah rumah sarang lebah madu, membuat gerai yang lebih menarik dan nyaman, membuat kartu member, penambahan modal usaha, perlu memodifikasi bentuk dan ukuran kemasan yang bervariasi, melakukan pelatihan bagi anggota atau karyawan, perlu adanya kerja sama tertulis yang sah secara hukum.
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Maulana, Ilham, and Andry Alamsyah. "REKOMENDASI MODEL BISNIS INDUSTRI MUSIK POP DAN ROCK DI INDONESIA BERDASARKAN MODEL BUSINESS CANVAS." Jurnal Manajemen Indonesia 14, no. 2 (March 30, 2017): 153. http://dx.doi.org/10.25124/jmi.v14i2.359.
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Perkembangan teknologi informasi dan komunikasi (TIK) dewasa ini menyebabkan perubahan strategi dan model bisnis pada Industri Musik Indonesia. Perubahan tersebut menuntut peningkatan kemampuan untuk beradaptasi terhadap teknologi dalam perencanaan model bisnis industri musik khususnya musik pop dan rock. Penelitian ini bertujuan untuk melihat pola bisnis Industri Musik di Indonesia menggunakan dengan menggunakan framework Business Model Canvas Osterwalder dan Pigneur yang akan dianalisis menggunakan SWOT Analysis Business Model Canvas untuk dapat melihat dan merekomendasikan pola Model Business Canvas Industri Musik di Indonesia. Pada paper ini akan dibahas model bisnis untuk penerbit musik dan penulis lagu agar dapat bertahan pada cepatnya perubahan era TIK saat.
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Ayan, Syaiful, Chairul Furqon, and Mokh Adib Sultan. "BUSINESS MODEL CANVAS ANALYSIS ON CUAL WEAVING INDUSTRY." International Journal of Business Review (The Jobs Review) 1, no. 2 (December 20, 2018): 129–36. http://dx.doi.org/10.17509/tjr.v1i2.14108.
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The purpose of this study was to describe the Business Model Canvas used by the weaving cualmaslina industry in Bangka Belitung. The type of the research used is qualitative descriptive. Data were collected through interviews, observations, and questionnaires. Data analysis was carried out through SWOT Analysis, EFAS/IFAS matrix, SWOT matrix, matrix combination of strategies and business model canvas analysis. This study found that the priority strategy that must be done by weaving cualMaslina is to utilize the product's uniqueness to attract goverment assistance and make a strong brand image to take advantage of business opportunities that are still wide open (SO). Analysis of Business Model Canvas on weaving cualMaslina found four elements that need to be improved; Customer segment forms a new segmentation, Channels works with business partners to create websites, Key activities form subdivisions of RD (quality control, design and coloring techniques), Key resources recruits HR Potential.Keyword. Business Model Canvas, analisis SWOT, EFAS/IFAS, Matriks SWOT
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Murtafia, Murtafia, and Nur Indah Sari. "BUSINESS DEVELOPMENT MODEL USING BUSINESS MODEL CANVAS AT EPARGNE THRIFT SHOP." Jurnal Administrasi Bisnis 2, no. 2 (November 30, 2022): 98–103. http://dx.doi.org/10.31294/jab.v2i2.1663.
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Model bisnis berkembang mengikuti perkembangan teknologi, begitupun bisnis penjualan baju bekas. Penelitian ini bertujuan untuk menggambarkan model pengembangan usaha menggunakan Model Bisnis Kanvas pada usaha mikro Thrift Shop di Makassar. Penelitian ini menggunakan metode penelitian kualitatif yaitu pengumpulan dan pengambilan data melalui wawancara dengan semua pihak yang tergabung pada Epargne Thrift Shop, melalui observasi dan telaah dokumen. Hasil penelitian ini menunjukkan tiga elemen terkuat dari Business Model Canvas pada Epargne Thrift Shop. Pertama, key partnership yang menggambarkan hubungan saling menguntungkan antara Epargne Thrift Shop dengan rekan bisnisnya. Kedua, value proposition menunjukkan bagaimana konsumen memperoleh manfaat dengan membeli barang bekas tersebut. Ketiga, key activities yang menggambarkan aktivitas utama usaha penjualan baju bekas. penelitian ini juga menggunakan matriks SWOT dalam menganalisis dan menghasilkan rekomendasi model bisnis dalam pengembagan usaha Epargne Thrift Shop. Penelitian ini merekomendasikan pengembangan usaha pada Eparge Thrift Shop dengan dua model bisnis yang dapat dijalankan secara bersamaan.
Kata Kunci: Pengembangan usaha, model bisnis kanvas, pakaian bekas
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Wijaya, Fanji. "Formulasi Perancangan Strategi Pengembangan Usaha Menggunakan Analisis SWOT dan Business Model Canvas." JURNAL ILMU MANAJEMEN DAN BISNIS 10, no. 2 (September 1, 2019): 205–12. http://dx.doi.org/10.17509/jimb.v10i2.15308.
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Abstract. This research was conducted to study how to design a Canvas Business Model strategy that is suitable for Blackjack Distro in the face of business competition. The purpose of this study was to study the Canvas Business Model of Blackjack Distro, to connect the Blackjack Distro by analyzing Strengths, Weaknesses, Opportunities, and Threats and to study business strategies that would develop the Blackjack Distro business in Indonesia. The research method used is descriptive qualitative method. In collecting data, researchers use the interview method. Interviews were conducted with informants who were selected by purposive sampling technique. The results of this study indicate that the Blackjack Distro already has all the elements of Business Model Canvas that are the reference for business operations, but there are still things that need to be improved or expanded from. on the business of the canvas model. Blackjack Distro needs to add some business aspects in developing its business going forward such as adding product sales quantity, more innovation in product design, determining business partners, developing HR quality, increasing offline sales by participating in events, bazzar, expenditure arrangements, and additional market segmentation. Keywords. business model canvas; distro blackjack; swot analysis. Abstrak. Penelitian ini dilakukan untuk mengetahui bagaimana rancangan strategi Business Model Canvas yang tepat untuk Distro Blackjack dalam menghadapi persaingan usaha. Tujuan dari penelitian ini adalah untuk mengetahui Business Model Canvas dari Distro Blackjack, untuk mengevaluasi Distro Blackjack dengan menganalisis Strengths, Weakness, Opportunities, dan Threats serta untuk mengetahui strategi usaha yang tepat dalam mengembangkan usaha Distro Blackjack di Indonesia. Metode penelitian yang digunakan adalah metode kualitatif deskriptif. Dalam mengumpulkan data, peneliti menggunakan metode wawancara. Wawancara dilakukan kepada narasumber yang sudah dipilih dengan teknik purposive sampling. Hasil penelitian ini menunjukan bahwa Distro Blackjack sudah memiliki semua elemen Business Model Canvas yang menjadi acuan berjalannya usaha, tetapi masih ada yang perlu diperbaiki atau dikembangkan lagi dari Sembilan elemen yang dimiliki Distro Blackjack terdapat Strengths, Weakness, Opportunities, dan Threats dari setiap elemen yang ada pada business model canvas tersebut. Distro Blackjack perlu menambah beberapa aspek bisnis dalam mengembangkan usahanya kedepan seperti, menambah kuantiti penjualan produk, lebih inovasi lagi dalam design produk, menentukan mitra usaha, pengembangan kualitas SDM, memperbanyak jualan offline dengan mengikuti event, bazzar, pengaturan pengeluaran, dan penambahan segmentasi pasar. Kata Kunci. business model canvas; distro blackjack; analisis swot.