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Journal articles on the topic 'Canvas'

Author: Grafiati

Published: 4 June 2021

Last updated: 9 June 2025

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1

Asiyah, Binti Nur, Amin Wahyudi, and Khiyaratul Launiya. "ASSISTANCE IN PREPARING A SOCIAL BUSINESS MODEL CANVAS IN ENCOURAGING WASTE MANAGEMENT PRODUCTIVITY." International Journal of Engagement and Empowerment (IJE2) 4, no. 2 (August 30, 2024): 184–95. https://doi.org/10.53067/ije2.v4i2.174.

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Waste management could be more optimal. Waste is managed without planning and without seeing the social potential in the community. This paper analyzes the assistance in preparing Social Business Model Canvas to encourage the productivity of waste management teams. The method of writing this paper is carried out with Asset Based Community Development accompanying the compilation of Social Business Model Canvas. The results of this paper show that 7 Waste Management Teams have been arranged in a Social Business Model Canva. The productivity of the waste management team will be based on the Social Business Model Canvas, which will inspire people to care about waste management, personal waste, the environment, and the wider community. The practical implications of this paper encourage the government, through consultants, to maximize assistance in the implementation of waste management by paying attention to the Social Business Model Canvas

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2

Stepto, Gabriel. "Canvas." Callaloo 19, no. 1 (1996): 120. http://dx.doi.org/10.1353/cal.1996.0031.

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3

Baer, Joachim T., Adam Zagajewski, Renata Gorcyznski, Benjamin Ivry, and C. K. Williams. "Canvas." World Literature Today 66, no. 4 (1992): 746. http://dx.doi.org/10.2307/40148750.

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4

Wahidah, Umi, Sri Ayem, Suddin Lada, Yhoga Heru Pratama, Supatman Supatman, and Enggar Dwi Kharisma. "Pelatihan Pembuatan Model Business Canvas (BMC) dan Pemanfaatan Sosial Media Sebagai Media Pemasaran pada Karangtaruna di Rogobangsan, Bimomartani, Sleman." To Maega : Jurnal Pengabdian Masyarakat 7, no. 3 (September 17, 2024): 508–18. http://dx.doi.org/10.35914/tomaega.v7i3.2809.

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Memulai suatu usaha tentu membutuhkan perencanaan yang matang dari berbagai aspek agar dapat meminimalisir terjadinya kegagalan. Perkembangan teknologi saat ini menjadi satu perubahan dalam dunia bisnis, salah satunya dari sisi pemasaran. Tujuan dari kegiatan pengabdian masyarakat ini adalah untuk menambah pengetahuan dan memberikan pelatihan keterampilan dalam penyusunan business model canvas (BMC) dan penggunaan teknologi untuk pemasaran pada Karangtaruna Dusun Rogobangsan. Materi pertama diawali dengan materi kewirausahaan dan business model canvas kemudian dilaksanakan praktek penyusunanan business model canva, dan diakhiri dengan diskusi. Materi kedua diawali dengan pengenalan tools yang saat ini bisa dimanfaatkan sebagai media promosi antara lain Instagram, Facebook, Tiktok, WhatsApp, serta Google, kemudian dilanjutkan dengan pelatihan pembuatan akun Google. Pelaksanaan kegiatan PKM ini perlu dilaksanakan secara berkelanjutan. Hasil kegiatan pengabdian adalah peningkatan kemampuan peserta dalam memahami konsep pemasaran, peningkatan kemampuan memahami dan menyusun Model Business Canvas, serta peserta mampu memahami dan memanfaatkan media sosial dalam pemasaran seperti google map.

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5

Lindsay, W. Keith. "Canvas Basics." International Journal of Digital Literacy and Digital Competence 8, no. 3 (July 2017): 28–38. http://dx.doi.org/10.4018/ijdldc.2017070102.

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This article reports on usability testing of the Canvas learning management system (LMS) by ninety-seven kindergarten through post-secondary, public and private educators across North Carolina. The article will reference research by Rosenzweig and others to understand the impact of user experience (UX) on teachers' ability to learn features and to create content in the Canvas learning management system (LMS). The author co-facilitated a Canvas Basics course sixteen times for educators new to the software. This article explores the implications of the information gleaned as these educators built content and interacted with the Canvas e-learning software. The training was offered through a state-wide initiative by the North Carolina Department of Public Instruction (NCDPI), an entity charged with (among other roles) supporting the professional learning of educators, specifically focusing on digital learning competencies for classroom teachers, a professional growth requirement for renewing teacher licenses in 2019 and beyond.

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STEVEN BURG and Steven C. Burg. "Common Canvas:." Pennsylvania History: A Journal of Mid-Atlantic Studies 77, no. 2 (2010): 234. http://dx.doi.org/10.5325/pennhistory.77.2.0234.

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7

Smith, Arthur. "Untitled Canvas." Missouri Review 9, no. 1 (1985): 44–45. http://dx.doi.org/10.1353/mis.1985.0103.

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8

Presley, F. "Fluid Canvas." Forum for Modern Language Studies 46, no. 4 (September 16, 2010): 388–90. http://dx.doi.org/10.1093/fmls/cqq015.

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Kaiho, Koichi. "Colossal Canvas." Lighting Design + Application 23, no. 1 (January 1993): 17–19. https://doi.org/10.1177/036063259302300108.

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Kameyama, Toshio. "Develop the Canvas Clean Roll-Canvas Cleaning Device-." JAPAN TAPPI JOURNAL 58, no. 11 (2004): 1531–36. http://dx.doi.org/10.2524/jtappij.58.1531.

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11

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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Soemarsono, Prinintha Nanda, Maurisia Putri Permatasari, Moh Darus Salam, and Bani Alkausar. "Business Model Canvas dan Laporan Keuangan sebagai Strategi Pemberdayaan Usaha Mikro, Kecil dan Menengah di Kota Malang." Jurnal Pengabdian Masyarakat Bangsa 2, no. 8 (October 28, 2024): 3559–66. http://dx.doi.org/10.59837/jpmba.v2i8.1496.

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Paguyuban Pelaku UMKM Jawa Timur yang berada di bawah pengawasan Dinas Koperasi, Perindustrian, dan Perdagangan Kota Malang mengalami kesulitan dalam memasarkan produk untuk UMKM baru serta pembuatan laporan keuangan untuk bisnis baru. Tujuan dari pengabdian masyarakat ini adalah meningkatkan pengetahuan dan ketrampilan mitra untuk menyusun Business Model Canvas (BMC) dan Laporan Keuangan. Metode yang digunakan adalah dengan Focus Group Discussion (FGD), pre-test dan post-test, wawancara, obeservasi lapangan, dan dokumentasi. Hasil yang didapat dari pengabdian masyarakat yang telah dilakukan adalah peningkatan pengetahuan mitra dalam penyusunan Business Model Canvas (BMC) dan laporan keuangan, dibuktikan dari hasil post-test yang lebih baik daripada pre-test. Selain itu juga mitra mampu membuat Business Model Canvass (BMC) dan laporan keuangan dengan pendampingan tim pelaksana

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Abdrazakov, F. K., A. A. Rukavishnikov, A. V. Povarov, and Y. E. Trushin. "Intensification of melioration through decreasing maintenance load on irrigation canals." E3S Web of Conferences 140 (2019): 09009. http://dx.doi.org/10.1051/e3sconf/201914009009.

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The article presents current problems of irrigation canals. We list research methods while specifying the methods and work processes used. We have schematically depicted and theoretically described the necessary operations for the construction, reconstruction and repair of irrigation canals. Additionally, we have substantiated the economic losses arising from using concrete facing materials, and proposed modern facing materials designed to solve the main issues of irrigation canals. The article demonstrates the results of work on laying concrete canvas and geosynthetic materials. We have described and clearly classified the proposed facing materials and systemically listed advantages and disadvantages of modern facing materials compared to standard concrete canvas. On the basis of the study, the technological intensification of melioration was presented by reducing the construction and maintenance load on irrigation canals. We have theoretically and visibly demonstrated the efficiency of proposed materials and mathematically proven the intensification of melioration by reducing the maintenance load on irrigation canals. The findings indicate that the use of the proposed materials should increase the performance of irrigation grids, as well as reduce the maintenance load on them.

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Abdrazakov, Fyarid Kinzhaevich, Andrei Alekseevich Rukavishnikov, and Emil Edikovich Safin. "Development of adaptive technologies for the operation of irrigation canals covered with a concrete canvas." Agrarian Scientific Journal, no. 11 (November 25, 2022): 4–8. http://dx.doi.org/10.28983/asj.y2022i11pp4-8.

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The relevance of the study is to expand and obtain new theoretical knowledge on the application of adaptive technologies of irrigation canals operation depending on the type of facing materials, namely geosynthetic materials. The object of the study is a concrete canvas. The analysis included methods of empirical and experimental-theoretical level. The work considered and compared such cladding materials as geomembrane, bentonite mats and concrete cladding as a traditional cladding material. The given theoretical provisions of the work allow for the possibility of applying small mechanized equipment when carrying out works on cleaning the canal beds covered with concrete canvas from sediments.

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Abdrazakov, Fyarid Kinzhaevich, and Andrey Alekseevich Rukavishnikov. "Elimination of unproductive losses of water resources from the irrigation network through the use of modern facing materials." Agrarian Scientific Journal, no. 10 (October 23, 2019): 91–94. http://dx.doi.org/10.28983/asj.y2019i10pp91-94.

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The article presents the actual problems of irrigation canals. Unproductive losses of water from the irrigation network are justified. The classification of innovative facing materials for covering irrigation canals is presented. A comparative analysis of innovative materials on the basic parameters is carried out. A typical technological process of using a concrete canvas and geosynthetic materials for use on irrigation canals is considered.

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16

Ilyassov, D. "CANVAS PROGRAM ROLE IN STUDENTS' ACHIEVEMENT: TECHNOLOGY ACCEPTANCE AND ACADEMIC RESISTANCE MODELS (ON AN EXAMPLE OF NARXOZ UNIVERSITY)." Central Asian Economic Review, no. 6 (May 4, 2023): 163–74. http://dx.doi.org/10.52821/2789-4401-2022-6-163-174.

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The purpose of the study is to explore how Technology Acceptance (TAM) and Academic resistance (ARM) Models are working for Moodle and Canvas adoption at Narxoz University.Methodology. The methodological basis of the study is an interview of 9 teachers. The interview focused on the teachers’ perceptions and experience of using Moodle and Canvas platform. This study hypothesized TAM and ARM application for Canvas use.The questions aimed to explore how TAM and ARM could explain the teachers’ practice in Moodle and Canvas platform. Then data collected through interviews submitted to Atlasti. Any interest in using Canvas identified by Thematic analysis.The originality / value of the research. The easy use of TAM is not properly working for Canvas. The contribution of this study to existing literature will be that no outputs of how TAM and ARM are working related to Canvas platform at Narxoz University.Findings. In overall, most teachers are satisfied with quality of Canvas with some following suggestions for improvements:- The use of Canvas by teachers related to ARM cognitive and emotional attitudes are different.- The course design has the same structure. There is no any other imagination related to course design. Some functions of Canvas are obviously unclear for teachers.- Canvas should help monitor students at risk for support. From this point of view, PLA (predictive learning analytics) system should work to monitor students’ performance.

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Pricillia, Sisca, and Robby Alfonso Ramadhan. "Eksekusi CANVAS Miring pada Startup dalam Menghadapi Kompetisi." ADI Bisnis Digital Interdisiplin Jurnal 5, no. 1 (June 24, 2024): 26–33. http://dx.doi.org/10.34306/abdi.v5i1.1089.

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Tujuan dari penelitian ini adalah untuk mendeskripsikan penerapan lean canvas pada startup, menjelaskanfaktor-faktor yang dipertimbangkan oleh manajer startup dalam menerapkan lean canvas, menjelaskan kendalayang dihadapi dalam penerapan lean canvas di startup Talangin, dan menggambarkan manfaat dari penerapanlean canvas di startup Talangin. Penelitian ini adalah penelitian deskriptif dengan pendekatan kualitatif. Penulismelakukan wawancara dengan Co-Founder & Chief Executive (CEO), Co-Founder & Chief Marketing (CMO),Co-Founder & Chief Product (CPO), dan Co-Founder & Chief Finance (CFO) Talangin untuk memahamibagaimana lean canvas digunakan di startup Talangin. Metode analisis data yang digunakan adalah teknikanalisis data Miles dan Huberman. Hasil dari penelitian ini menunjukkan bahwa penerapan lean canvas distartup Talangin sebagai model bisnis dapat secara efektif membantu Talangin dalam menentukan strategi masadepan. Kesederhanaan dan kemudahan penggunaan lean canvas sebagai model bisnis telah menjadi faktorsignifikan bagi startup Talangin dalam menggunakan model ini. Dalam penerapan lean canvas di startupTalangin, tidak ada kesulitan yang dirasakan karena model bisnis seharusnya menyederhanakan proses bisnis.Manfaat yang dirasakan oleh Talangin dalam penerapan lean canvas termasuk kemudahan dalam menentukanapakah produk yang ditawarkan dapat diterima oleh pasar dan konsumen.

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18

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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Gupta, Smita, Venkatesh B. Athreya, Goran Djurfeldt, and Staffar Lindberg. "A Formidable Canvas." Social Scientist 19, no. 1/2 (January 1991): 95. http://dx.doi.org/10.2307/3517731.

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Katić, Elvira K. "The Living Canvas." American Journal of Semiotics 25, no. 1 (2009): 77–101. http://dx.doi.org/10.5840/ajs2009251/24.

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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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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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23

Setari, Nicolas, and Marion Prouteau. "Pushing the canvas." Médium 13, no. 4 (2007): 59. http://dx.doi.org/10.3917/mediu.013.0059.

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Giddins, Thorley, Kimball, and Somsen. "Symbols on Canvas." Dialogue: A Journal of Mormon Thought 53, no. 1 (2020): 206. http://dx.doi.org/10.5406/dialjmormthou.53.1.0206.

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Soto Rivera, Rubén. "Fábula del Canvas." Revista Surco Sur 1, no. 2 (December 2010): 13. http://dx.doi.org/10.5038/2157-5231.1.2.5.

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ADAMS, ALEXANDER. "Lights, Canvas, Action!" Art Book 16, no. 1 (February 2009): 6–9. http://dx.doi.org/10.1111/j.1467-8357.2009.01002.x.

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27

Williams, Brenda. "Life under canvas." Practical Pre-School 2017, Sup196 (May 2017): ii. http://dx.doi.org/10.12968/prps.2017.sup196.ii.

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Ferreira, Raquel, João Varajão, Luis Silva Rodrigues, and Rui Dinis Sousa. "Project Change Canvas." International Journal of Information Systems and Project Management 12, no. 4 (October 7, 2024): 60–78. http://dx.doi.org/10.12821/ijispm120404.

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Project management plays a critical role in boosting the success of organizations' projects. However, no matter how well a project is managed, changes are inevitable during its execution. It is crucial to evaluate the impact of these changes before implementing them to ensure they do not compromise the project's success. Existing techniques for assessing the effects of changes have several limitations—particularly in their failure to account for how changes might affect various aspects of project management, such as scope, cost, time, resources, communication, risk, procurement, or overall success. To overcome this limitation, this article introduces a new technique – the Project Change Canvas – that enables the systematic assessment of changes in information systems and technology projects by identifying and weighing their potential impacts across all relevant project management knowledge areas.

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EMBER, LOIS R. "A MASSIVE CANVAS." Chemical & Engineering News 85, no. 48 (November 26, 2007): 32–35. http://dx.doi.org/10.1021/cen-v085n048.p032.

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MURRAY, SHAUN. "The Unprimed Canvas." Design Ecologies 1, no. 2 (October 10, 2011): 179–81. http://dx.doi.org/10.1386/des.1.2.179_2.

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SCHIMMEL, S. "Oncology on Canvas." Lancet Oncology 6, no. 1 (January 2005): 11–12. http://dx.doi.org/10.1016/s1470-2045(05)70018-8.

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Drago, Frédéric, and Norishige Chiba. "Painting canvas synthesis." Visual Computer 20, no. 5 (July 2004): 314–28. http://dx.doi.org/10.1007/s00371-004-0240-8.

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Holt, Gill. "Conference under canvas…" Self & Society 35, no. 3 (November 2007): 53. http://dx.doi.org/10.1080/03060497.2007.11083993.

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El Maarouf, Farouk, and Moulay Driss El Maarouf. "City as Canvas." Matatu 51, no. 1 (June 18, 2020): 23–42. http://dx.doi.org/10.1163/18757421-05101009.

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Abstract The city reflects a politics of possession, upon which pieces of land ultimately get encircled by walls for exploitation. Walls—the entities that frame up the city—are territory ma(r)kers, yet this architectural gesture, far from being innocent, symbolizes a lurking desire at owning territories in the ma(r)king. This paper brings this idea home by examining the other meanings of the wall in contemporary Morocco, by closely studying the poetics and politics of the wall in the context of the Jidar street art festival of Rabat, situated, as it were, in the intersection of concepts (such as festival, paint, street art, wall, patronage, cooptation, resistance, local and global). We argue that the JSAF presents, among other things, a venue for local artists to perform and translate their thoughts and artistic visions into murals of a grand scale. Yet under the gaze of power, their performances accentuate the existentialist yet ambivalent position of city walls not only as embodiments of visual escape, but also as terrains of artistic/economic opportunities, incompatible social emotions, and contentious politics.

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Tovar, Patricia. "The Body Canvas." American Book Review 36, no. 5 (2015): 23–24. http://dx.doi.org/10.1353/abr.2015.0093.

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Domini, John. "A Busy Canvas." American Book Review 28, no. 5 (2007): 25. http://dx.doi.org/10.1353/abr.2007.0149.

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Whittaker, Chris. "Canvas of Courage." Disability & Society 9, no. 4 (January 1994): 568–71. http://dx.doi.org/10.1080/09687599466780601.

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Yoshino, Tsuyoshi. "Aikawa Canvas Cleaner." JAPAN TAPPI JOURNAL 76, no. 10 (2022): 927–30. http://dx.doi.org/10.2524/jtappij.76.927.

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McAdams, Ryan M. "Coping on Canvas." JAMA Pediatrics 167, no. 9 (September 1, 2013): 795. http://dx.doi.org/10.1001/jamapediatrics.2013.2264.

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Samim, M. M. "Canvas of Agony." Journal of Clinical Neuroscience 116 (October 2023): 37–38. http://dx.doi.org/10.1016/j.jocn.2023.08.009.

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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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Gomes, Marion Litaiff Azize, Bruna Raphaela Ferreira de Andrade, Claudete Barbosa Ruschival, and Célia Maria da Silva Carvalho. "Project Idea Canvas." DAT Journal 8, no. 4 (December 28, 2023): 124–40. http://dx.doi.org/10.29147/datjournal.v8i4.715.

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As ferramentas de design são meios empregados para se alcançar uma solução adequada, a fim de suprir as necessidades dos usuários de forma ágil, eficaz e inovadora. O estudo tem por objetivo propor uma ferramenta de design para auxiliar na estruturação da ideia inicial de projetos, ou seja, na organização sistemática de elementos fundamentais que podem nortear o desenvolvimento de um projeto. Esta pesquisa se caracteriza como aplicada, uma vez que busca resolver um problema concreto e de caráter exploratório, pois pretende-se obter um melhor entendimento do problema por meio de um levantamento bibliográfico. Como resultado obtido, apresenta-se a ferramenta Project Idea Canvas, um framework para auxiliar visualmente no entendimento e na organização da ideia inicial de um projeto.

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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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Freitas, Carlos Cesar Garcia, Daniele Alves Camargo Vencio, and Flaviane Pelloso Molina Freitas. "Canvas da Tecnologia Social: metodologia para criação de projetos." Research, Society and Development 11, no. 12 (September 22, 2022): e509111234797. http://dx.doi.org/10.33448/rsd-v11i12.34797.

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O Brasil apresenta diversos problemas sociais e a Tecnologia Social (TS) coloca-se como uma alternativa para a construção e a implantação de soluções que visam reduzir as desigualdades e melhorar a qualidade de vida das comunidades. Contudo, carece de metodologias adequadas que possam orientar seu processo de criação. Assim, o presente artigo tem o objetivo de apresentar uma ferramenta de modelagem de projetos para utilização na criação das TS, desenvolvida com base nos Modelos de Negócios Canvas e Canvas Social. Para tanto, foi desenvolvida uma pesquisa de caracter descritiva, com abordagem qualitativa por meio de análise bibliográfica narrativa. Como resultado do estudo é apresentado o Canvas-TS que tem como diferencial o atendimento aos aspectos de apropriação, participação e aprendizagem das pessoas envolvidas com os projetos de TS. Seu design está estruturado em quatro grupos de elementos que visam responder questões chaves envolvidas na criação de um projeto, sendo: como (necessidade, solução do problema, parcerias e medição de resultados), o que (proposta de valor), por quem (corresponsáveis, participação, canais e apropriação) e quanto (gastos e financiamento).

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45

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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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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47

Salwati, NFN. "MODEL SIMULASI PERKEMBANGAN, PERTUMBUHAN DAN NERACA AIR TANAMAN KENTANG PADA DATARAN TINGGI DI INDONESIA." Informatika Pertanian 22, no. 1 (July 10, 2015): 53. http://dx.doi.org/10.21082/ip.v22n1.2013.p53-64.

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<div data-canvas-width="788.5249999999997">This research aims to construct a simulation model of development, growth and waterbalance of potato crop. Reasearch</div><div data-canvas-width="802.7183333333334">also predicts climate change impact on potato productivity in several potato production center in Indonesia. The crop</div><div data-canvas-width="802.6816666666664">model being constructed explains process mechanism of development and growth during crop life cycle as a response</div><div data-canvas-width="802.7166666666672">to fluctuation of climatic. Three field experiments were conducted at three locations at Pacet and Galudra in West Java</div><div data-canvas-width="802.7066666666665">Province, and at Kerinci in Jambi Province, to support the model development; for model calibration (Pacet) and model</div><div data-canvas-width="802.6899999999999">validation (Galudra and Kerinci). Paired t-test between model predictions of Granola variety with observations showed</div><div data-canvas-width="802.7116666666665">that there were not significant differences (P&gt; 0,05) on all variables tested, except leaf biomass. In Atlantic variety, there</div><div data-canvas-width="802.6650000000001">were not significant differences (P&gt; 0,05) on root, tuber biomass and soil water content. Based on graphical test showed</div><div data-canvas-width="244.87999999999997">coefficient of determination were (R</div><div>2</div><div data-canvas-width="552.9633333333334">) greater than 0,80 for all variables.Generally, results on validation suggested that</div><div data-canvas-width="802.6866666666666">model predictions were not significantly different with field measurements at Galudra (Granola variety) and Kerinci</div><div data-canvas-width="802.6966666666668">(Atlantis and Granola variety) for variable of plant ages, biomass of root, stem, leaf and tuber, leaf area index, and soil</div><div data-canvas-width="98.58333333333331">water content. </div>

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Grobler, G. "Major Depressive Disorder." South African Journal of Psychiatry 19, no. 3 (August 30, 2013): 7. http://dx.doi.org/10.4102/sajpsychiatry.v19i3.946.

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The treatment guideline draws on several international guidelines: (<div style="left: 477.479px; top: 324.52px; font-size: 15.45px; font-family: serif;">i</div><div style="left: 481.424px; top: 324.72px; font-size: 15.45px; font-family: serif; transform: scaleX(0.955);" data-canvas-width="8.595">)</div><div style="left: 70.8662px; top: 344.72px; font-size: 15.45px; font-family: serif; transform: scaleX(1.00294);" data-canvas-width="422.63399999999984">Practice Guidelines of the American Psychiatric Association (APA)</div><div style="left: 70.8662px; top: 364.72px; font-size: 15.45px; font-family: serif; transform: scaleX(0.962449);" data-canvas-width="420.28950000000003">for the Treatment of Patients with Major Depressive Disorder, Second</div><div style="left: 70.8662px; top: 384.72px; font-size: 15.45px; font-family: serif; transform: scaleX(0.945309);" data-canvas-width="47.068499999999986">Edition;</div><div style="left: 117.785px; top: 385.947px; font-size: 9.00733px; font-family: serif; transform: scaleX(0.974443);" data-canvas-width="10.231649999999998">[1]</div><div style="left: 128.017px; top: 384.72px; font-size: 15.45px; font-family: serif; transform: scaleX(1.42167);" data-canvas-width="12.794999999999998">(</div><div style="left: 140.663px; top: 384.52px; font-size: 15.45px; font-family: serif; transform: scaleX(0.913981);" data-canvas-width="7.844999999999999">ii</div><div style="left: 148.358px; top: 384.72px; font-size: 15.45px; font-family: serif; transform: scaleX(1.03879);" data-canvas-width="346.0034999999999">) Clinical Guidelines for the Treatment of Depressive</div><div style="left: 70.8662px; top: 404.72px; font-size: 15.45px; font-family: serif; transform: scaleX(0.982156);" data-canvas-width="420.8129999999999">Disorders by the Canadian Psychiatric Association and the Canadian</div><div style="left: 70.8662px; top: 424.72px; font-size: 15.45px; font-family: serif; transform: scaleX(1.06015);" data-canvas-width="374.1000000000001">Network for Mood and Anxiety Treatments (CANMAT);</div><div style="left: 445.018px; top: 425.947px; font-size: 9.00733px; font-family: serif; transform: scaleX(0.996097);" data-canvas-width="10.45902">[2]</div><div style="left: 455.592px; top: 424.72px; font-size: 15.45px; font-family: serif; transform: scaleX(1.52833);" data-canvas-width="13.754999999999999">(</div><div style="left: 469.386px; top: 424.52px; font-size: 15.45px; font-family: serif; transform: scaleX(0.930874);" data-canvas-width="11.985">iii</div><div style="left: 481.424px; top: 424.72px; font-size: 15.45px; font-family: serif; transform: scaleX(0.955);" data-canvas-width="8.595">)</div><div style="left: 70.8662px; top: 444.72px; font-size: 15.45px; font-family: serif; transform: scaleX(0.92219);" data-canvas-width="346.4745">National Institute for Clinical Excellence (NICE) guidelines;</div><div style="left: 417.194px; top: 445.947px; font-size: 9.00733px; font-family: serif; transform: scaleX(0.974443);" data-canvas-width="10.231649999999998">[3]</div><div style="left: 427.426px; top: 444.72px; font-size: 15.45px; font-family: serif; transform: scaleX(0.8725);" data-canvas-width="7.852499999999999">(</div><div style="left: 435.128px; top: 444.52px; font-size: 15.45px; font-family: serif; transform: scaleX(0.867244);" data-canvas-width="10.425">iv</div><div style="left: 445.402px; top: 444.72px; font-size: 15.45px; font-family: serif; transform: scaleX(0.885045);" data-canvas-width="44.031">) Royal</div><div style="left: 70.8662px; top: 464.72px; font-size: 15.45px; font-family: serif; transform: scaleX(0.960345);" data-canvas-width="420.4709999999999">Australian and New Zealand College of Psychiatrists Clinical Practice</div><div style="left: 70.8662px; top: 484.72px; font-size: 15.45px; font-family: serif; transform: scaleX(0.952181);" data-canvas-width="276.6284999999999">Guidelines Team for Depression (RANZCAP);</div><div style="left: 347.341px; top: 485.947px; font-size: 9.00733px; font-family: serif; transform: scaleX(0.974443);" data-canvas-width="10.231649999999998">[4]</div><div style="left: 357.572px; top: 484.72px; font-size: 15.45px; font-family: serif; transform: scaleX(1.05167);" data-canvas-width="9.465">(</div><div style="left: 366.887px; top: 484.52px; font-size: 15.45px; font-family: serif;">v</div><div style="left: 373.442px; top: 484.72px; font-size: 15.45px; font-family: serif; transform: scaleX(0.95722);" data-canvas-width="117.59850000000002">) Texas Medication</div><div style="left: 70.8662px; top: 504.72px; font-size: 15.45px; font-family: serif; transform: scaleX(0.99545);" data-canvas-width="242.95199999999997">Algorithm Project (TMAP) Guidelines;</div><div style="left: 313.679px; top: 505.947px; font-size: 9.00733px; font-family: serif; transform: scaleX(0.974443);" data-canvas-width="10.231649999999998">[5]</div><div style="left: 323.91px; top: 504.72px; font-size: 15.45px; font-family: serif; transform: scaleX(1.41);" data-canvas-width="12.69">(</div><div style="left: 336.454px; top: 504.52px; font-size: 15.45px; font-family: serif; transform: scaleX(0.902184);" data-canvas-width="10.845">vi</div><div style="left: 347.149px; top: 504.72px; font-size: 15.45px; font-family: serif; transform: scaleX(1.06804);" data-canvas-width="147.10049999999995">) World Federation of</div><div style="left: 70.8662px; top: 524.72px; font-size: 15.45px; font-family: serif; transform: scaleX(0.977376);" data-canvas-width="422.00250000000005">Societies of Biological Psychiatry (WFSBP) Treatment Guideline for</div><div style="left: 70.8662px; top: 544.72px; font-size: 15.45px; font-family: serif; transform: scaleX(1.00461);" data-canvas-width="190.43549999999996">Unipolar Depressive Disorder;</div><div style="left: 261.219px; top: 545.947px; font-size: 9.00733px; font-family: serif; transform: scaleX(0.981106);" data-canvas-width="10.301609999999998">[6]</div><div style="left: 271.558px; top: 544.72px; font-size: 15.45px; font-family: serif; transform: scaleX(1.25945);" data-canvas-width="44.290499999999994">and (</div><div style="left: 315.754px; top: 544.52px; font-size: 15.45px; font-family: serif; transform: scaleX(0.902161);" data-canvas-width="14.716499999999996">vii</div><div style="left: 330.385px; top: 544.72px; font-size: 15.45px; font-family: serif; transform: scaleX(1.07299);" data-canvas-width="164.74800000000002">) British Association for</div><div style="left: 70.8662px; top: 564.72px; font-size: 15.45px; font-family: serif; transform: scaleX(0.939612);" data-canvas-width="195.08699999999996">Psychopharmacology Guidelines.</div>[7

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Harianto, Eric. "Implementasi Lean Canvas Pada Project Corporate Entrepreneurship." BIP's : JURNAL BISNIS PERSPEKTIF 10, no. 2 (November 12, 2019): 144–60. http://dx.doi.org/10.37477/bip.v10i2.39.

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The purpose of this research is to (1) identify project corporate entrepreneurship with the application of lean canvas; (2) identify constraints in the application of lean canvas in corporate entrepreneurship projects; (3) identify the benefits contained in the application of lean canvas in corporate entrepreneurship projects. Data is collected from October 2018 to December 2018. The method used is descriptive research method with qualitative approach. The researcher conducted interviews with 5 informants. The analysis tools used are lean start up and lean canvas. The data analysis techniques used is Creswell data analysis techniques (2014). The results of this study are (1) project corporate entrepreneurship can be implemented in nine lean canvas blocks and can easily see the concept of optimization model and linkages between nine blocks in lean canvas; (2) the most difficult constraints experienced are when filling key metric blocks and unfair advantages in the lean canvas; (3) the researcher can easily analyze project corporate entrepreneurship in determining future strategies in order to find out which projects are effective or not to be continued or developed based on the achievement measured in the key metric blocks in one of the lean canvas blocks and the integration of nine blocks in lean canvas.

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50

Harianto, Eric. "Implementasi Lean Canvas Pada Project Corporate Entrepreneurship." BIP's JURNAL BISNIS PERSPEKTIF 10, no. 2 (July 31, 2018): 144–60. http://dx.doi.org/10.37477/bip.v10i2.59.

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The purpose of this research is to (1) identify project corporate entrepreneurship with the application of lean canvas; (2) identify constraints in the application of lean canvas in corporate entrepreneurship projects; (3) identify the benefits contained in the application of lean canvas in corporate entrepreneurship projects. Data is collected from October 2018 to December 2018. The method used is descriptive research method with qualitative approach. The researcher conducted interviews with 5 informants. The analysis tools used are lean start up and lean canvas. The data analysis techniques used is Creswell data analysis techniques (2014). The results of this study are (1) project corporate entrepreneurship can be implemented in nine lean canvas blocks and can easily see the concept of optimization model and linkages between nine blocks in lean canvas; (2) the most difficult constraints experienced are when filling key metric blocks and unfair advantages in the lean canvas; (3) the researcher can easily analyze project corporate entrepreneurship in determining future strategies in order to find out which projects are effective or not to be continued or developed based on the achievement measured in the key metric blocks in one of the lean canvas blocks and the integration of nine blocks in lean canvas.

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