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1
Belleflamme, Paul, and Nicolas Neysen. "A Multisided Value Proposition Canvas for Online Platforms." Journal of Business Ecosystems 2, no. 1 (January 2021): 1–14. http://dx.doi.org/10.4018/jbe.2021010101.
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Operators of digital platforms have to convince potential users that their intermediation and matchmaking services bring additional value in the market. To do so, they need to formulate a strong value proposition, which convinces users that joining the platform brings them larger value than staying out. In recent years, a number of frameworks have been developed to help entrepreneurs reflect on which elements should be included (or not) in their value proposition. In this paper, the authors argue that such tools do not necessarily offer a satisfactory answer, as they miss the specificities of platform-based business models. Hence, they propose an alternative tool that overcomes the limitations they identified and is more appropriate for nascent multisided platforms. They argue that it is crucial to identify the complementarities and potential conflicts between the wants, needs, and fears of the different groups of users that the platform connects, so as to formulate a set of interlocked value propositions.
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Belleflamme, Paul, and Nicolas Neysen. "A Multisided Value Proposition Canvas for Online Platforms." Journal of Business Ecosystems 2, no. 1 (January 2021): 1–14. http://dx.doi.org/10.4018/jbe.2021010101.
Full textAbstract:
Operators of digital platforms have to convince potential users that their intermediation and matchmaking services bring additional value in the market. To do so, they need to formulate a strong value proposition, which convinces users that joining the platform brings them larger value than staying out. In recent years, a number of frameworks have been developed to help entrepreneurs reflect on which elements should be included (or not) in their value proposition. In this paper, the authors argue that such tools do not necessarily offer a satisfactory answer, as they miss the specificities of platform-based business models. Hence, they propose an alternative tool that overcomes the limitations they identified and is more appropriate for nascent multisided platforms. They argue that it is crucial to identify the complementarities and potential conflicts between the wants, needs, and fears of the different groups of users that the platform connects, so as to formulate a set of interlocked value propositions.
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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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Pradana, Wibawa, Dwi Purnomo, and Anas Bunyamin. "PERANCANGAN MUTU BIOBRIKET MENGGUNAKAN TOOLS VALUE PROPOSITION CANVAS." Kumawula: Jurnal Pengabdian Kepada Masyarakat 4, no. 1 (May 10, 2021): 1. http://dx.doi.org/10.24198/kumawula.v4i1.29141.
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Biobriket menjadi salah satu produk yang dapat dihasilkan dari pemanfaatan kayu kaliandra dan limbah teh. Biobriket berbahan dasar kayu dan limbah teh ini merupakan hal baru, karena umumnya biobriket dibuat dari tempurung kelapa. Market testing diperlukan untuk mengetahui respon konsumen terhadap mutu dari biobriket yang dihasilkan. Respon konsumen nantinya digunakan untuk melakukan perancangan mutu biobriket agar dapat diterima konsumen dan memperluas pasar biobriket. Penelitian ini dilakukan menggunakan tools value proposition canvas dalam melakukan analisis respon konsumen untuk selanjutnya menjadi acuan dalam pembuatan biobriket.
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Apriani, Nanda Dwi, Maria Alviona Filiana, and Jamot Gery Ermando. "Strategic Formulation Analysis of National Sport Institute of Indonesia, "IONI"." International Journal of Research and Review 9, no. 3 (March 7, 2022): 32–40. http://dx.doi.org/10.52403/ijrr.20220305.
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The Indonesian Sports Institute is a private university engaged in the sports industry that contributes to the sports performance segment. We are the solution to achieve sports achievements because we will produce competent and certified undergraduate trainers. We also provide services that are easily accessible, friendly and fast. The strategy method uses the value proposition canvas, IFE, EFE, VRIO, CPM, SWOT, IE, QSPM, Porter's Generic Strategy and lean business canvas model. The results of this analysis can help to determine a suitable business model for the Indonesian National Sports Institute. Keywords: Value Proposition Canvas, Porter's Generic Strategy, Lean Business Model Canvas, containers, sport institute, sport industry.
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Äyväri, Anne, and Annukka Jyrämä. "Rethinking value proposition tools for living labs." Journal of Service Theory and Practice 27, no. 5 (September 11, 2017): 1024–39. http://dx.doi.org/10.1108/jstp-09-2015-0205.
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Purpose The purpose of this paper is to provide a conceptual analysis on value proposition tools to be used in future empirical research and in building managerial insight. The conceptual analysis focusses on a living lab framework and recent theoretical developments around the concept of value that are reflected in the context of three managerial tools for creating value propositions. Design/methodology/approach Using abductive reasoning, the descriptions of the tools were analysed as cultural texts, as language-in-use in a social context. Findings In the context of the living labs approach, the Value Proposition Builder™ (VPB) seems to conflict with the ideas and premises of user-centric innovation processes. In the Value Proposition Canvas (VPC), the co-creation aspect is rather vague, as the enterprise and its offerings are presented as creators of value for the customer. Thus, this tool somewhat contradicts the living lab approach. The People Value Canvas (PVC) is aligned with the service-dominant logic and the premises of living labs. However, all three tools largely neglect a deeper acknowledgement of the role of the wider context, the service ecosystem, and the role of networked actors as resource integrators. Moreover, none of the tools explicitly point out the role of enterprises as intermediaries in constructing invitations for value co-creation. Originality/value The paper contributes to the SDL and living labs literature by conceptual analysis on different value proposition tools; the VPB™, the PVC, and the VPC which are relevant for academics as well as practitioners creating new understanding and insights on the connectedness of the living labs framework and SDL as well as their relationship to managerial tools. By identifying the absent elements of S-D logic from managerial value proposition tools, the paper contributes to current discussions by giving attention from scholars towards investigating managerial tools and by providing a new conceptual analysis for future empirical research. The critical analysis of the managerial tools contributes to managerial practice by emphasising the need to consciously evaluate the benefits and failures of tools for developing their organisations.
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Jones, Michelle Eulalia, Alfianida Wulandari, and Ubaidillah . "Strategic Formulation Analysis of Semi-Permanent Building Provider from Containers, "I-Cont."." International Journal of Research and Review 8, no. 11 (November 30, 2021): 431–40. http://dx.doi.org/10.52403/ijrr.20211155.
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PT. Karya Inti Abadi Kontainer, trademark ‘I-CONT,’ is a container modification company creating business stalls with modern, practical and economical containers. We are the solution for MSME business players, which is focusing on the food and beverage industry. Aside from that, we also provide services in membership from consultation, modification containers, delivery, maintenance, service until reselling and remodification. The strategy method uses the Value Proposition Canvas, IFE, EFE, VRIO, CPM, SWOT, IE, QSPM, Porter's Generic Strategy and Lean Business Canvas Model. The results of this analysis can help to determine a suitable business model for PT. Karya Inti Abadi. Keywords: Value Proposition Canvas, Porter's Generic Strategy, Lean Business Model Canvas, containers.
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Swasty, Wirania. "Business Model Innovation for Small Medium Enterprises." Winners 16, no. 2 (September 30, 2015): 85. http://dx.doi.org/10.21512/tw.v16i2.1561.
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Indonesian economy through Small Medium Enterprises (SMEs) is expected to absorb labor and contribute to the growth of Gross Domestic Product. However, SMEs lack both managerial and technical skills. This research is about business model innovation for SMEs especially in fashion and garment industry. Study used qualitative approach by mentoring four selected SMEs in Babakan Penghulu Village– Cinambo Sub-District, Eastern Bandung. The tools used to analyze them including PEST analysis, Porter’s Five Forces,Resource Based View, Value Chain Analysis and Business Model Canvas. Finding suggests SMEs to have business model innovation derived from value proposition. SMEs should build their own brand awareness. Moreover, as garment and fashion industry, design can be a particularly important part of the Value Proposition. SMEs could communicate its value propositions and inform their service through its official websites and other social media. Since the intangible resources include brand and design, thus SMEs should build brand image and innovate year by year. SMEs must hire designers and launch a series of new products offers under the signature of their own brands. Ideation to strengthen strategies derives from value proposition building block as a starting point. Moreover, Business Model Canvas makes strategy more focused and measurable. Business model innovation is expected to increase overall performance of SMEs.
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Pps, Jurnalpps, and Abdul Jalal. "EKSPLORASARI KEGAGALAN TOUR &TRAVEL DENGAN MENGGUNAKAN VALUE PROPOSITION DARI BUSINESS MODEL CANVAS (PENELITIAN PADA PT. XYZ)." Jurnal Manajerial Bisnis 2, no. 03 (July 11, 2019): 189–202. http://dx.doi.org/10.37504/jmb.v2i03.199.
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This study aims to determine the business performance of a tour & travel company PT. XYZ in 2015-2018. Next to reveal the causes of failure at PT. XYZ using a value proposition from Business Model Canvas. This study uses a qualitative descriptive approach with a total of five informants. The results of the study show the current conditions that occur at PT. XYZ Tour & travel only puts forward low prices which results in customers being disappointed and never want to use their services anymore. Value proposition owned by PT. XYZ cannot be felt by its customers because customer perception is different from the perception of the company. PT XYZ's failure due to its consistent performance decreases every year and there is no suitability of targets to be achieved because there are different perceptions of the value proposition created by the company and the value received by the customer. Of the 11 value propositions there are only three that are accepted by customers, namely performance, cost reduction and convenience. While the other nine values, namely newness, customization, getting the job done, brand, design, price, risk reduction, accessbility and ability are still homework for PT XYZ.Keywords: failure, value proposition, performance, cost reduction, convenience
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Kusumah, Agus Angling, Frischa Sonawaty Theresia Sianturi, and Gusriantho Mendrofa. "Strategic Formulation Analysis of Digital Legal Consultant Services, “Bilik Hukum”." International Journal of Research and Review 9, no. 3 (March 26, 2022): 393–400. http://dx.doi.org/10.52403/ijrr.20220344.
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Bilik Hukum is a digital legal advisory service solution. It is easier and more practical to get help with legal matters. Thanks to digital applications and websites that connect you with experts in your field, no matter where you are or what time it is. For this study, the division's strategy is to use various tools to create a more advanced and competent business. This research examines how the value proposition canvas, Porter's Five Forces, PEST, CPM, IE Matrix, and the Lean Business Canvas can be used to help a company remain viable in the face of challenges and opportunities both inside and outside the company. Keywords: Value Proposition Canvas, Porter’s Five Forces, PEST, IE Matrix dan Lean Business Canvas.
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Setiyawati, Erna, Andhika Saputra, and Rhian Indradewa. "Strategic Formulation Analysis to Build a New Business Startup “Jamu Partnership” in Indonesia." International Journal of Research and Review 8, no. 8 (August 26, 2021): 568–76. http://dx.doi.org/10.52403/ijrr.20210876.
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Background – PT Oesodo Alam Mandiri (PT OAM) is a startup company that was established to provide solutions to business opportunities and problems that are being faced by people in Indonesia. Before starting a business, it is necessary to analyze both internal and external factors, also carry out strategy formulation. The results of this analysis will assist in determining the right strategy and business model. Through the right strategy and business model, a newly established startup company will be able to compete and be sustainable. Method – Using Value Proposition Canvas, EFE, IFE, VRIO, CPM, SWOT, IE, QSPM, Porter’s Generic Strategy and Lean Business Canvas Model. Result – This analysis helps to determine the right business model for jamu partnership startup company. Keywords: Startup, Value Proposition Canvas, Lean Business Model Canvas, Jamu, Indonesia.
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Mahdi, Ammar Fathin, and Lukman Mohammad Baga. "BUSINESS MODEL CANVAS PERUSAHAAN PENGOLAH RUMPUT LAUT." Forum Agribisnis 8, no. 1 (July 19, 2018): 1–16. http://dx.doi.org/10.29244/fagb.8.1.1-16.
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Winner Perkasa Indonesia Unggul is a SME that sells product based on seaweed processing. The enterprise is trying to improve their business activity on seaweed processing products. The purposes of this research are to identify the existing business model at the enterprise, to evaluate the model, and to generate a new business model prototype with the Business Model Canvas method analysis. This research is a case study on a company, and conducted in March-May 2016. The data used are primary data in the form of interviews and internal company data, while qualitative analysis used to evaluate the business model, and the SWOT analysis method used to help generating new business model prototype. The results of this research were two alternative of business model prototype for the enterprise’s development in the future. The first alternative is trying to classify new customer segment, and followed by creating the new value proposition. With the additional of new customer segment and the new value proposition, it caused the enterprise to extend the channels by optimalizing technologies, and eventually increase the revenue stream of the enterprise. The second alternative is trying to increase the customer relationship by creating the new value proposition. It will raise the opportunity to make an alliance or partnership for helping the business activity of the enterprise. However, the changes on some parts of the business model will affect the enterprise’s cost structure.
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Rifai, Zanuar, and Dwiki Agung Witriantino. "Analisis Digital Marketing Website Hompimpaa.id Menggunakan Metode Analisis SWOT, Value Proposition Canvas, dan Competitive Five Force." Indonesian Journal on Software Engineering (IJSE) 8, no. 1 (June 28, 2022): 75–82. http://dx.doi.org/10.31294/ijse.v8i1.11796.
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Hompimpaa.id merupakan perusahaan yang bergerak di bidang jasa. Jasa yang ditawarkan berupa jasa bimbingan parenting untuk orang tua dan anak-anak usia 3-9 tahun. Hompimpaa.id menggunakan aplikasi berbasis website untuk melakukan pemasaran dan mengenalkan produknya mulai dari e-book, buku parenting dan video permainan dan pembelajaran untuk anak. Cara pemasaran yang digunakan oleh hompimpaa.id dalam mengenalkan jasanya ke masyarakat luas yaitu dengan cara pemasaran secara digital atau digital marketing. Masalah yang dihadapi oleh hompimpaa.id adalah belum adanya patokan dalam untuk membuat konten yang nantinya akan dipasarkan di sosial media. Dalam penelitian ini, peneliti menggunakan tiga metode yang berbeda yang betujuan untuk menganalisis faktor internal dan eksternal yang mempengaruhi start-up hompimpaa.id dan membuat strategi digital marketing untuk hompimpaa.id. Metode yang digunakan adalah analisa SWOT, Value Proposition Canvas, dan Competitive Five Force. Hasil dari analisis penelitian ini yaitu berupa strategi digital marketing berdasarkan hasil analisis yang telah dilakukan.Kata kunci: Hompimpaa.id, Digital Marketing, Anilisa SWOT, Value Proposition Canvas, Competitive Five Force Hompimpaa.id is a company engaged in the service sector. The services offered are parenting guidance services for parents and children aged 3-9 years. Hompimpaa.id uses a website-based application to do marketing and introduce products ranging from e-books, parenting books and video games and learning for children. The marketing method used by hompimpaa.id in introducing its services to the wider community is by means of digital marketing or digital marketing. The problem faced by hompimpaa.id is that there is no benchmark in creating content that will later be marketed on social media. In this study, researchers used three different methods aimed at analyzing internal and external factors that affect hompimpaa.id start-ups and creating digital marketing strategies for hompimpaa.id. The method used is SWOT analysis, Value Proposition Canvas, and Competitive Five Forces. The results of the analysis of this research are in the form of a digital marketing strategy based on the results of the analysis that has been done.Keywords: Hompimpaa.id, Digital Marketing, SWOT Analysis, Value Proposition Canvas, Competitive Five Force
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Utama, Martin Senjaya Putra, and Kristina Sisilia. "Opportunity Analysis of Construction Retail Business Using Approach Value Proposition." Journal of Secretary and Business Administration 2, no. 2 (August 29, 2018): 74. http://dx.doi.org/10.31104/jsab.v2i2.50.
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The aims of this research are to find out the proposition value for Sumber Rizqie Abadi’s (SRA) customers, to find out the customer’s perceptions and expectations, to find out the result of value adjustment with customer’s perceptions, and to find out the value proposition’s role for SRA. This research is descriptive with qualitative approach. The techniques of collecting data are interview, observation, and documentation. This study implements design canvas value proposition taken from Alexander Osterwalder and Yves Pigneur to determine value proposition. This has the purpose to show the adjustment between value map from SRA and customer profile from SRA’s segment. Therefore, the result of the adjustment is able to reduce the gap from SRA’s value and customer perceptions value map as SRA’s area have three parts namely products and services, gain creator, and pain relievers. Meanwhile, the customer profile as the costumer’s area also has three parts, specifically jobs, gains, and pains. The results indicated that there are some gaps between the customer’s perceptions and SRA’s value. The gaps among others, the product quality same as the specification, the completeness of goods, supplying the industry needs, saving the money for building a dwelling, delivering the products to customers, and the products just available in SRA.
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., Fahrizal, Arabella Jean Cornelia, and Juan Beta Margala. "Strategic Formulation Analysis of Coworking Space Businesses Using Containers." International Journal of Research and Review 9, no. 3 (March 16, 2022): 183–92. http://dx.doi.org/10.52403/ijrr.20220322.
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The coworking spaces are now alternative locations and workspaces for many professions. PT Space Digital Indonesia (PT SDI) is a startup company with the Space-Con brand that is committed to the coworking space industry. It proposes the concept of coworking spaces by using containers and targeting the market share of buffer cities (satellite cities) in some parts of Indonesia as business locations. Targeted customer segments are the creative actors of the industry such as digital nomads, start-ups, and MSMEs. Companies need to plan strategies and perform business model analysis. Strategy methods use Value Proposition Canvas, IFE, EFE, VRIO, CPM, SWOT, IE Matrix, QSPM, Porter's Generic Strategy, Lean Business Canvas Model. The results of this analysis may assist in identifying the appropriate business model. The right strategy and business model will enable newly created start-ups to be competitive and sustainable. Keywords: Containers, Coworking Space, SWOT, QSPM, Value Proposition Canvas.
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Petrov, Igor, Maxim Zemtsov, and Andrey Butyrin. "Digital transformation method for value mapping in public management." E3S Web of Conferences 110 (2019): 02151. http://dx.doi.org/10.1051/e3sconf/201911002151.
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This study addresses the issue of developing a model of value proposition in public management field. Value mapping is a vital feature for a digital modelling and analysis methods. The developed method is based on the Alexander Osterwalder business model canvas. An approach makes it possible to track the system intra-relations during a problem solving due to a value proposition and, accordingly, changes in the public management model. It represents an essential part of reference model for public management architecture and reveals the dependence of local municipalities on federal and regional state authorities due to financial shortage.
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Herawati, Novitha, Triana Lindriati, and Ida Bagus Suryaningrat. "PENERAPAN BISNIS MODEL KANVAS DALAM PENENTUAN RENCANA MANAJEMEN USAHA KEDELAI EDAMAME GORENG." JURNAL AGROTEKNOLOGI 13, no. 01 (June 18, 2019): 42. http://dx.doi.org/10.19184/j-agt.v13i01.8554.
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Business model canvas (BMC) is a strategic management and lean start-up template for developing new or documenting existing business models. It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances. It assists firms in their aligning activities by illustrating potential trade-offs. Business model canvas focuses on the idea of creating value in a business. The purpose of implementation of BMC was to determined the best business planning of fried edamame, when it applied to the industry or MSMEs (Micro, Small and Medium Enterprises). The method in the research used descriptive method, while the data analysis used qualitative analysis. Primary data collection was obtained from interviews. Analysis was done by compiling the initial hypothesis, hypothesis testing and verification of business model canvas (BMC). The results showed that the business model strategy for fried edamame products in the value proposition component were crispy, natural, labeled and applied good cooking oil for use. The customer segment component were the buyers of the entire Jember Regency including men and women over 20 years old with middle income. Components of revenue streams were fried edamame product sales, sale of unused oil, and sale of edamame peel to farmers, while the component channels were direct selling and retailers for fried edamame product.
Keywords: business model, fried edamame, strategy, value proposition
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Wijayanti, Nur, and Hety Handayani Hidayat. "Business Model Canvas (BMC) sebagai Strategi Penguatan Kompetensi UMKM Makanan Ringan di Kabupaten Kebumen, Jawa Tengah." JURNAL AGROINDUSTRI HALAL 6, no. 2 (October 15, 2020): 114. http://dx.doi.org/10.30997/jah.v6i2.2631.
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Micro, Small and Medium Enterprises (SME) Snack food in Kebumen Regency is a startup (starter entrepreneurial) that produces snacks, but have a good business model not yet. This study aims to determine the business strategy that is carried out, analyze the strengths and weaknesses of business processes, and provide recommendations for improving SME competencies using the canvas business model. The method used in this research is descriptive qualitative method. The results of the study illustrate that SME have a value proposition that is snacks in the form of healthy snacks and has local branding. To create value propositions, SME partners such as suppliers of raw materials and consumers, become the main SME resources to run production and distribution, which also requires costs. SME income is only through product sales. Recommendations from this research are to participate as sponsors in various community and humanitarian activities, cooperation and fostering of farmers, resellers, packaging improvements, halal product certification, and product development. Keywords: Business Model Canvas, Snack SME, Kebumen
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Fathurohman, Ferdi. "Model Bisnis Kawasan Perternakan Kabupaten Subang." Jurnal Ilmiah Ilmu dan Teknologi Rekayasa 1, no. 1 (March 29, 2018): 36–45. http://dx.doi.org/10.31962/jiitr.v1i1.1.
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Tujuan dari penelitian ini adalah untuk mengidentifikasi model bisnis canvas yang terdiri dari sembilan elemen dan memetakan bagaimana strategi yang digunakan untuk peningkatan dan pengembangan bisnis kawasan peternakan Kabupaten Subang. Jenis penelitian ini penelitian deskriptif studi kasus. Metode yang digunakan adalah metode kualitatif dan kuantitatif dengan sequential exploratory design. pengumpulan data dilakukan dengan wawancara mendalam, observasi dan menyebarkan kuisioner kepada para peternak dan kelembagaan di kawasan peternakan. Hasil yang diperoleh dimana model bisnis dikatakan sudah baik jika ditinjau dari sembilan elemen menurut konsep business model canvas. Penelitian ini menemukan bahwa kekuatan kawasan peternakan adalah pada kategori tinggi. Peluang sangat tinggi pada segmen pelanggan dan ancaman tinggi pada value propositions. Maka dari itu, kawasan peternakan Cinagarabogo Kabupaten Subang disarankan untuk melakukan pengembangan bisnis dengan cara; menambah segmen pelanggan yaitu kalangan rumah makan, DKM mesjid dan perusahaan besar, meningkatkan value proposition dengan membuka kios daging dan membuka usaha olahan daging, membuat website, melakukan konsinyasi dengan beberapa sales points dan melakukan kerjasama dengan perguruan tinggi dan mencari freelance web developer.
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Ladd, Ted. "Does the business model canvas drive venture success?" Journal of Research in Marketing and Entrepreneurship 20, no. 1 (July 9, 2018): 57–69. http://dx.doi.org/10.1108/jrme-11-2016-0046.
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Purpose The purpose of this paper is to explore the efficacy of Osterwalder and Pigneur’s Business Model Canvas for 271 teams competing in a venture pitch competition during a cleantech accelerator program. Design/methodology/approach It uses competition results and data from a website used by participants to track their hypothesis construction and testing. Findings Teams that used the elements of customer segment, value proposition, key activities or key partnerships performed significantly better in the competition. Yet of all nine elements in the Canvas, only customer segmentation showed a significant linear bivariate correlation between the number of validated hypotheses and performance. Finally, teams that heavily used a triumvirate of elements composed of customer segmentation, value proposition and channel performed two times better than teams that barely used these elements. Research limitations/implications The findings of this exploratory analysis imply that the components of a business model that explain and predict early success might be different than those for a more mature firm. Practical implications These results suggest that practitioners could improve early performance by narrowing their scrutiny to just the triumvirate, because the Canvas may contain components that are unhelpful for entrepreneurs as they form a business model for their nascent venture. Originality/value This paper fills a gap by empirically testing the prediction that application of the Business Model Canvas drives venture success and providing a revise definition for a business model that is more appropriate for start-up ventures.
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Istiqomah, Istiqomah. "The Use of Business Model Canvas for The Organizational Development at the Al Hanif Integrated Islamic High School." Nidhomul Haq : Jurnal Manajemen Pendidikan Islam 7, no. 1 (March 30, 2022): 103–15. http://dx.doi.org/10.31538/ndh.v7i1.1945.
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This article aims to determine how the organizational development of SMP IT Al Hanif by using a canvas business model based on the results of a SWOT analysis. This research is a case study research. Research data obtained through interviews and observations are then presented in the form of a business model canvas and analyzed with strengths, weaknesses, opportunities, and challenges. The results are used to refine the canvas business model that has been implemented so far. The results showed that the canvas business model applied at SMP IT Al Hanif was very good, especially in the elements of the value proposition, revenue stream, key resources, cost structure, and revenue relations. The MBC that has been carried out on several elements has been very good and must continue to be developed, especially in the value proposition, key activities, and cost structure. The development of SMP IT Al Hanif using MBC based on the results of SWOT analysis was carried out by (a) maintaining the existing one and running well and (b) adding other things for development. Elements that need to be improved are key partners, channels, key resources, channels. Research on the development of educational organizations using MBC needs to be carried out on other educational organizations so that organizations can develop by developing their potential.
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Pokorná, J., L. Pilař, T. Balcarová, and I. Sergeeva. "Value Proposition Canvas: Identification of Pains, Gains and Customer Jobs at Farmers' Markets." Agris on-line Papers in Economics and Informatics 7, no. 4 (December 30, 2015): 123–30. http://dx.doi.org/10.7160/aol.2015.070412.
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Praptomo, Rudi. "IMPLEMENTASI VALUE PROPOSITION CANVAS (VPC) SEBAGAI STRATEGI DIGITAL MARKETING PADA BATIK GIRI ALAM." Jurnal Ilmiah Betrik 12, no. 1 (April 6, 2021): 20–28. http://dx.doi.org/10.36050/betrik.v12i1.289.
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Giri alam adalah nama paguyuban kelompok usaha bersama yang bergerak disektor industri batik yang sudah memiliki toko yang menjual batik tulis khas gumelem dan memproduksi kerajinan-kerajinan tangan. Proses pemasaran hanya melalui cara konvensional, yaitu berupa promosi pemasaran dari mulut ke mulut, expo-expo yang di gelar oleh kabupaten banjarnegara maupun sekitarnya dan pada Gumelem Ethnic Carnival yang di gelar setiap tahunnya untuk memperkenalkan budaya Gumelem yang di gelar pula pagelaran batik yang melibatkan batik dari giri alam. Disusul dengan kompetitor yang menjual batik khas gumelem juga sudah mengalami peningkatan pesat. Kurang beradaptasi dimasa pandemi COVID-19 ini timbul dan jelas terlihat pada web yang dimiliki batik giri alam tidak diupdate sejak terakhir di update pada bulan januari. Lalu berkaitan dengan media sosial sebagai media promosi dan lahan untuk menjual produk seperti facebook dan instagram kurang dimaksimal kan. Salah satu kendala pada pemasaran di media sosial adalah konten yang kurang menarik dan kualitas konten yang kurang. Penelitian ini menggunakan metode Value Proposition Canvas untuk evaluasi terkait proses bisnis dan menentukan keunggulan yang dimiliki oleh Giri Alam yang sudah banyak dimiliki oleh competitor lain. Konten marketing sebagai media promosi yang merujuk pada hasil evaluasi vpc. Hasil penelitian ini berupa evaluasi proses bisnis Giri Alam menggunakan vpc dan konten marketing.
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Ramadhan, Muhammad Nuraga Lazuardy. "The Design Canvas Platform on the Arena-O Startup Venture." International Journal of Review Management Business and Entrepreneurship (RMBE) 1, no. 2 (December 17, 2021): 61–68. http://dx.doi.org/10.37715/rmbe.v1i2.2414.
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This study aims to plan a suitable business model using the Platform Design Canvas for the Arena-O Startup business. This study uses a qualitative method. Data collection was carried out by in-depth interviews and documentation study. The informants in this study represent the respective actors of the platform business, namely producers, consumers, and platform owners. The results of this study describe the business model of a sports field reservation startup called Arena-O, which is detailed using thirteen blocks on the Platform Design Canvas. Thus, thirteen blocks in this reseacrh are platform owners, stakeholder platforms, enabling services, empowering services, other services, core value proposition, ancillary value proposition, infrastructure and core components, transactions, channels & contexts, partners, peers producers, peers consumers. This research can find out the visualization of Arena-O's business processes from upstream to downstream. Then from these results, the managerial implications of Enabling Services, Other Services, and Partners indicators can be applied to Arena-O so that it can develop.
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Mahmudi, Humam. "REMODELING BISNIS REMODELING BISNIS PT SASAKURA INDONESIA DENGAN MENGGUNAKAN BUSINESS MODEL CANVAS (BMC)." JRMSI - Jurnal Riset Manajemen Sains Indonesia 9, no. 2 (September 27, 2018): 352–73. http://dx.doi.org/10.21009/jrmsi.009.2.10.
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Beberapa tahun terkahir PT Sasakura Indonesia mengalami penurunan keuntungan selama tahun 2016-2017. sehingga yang semula setahun dapat menghasilkan keuntungan perusahaan sebesar 3 milyar Rupiah, namun pada saat itu perusahaan justru merugi sebesar 2,19 milyar Rupiah. Kerugian ini sebagai dampak dari kondisi global dan kondisi ekonomi dalam negeri. Dalam kondisi profit yang terus merosot ini PT Sasakura Indonesia patut mengadakan perubahan. Sehingga dalam menghadapi permasalahan yang ada tersebut, PT Sasakura Indonesia perlu melakukan penyesuaian Bussines Model Canvas (BMC) yang baru. Perusahaan perlu menelaah kembali posisi SWOT perusahaan saat ini, kemudian membuatkan business model canvas dalam upaya memperbaiki model bisnisnya. Business Model Canvas ini juga dapat membantu perusahaan untuk mengenali apa yang menjadi value proposition perusahaan, serta bagaimana membangun dan menjalankan key activities dan key resources dalam menciptakan value proposition dan mendapatkan revenue streams, memahami bagaimana produk dan jasa yang ditawarkan perusahaan dapat dikomunikasikan dengan baik kepada konsumen. Data dari dokumen laporan dalam bentuk hard copy maupun soft copy yang ada di PT Sasakura Indonesia sekaligus sebagai perusahaan yang di teliti. Jenis data primer yaitu data yang berasal langsung dari sumber data yang dikumpulkan secara khusus dan berhubungan langsung dengan permasalahan yang di teliti dengan cara observasi, wawancara, Sedangkan jenis data sekunder diperoleh melalui kajian pustaka, review penelitian relevan sebelumnya, dokumen dan laporan rutin perusahaan. Hasilnya dapat diketahui posisi perusahaan berdasarkan review SWOT, yang menunjukkan bahwa perusahaan PT Sasakura Indonesia masih memiliki peluang cukup baik untuk merebut pasar atau konsumen, dimana strategi yang dapat digunakan yaitu kombinasi strategi Strength-Opportunity. Denggan begitu dapat dibuatkan remodelling business model canvas baru yang selaras dengan posisi SWOT dan strategi baru yang mendukung terlaksananya business model canvas baru yang dibuat.
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Bagindo, Mawardi Ps, Bunasor Sanim, and Teguh Saptono. "Model Bisnis Ekowisata di Taman Nasional Laut Bunaken dengan Pendekatan Business Model Canvas." MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah 11, no. 1 (August 10, 2016): 80–88. http://dx.doi.org/10.29244/mikm.11.1.80-88.
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The role of tourism sector increasingly important in line with the development of Indonesian economic structure leading to services sector. Business modelling approach is one of the critical factor to the success of an organization. Bunaken National Marine Park in North Celebes is a representative of the tropical water ecosystem in Indonesia that consists of mangrove, seagrass, coral reefs and coastal. The objective of this research were to identify the business modelling of Bunaken and to analyze its improvements using descriptive-qualitative method. Business modelling method were analyzed by business model canvas 9 building block. Increasing of the value proposition, costumer segment, costumer relationship would be affected to revenue stream organization. Supporting the value proposition needed key activities, key resources and key partnership. The management of Bunaken should have the appropriate human resources to apply this modelling.
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Hlinenko, Larysa, and Yurii Daynovskyy. "Development of the IoT business models according the BMC template." Marketing and Digital Technologies 5, no. 1 (March 14, 2021): 42–73. http://dx.doi.org/10.15276/mdt.5.1.2021.4.
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The aim of the article. Internet of Things (IoT) technologies deeply affect business development and, as a consequence, business models (BMs) as a way of doing business by its actors. Conventional firm-centric e-business models are not always good for the IoT due to its ecosystem nature; implementing innovative models faces a number of challenges. It is a BMC (Business Model Canvas) template that is mainly used to create business models at enterprise level. Modified in accordance with the specifics of IoT, BMC templates overcome the limitations of the classical BMC and provide interrelated BMC solutions for the different layers of the IoT architecture. However, all of these templates, when modelling value propositions, focus only on the current state of consumer needs. The models ignore the interdependencies between the allowable attribute values of the certain BMC blocks, in particular between key resources, value proposition and revenue model. The article aims to analyse the IoT business models based on BMC, to identify the effective values of individual components of the BMC and the expediency of combining them within a particular BM and to specify means of taking into account the changing state of consumer needs in the formation of the BMC components. Analyses results. The IoT outlines a paradigm relying on a continuous set of things which interact with forming a worldwide dynamic network. The functionality of the IoT device sets the technological constraints and perspectives for value propositions and revenue generation modesl. The analysis of the proposed variants of IoT BMC and their successful implementation cases provided for clarification and generalisation of effective value propositions consistent with IoT specificity. For each of these value propositions the compatible revenue models and required functions of IoT devices were identified. In accordance with the proposed sophisticated classification of the IoT device functionalities, the valid types of IoT devices as a key resource for the realisation of a particular value proposition were identified. The formation of the BM should start from developing the concept of value offered to the consumer. To be effective the creation of the value proposition should be preceded by the identification of the consumer need and the state of its satisfaction by existing means. This state can be the following one: the need exists, but is not recognized by consumers and is not satisfied by existing means at all; the need exists and is identified by consumers but is not satisfied by existing means at all; the need is clear to consumers but is not fully satisfied by existing means. In the first two cases, the value proposition should ensure meeting the need at a minimum sufficient level. In case the means of satisfying the need exist, it is necessary to assess the current state of satisfying the need and to determine the extent to which the proposed IoT solution would change this state. The lines of development of needs and means of their satisfaction, adapted to the specifics of the particular need and IoT at large, are proposed to be used for assessing the state of need satisfaction. Specificity of IoT requires supplementing the set of lines of development of needs and satisfaction means with the lines launched by IoT possibilities. Several such lines, in particular, the line of increasing the consumer's awareness and the line of increasing the ideality of the final need satisfaction, have been proposed. A matrix of need parameters has been developed to simplify the consideration of the content and state of need in the formation of value and revenue models. Conclusions and directions for further research. The importance of taking into account the characteristics of needs in value proposition design makes it necessary to identify "Needs" as a distinct BMC component described by a set of specific attributes. The values of these attributes, together with the resources of the participants, provide the basis for the value proposition content and affect the choice of the revenue model. Setting the attribute values requires determining the current and expected state of needs and the means of meeting them on relevant lines of development, the further elaboration and parameterisation of which, taking into account the specificity of IoT, is the subject of further research. The result of the digital service provided by the IoT device appears to be a key innovative element of the IoT value proposition. That suggests the separating the "IoT contribution" element in the "Value proposition" component of the BMC or introducing it as a BMC component to reflect the relevant digital service. The content of the service will determine the functionality of the IoT device and the IT infrastructure requirements. When defining the value proposition, the real change in the state of all the components of the IoT ecosystem causing changes in the prioritisation of individual needs should also be considered. Clarifying the concept of the value proposition, the needs it satisfies and the specific "IoT component" of value creates the basis for identifying consumer segments and the ways of interacting with them. Compatibility and effectiveness of the joint use of specific value propositions and revenue models as well as compliance of the value proposition content, cost and promotion to the target consumer demands should be also considered when specifying the blocks of BMC. The BMC is to be built for each of the ioT ecosystem partners. The present research recommendations refer mainly to developers and manufacturers of IoT devices and service providers; the construction of the BMC for other IoT system key players (platform providers/providers, system integrators and marketplace providers), as well as the problem of these models coordination, should be the subjects of separate research. Keywords: Internet of Things (IoT), business model, Business Model Canvas (BMC), value proposition, revenue model
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Afandi, Muh Asrori. "DESAIN PENGEMBANGAN MODEL BISNIS PADA START-UP SYARIHUB DI SURABAYA." Arthavidya Jurnal Ilmiah Ekonomi 23, no. 2 (October 17, 2021): 127–35. http://dx.doi.org/10.37303/a.v23i2.195.
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Abstract : In the growing times, the competition in start-up so tight. As start-up whom have much capital modals, they will give rebate for customerto buy their product services, but as start-up whom less capital modals, they should think and make value added for customer to make them interest and want to buy their product services. This study aims to give recomendation for start-up such as syarihub to increase profit with Business Model Canvas (BMC) approach. This study uses qualitative methods while formulating strategies by observe and use in depth interview, and then analyzing them using five forces and Business Model Canvas. The result of the study have found that : add value proposition star-up syarihub with education and society program such as empower woman, empower disability, religion education, awareness of parenting, private lesson, and fun learning for kid.
Key word: Start-Up, Five Forces, Business Model Canvas, Syarihub.
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Wit, Bogdan, Piotr Dresler, and Anna Surma-Syta. "Innovation in Start-Up Business Model in Energy-Saving Solutions for Sustainable Development." Energies 14, no. 12 (June 16, 2021): 3583. http://dx.doi.org/10.3390/en14123583.
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Socially expected innovations are innovations considering sustainable development. The subject of the paper focuses on the business model of a start-up providing energy saving services to local government units using smart technologies of Industry 4.0 in the aspect of low touch economy. A methodical critical literature review including quantitative and qualitative assessment, stakeholder analysis and business modeling techniques using Business Model Canvas and Triple Layer Business Model Canvas (TLBMC) was conducted. In addition, an in-depth analysis of a start-up case study was conducted. The research questions are related to the interpretation of the organization’s business data and methods of interpreting Sustainability 3.0 business solutions. The research questions were directed to the challenges regarding the creation of the organization’s sustainable business model architecture and the Business Sustainability 3.0 sustainable business imaging concept. The research objective is to design a sustainable business model of a start-up providing energy-efficient services to local government units, whose value proposition refers to an extended sustainable value that meets the economic, social and environmental needs of society. The integration of sustainability in the sustainable business model of the start-up allowed to achieve the research objective of designing a sustainable value proposition that meets the economic, social and environmental needs of society.
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Purnomo, Fatma Nurmalita, and Teguh Arie Sandy. "Analisis Business Model Canvas pada Usaha Mikro Kecil Menengah Obat Tradisional: Studi Kasus UMKM Omah Jamu Novi di Yogyakarta." JIRA: Jurnal Inovasi dan Riset Akademik 3, no. 5 (August 15, 2022): 226–35. http://dx.doi.org/10.47387/jira.v3i5.282.
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Tujuan dari penelitian ini adalah menganalisis UMKM Obat Tradisional Omah Jamu Novi yang ada di Kecamatan Berbah, Kabupaten Sleman, D. I. Yogyakarta dengan menggunakan BMC. Terdapat beberapa bisnis model yang dapat dipilih, salah satunya yakni menggunakan Business Model Canvas. Business Model Canvas cocok untuk tujuan pemetaan kegiatan saat ini (UMKM) dengan menggunakan pola menuju keberhasilan. Kabupaten Sleman telah banyak mengembangkan obat tradisional berupa jamu menjadi bentuk bisnis usaha kecil menengah. Hal ini dikarenakan bisnis jamu tradisional cukup mudah dijalankan. Terdapat 9 elemen dalam BMC untuk menganalisis UMKM Omah Jamu Novi diantaranya, customer segments, value proposition, channels, customer relationships, revenue streams, key activities, key resources, key partners, dan cost structure.
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Jones, Laundette P., Jimmie L. Slade, Felicia Davenport, Sherie Lou Z. Santos, and Cheryl L. Knott. "Planning for Community Scale-Up of Project HEAL: Insights From the SPRINT Initiative." Health Promotion Practice 21, no. 6 (January 24, 2019): 944–51. http://dx.doi.org/10.1177/1524839918824087.
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Project HEAL (Health through Early Awareness and Learning) is an evidence-based intervention rooted in health behavior change theory and aims to increase cancer awareness and early detection through African American faith-based organizations. This study explored the potential for broader scale-up and dissemination of Project HEAL with the team’s participation in a training program called Speeding Research-Tested INTerventions (SPRINT). The SPRINT training was framed using tools from the Business Model Canvas and the Value Proposition Canvas to guide trainees in designing (1) compelling value propositions, (2) a minimal viable product, and (3) questions to gain critical insight from various stakeholders during a process called Customer Discovery. We report on our experiences and insights on intervention scale-up that we gained from the training, including key findings from 41 discovery interviews conducted with various stakeholders of the church. We learned several valuable lessons from the discovery interviews such as scale-up will likely be more incremental than immediate. Additional refinement is needed to scale up the intervention for “real-world” application, such as making our technology more user-friendly and including additional health topics beyond cancer. We discuss how insights from the training refined our plans for future scale-up and dissemination in a constituent-informed way.
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MAHDAVIMAZDEH, HOSSEIN, LOREN FALKENBERG, and MADELYNN STACKHOUSE. "THE INNOVATION VALUE CANVAS: A GUIDE TO DEFINING VALUE PROPOSITIONS AND TARGET CUSTOMERS FOR COMMERCIALIZATION OF TECHNOLOGICAL INNOVATIONS." International Journal of Innovation Management 24, no. 02 (February 1, 2019): 2050012. http://dx.doi.org/10.1142/s1363919620500127.
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Many innovations result from firms following theories and models of innovation such as disruptive innovation, blue ocean innovation, etc. Yet, there are many other innovations that are not developed through these models and rather stem from technological pushes and research and development efforts. The commercial success of these innovations is contingent upon existence of a good fit between the technological innovation and the accompanying business model. To date, this fit has been mostly sought through trials and errors. In this paper, we develop a framework for analytically choosing and aligning two important components of the business model — value proposition and target market — to fit the technological innovations. We illustrate the framework using case examples of products in the market.
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Hidayat, Khoirul, Firman Arief Soejana, and M. Fuad Fauzul Mu'tamar. "WINGKO INDUSTRY SUSTAINABILITY IMPROVEMENT STRATEGY USING THE BUSINESS MODEL CANVAS (BMC) METHOD." Journal of Industrial Engineering Management 6, no. 3 (December 20, 2021): 11–17. http://dx.doi.org/10.33536/jiem.v6i3.510.
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Wingko is one of Indonesian Snack from Babat of Lamongan Regency which is produced by UMKM Klapa Muda. Compete makes the production unstable, even decreased. Right now UMKM Klapa Muda must develop rapidly, because there are already many competitors selling similar products. In this study using the Business Model Canvas Development that is assisted using the Internal factor Evaluation matrix, External Factor Evaluation, Internal-External, SWOT matrix analysis, and QSPM (Quantitative Strategic Planning Matriks) analysis. For the weighting stage, 5th priority strategies used for market penetration and product development by applying Business Model Canvas (BMC) concept to UMKM Klapa Muda Babat strategy, it is 1) Customer Relationship Increasing promote activities with a value of 2,401, 2) Customer Segments establish customer loyalty with a value of 2,386, 3) Value Proposition guarantees production quality and mproves products with a value of 2.24, 4) Channels has a relationship with the government with a value of 2,015, 5) Key Resources Development of machine and equipment technology with a value of 1,308.
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Meng, Li, Sekhar Somenahalli, and Stephen Berry. "Policy implementation of multi-modal (shared) mobility: review of a supply-demand value proposition canvas." Transport Reviews 40, no. 5 (May 5, 2020): 670–84. http://dx.doi.org/10.1080/01441647.2020.1758237.
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Gonçalves, Thalhes Noronha, Weder Ferreira dos Santos, Clóvis Maurilio de Souza, Joênes Mucci Peluzio, Layanni Ferreira Sodré Santos, Fernando Barnabé Cerqueira, Leonardo Alves Lopes, et al. "Canvas Methodology Applied in the Development of the Platform for Lending between People for Breweries." International Journal of Advanced Engineering Research and Science 9, no. 11 (2022): 454–58. http://dx.doi.org/10.22161/ijaers.911.54.
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The objective of this work presents a business model using the Canvas methodology proposing the creation of a credit and financing platform for breweries. Initially, the main idea was delimited, we sought information, building a chain of authors, articles, and websites concatenated to the theme for immersion and definition of the questions that would integrate each block. The Canvas tool was used in the construction of the business model where each step of the block was filled clarifying what the value proposition was, for whom it would generate, how it would be done and by how much, and thus, presenting the properly completed business model contributing to the empirical prototyping of the business.
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Sort, Jesper C., and Christian Nielsen. "Using the business model canvas to improve investment processes." Journal of Research in Marketing and Entrepreneurship 20, no. 1 (July 9, 2018): 10–33. http://dx.doi.org/10.1108/jrme-11-2016-0048.
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Purpose The purpose of this paper is to investigate how entrepreneurs market their business opportunities towards business angels in the investment process. This is achieved by introducing the business model canvas as a mitigating framework to help entrepreneurs in communicating and structuring the information desired by business angels. Design/methodology/approach This paper mobilises a case study approach by following a series of investment processes and investment meetings between entrepreneurs and business angels through 27 semi-structured interviews as well as participant observation and qualitative participant feedback from 13 investment processes. Findings The findings illustrate how introducing a framework like the business model canvas helps alleviate the informational and communication challenges between entrepreneurs and business angels. However, some problems occurred when the entrepreneurs and the business angels did not fully agree on the value proposition of the investment opportunity. Research limitations/implications The findings show that entrepreneurs who market their business cases to investors obtain better feedback and a higher chance of funding using the business model canvas. Implications of this paper also relate to the preparation of the entrepreneurs and that matchmakers between entrepreneurs and investors can use the business model canvas to facilitate such processes. Originality/value This paper contributes to both the theory of the investment process as well as the application of the business model canvas.
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Maulana, Ahmad Hafizh, and Tri Prasetijowati. "ANALISIS BISNIS MEDIA ONLINE “KOMPAS.COM”." Prosiding Seminar Nasional & Call for Paper "Peran Perempuan Sebagai Pahlawan di Era Pandemi" PSGESI LPPM UWP 9, no. 01 (November 21, 2022): 223–32. http://dx.doi.org/10.38156/gesi.v9i01.148.
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Media Online Kompas.com merupakan salah satu portal berita online pertama yang diluncurkan pada 14 September 1995. Profile visit Kompas.com juga tumbuh begitu pesat, dengan adanya pengguna internet di Indonesia. Kompas memahami jika yang dibutuhkan pembaca saat mengakses laman mereka bukan hanya mencari berita, namun juga kenyamanan saat membaca. Penelitian dilaksanakan menggunakan penelitian kepustakaan. Pada penelitian kepustaan ini data penelitian diambil dan digabungkan dari sumber yang berupa jurnal, artikel website dan beberapa dokumen pendukung lainnya. Kompas.com memiliki berbagai platform mulai dari website, sosial media dan aplikasi mobile untuk memberikan akses informasi kepada konsumen secara gratis. Pada penelitian ini menggunakan analisis bisnis model canvas untuk mengetahui strategi Kompas.com dalam menjalankan bisnis media online mereka. Analisis bisnis model canvas ini meliputi Customer Segments, Value Proposition, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partners, Cost Structure.
Kata Kunci : Media Online, Bisnis Model Canvas, Kompas.com
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Almeida, Fernando. "Concept and Application of Entrepreneurship Business Canvas Abstract." International Journal of E-Entrepreneurship and Innovation 7, no. 2 (July 2017): 23–43. http://dx.doi.org/10.4018/ijeei.2017070102.
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The executive summary is a fundamental element of a business plan, being essential to present it in a concise, practical and objective manner. This article presents an innovative approach of building an executive summary that facilitates its creation and maintenance process. For this purpose, a canvas model framework consisting of five building blocks is proposed, respectively: product presentation, value proposition, marketing analysis, strategic positioning, and financial analysis. This framework was adopted and validated in the context of an entrepreneurship classroom. The findings indicate that three benefits stand out, namely the offer of a more focus tool, clear and concise and fast to build. The perception of these benefits is greater for students with previous experience as entrepreneurs, being independent to the origin course of students and their professional experience.
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Debarliev, Stojan, and Sanja Mitrovska. "Creating Distinctive Value Proposition in Tourism by Business Model Tools: Case Study of the City of Ohrid." European Scientific Journal, ESJ 12, no. 35 (December 31, 2016): 82. http://dx.doi.org/10.19044/esj.2016.v12n35p82.
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The purpose of this paper is creating distinctive value proposition and recognizable destination brand through integration of different activities and actors in the segment of tourism by application of a business model tool. To illustrate the application of the “Business model canvas” tool, it was taken a case study of the city of Ohrid, which is one of the most beautiful tourist destination on the Balkan Peninsula, protected by UNESCO, but at the same time confronted with many problems in tourism, as many tourist destinations in the world. Besides, the application of the methodology of “business model canvas”, we carried out interviews and an empirical survey on “creators” and “consumers” of tourism in the city of Ohrid. The results of the overall research, the created tourist model of Ohrid, as well as the supported research instruments, interviews and empirical survey bring some interesting ideas and solutions for many contemporary issues in tourism, such as: integrated tourist offer that lasts 12 months, combined with diverse types of tourism, highly professional service and shared values, widely differentiated accommodation with clear targeting and positioning strategy, as well as focused tourist zones that cover certain type of tourism for a pleasant stay and experience e of tourists with necessary supporting services for the full functionality. The main idea is the wide diversity of offers to be integrated into one story, supported from citizens as well as from all key partners who believe in the city brand called Ohrid.
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Monastyrnaya, Elena, Gwenola Yannou Le Bris, Bernard Yannou, and Gaëlle Petit. "A template for sustainable food value chains." International Food and Agribusiness Management Review 20, no. 4 (July 24, 2017): 461–76. http://dx.doi.org/10.22434/ifamr2015.0061.
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This paper proposes a template to assist food value chain actors in their collaborative efforts to develop common sustainable strategies and business models. Inspired by the simplicity of the Business Model Canvas, the template reintroduces sustainable practices as a support for management solutions for sustainable food value chains. The template requires cooperation between actors and stakeholders and comprises three steps: (1) identification of needs for sustainability; (2) development of value chain practices aimed to deliver sustainable value, and assignment of responsibilities to actors for these practices; and (3) formulation of a sustainable value proposition. The template also allows a simple graphical representation of sustainability in value chains, which helps improve communication between actors, and allows stakeholders to be kept informed. The template is applied to a sustainable pork value chain to illustrate how it captures various aspects of sustainability in the pork industry.
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Fathurohman, Ferdi, Rita Purwasih, and Nurul Mukminah. "Development of Beef Cattle Agribusiness in the Rubber Plantation Farming System in the Community Livestock Center Area, West Java Indonesia." American Journal of Aquaculture and Animal Science 1, no. 1 (December 30, 2022): 38–45. http://dx.doi.org/10.54536/ajaas.v1i1.1099.
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The development of beef cattle in quantity has had a very real impact on increasing people’s income in improving their welfare. The development of animal husbandry, especially in beef cattle, has been carried out for generations and shows quite good development, including in the k groups. The purpose of this study is to identify a canvas business model consisting of nine elements and map out how strategies are used for the improvement and development of beef cattle agribusiness in the rubber plantation farming system. The methods used were qualitative and quantitative with sequential exploratory design. Data collection was carried out with in-depth interviews and observations to farmers and institutions in 15 livestock groups around RNI’s rubber plantation plantations. The results obtained where the business model was good when viewed from nine elements according to the concept of business model canvas. This study found that the strength of the livestock group was in the high category. Very high opportunities in the customer segment and high threats in value propositions. Therefore, livestock groups are advised to carry out business development in a way; adding to the customer segment, namely restaurants, DKM mosques and large companies, increasing the value proposition by opening meat stalls and opening meat processing businesses, creating websites, conducting consignments with several sales points and collaborating with universities and looking for freelance web developers.
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Amin, Amirullah Muh, Lukman M. Baga, and Netti Tinaprilla. "Strategi Perencanaan Model Bisnis Perusahaan Jasa Konsultan Arsitektur dan Jasa Kontraktor PT Architectaria Media Cipta." MANAJEMEN IKM: Jurnal Manajemen Pengembangan Industri Kecil Menengah 13, no. 1 (April 9, 2018): 55. http://dx.doi.org/10.29244/mikm.13.1.55-65.
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PT Architectaria Media Cipta is an architectural consulting and contractor company.The purpose of this research is to describe and improve the business model used by PT Architectaria Media Cipta based on Business Model Canvas (BMC) approach and SWOT analysis, and then develop a new business model prototype for PT Architectaria Media Cipta using Blue Ocean Strategy (BOS).BMC consist of customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structures. The data collected bystructured interview.There are seven unsurts that need to be improved in a major way, and the two unsurts are remedied in a minor.The new business model prototype is created with a new value proposition that makes home and office furnishings products with unique designs, fixed size, light weight that can be sold massively through webstores and marketplace. Innovative products made by utilizing waste materials with the concept of re-use and re-cycle, therefore) the selling price of the product remains affordable.
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., Supriyono, Andreas Dwicaksono, and Yohannes M. Parluhutan. "Strategic Formulation Analysis to Create a Repair Service Business in Indonesia, "Fix and Clean"." International Journal of Research and Review 9, no. 3 (March 16, 2022): 193–202. http://dx.doi.org/10.52403/ijrr.20220323.
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PT Hygeia Vulcan Indonesia, a trademark of Fix n Clean, is an application-based repair service company. Fix n Clean is here as a solution to the increasing need for repairs by offering repair services in one location (One Stop Service) based on fashion applications and household products. The strategy method uses the Value Proposition Canvas, IFE, EFE, VRIO, CPM, SWOT, IE, QSPM, Porter's Generic Strategy and Lean Business Canvas Model. From external analysis, Fix n Clean has 5 opportunities and 4 threats. The analysis of the competitiveness of the Porter’s Five Forces industry is moderate. The results of the internal analysis of Fix n Clean have 7 resources and 3 capabilities. As a result of the IE matrix analysis, as a new company, Fix n Clean is in a position to grow and build. The main strategy chosen based on the QSPM stages is market penetration. Keywords: repair, One Stop Service, Porter's Generic Strategy, Lean Business Canvas Model.
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Pawar, Sanjay Krishnapratap, Swati Vispute, Tajamul Islam, and Ruby Chanda. "International students’ motivations for studying in Indian universities: Implications for value proposition and positioning strategies." Research in Comparative and International Education 15, no. 2 (April 17, 2020): 158–70. http://dx.doi.org/10.1177/1745499920910579.
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Universities today devote serious effort to attract international students. The purpose of this research is to understand the motivation factors that impact international student choices in selecting Indian higher education as a study-abroad destination. This quantitative study examines the choice criteria of 249 full-time international students from the countries of Asia and Africa. A number of choice factors were identified. Results indicate that international students at Indian universities consider ‘university characteristics’ and ‘influence of social networks’ as the most important motivation factors that determine destination choice. The study findings suggest a value proposition canvas consisting of teaching quality, university rankings, safety and availability of academic courses as its foremost constituents. The paper notes decision-making influences and identifies implications for marketing actions of a developing host country operating in a competitive international student market.
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Muadzan, Teuku Ghalib, and Bernardus Yuliarto Nugroho. "Analisis Optimasi Model Bisnis Perusahaan Fintech Berbasis Equity Crowdfunding Menggunakan Business Model Canvas." Syntax Literate ; Jurnal Ilmiah Indonesia 6, no. 6 (June 19, 2021): 3065. http://dx.doi.org/10.36418/syntax-literate.v6i6.2919.
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Seiring dengan perkembangan teknologi dan internet, proses pengumpulan dana menjadi lebih modern dengan ruang lingkup yang lebih besar yang dikenal dengan istilah crowdfunding. Terlebih dengan munculnya perusahan-perusahan yang fokus pada financial technology dan meningkatnya minat investasi pada generasi millenial, crowdfunding khususnya yang berbasis investasi menjadi salah satu tujuan investasi yang menarik. Santara sebagai perusahaan equity crowdfunding pertama berizin OJK berusaha membuat platform investasi dengan tujuan pengembangan UKM yang ada di Indonesia. Penelitian ini bertujuan untuk mengetahui gambaran model bisnis Santara saat ini dengan Business Model Canvas dan memberikan rekomendasi Business Model Canvas yang baru untuk ditawarkan ke Santara. Metode penelitian ini menggunakan mixed methods dengan model desain concurrent embedded. Teknik pengumpulan data kualitatif dengan melakukan wawancara dengan 5 narasumber dan kuantitatif dengan menyebarkan kuesioner kepada 8 narasumber di Santara. Teknik analisis data menggunakan reduction, data display, conclusion serta analisis SWOT dari hasil kuesioner dengan menggunakan Skala Likert. Hasil penelitian ini menunjukkan bahwa dari sembilan blok Business Model Canvas ada tujuh blok Business Model Canvas yaitu customer segment, value proposition, channel, customer relationship, key activity, key partnership dan cost structure yang ada penambahan pada blok bangunan masing-masing.
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Ruhiyat, Ratnaningsih, Djohar T. Idris, Dwi Indrawati, Etty Indrawati, and Lailatus Siami. "PELATIHAN PENYUSUNAN KANVAS MODEL BISNIS DENGAN MENGGUNAKAN DESIGN THINKING SECARA DARING BAGI PETERNAK DAN PETANI MUDA DI DESA CIBODAS, KECAMATAN PASIR JAMBU, KABUPATEN BANDUNG." Kumawula: Jurnal Pengabdian Kepada Masyarakat 4, no. 3 (December 4, 2021): 508. http://dx.doi.org/10.24198/kumawula.v4i3.35402.
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Jumlah penduduk Desa Cibodas, Kecamatan Pasirjambu, Kabupaten Bandung, berdasarkan data desa 2017 sebesar 8.391 jiwa; matapencaharianpenduduksebagaianbesarsebagaipetanidanpeternak (46%),dan lebihdari50%pendudukangkatankerja(1706 orang) belum memiliki perkerjaan tetap. Tujuan dari pelatihan ini adalah untuk memperkenalkan petani pada alat kewirausahaan, antara lain design thinking, value proposition canvas dan business model canvas untuk mendorong bakat muda dalam menciptakan usaha mereka sendiri. Pendekatan yang dilakukan pelatihan secara jarak jauh, dengan menggunakan Zoom dan Google Classroom, dikarenakan situasi Covid-19. Hasilnya menunjukkan petani memiliki kemampuan yang kuat untuk memahami konsep yang kompleks yang berhubungan dengan kegiatan bisnis mereka. Oleh karena itu, para petani mendapat manfaat dari pelatihan untuk menerapkan dan meningkatkan usaha mereka lebih kreatif dan terbuka untuk inovasi. Hal ini dapat dilihat dari tugas-tugas yang dipresentasikan oleh setiap kelompok dan hasil wawancara dengan menggunakan Google form kepada peserta.
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Kaufmann, Michael. "Big Data Management Canvas: A Reference Model for Value Creation from Data." Big Data and Cognitive Computing 3, no. 1 (March 11, 2019): 19. http://dx.doi.org/10.3390/bdcc3010019.
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Many big data projects are technology-driven and thus, expensive and inefficient. It is often unclear how to exploit existing data resources and map data, systems and analytics results to actual use cases. Existing big data reference models are mostly either technological or business-oriented in nature, but do not consequently align both aspects. To address this issue, a reference model for big data management is proposed that operationalizes value creation from big data by linking business targets with technical implementation. The purpose of this model is to provide a goal- and value-oriented framework to effectively map and plan purposeful big data systems aligned with a clear value proposition. Based on an epistemic model that conceptualizes big data management as a cognitive system, the solution space of data value creation is divided into five layers: preparation, analysis, interaction, effectuation, and intelligence. To operationalize the model, each of these layers is subdivided into corresponding business and IT aspects to create a link from use cases to technological implementation. The resulting reference model, the big data management canvas, can be applied to classify and extend existing big data applications and to derive and plan new big data solutions, visions, and strategies for future projects. To validate the model in the context of existing information systems, the paper describes three cases of big data management in existing companies.
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Pratama, Melati. "Strategi Pengembangan Pindang Palembang menggunakan Model Bisnis Canvas (MBC) untuk Wisatawan." Pusaka: Journal of Tourism, Hospitality, Travel and Business Event 3, no. 1 (January 27, 2021): 37–43. http://dx.doi.org/10.33649/pusaka.v3i1.67.
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Pindang Palembang is one of traditional culinary in South Sumatra which had uniqe special taste like sour, salty and sweet flavour. But, this culinary was not popular in tourist who come in Palembang. So, strategy of development for Pindang palembang need to be done. Development strategy was conducted based on BMC (Business Model Canvas) method by interview dan share quitioner with 24 hotels tourist. The initial identification showed that there were 24.39% foreign tourists who interst to Pindang palembang, the number of 45.45% taste was be value proposition, only 33.33% hotels gave offers about Pindang, the number of 30.91% uniqe was be customer relationships, the easy channel to reached was 85.37% online, the number of 66.67% hotels promoted Pindang palembang, 91.67% hotels had chef and 83.33% had website. By 7 elements, 78% cost structure low but it did’t have appreciations. BMC showed that, there were many factors affected Pindang development such as tourist attractions to Pindang, value of Pindang, mitra, promotion, media online, innovation and competence people who can developed Pindang to be interested taste.Pindang Palembang is one of traditional culinary in South Sumatra which had uniqe special taste like sour, salty and sweet flavour. But, this culinary was not popular in tourist who come in Palembang. So, strategy of development for Pindang palembang need to be done. Development strategy was conducted based on BMC (Business Model Canvas) method by interview dan share quitioner with 24 hotels tourist. The initial identification showed that there were 24.39% foreign tourists who interst to Pindang palembang, the number of 45.45% taste was be value proposition, only 33.33% hotels gave offers about Pindang, the number of 30.91% uniqe was be customer relationships, the easy channel to reached was 85.37% online, the number of 66.67% hotels promoted Pindang palembang, 91.67% hotels had chef and 83.33% had website. By 7 elements, 78% cost structure low but it did’t have appreciations. BMC showed that, there were many factors affected Pindang development such as tourist attractions to Pindang, value of Pindang, mitra, promotion, media online, innovation and competence people who can developed Pindang to be interested taste.
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Septandi, Deni. "Yeobo Topokki Franchise Business Development Strategy with Business Model Canvas Approach." e3 6, no. 2 (December 19, 2020): 033–45. http://dx.doi.org/10.29073/e3.v6i2.253.
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Indonesians in general especially for younger generation, are more familiar with foreign cultures rather than being used to their own domestic culture, this phenomenon also occurred to the food aspect as a culture. This research aims to examine the development strategy of business model canvas approach in yeobo topokki franchise. The method used in this study is a descriptive business model, canvas model, and SWOT Analysis. The research was conducted in CV Usaha Anak Bangsa Perkasa which is located in Grand Depok City, Kalimulya, Depok, West Java. This study was conducted in April 2019 until December 2019The results indicated that Yeobo Topokki accepted the business model improvement and the results of the strategy formulation that the company was in an aggressive position. Based on this analysis, it can be concluded that c ompanies need to create value-added elements of the value proposition to create interest from prospective customers, such as by doing some certification on the products offered .
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Lulu Musa Dil Piero, Laily Dwi Arsyanti, Yuda Asnawi, and Budi Susilo Setiawan. "Model Pengembangan Wakaf untuk Pemberdayaan Ekonomi Masyarakat pada Peternakan Domba." MALIA (TERAKREDITASI) 13, no. 2 (June 30, 2022): 213–28. http://dx.doi.org/10.35891/ml.v13i2.3266.
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The purpose of this study is to produce an empowerment program in order to prosper the community through the management of productive waqf funds with the addition of sheep supply. The development of the livestock waqf program is carried out through the BMC or Business Model Canvas approach which is tested with the Lisrel SEM method. The results of this study indicate that the development of MT Fram farm waqf has shown that many program evaluations must be carried out. The scheme of several business capital canvas indicators from the livestock waqf management program has not been able to run significantly. The standardization value which is less than 1.96 makes several indicators insignificant, including indicators of customer relationship, value proposition, channels, key resources. This means that the livestock waqf management program at MTFarm is feasible to continue to be developed, but it must require more intense effort and guidance to run optimally.