Business model innovation in small- and medium-sized enterprises

2019 ◽  
Vol 30 (8) ◽  
pp. 1127-1142 ◽  
Author(s):  
Julian Marius Müller
Keyword(s):  
Business Model ◽  
Industry 4.0 ◽  
Business Models ◽  
Customer Relationships ◽  
General Level ◽  
German Industry ◽  
Exploratory Research ◽  
Content Type ◽  
Business Model Canvas ◽  
Key Resources

Purpose Industry 4.0 is expected to significantly transform industrial value creation. However, research on business models affected through Industry 4.0, and on small- and medium-sized enterprises (SMEs), remains scarce. In response, the purpose of this paper is to address both aspects, further elaborating on the role that SMEs can take toward Industry 4.0 as provider or user. Design/methodology/approach The paper used an exploratory research design based on 43 in-depth expert interviews within the three most important German industry sectors, mechanical and plant engineering, electrical engineering and automotive suppliers. Interviews were conducted with leading personnel of the respective enterprises, including 22 CEOs. They assign business model implications through Industry 4.0, referring to the Business Model Canvas, while the paper delineates between Industry 4.0 providers and users. Findings The paper finds that key resources and value proposition are among the most affected elements of the business model, whereas channels are the least affected. Furthermore, distinct characteristics between Industry 4.0 providers and users can be delineated. In general, Industry 4.0 providers’ business models are significantly more affected than users, except for key partners and customer relationships. Research limitations/implications Industry 4.0 remains at its early stages of implementation. As a result, many interviewees’ answers remain at a rather general level. Practical implications Strategies for the further alignment of the business models are provided for Industry 4.0 providers and users. Originality/value The paper is among the few that investigate Industry 4.0 in the context of SMEs and business models.

scholarly journals Strategi Bisnis Business Model Canvas pada Bumdes-Mart Berkah

PERSPEKTIF ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. 169-178
Author(s):  
Agung Prawijaya ◽  
R. Hamdani Harahap ◽  
Erika Revida
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Business Models ◽  
Customer Relationships ◽  
Market Development ◽  
Value Proposition ◽  
Business Model Canvas ◽  
Revenue Streams ◽  
Field Data Analysis ◽  
Key Resources

The purpose of this study was to see modern market development with the Franchise concept and in collaboration with third parties opens a partnership space in the management of Village Business Stores carried out by BUMDes managers. This study aims to analyze the implementation of the business strategy developed by BUMDes-Mart Berkah Jatimulyo Village, Pegajahan District, Serdang Bedagai Regency, using the business model canvas as a tool to identify existing business models. This research uses descriptive qualitative research methods, data collection techniques by conducting literature studies and research in the field. Data analysis was carried out by collecting data, reducing data, presenting data and drawing conclusions. The results obtained are in the form of a description of the nine elements in the business model consisting of customer segments, value proposition, customer relationships, customer segments, channels, revenue streams, cost structure, key activities, key resources, key partners. This business model will find out the weaknesses and strengths of a business that is being run and to find out what strategies can be implemented in the future. In addition to these aspects, the findings in this study are that there are factors that influence the business model canvas on BUMDes-Mart, namely in terms of market and financial segments.

scholarly journals BUSINESS DEVELOPMENT STRATEGY WITH CANVAS MODEL BUSINESS APPROACH IN CV. HAKHENBIK

2020 ◽  
Vol 1 (3) ◽  
pp. 469-481
Author(s):  
Iqbal Kamaluddin
Keyword(s):  
Development Strategy ◽  
Business Model ◽  
Swot Analysis ◽  
Solid Wood ◽  
Customer Relationships ◽  
Selling Price ◽  
Business Model Canvas ◽  
Value Propositions ◽  
Key Resources ◽  
Loyal Customers

Hakhenbik is a company engaged in the field of furniture and equipment of the school with its production material made from solid wood that has durable strength, and not easily damaged and has a high selling price. On this research author uses qualitative descriptive method that is by using the business model Business model Canvas (BMC), then evaluated using a SWOT analysis in every Business model Canvas (BMC) block on CV. Hakhenbik. The most powerful element in the Business Model Canvas is the      Key Partnership, sis the    value propositions. The elements that still lack are    Customer Relationships and the next is   Key Resources. Be  rbased on SWOT analysis, CV. Hakhenbik is advised to improve on the element of customer relationshipsThis is because the important factor in running the business is to maintain good relations with the customer, one way to maintain a good relationship with the customer is to maintain communication with customers such as increase communication through social media such as facebook, whats up group, Instagram  and others, and can be done by maintaining loyal customers by providing members cards  and discounts for loyal customers. In addition to the customer relationships elements that need to be repaired are key Resources   by conducting training and development to employees of both operational and management employees.

scholarly journals STRATEGI PENGEMBANGAN USAHA DAUR ULANG SAMPAH PLASTIK DI BANK SAMPAH KOTA PEKALONGAN

2020 ◽  
Vol 7 (3) ◽  
Author(s):  
Edy Purwanto ◽  
Miftahur Rahman Hakim
Keyword(s):  
Business Model ◽  
Swot Analysis ◽  
Waste Recycling ◽  
Plastic Waste ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Business Model Canvas ◽  
Use Of Technology ◽  
Media Channels ◽  
Key Resources

Abstract: The Waste Bank is a waste collection concept with business management such as banking, but what is saved is the selected dry waste. The purpose of this study is to design an appropriate alternative strategy with a business model canvas approach for plastic waste recycling at BSKP. The research method used a qualitative descriptive approach with data analysis techniques using SWOT analysis and the business model canvas. The results showed that the development of a business model was prioritized on 4 blocks, namely key resources, key partners, key activities and customer relationships. The development of key resource blocks is carried out by increasing the skills and understanding of human resources regarding the use of technology and information. Development of key partner blocks by creating creative programs to improve relationships with partners, especially customers. Development of block key activities by establishing relationships with customers in the use of micro-scale plastic waste. Whereas in developing customer relationships, it is necessary to improve personal and group services by creating social media channels to maintain and communicate instinctively with customers and potential customers. Abstrak: Bank Sampah merupakan konsep pengumpulan sampah dengan manajemen usaha seperti perbankan namun yang ditabung merupakan sampah kering yang sudah dipilih. Tujuan penelitian ini yaitu merancang strategi alternatif yang tepat dengan pendekatan business model canvas usaha daur ulang sampah plastik di BSKP. Metode penelitian menggunakan pendekatan deskriptif kualitatif dengan Teknik analisis data menggunakan analisis SWOT dan business model canvas. Hasil penelitian menunjukkan dalam pengembangan model bisnis diprioritaskan pada 4 blok yaitu key resources, key partner, key activities dan customer relationship. Pengembangan pada blok key resources dilakukan dengan cara peningkatan ketrampilan dan pemahaman SDM tentang pemanfaatan teknologi dan informasi. Pengembangan pada blok key partner dengan membuat program yang kreatif dalam meningkatkan hubungan dengan mitra khususnya nasabah. Pengembangan pada blok key activities dengan cara menjalin hubungan dengan nasabah dalam pemanfaatan sampah plastik skala mikro. Sedangkan dalam pengembangan customer relationship perlu ditingkatkan dalam layanan personal maupun kelompok dengan membuat channel media sosial guna mempertahankan dan komunikasi yang instens dengan pelanggan dan calon pelanggan Garbage Bank, Plastic Waste, SWOT, Business Model Canvas

scholarly journals Analisis business model canvas pada perpustakaan Institut Bisnis dan Informatika Stikom Surabaya dalam meningkatkan kualitas perguruan tinggi

2018 ◽  
Vol 14 (2) ◽  
pp. 124
Author(s):  
Ayouvi Poerna Wardhanie ◽  
Deasy Kumalawati
Keyword(s):  
Business Model ◽  
Customer Relationships ◽  
Personal Assistance ◽  
Business Model Canvas ◽  
Value Propositions ◽  
Technological Developments ◽  
Information And Communication ◽  
Qualitative Descriptive ◽  
Self Service ◽  
Key Resources

Introduction. This study aims to analyze the business model canvas by the Library of Stikom Surabaya by using nine elements. They are customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, dan cost structure.Data Collection Method. The study used qualitative descriptive perspective to examine factual information and emerging practices in the field.Results and Discussions. Students, staff and community should be able to leverage the library services. The value offered was technology-based services and visitor convenience. Channels provided were the library website, email, social media. Customer relationships were built through personal assistance and self service. The key resources were human, technology and facilities. The key activities were learning commons. The key partnerships were internal and external partners. Conclusions. The Library is committed to realising its vision as a superior information center by providing a complete and fast information and communication channel in accordance with technological developments and customer needs.

Business Model Canvas on Paddy Straw Mushroom Cultivation Sociopreneurship (A Study on Daarul Qur'an Wal-Irsyad Wonosari Islamic Boarding School)

2021 ◽  
Vol 1 (3) ◽  
pp. 56-67
Author(s):  
Anis Siti Hartati ◽  
A.Y.N. Warsiki ◽  
Titik Kusmantini ◽  
Aris Kusumo Diantoro
Keyword(s):  
Business Model ◽  
Business Models ◽  
Boarding School ◽  
Study Data ◽  
Customer Relationships ◽  
Mushroom Cultivation ◽  
Paddy Straw ◽  
Business Model Canvas ◽  
Straw Mushroom ◽  
Method Approach

Business model innovation can be a strategy for developing paddy straw mushroom business in the era of increasing global competition. This study was conducted to analyze and design a business model with a business model canvas on the Sociopreneurship of Straw Mushroom Cultivation at Islamic Boarding School Daarul Qur'an Wal-Irsyad Wonosari. The analysis will be carried out on each block of Business Model Canvas which includes customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The implementation of the business model Canvas can encourage students and the community around the Islamic boarding school to be involved in developing business models so that the right business model can be obtained and the Islamic boarding school can be economically independent. The research method used is qualitative through a phenomenological method approach by examining various observed factors related to the object under study. Data collection techniques are using surveys and interviews. The population in this study is the organizer of the Sociopreneurship of Straw Mushroom Cultivation at Daarul Qur'an Wal-Irsyad Wonosari Islamic Boarding School. Testing the validity of the data is using the triangulation technique. This technique is a multi-method approach in collecting and analyzing data that are obtained by researchers from various different perspectives so that a high level of accuracy is gained.

A dynamic business model for Turkish techno parks: looking through the lenses of service perspective and stakeholder theory

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gülçin Polat
Keyword(s):  
Business Model ◽  
Stakeholder Theory ◽  
Business Models ◽  
Institutional Environment ◽  
Content Type ◽  
Dynamic Framework ◽  
Business Model Canvas ◽  
Functional Differences ◽  
Theoretical Perspectives ◽  
Service Perspective

Purpose The purpose of this paper is to analyze the business model of techno parks (TPs) in Turkey and shed light on the value co-creation in TPs in the light of the service perspective and stakeholder theory. Design/methodology/approach In this conceptual paper, a generic business model canvas for Turkish TPs has been elicited based on an in-depth review of the literature. Then, the functioning of the model and the nature of value co-creation have been viewed through the lenses of service perspective and stakeholder theory, and then the relationships and flows between the components of the business model have been visualized with a dynamic model. Findings The institutional environment leads Turkish TPs to have similar business models with functional differences. The value is co-created by stakeholders in TPs and value co-creation depends on the skills, competencies and cooperative efforts of all actors involved in the functioning of the business model. Practical implications This paper provides insight for TP management companies to improve their business models, for policymakers to refine institutional framework to enable effective functioning of TPs and for stakeholders to understand their role in value co-creation. Originality/value This paper provides a dynamic framework and a model for understanding business models of TPs and the value co-creation process, which is an understudied area, especially in a developing country context. It also extends the business model and value co-creation literature in the context of TPs by integrating multiple theoretical perspectives.

Five strategies provide a model for innovation

2016 ◽  
Vol 32 (5) ◽  
pp. 19-21
Keyword(s):  
Business Model ◽  
Cross Section ◽  
Design Methodology ◽  
Business Models ◽  
Content Type ◽  
High Performing ◽  
Business Model Canvas ◽  
Starting Point ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Here, the Business Model Canvas devised by Alexander Osterwalder and Yves Pigneur is a starting point for categorization of the efforts of 40 companies to create their own appropriate model. From these, five archetypal business models were then derived. Those firms represent a cross section of popular and dominant industries and sectors, with a preference toward enterprises with non-traditional business models. Five high-performing companies have been chosen to illustrate the success of each business model. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

How do Open Source software companies respond to institutional pressures? A business model perspective

2017 ◽  
Vol 30 (4) ◽  
pp. 534-554
Author(s):  
Khaireddine Mouakhar ◽  
Albéric Tellier
Keyword(s):  
Open Source ◽  
Business Model ◽  
Open Source Software ◽  
Business Models ◽  
Institutional Environment ◽  
Institutional Pressures ◽  
Strategic Choices ◽  
Content Type ◽  
Software Companies ◽  
Key Resources

Purpose Open Source software companies (OSSCs) are confronted with institutional pressures from Open Source software (OSS) communities. They must find an acceptable balance between the expectations of these communities and their own business model. However, there are still few studies that try to analyse the OSSC business models. The purpose of this paper is to highlight OSSC typical business models by using rich empirical data. Design/methodology/approach The methodology is based on a combination of quantitative analysis of a sample of 66 OSSCs and qualitative analysis of three typical situations resulting from that sample. Findings The quantitative study enables the authors to highlight three typical business models. The in-depth study of three typical cases enables the authors to specify these OSSC business models. The authors can distinguish four key dimensions: the relationship developed with the OSS communities, the strategic manoeuvres made, the key resources and competitive positioning. Research limitations/implications The results indicate that it is possible for firms to accommodate both profit and non-profit logics using different strategic manoeuvres to position themselves with regard to the Open Source institutional environment. Such accommodation requires the development of key resources and the adoption of suitable competitive positioning. Practical implications This study allows the authors to highlight two main practical contributions for OSSCs’ directors. First, the different manoeuvres identified may help them to ensure coherence between their strategic choices and the business model chosen. Second, the results can help OSSC founders identify value creation mechanisms more clearly by analysing four key variables. Originality/value This paper provides new insight about OSSCs business models. It aggregates four dimensions that provide a more “fine-grained” analysis of business models, while other studies often emphasise one dimension (usually the regime of appropriability).

scholarly journals LinkAja Business Models Strategy Development Using BMC Approaches

2020 ◽  
Vol 4 (02) ◽  
pp. 46-59
Author(s):  
Novreyna Ludmilla Alda ◽  
Sari Wulandari
Keyword(s):  
Business Model ◽  
Business Models ◽  
Customer Relationships ◽  
Strategy Development ◽  
Mobile Payment ◽  
Electronic Money ◽  
Consulting Services ◽  
The Right ◽  
Key Resources ◽  
Structure Research

In the first quarter of 2019, there was an increase in the value and the volume transaction on electronic money transactions in Indonesia. The development of electronic money is directly proportional to the high competition of companies engaged in the field of mobile payment. LinkAja is a mobile payment application product that is representative of collaboration between Telkomsel and the number of State-Owned Enterprises (SOEs). One of the keys to success in facing competition is to develop continuously. Therefore, it is necessary to develop the right business model to determine the optimal strategy in developing the LinkAja application business. The objectives of this research are formulating and developing LinkAja business models strategy. This result of this study proposed business model in the form of improvement for each element of its business model including: elements (1) Customer segments: Adding target customers to e-marketplaces and e-commerce, (2) Customer relationships: Developing cooperation with LinkAja competitors, (3) Value Proposition: Developing customer consulting services by providing training for using the LinkAja application, (4) Key Activities: Developing collaboration with partners and competitors, (5) Key Partners: Collaborating with the competitors such as Gopay, OVO, FUND, etc., (6) Key Resources: Using digital budget information systems to facilitate transparency of company budgets, (7) Revenue streams: Upgrading fees for premium services, and (8) Cost Structure: Research costs.

scholarly journals Features of business models in the market of payment services

2018 ◽  
pp. 66-73
Author(s):  
S. V. Krivoruchko ◽  
V. A. Lopatin
Keyword(s):  
Business Model ◽  
Business Models ◽  
Cost Structure ◽  
Customer Relationships ◽  
Sales Channels ◽  
Value Propositions ◽  
Revenue Streams ◽  
Payment Services ◽  
Key Resources

Features of business models of participants of the market of retail payment services are considered. An approach based on the allocation of nine elements of the business model is used: consumer segments, value propositions, sales channels, customer relationships, revenue streams, key resources, key activities, key partners, cost structure

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