From start-up to expansion: Vittrium Building Products

2018 ◽  
Vol 14 (6) ◽  
pp. 672-693
Author(s):  
Charles Krusekopf ◽  
Alice de Koning ◽  
Rebecca Frances Wilson-Mah
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Distribution Channels ◽  
Product Line ◽  
Growth Strategy ◽  
Customer Relationships ◽  
Product Lines ◽  
Content Type ◽  
Custom Made ◽  
Revenue Streams

Synopsis After three years in business together, Des Carpenter and Kees Schaddelee had a decision to make – should they double the size of their location, based on the opportunities and competitive threats they perceived? The startup phase took longer than expected and access to distribution channels was more difficult than expected. Nonetheless, the business gained traction with online sales that proved the concept of custom-made counters using EnvironiteTM technology was viable. As they prepared to expand the business, the owner-managers needed to decide on a growth strategy that would let them leverage their strengths. In analyzing their successes so far, they needed to evaluate their business model including their product line, target markets, marketing strategy (including the pricing strategy, product lines, and channels of distribution) and operations. Research methodology Data were collected through interviews with business owners and a review of company documents, production processes and the company website. Relevant courses and levels This case exercise will suit strategy and entrepreneurship students at both the senior undergraduate level and graduate level. The case discussion will ask students to consider operations, supply chain management, marketing and other issues, all through the lens of a holistic vision for the company. This case may be taught as an example of a growth strategy or a business model in a capstone business strategy course or higher level entrepreneurship course. It is appropriate for both undergraduate seniors and graduate students. Theoretical bases This case may be taught as an example of a growth strategy or a business model in a capstone business strategy course or higher-level entrepreneurship course. The case may be used to help students understand external and internal analysis, identifying the sources of value creation and competitive advantage, and creating an appropriate strategy for growth. It provides a rich context to discuss and apply the following conceptual tools: the application of a value chain analysis and the application of a business model canvas (key partners, key activities, key resources, value propositions, customer relationships, distribution channels, customer segments, cost structure and revenue streams). The case may also be used to reinforce the applications of growth phases in a young firm that are part of the entrepreneurial setting, for example, value proposition, ideal customer, revenue streams and key performance indicators.

The growing pressures on Groupon's once-successful daily deal business

2015 ◽  
Vol 5 (6) ◽  
pp. 1-16
Author(s):  
Cathy Leung Miu Yee
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Listed Company ◽  
Subject Area ◽  
Growth Strategy ◽  
Daily News ◽  
Content Type ◽  
Future Performance ◽  
The Usa ◽  
Daily Deals

Subject area Marketing Management, Business Strategy and Promotion & Advertising. Study level/applicability Associated degree, undergraduate and graduate students as well as executives from profit-making organizations. Case overview Groupon is the world's largest daily-deal Web site and a pioneer in the group-buying industry. The major feature of the company's business model is that merchants use Groupon as a platform to offer coupons with a discounted price, and the coupon buyers can then redeem these coupons. Groupon has done business in over 50 countries and, by 2012, had over 39.5 million subscribers received its daily news. It had a 59.1 per cent share of the daily-deals market in 2013. Groupon is a publicly listed company on the NASDAQ in the USA, trading under the ticker symbol of “GPRN”. Expected learning outcomes The students' business knowledge and skills will be sharpened by working through this case, and students will be challenged to identify solutions to the marketing concerns: specifically, how the driving approach of its daily-deal business model enabled the company to adopt a growth strategy that will confront the difficulties of the emergent “golden age” of the daily-deal industry in the twenty-first century. In addition, it will also be of help to the students to take the active roles of thinker, analyst, evaluator, decision-maker and implementer to evaluate the continuing changes in a competitive environment and consider how Groupon can seize available opportunities to predict future performance by comparing data from 2008 and 2012. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

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 CANVAS BUSINESS STRATEGY IN THE APPLICATION OF LOCAL CREDITS IN BANK BCA

2020 ◽  
Vol 1 (6) ◽  
pp. 854-862
Author(s):  
Yohan Tirtayasa
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Cost Structure ◽  
Customer Relationships ◽  
Credit Facility ◽  
Value Propositions ◽  
Revenue Streams ◽  
Key Resources

In meeting the needs of additional funds, BCA has taken into account the needs of customers; provided in the form of credit facilities. The business model of this local credit facility has been well thought out so as to make this facility in demand among customers. Analysis uses 9 business model segments ranging from determining customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. These 9 segments will be interrelated to support BCA as a whole and in line with the vision, mission, values, needs and other activities of BCA.

scholarly journals BUSINESS MODEL CANVAS (BMC) APPROACH FOR TOURISM MANAGEMENT STRATEGY OF THE TOP SELFIE KRAGILAN, MT. MERBABU NATIONAL PARK

2021 ◽  
Vol 35 (2) ◽  
pp. 297-303
Author(s):  
Johan SETIAWAN ◽  
◽  
MTh Sri BUDIASTUTI ◽  
Evi GRAVITIANI ◽  
Prabang SETYONO ◽  
...  
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
National Park ◽  
Management Strategy ◽  
Customer Relationships ◽  
Conservation Area ◽  
Community Initiatives ◽  
Business Model Canvas ◽  
Value Propositions ◽  
Revenue Streams

The tourist spot of the Top Selfie Kragilan, Mt. Merbabu National Park, a conservation area in Indonesia has not been managed with a business strategy despite the community initiatives increase to utilize the surrounding tourist spots for their livelihood. The study aimed at formulating the tourism business management strategy using Business Model Canvas (BMC) and Strength-Weakness-Opportunity-Threat (SWOT) approaches. BMC modeling used nine aspects, namely customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partners, and cost structure; then analyzed using SWOT approaches. A total of 377 respondents were interviewed to collect the data. The results showed that every aspect of the old business model has been added or innovated according to the analysis of internal and external factors. Also, there has been a "meeting point" between market expectations, the value offered, and the promotional channels used. The combined strategy of Aggressive (S-O) and Diversification (S-T) should be applied to mitigate damage impact, conserve the natural resources, and arranging visits and selfie vehicles/ photo spot to boost revenue streams.

The new retail model: global reach demands omni-channels

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guillaume Do Vale ◽  
Isabelle Collin-Lachaud ◽  
Xavier Lecocq
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Academic Research ◽  
Transformation Process ◽  
Content Type ◽  
New Business ◽  
Business Cases ◽  
Established Firms ◽  
New Consumer ◽  
Global Reach

Purpose To cope with online competitors and new consumer behaviors, retailers need to hybrid digital and physical offerings to implement an omni-channel business model. This constitutes a digital transformation of the traditional business model. However, business cases on how traditional retailers are shifting from multi-channel to omni-channel retailing are lacking. This paper aims to explore the different issues and organizational paths during the transformation of a business model. Design/methodology/approach This study is based on a qualitative multiple case study of five retailers with a global reach currently implementing an omni-channel business model. Findings This research sheds light on three main issues encountered by retailers and the different underlying decisions when moving toward an omni-channel business model. The first relates to revenue attribution across channels, which involves rethinking traditional key performance indicators to give incentives to stores when promoting digital offers. The second issue concerns the supply chain decisions associated with cross-channel operations. The third issue relates to the delicate balance between global reach (digital channel) and local reach (specific store) for communication on social media and marketing decisions on pricing. This study provides empirical evidence about the variety of choices that retailers make to cope with the issues during the implementation of an omni-channel business model. Originality/value This work explores the issues faced by established firms when moving toward a new business model that is the hybridization of two existing business model managed separately. It provides comprehensive and clear illustration of how to manage such a business model transformation process that can be used by both business strategy practice and academic research.

Web Strategy in the Digital Economy

2014 ◽  
pp. 99-116
Author(s):  
Mahesh S. Raisinghani ◽  
Chih-Hung Chung
Keyword(s):  
Human Resources ◽  
Business Model ◽  
Value Chain ◽  
Business Strategy ◽  
Return On Investment ◽  
Online Community ◽  
Distribution Channels ◽  
Thought Process ◽  
Web Presence ◽  
The Web

The Internet, for many businesses, has become as invaluable as human resources, equipment, and distribution channels. Continued current use and implementation of new Internet tools will further enhance business and continue to improve the business model and the return on investment. A good Web strategy works with an organizations' business strategy to design and implement a Website that meets the goals of its business strategy. After building a Web presence, the thought process is on continuous improvement of the business model and its value chain. The Web strategy, as explored in this chapter, includes enhancement of the online community, personalization, content, ecommerce, extranets, and intranets.

scholarly journals Business Model Building and Its Performance in Micro and Small Apparel Industry in Bandung City, Indonesia

2018 ◽  
Vol 7 (3.25) ◽  
pp. 106
Author(s):  
Sudrajati Ratnaningtyas ◽  
Wawan Dhewanto ◽  
Bambang Rudito ◽  
Eko Agus Prasetio ◽  
Gina Gina Karunia Kusumah
Keyword(s):  
Small Business ◽  
Business Model ◽  
Small Businesses ◽  
Business Strategy ◽  
Model Building ◽  
Apparel Industry ◽  
Building Blocks ◽  
Survey Method ◽  
Revenue Streams ◽  
The Impact

This study aims to determine whether or not the impact of business size on business model building and business performance perceived owner. This research used a quantitative-qualitative approach with Survey Method. The study was conducted in Apparel industry in Bandung City in 2017. The business model used to evaluate is Business Model Canvas (BMC). Chi-Square and Mann-Whitney U tests were used to test the differences between micro business and small business on each of BMC building blocks. The results showed that BMC building blocks between Micro Business and Small Buisness differed on two blocks, ie Channels and Revenue Streams, while the other seven blocks were not different significantly. It can be interpreted that the business model on Micro Businesses is generally slightly different with Small Businesses, or in other words the business strategy is relatively the same. However, the Business Model applied to Small Business with excellence in marketing channels and revenue streams compared to Micro Business, has resulted in a higher level of owner satisfaction on the performance of its business.  

The intellectual core and structure of international business strategies (IBS)

2019 ◽  
Vol 29 (3) ◽  
pp. 180-206 ◽  
Author(s):  
Som Sekhar Bhattacharyya ◽  
Surabhi Verma
Keyword(s):  
International Business ◽  
Business Strategy ◽  
Foreign Market ◽  
Two Dimensions ◽  
Growth Strategy ◽  
Foreign Market Entry ◽  
Intellectual Structure ◽  
Business Strategies ◽  
Content Type ◽  
And Cluster Analysis

Purpose International Business Strategies (IBS) literature deliberated on the strategic planning and strategy implementation of home country firms in foreign markets. IBS had become a very potent growth strategy for firms. IBS as a body of knowledge had become substantial in the last few decades of research. To this end, and as a complex field of study, this paper aims to conceptually map this IBS literature. Hence, the purpose of this paper is to present a visual mapping of intellectual structure in two dimensions and to identify the subfields of IBS through co-citation analysis. Design/methodology/approach All the citation documents were included in the Web of Knowledge (WoK) database between the years 1993 and 2018. For the multivariate analysis, this study applied a sequence of statistical analyses including factor analysis, multidimensional scaling and cluster analysis. Through these techniques, this research study tried to summarize the condition and status of IBS research by classifying the IBS literature into four categories. Findings IBS literature has been classified into four categories, namely, evolutionary aspects of IBS; firm strategic objectives and IBS; institutional theory and IBS in emerging economies; and foreign market entry strategies for internationalization. Research limitations/implications Based upon the basis of the analysis of extant research in IBS, the current and future extension research topics have been presented. This would help future researchers to understand the white spots for undertaking research in future. Originality/value This was one of the very first studies that mapped the International Business Strategy literature and categorized IBS literature.

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

scholarly journals ANALISIS MODEL BISNIS BESI TUA DI INDONESIA (STUDI KASUS DI PT. PUTRA KEMUNING KARAWANG)

BUANA ILMU ◽  
2020 ◽  
Vol 4 (2) ◽  
pp. 113-123
Author(s):  
Eman Sulaeman ◽  
Danang Kusnanto
Keyword(s):  
Business Model ◽  
Case Study Research ◽  
Scrap Metal ◽  
Customer Relationships ◽  
Cost Structures ◽  
Business Model Canvas ◽  
Analysis Technique ◽  
Value Propositions ◽  
Revenue Streams ◽  
Key Resources

Peluang bisnis besi tua saat ini sangat menarik karena selain cara kerjanya mudah, sirkulasi uangnya juga sangat besar. Pertumbuhan bisnis ini seiring dengan tumbuhnya industri di K abupaten Karawang dimana bisnis besi tua merupakan turunan dari industri yang ada, khususnya industri metal dan otomotif. Tujuan dari penelitian ini adalah untuk mengetahui bagaimana konsep model bisnis pada bisnis besi tua PT. Putra Kemuning dengan menggunakan bisnis model kanvas yang mencakup sembilan blok yaitu value propositions, channels, customer relationships, customer segments, revenue streams, key resources, key activities, key partners, cost structure. Sembilan blok bisnis model kanvas ini juga dijadikan sebagai unit analisis dalam penelitian ini. Metode penelitian yang digunakan adalah pendekatan kualitatif deskriptif dengan jenis penelitian studi kasus. Teknik analisis yang digunakan dalam penelitian ini adalah teknik analisis domain. Hasil penelitian dapat disimpulkan bahwa model bisnis menggunakan model bisnis kanvas  telah mendukung proses operasi bisnis besi tua di PT. Putra Kemuning sesuai dengan harapan. Kata kunci:  Bisnis, Model Bisnis, Model Bisnis Kanvas, Bisnis Besi Tua Today's scrap metal business opportunity is very interesting because in addition to how it works easily, the circulation of money is also very large. The growth of this business is in line with the growth of industry in the Karawang Regency where the scrap metal business is a derivative of the existing industry, particularly the metal and automotive industries. The purpose of this study was to determine how the concept of the business model in the scrap metal business of PT. Putra Kemuning uses a canvas business model that includes nine blocks, namely value propositions, channels, customer relationships, customer segments, revenue streams, key resources, key activities, key partners, cost structures. The nine business blocks of the canvas model are also used as the unit of analysis in this study. The research method used is a descriptive qualitative approach to the type of case study research. The analysis technique used in this study is the domain analysis technique. The results of the study concluded that the business model using the canvas business model had supported the scrap metal business operations process at PT. Putra Kemuning in accordance with expectations. Keywords: Business, Business Model, Canvas Business Model, Scrap Metal Business

Sign in / Sign up

Export Citation Format

Share Document