Application Explosion: What's the right business model?

2010 ◽  
Author(s):  
Patricia Hargil ◽  
Chris Kapuscinski
Keyword(s):  
Business Model ◽  
The Right

scholarly journals STRATEGI BUSINESS PLAN UNTUK MENGATASI MASALAH PEMASARAN DAN PRODUKTIVITAS IKM KAIN MOTIF JUMPUTAN KHAS YOGYAKARTA DALAM MEMAJUKAN INDUSTRI KREATIF DAERAH

JUTI UNISI ◽  
2018 ◽  
Vol 2 (1) ◽  
Author(s):  
Emmy Nurhayati ◽  
Elly Wuryaningtyas Yunitasari
Keyword(s):  
Business Model ◽  
Performance Standards ◽  
Business Plan ◽  
Productivity Index ◽  
Business Strategies ◽  
Planning Strategy ◽  
Business Model Canvas ◽  
Calculation Results ◽  
Value Propositions ◽  
The Right

Jumputan Motif Fabric is a type of fabric that resembles batik with special motifs and patterns. Sanggar Maharani which is engaged in the fabric industry has problems in productivity and marketing. Objective Matrix (OMAX) and Business Model Canvas (BMC) methods can be applied to overcome these problems.The purpose of this study is on the production floor of Sanggar JumputanMaharani and develop motives business strategies to be able to compete in the market. The specific target of this study is to obtain a business plan to deal with competition and obtain increased productivity on the production floor. This research also plays a major role in advancing the creative industry and preserving the culture of the city through Yogyakarta.The results are performance standards values ​​for efficient use of labor 19,7801 units / person, minimization of defective products 0.0055%, absence 0.0018%. The calculation results with the Objective Matrix model on the production floor of Sanggar Jumputan Maharani found that the highest value of performance is 258.24. The results of the productivity index that shows the lowest productivity index is in April 2018 which is equal to -23.40% and the highest productivity index is in March 2018 which is 45.06%. While the right business planning strategy for the Sanggar Jumputan Maharani, which consists of 9 blocks: Customer Segments, Value Propositions, Channels, Customer Relations, Revenues Streams, Key Resources, Key Activities, Key Partnerships, and the Cost Structure shown in the Business Model Canvas Template.

How to build a business

2015 ◽  
Vol 31 (11) ◽  
pp. 33-36
Keyword(s):  
Firm Performance ◽  
Business Model ◽  
Illustrative Case ◽  
Conceptual Approach ◽  
Model Framework ◽  
Content Type ◽  
The Right ◽  
Entrepreneurial Activities ◽  
The Relationship ◽  
Practical Implications

Purpose – This paper aims to deconstruct entrepreneurial orientation (EO) using a business model framework. Design/methodology/approach – Develops a conceptual approach supported by illustrative case studies that show how five Swedish small-to-medium-sized enterprises identified entrepreneurial opportunities and how they then modified their business model to exploit them. Findings – What makes an enterprise enterprising? What distinguishes these firms from the conservative, steady-as-she-goes, take-no-risks company quietly supplying its chosen market and expecting to do so for many more? Intuitively you might expect that entrepreneurial activities would be better rewarded – but researchers evaluating the link between EO and firm performance have found ambiguous results. So are we asking the right questions? And are we measuring the right things? Practical implications – Shows that companies can be entrepreneurial in some parts of their business model and more cautious in their approach to other activities. Social implications – Draws attention to the way that differences in entrepreneurs’ background, skills and growth ambitions affect their firm’s activities. Originality/value – Highlights opportunities for further research clarifying the relationship between EO and firm performance.

WinChannel’s digital gambit to revitalize rural China

2019 ◽  
Vol 9 (1) ◽  
pp. 1-43
Author(s):  
Peter Moran ◽  
Daniel Han Ming Chng ◽  
Liman Zhao
Keyword(s):  
Learning Outcomes ◽  
Business Model ◽  
Rural China ◽  
Core Competencies ◽  
Case Series ◽  
Decision Point ◽  
Content Type ◽  
Academic Level ◽  
Trade Channel ◽  
The Right

Learning outcomes Following are the learning outcomes: to understand how the tools and frameworks of strategic analysis can be applied to understand the evolution of value creation and capture in the FMCG industry; to analyze the core competencies of a company and understand their relevance in this fast-changing industry; to understand how to evaluate the pros and cons of a certain strategy and business model; and to develop strategic recommendations. Case overview/synopsis The case series traces the developments in China’s FMCG industry from the early 2010s to 2017, in general, and the efforts of Beijing WinChannel Software Technology Co., Ltd. (WinChannel) and its affiliated company, Huixiadan, in their attempt to apply new digital technologies to transform the traditional trade channel, in particular. The decision point of Case A, in early 2015, is how WinChannel can help improve the reach and efficiency of the traditional trade channel and wonders if the emerging online/mobile B2B FMCG platforms are the right solution for the increasingly digitized FMCG retail industry in China. The decision point of Case B, at the end of 2017, is how could Huixiadan’s business model be sustainable and what it should do to withstand the competitive threats even as it tries to exploit opportunities in the traditional FMCG industry in China. Complexity academic level It can be used with MBAs, EMBAs and senior executives. 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. Subject code CSS: 11: Strategy.

Proposal for an innovating business model for supporting biotechnology companies, ecosystem and their founders

2019 ◽  
Vol 24 (3) ◽  
Author(s):  
Fabrice Heitzmann
Keyword(s):  
Intellectual Property ◽  
Pharmaceutical Industry ◽  
Business Model ◽  
Market Performance ◽  
Market Growth ◽  
Current Economic Climate ◽  
Economic Climate ◽  
Biotechnology Companies ◽  
The Right

The pharmaceutical industry has been revolutionized by the new biotechnology companies during the last years. Facing patent expirations, lack of innovation and depleting product pipelines, the important structures turned to the funding of small biotechnology companies aimed at research and intellectual property securization. Alliances are primordial in the current economic climate. The market growth was questioned for years, but biotechnology companies shifted to product-driven strategies and the market performance has been verified during the last decade. Researchers still face challenges in transforming their science into businesses. They need to be fully equipped, and accompanied towards the right objectives to ensure the sustainability of the market as a whole.

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 Satisfaction of the condition of order preservation: A simulation study

2020 ◽  
Vol 30 (2) ◽  
Author(s):  
Jiří Mazurek ◽  
Konrad Kułakowski
Keyword(s):  
Business Model ◽  
Business Models ◽  
Second Stage ◽  
Business Model Canvas ◽  
Significant Difference ◽  
Value Propositions ◽  
Language Schools ◽  
The One ◽  
The Right ◽  
Model Relation

The paper presents the results of the second stage of research on business models of language schools. It was assumed that there is a significant difference in the value propositions of schools and the expectations of their clients. An examination procedure was planned with the use of a questionnaire and statistical analysis such as factor analysis, on its basis. Respondents consisted of a group of school managers (representing the majority of enterprises in Lower Silesia) on the one hand and, on the other hand, a large group of former and current clients. The results of the research confirm the existence of a gap in the perception of the values of both groups. The analysis has been conducted in the convention of the business model canvas template. The distinctness of the offer’s perception is presented in the form of activity packages, responsible for creating value for the clients (the right side of the model canvas). The structure of the packages, as a picture of the gap, is discussed. The results of the first stage of the research, diagnosing the influence of the surrounding elements on the business models of language schools, are also referred to. Directional changes in the business models that result from both stages of the research are suggested. The strategic dimension of the gap results from the strategy-business model relation. In light of the literature review, it may be supposed that the research is unique due to the segment of subjects and research methodology.

scholarly journals INFLUENCE OF INNOVATIVE ENTREPRENEURSHIP ON THE DEVELOPMENT OF REGIONAL COOPERATION

2021 ◽  
Vol 9 (3) ◽  
pp. 56-60
Author(s):  
Ol'ga Repushevskaya
Keyword(s):  
Marketing Strategy ◽  
Business Model ◽  
Russian Federation ◽  
New Technologies ◽  
Regional Cooperation ◽  
Rapid Development ◽  
Sharing Economy ◽  
Management Model ◽  
The Russian Federation ◽  
The Right

Relevance and novelty of the work. The article is devoted to the implementation of innovative entrepreneurship for the development of regional cooperation and the rapid development of the sharing economy in the Russian Federation. The relevance of this article is due to the need to digitize cooperatives in order to develop, expand the markets for their products. The article examines situations that show how innovative entrepreneurship affects the development of the cooperative sector of the economy. The cooperative management model will be successful when it combines the functions of entrepreneurship, socialization and marketing. The struggle for a buyer in the absence of a marketing strategy in a cooperative is reduced to zero. Therefore, cooperative organizations need to choose the right marketing strategy that will allow them to effectively run their business. A separate place in the article is devoted to the analysis of market dynamics within the framework of the sharing economy. Based on the analysis, the importance of the sharing economy is shown. The basis of the digital economy is the predominance of the share of knowledge and innovation over the sphere of production. For this reason, building a business model is essential. It is necessary to introduce new technologies, at the same time, studying the needs of customers and optimizing activities in all indicators.

scholarly journals Strategic Formulation Analysis to Build a New Business Startup “Jamu Partnership” in Indonesia

2021 ◽  
Vol 8 (8) ◽  
pp. 568-576
Author(s):  
Erna Setiyawati ◽  
Andhika Saputra ◽  
Rhian Indradewa
Keyword(s):  
Business Model ◽  
Value Proposition ◽  
Strategy Formulation ◽  
Business Model Canvas ◽  
Startup Company ◽  
New Business ◽  
Generic Strategy ◽  
Formulation Analysis ◽  
The Right ◽  
Internal And External Factors

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.

scholarly journals Business Development of Coffee Farmers Group Using Triple Layered Business Model Canvas

2019 ◽  
Vol 4 (4) ◽  
pp. 163-170
Author(s):  
Chairul Furqon ◽  
Mokh. Adib Sultan ◽  
Fanji Wijaya
Keyword(s):  
Business Model ◽  
Swot Analysis ◽  
Group Discussion ◽  
Jel Classification ◽  
Business Development ◽  
Business Model Canvas ◽  
Producer Country ◽  
Coffee Farmers ◽  
Business Conditions ◽  
The Right

Objective – Coffee is one of the leading agricultural commodities that has an economic contribution in several countries, including Indonesia. As the fourth largest coffee producer country in the world, Indonesia is still facing problems, especially in some areas that managed by coffee farmer group. The problem starts from upstream to downstream and is related to productivity which is still low compared to other regions. Therefore, the purpose of this research is to describe the business conditions of the farmer group studied, and planning Triple Layered Business Model Canvas (TLBMC) to develop the business of the farmer group. Empirical analysis has been carried out for this purpose. Methodology/Technique – This research uses a qualitative approach with descriptive analytic methods. Observation, in-depth interviews, and focus group discussion were conducted to collect research data. SWOT analysis is also used to gain insights and inputs used in formulating the right strategy for TLBMC formulation. Findings – The results show that the business conditions of the coffee farmers group were in a position of growth. Therefore the right strategy for this condition is the harvest strategy or divestiture strategy. The TLBMC design carried out supports the development of sustainable businesses for the coffee farmers group. Novelty – Business development for coffee farmer group using triple layered business model canvas is expected to help increase business on a broader scale. This study is important for business owners and other related parties who seek to develop the business in various aspect including social and environmental aspects. This study helps create opportunities, develop better potential and integrated with the economic, environmental and social values of the business model being run. Type of Paper: Empirical Keywords: Business Development; Coffee; Business Model Canvas; Triple Layered Business Model Canvas. Reference to this paper should be made as follows: Furqon, C; Sultan. A. M; Wijaya, F. 2019. Business Development of Coffee Farmers Group Using Triple Layered Business Model Canvas, J. Bus. Econ. Review 4(4) 163 – 170 https://doi.org/10.35609/jber.2019.4.4(3) JEL Classification: M20, M21

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