scholarly journals Business Model Enriched With User Experience, as a Systemic Tool in Service Design

2021 ◽  
Vol 23 (2) ◽  
pp. 67-103
Author(s):  
Jadranka Musulin ◽  
◽  
Vjeran Strahonja ◽  
Keyword(s):  
Business Model ◽  
User Experience ◽  
Customer Value ◽  
Information Technologies ◽  
Service Design ◽  
Service Science ◽  
Model Concept ◽  
Business Model Canvas ◽  
System Service ◽  
Service Ecosystem

Service design and business model design are considered in the literature as separate approaches to value creation for the customer. User experience, as a concept that represents a holistic emotional and meaningful result of the interaction with information technologies, is nowadays an important ingredient of the customer value. This paper aims to theoretically set the ground for using the business model concept as a systemic tool in service design that will support the design for user experience. Against this background, we ask: Can the business model concept successfully represent a system that is required for the value proposition-based service exchange? We investigate this question based on service-dominant logic and accompanying service science, and semantically compare elements of the service system, service ecosystem, and ten service science basic concepts. The analysis shows that the business model canvas, the chosen model for business model representation, satisfies the systemic perspective and can erve as a system platform for integrating with service design.

scholarly journals Implementasi Bisnis Model Kanvas dalam Perancangan Manajemen Bisnis Aplikasi JASKOST

2019 ◽  
Vol 10 (1) ◽  
pp. 93-100
Author(s):  
Wanda Fatricia ◽  
Mokh Adib Sultan Sultan
Keyword(s):  
Business Model ◽  
Mobile Application ◽  
Model Concept ◽  
Business Model Canvas ◽  
Revenue Streams ◽  
Descriptive Approach ◽  
Alternative Choice

Abstract. Bussniess model concept at this moment considered as the alternative choice for entrepreneurs to design and develop a business. One of which frequently applied is Business Model Canvas. The purpose of this study is to implement the Bussniess model canvas in designing the management of Jaskost-mobile based application. Jaskost is an application designed to meet the tenants' needs (anak kos). The method used is qualitative one with descriptive approach. The  result shows that 9 elements of Bussniess model canvas relate each other. Revenue streams is believed as the point of the Bussniess model canvas elements which illustrates the income would be penetrated through the jaskost application. The implementation of business model canvas in designing the management of Jaskost-application in this study is as a representation of what must be done.Keywords: Bussniess Model Canvas; Entrepreneur; JaskostAbstrak. Konsep model bisnis hingga saat ini terus menjadi alternatif wirausaha dalam merancang dan mengenbangkan bisnisnya. Salah satu model bisnis yang sering digunakan adalah Bisnis Model Kanvas. Tujuan penelitian ini adalah menerapkan model bisnis kanvas dalam perancangan manajemen aplikasi JASKOST berbasis Mobile Application. Jaskost adalah sebuah aplikasi yang dirancang untuk memenuhi kebutuhan anak kost. Metode penelitian yang digunakan adalah metode kualitatif dengan pendekatan deskriptif. Hasil penelitian menunjukkan bahwa sembilan elemen model bisnis canvas memiliki hubungan satu sama lain. Revenue streams merupakan inti dari elemen model bisnis kanvas dimana elemen ini menggambarkan aliran pendapatan yang masuk keperusahaan melalui aplikasi Jaskost. Penerapan model bisnis kanvas dalam perancangan manajemen aplikasi Jaskost menjadi sebuah gambaran usaha yang akan dilakukan.Kata kunci :  Bisnis Model Kanvas, Jaskost, Kewirausahaan

scholarly journals Customer value creation via business model implementation

2015 ◽  
Vol 10 (10) ◽  
pp. 2580-2584
Author(s):  
Karaoulanis Andreas
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Customer Value ◽  
Business Models ◽  
Value Proposition ◽  
Model Concept ◽  
Customer Value Proposition

Business models are the blueprints upon which the whole structure and operation of the company is based. The aim of this paper is to underline the importance of business models in value creation for the company and to dig a bit deeper by revealing the synthesis of an abstract business model concept. The importance of customer value proposition via the customer value creation is very well underlined in order to pinpoint the author’s prevalent idea that focusing on customers’ needs should be the alpha and the omega for the eurythmic operation of every contemporary company.

Developing Business Models for the Underground Labs

2020 ◽  
Author(s):  
Päivi Aro ◽  
Helena Ahola
Keyword(s):  
Business Model ◽  
Business Models ◽  
Service Design ◽  
Research Process ◽  
Professional Services ◽  
Management Approach ◽  
Value Proposition ◽  
The Core ◽  
Business Model Canvas ◽  
Value Propositions

<p><strong>DEVELOPING BUSINESS MODELS FOR THE UNDERGROUND LABS</strong><strong> </strong></p><p>The purpose of this case study is to describe the process of developing business models for the underground labs (ULs) and their network in a Baltic Sea Interreg project (BSUIN). The RQs are the following:</p><ul><li>What kind of business models the ULs in the project have?</li> <li>How could their business models be developed by focusing on specific customer segments and services and their value propositions?</li> <li>What kind of business model(s) could serve best the network of ULs?</li> </ul><p>Professional services, such as ULs also offer, can be characterized by high labour content, high customization and high customer contact. The distinguishing feature of these services is also their knowledge-intensive nature. Business model describes the logic of how a company intends to make money.  Business Model Canvas is a useful tool for describing, analyzing and designing business models. At the core in the business model is Value Proposition. The value proposition describes the benefits customers can expect from the services and products.</p><p>Service Design was used as an approach in the project. It is a mindset, a process, a toolset, a cross-disciplinary language and a human-centred management approach. Data was gathered by facilitating Service Design workshops and analyzed by qualitative methods. The research process consisted of three phases: 1) describing and analyzing the existing business models of the ULs 2) developing business models of the ULs focusing on specific customer segments and services and their value propositions, and 3) developing business models for the network of the ULs.</p><p>In the Exploration workshops the business models of the ULs were described and analyzed. It can be concluded that paying customer segments are few in number, and fixed costs are significant. Each UL is unique having specific know-how, expertise and infrastructure. </p><p>In Creation workshops the focus was on specific customer segments and services and their value propositions. The outcomes of the workshops were promising and recommendations for the ULs were made. ULs should look for new customer segments and create new services and value propositions. In addition, they should create and describe business models for the chosen customer segments and services.</p><p>In Reflection workshops business models for the network of the ULs were developed. The focus was particularly on core, supporting and additional services of the ULs. The core (essential) services are research infrastructure, underground infrastructure, site characterization and wide expertise for underground projects. A generic business model for the network was described based on the data, results, analyses and feedback of all the previous workshops.</p><p>It is challenging to develop business models for the ULs because they have not been business oriented. Every UL is unique, and the expertise is related to underground sciences. Business orientation would offer them an opportunity to boost underground scientific research which is the key element in the business model.</p>

Service Logic Business Model Canvas

2018 ◽  
Vol 20 (1) ◽  
pp. 70-98 ◽  
Author(s):  
Jukka Ojasalo ◽  
Katri Ojasalo
Keyword(s):  
Focus Group ◽  
Business Model ◽  
Customer Value ◽  
Model Development ◽  
Service Dominant Logic ◽  
Content Type ◽  
Dominant Logic ◽  
Business Model Canvas ◽  
Service Logic ◽  
Business Model Development

Purpose The purpose of this study is to develop a service logic oriented framework for business model development. “Service logic” covers the basic principles of the three contemporary customer value focused business logics: service-dominant logic, service logic and customer-dominant logic. Design/methodology/approach This study is based on an empirical qualitative research and deployed the focus group method. The data are generated in a series of interactive co-creative focus group workshops involving both practitioners and academics. Findings As the outcome, a new tool was developed, called Service Logic Business Model Canvas. The new canvas is a modified version of the original Business Model Canvas (Osterwalder and Pigneur, 2010). Research limitations/implications This study adopts service logic in business model thinking and increases knowledge on how to keep the customer needs in the centre of business model development. Practical implications The developed canvas makes the theory of service-dominant logic tangible and easily applicable in practice. It enables service innovation truly based on customer value by ensuring that the customer is in the centre of all the elements of a business model. It can function both as a rapid prototype of a new business model and as a communication tool that quickly illustrates the company’s current business model. It can also help in creating a customer-centred business culture. It is designed to be applied to each customer profile separately, thus enabling a deeper understanding of the customer logic of each relevant profile. Originality/value Earlier business model frameworks tend to be provider-centric and goods-dominant, and require further development and adaptation to service logic. This study adopts service logic in business model thinking. It embeds the true and deep customer understanding and customer value in each element of the business model, and contributes to both business model and service-dominant logic literature.

A Service Design Process Based on the Business Model CANVAS and the C-K Theory

2018 ◽  
pp. 279-301 ◽  
Author(s):  
Sergio E. Castillo-López ◽  
Sheyla K. Flores Guirao ◽  
Eduardo Roldán-Reyes ◽  
Aidé A. Maldonado Macias ◽  
Diego Manotas Duque
Keyword(s):  
Business Model ◽  
Design Process ◽  
Service Design ◽  
Business Model Canvas ◽  
K Theory

Managing digital transformation through hybrid business models

2019 ◽  
Vol 41 (6) ◽  
pp. 49-56
Author(s):  
Herbert Endres ◽  
Kristina Stoiber ◽  
Nina Magdalena Wenzl
Keyword(s):  
Business Model ◽  
Customer Value ◽  
Business Models ◽  
Value Capture ◽  
Content Type ◽  
Digital World ◽  
Business Model Canvas ◽  
Value Propositions ◽  
Successful Business ◽  
The Individual

Purpose This paper aims to examine how hybrid business models can help companies to survive in a constantly evolving digital world. The hybridization of business models is a promising approach to innovation. Design/methodology/approach The authors discuss the key elements of a successful business model hybridization along the Business Model Canvas (Osterwalder and Pigneur, 2010). In particular, the elements of value propositions, customer segments, channels and a company’s cost structures demonstrate the individual steps toward a hybridized business model. Using Paddy Power Betfair as an example, the authors showcase how the concept of a hybrid business model can be successfully implemented in practice. Findings By hybridizing its business model, Betfair not only expanded existing customer value propositions but also introduced new ways of co-creating value with customers. Simultaneously, the hybridization positively affects a company’s revenue model, hence evolving in new ways of capturing value. Originality/value To effectively hybridize and thus innovate a company’s business model, the two key factors are successful value creation and value capture. By hybridizing elements of existing business models, new value for customers can be generated. Companies capturing this additional value may achieve sustainable and successful business models and thereby gain a competitive advantage.

scholarly journals Designing of Service Dominant Logic and Business Model Canvas: Narrative Study of Village Tourism

2021 ◽  
Vol 1 (2) ◽  
pp. 73-80
Author(s):  
Mariana Simanjuntak
Keyword(s):  
Business Model ◽  
Secondary Data ◽  
Service Design ◽  
Customer Relationship ◽  
Primary Data ◽  
Service Dominant Logic ◽  
Dominant Logic ◽  
Narrative Study ◽  
Business Model Canvas ◽  
Customer Segment

The purpose of this research is to design service design, design a canvas business model (BMC) based on the design of services that have been designed and know the role of society. The required data is divided into two, namely primary data and secondary data. Primary data was obtained by conducting interviews and observations to tourists, managers and the community around Siregar Aek Nalas. Primary data obtained such as access, amenities, safety and security, processes, physical or digital artifacts, stakeholders/stakeholders, and Village Tourism services. Secondary data is obtained by conducting literature studies. The strategy carried out to develop Siregar Aek Nalas is the design of Service Dominant Logic (SDL) by creating a map of tourist travel before the visit, during the visit and the completion of the visit from the primary data obtained then carried out the design of the canvas model business with the presence of nine components customer segment, value proposition, channel, customer relationship, revenue stream, key of resource, key of activities, key of partnership and cost structure. Service Design is done by co-creation of tourist travel map before visit, during visit and completion of visit. The creation of a tourist travel map is based on eight programs.

scholarly journals Exploring business models of nonprofit organizations

2020 ◽  
Vol 25 (2) ◽  
pp. 181-194
Author(s):  
Julia Perić ◽  
Anamarija Delić ◽  
Marina Stanić
Keyword(s):  
Nonprofit Organizations ◽  
Business Model ◽  
Best Practice ◽  
Business Models ◽  
Nonprofit Sector ◽  
Model Concept ◽  
For Profit ◽  
Business Model Canvas ◽  
Business Entities ◽  
Policies And Programs

Business models are usually used to describe how business entities sustain their competitive advantage, offer their customers better value and create good cooperation with their partners. While the literature is rich with best practice examples among for-profit business entities, nonprofit organizations (NPOs) are rarely observed and compared through the business model concept. Nonprofit organizations are mostly viewed as mission-driven organizations, which is why the business side is often rather neglected. The success of nonprofit organizations is usually measured by their impact in the community, which makes their activities dynamic and very much dependable on their business ecosystem. The goal of this paper is to identify specific characteristics of business models in the nonprofit sector, to evaluate how well nonprofit organizations communicate their value proposition to their customers, what distinguishes them from other nonprofits and what they are doing to develop a successful and sustainable organization. The empirical study covers 10 Croatian nonprofit organizations. The business model canvas is used to describe and compare their business models. The findings represent a good basis for understanding the performance of nonprofit organizations, and can serve as a framework for specific policies and programs aimed at development of nonprofit organizations.

DISCIPLINA DE EMPREENDEDORISMO NA FORMAÇÃO DOS ALUNOS DE BIBLIOTECONOMIA E DOCUMENTAÇÃO DA UFS

2018 ◽  
Vol 1 (2) ◽  
pp. 189-195
Author(s):  
Marta Suzana Cabral Nunes ◽  
Augusto Cesar Vieira dos Santos ◽  
Sueli Maria Silva Pereira ◽  
Euder de Jesus Costa
Keyword(s):  
Business Model ◽  
Design Thinking ◽  
Business Model Canvas

Este trabalho visa apresentar a experiência da disciplina de Empreendedorismo na UFS como fator motivador do desenvolvimento de competências para o bibliotecário documentalista, onde participaram alunos do curso de Biblioteconomia e Documentação, dentre alunos de outros cursos. O tema do empreendedorismo tem sido debatido no campo profissional e apresenta-se como alternativa importante que permite aos profissionais desenvolver ações e estratégias inovadoras em sua atuação diária. Trata-se de um estudo que tem como principal mérito apresentar esse caso a fim de demonstrar que é possível, a partir de ações de extensão e da formação continuada, desenvolver competências empreendedoras nos futuros profissionais bibliotecários documentalistas, aplicando metodologias como o Ciclo de Aprendizagem Vivencial, o Business Model CANVAS, Design Thinking, e o Plano de Negócios. Ao todo participaram da disciplina 7 alunos do curso de Biblioteconomia e Documentação da UFS, que preencheram formulário eletrônico a fim de fornecer suas percepções sobre a aprendizagem obtida.

Sign in / Sign up

Export Citation Format

Share Document