General Management: Imprenditorialità, Business Model e Business Plan (Entrepreneurship, Business Modelling and Business Planning)

2020 ◽  
Author(s):  
Maurizio La Rocca
Keyword(s):  
Business Model ◽  
Business Plan ◽  
Business Planning ◽  
General Management ◽  
Business Modelling

Provisioning For New Entrepreneurs Using The Canvas Business Model In The Mlaras Village Business Group

2020 ◽  
Vol 1 (02) ◽  
pp. 115-126
Author(s):  
Nuri Purwanto
Keyword(s):  
Community Service ◽  
Business Model ◽  
Business Plan ◽  
Business Group ◽  
Business Planning ◽  
Service Program ◽  
The Real ◽  
The Core ◽  
Doing Business ◽  
Level Of Understanding

Business canvas model is a model that sends and captures the value of a business consisting of 9 elements contained in the core of a business that is presented simply and easily understandable, the tighter business competition and the covid-19 virus outbreak has brought major changes in the economy and the real impact is on the MSME sector therefore STIE PGRI Dewantara Jombang is moved to conduct a community service program with the theme is training to create a business plan canvas model , simple and easy to apply creation there are three methods used in community service conducted this time, namely, a lecture model that presents about canvas business theory, the second model of baking practice as a form of implementation of value preposition and segmentation and the second is the presentation and discussion model to assess the level of understanding of the participants regarding the material that has been done before, the process of activities goes smoothly without being constrained , as well as the open insights of participants on the importance of making business planning before doing business.

scholarly journals Exploring a circular business model: Insights from the institutional theory perspective and the business model lens

2021 ◽  
pp. 146575032110555
Author(s):  
Ufuk Alpsahin Cullen
Keyword(s):  
Business Model ◽  
Business Models ◽  
Value Systems ◽  
Business Modelling ◽  
Environmental Value ◽  
Value Cocreation ◽  
Business Profitability ◽  
Paradigmatic Change ◽  
Underlying Mechanisms ◽  
The Impact

Circular entrepreneurship is becoming a new, promising reality, in the manner of needed radical paradigmatic change in the era of Anthropocene. Circular entrepreneurs intend to create social and environmental value while they build financially viable businesses. They are embedded in multiple institutionalised value systems that they are expected to adhere to. Those institutionalised systems provide circular entrepreneurs with different, in many cases, contradictory norms, values and guiding principles. Substantial amount of research has been done to date to examine the impact of institutions on entrepreneurial endeavours. And yet, research lacks sufficient insights into how circular entrepreneurs engage with the institutional structures in designing business models on a financially feasible ground while creating social and environmental value. To address this, this paper investigates how circular entrepreneurs respond to the value systems of surrounding institutions in business modelling and how two fundamental aspects of embeddedness, namely resource integration and value cocreation, are achieved within a circular business model that is coherent in itself and with the entrepreneur's ambitions. Both the institutional context and the institutional logics surrounding entrepreneurs are examined to comprehend the surrounding institutional systems more in-depth and extensively. By analysing a longitudinal in-depth case study, this article aims to develop better insights into circular business modelling and underlying mechanisms of embeddedness. The case is a born-circular small cidermaker in Cornwall (UK), namely Wasted Apple. The findings show that the circular entrepreneur is surrounded by dominant normative institutions forming the principles of business model design. circular entrepreneurs mark fidelity to the institutional norms to obtain a range of microcompetencies and to manage integrated hybrid tensions within the value creation system. And therefore, a circular business model is a more holistic and inclusive structure as compared to a typical conventional linear business model. And yet, paradoxically embeddedness facilitates business survival but hinders strategic business planning as well as business profitability and growth.

scholarly journals The Green Multi Business Model Innovation Brain

2021 ◽  
Author(s):  
Peter Lindgren
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Green Technologies ◽  
Sustainable Business ◽  
Case Examples ◽  
Innovation Potential ◽  
Business Modelling ◽  
Model Ecosystems ◽  
Green Business

Advanced Green technologies integrated in Business Models and Green Multi Business Model Innovation processes introduce a new leadership and management agenda of Green Business Models. Fast innovation of sensing, persuasive and virtual Business Modelling that can operate autonomously and dynamically primarily lead by machines. Green Multi Business Model Innovation Brains will soon be the state of the art in Business that want to become Green – but also for businesses that want to do circular and/or sustainable business modelling. Businesses will build Green Multi Business Model Innovation competence and advanced Green Multi Business Models Innovation Brains capable to innovated and operate Green Business Models to all kinds of Business Model Ecosystems. This will open up to new Green Multi Business Model Innovation potential and create a new generation or archetypes of Business Models, new practice of Multi Business Model Innovation. The paper is a second articles and extension of a conceptual paper on Multi Business Model Brains. First paper was presented at the BIT Sindri IEEE Conference 2020 conceptualizing on how a Multi Business Model Brain could be constructed and would operate supported by advance sensor technologies, artificial intelligence technologies, deep learning, persuasive technologies, Multi Business Model Innovation pattern analysis and libraries of BM archetypes. In combination they will all be important supporting tools to the Multi Business Model Innovation Brain – but now also to the Green Multi Business Model Innovation Brain. 8 case examples shows how Green Multi Business Model Innovation Brains can work in different contexts – in physical, digital, virtual and combined Business Model ecosystems.

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.

GreenGo’s new strategy in the carsharing market of Budapest

2019 ◽  
Vol 9 (1) ◽  
pp. 1-23
Author(s):  
Zoltan Bakonyi ◽  
Erik Gyurity ◽  
Adam Horvath
Keyword(s):  
Business Model ◽  
Opportunity To Learn ◽  
Value Proposition ◽  
Content Type ◽  
Business Modelling ◽  
Academic Level ◽  
Long Run ◽  
First Mover Advantage ◽  
Start Ups ◽  
First Mover

Learning outcomes The purpose of this paper is to demonstrate how a business idea can be successful in the long run in a rapidly changing environment. Students could learn about the carsharing market and the world of start-ups. During the lesson, students could practice business modelling based on “Value proposition Canvas”. With this model, they can understand the real needs of the customers and the services, with which companies can provide gains for the clients and decrease users’ pain. Beside business modelling, the case provides the opportunity to learn about the concept of First Mover Advantage, which describes the possible advantages of being first on a market. Three different sources can provide first mover advantage: technological leadership; pre-emption of scarce assets; and customer loyalty. Start-ups should systematically think about acquiring some of the above to sustain their advantage. Case overview/synopsis This case is about a carsharing start-up GreenGo, which was the first company introducing the concept of carsharing in Hungary. GreenGo was founded in November 2016 in Budapest. Until today, it has approximately 170 cars and could establish a solid customer base with 6,000 subscribers. After one year of monopoly, GreenGo got a competitor, when MOL (one of the largest companies of the Central European region) entered the market with its new carsharing service: MOL Limo (Limitless Mobility). MOL Limo is using the same business model and marketing mix as GreenGo and started to operate with 300 cars. The case describes the urban transportation of Budapest, the business model and value proposition of GreenGo and MOL Limo in depth. It also presents some possible options for GreenGo to react to the new market situation. Complexity academic level Master in management, MBA. 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: Strategy, Case study organisation: GreenGo.

scholarly journals Business Plan Vs Business Model Canvas in Entrepreneurship Trainings: A Comparison of Students’ Perceptions

2016 ◽  
Vol 12 (10) ◽  
pp. 55 ◽  
Author(s):  
Esra Sena Türko
Keyword(s):  
Business Model ◽  
Financial Planning ◽  
Business School ◽  
Business Plan ◽  
Male Students ◽  
School Students ◽  
Business Model Canvas ◽  
Marketing Planning ◽  
Start Up ◽  
Significant Difference

<p>Business model canvas and business plan are prevalent and widespread tools used in entrepreneurship trainings. This study aims to compare the business model canvas and the business plan as tools used in entrepreneurship trainings through the perceptions of business school students, with a user approach. Students were given applied entrepreneurship courses, and have been taught to prepare a business plan and a business model canvas. Then students were asked questions comparing business plan and business model canvas from various aspects. 62% of the students have stated that they find it more difficult to prepare a business plan. On the other hand despite its hardship to prepare, students have stated business model's superiority to BMC on several issues. According to students' statements, compared to BMC, business plan is more clear (64.6%), more useful (60.8%), more realistic in revealing the phases of start-up (77.2%), superior in financial planning (74,7%), superior in marketing planning (67.1%), superior in costs (70.9%), superior in describing customer needs and value propositon (60.7%), superior in production planning and supply chain (68.3%). After providing these statements students were asked which system they liked preparing the most. Answers to this question could not be decisively evaluated. Percentage of positive, negative and neutral statements are very similar. Independent samples t-test was conducted to compare business plan and BMC use perceptions scoring for gender. There was not a significant difference in the scores for female and male students.</p>

scholarly journals Poslovni plan - pojam, namena i proces njegove izrade

2003 ◽  
Vol 44 (157) ◽  
pp. 179-190
Author(s):  
Djordje Kalicanin
Keyword(s):  
Planning Process ◽  
Business Plan ◽  
Financial Resources ◽  
Business Planning ◽  
Business Plans ◽  
Start Ups

Business plan has been one of the most popular management categories in our economy over the last two years. Popularity of business plan has been created from the outside. It is not the result of our managersz belief in its usefulness, but of the creditors request for potential debtors. In that way, business plan is becoming the main negotiating tool in providing financial resources for expanding capacities of the existing firms or start-ups. Creating business plans with this purpose only poses the biggest threat to its implementation. For these reasons, the concept, purposes and business planning process are also presented.

Exploring the dynamism of complementarities in executives’ business modelling knowledge structures

2014 ◽  
Vol 7 (4) ◽  
pp. 398-421 ◽  
Author(s):  
Arash Najmaei ◽  
Jo Rhodes ◽  
Peter Lok
Keyword(s):  
Business Model ◽  
Business Models ◽  
Knowledge Structure ◽  
Technological Knowledge ◽  
Manufacturing Firms ◽  
Structured Interviews ◽  
Content Type ◽  
Dynamic Markets ◽  
Business Modelling ◽  
Interactive Nature

Purpose – The purpose of this paper is to explore and explain how market and technological knowledge gained by executives interact in a complementary fashion to form the knowledge structure of their business model which in turn enable them to make sense of underlying complexities surrounding management of strategic courses of action. Design/methodology/approach – Unitizing, categorizing, and classifying (UCC) in conjunction with pattern-matching (power and proof quotes) as qualitative methods were used to analyse a series of semi-structured interviews with eight executives from five small manufacturing firms in Australia. Findings – It was found that executives’ business modelling knowledge structure defined as the knowledge base that underpins their business models is developed from four interactions that exist between their market and technological knowledge. Particularly, executives can learn about technological aspects of their business model from market knowledge they acquire and also learn about marketing issues of their business model from technological knowledge they acquire. This interactive nature offers novel insights into versatility and fungibility of executives’ knowledge as a strategic resource that defines how business models evolve and shows how executives use knowledge as a non-rivalrous resource in different ways for developing different business models. Research limitations/implications – This study is limited in scope to: first, the context of executive of Australian small manufacturing firms and second, limited sources of data. Practical implications – This study offers important implications for business modelling and strategic formulation of practicing managers. It particularly contributes to a fuller understanding of how executives’ learning contributes to the cognitive formation of business models. It also helps executives gain new insights into the importance of various types of knowledge and the complementary nature of their interactions in the development of novel mental models as a key managerial competency in today’s dynamic markets. Originality/value – The conceptual framework developed and findings reported in this study have not been previously studied and offer novel insights into the literature on knowledge-based management, competitiveness, and business modelling.

scholarly journals Business Model for Czech Agribusiness

2015 ◽  
Vol 46 (3) ◽  
pp. 128-136 ◽  
Author(s):  
Jana Poláková ◽  
G. Koláčková ◽  
I. Tichá
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Theoretical Background ◽  
Business Modelling ◽  
New Business ◽  
Definition Of

Abstract Business modelling facilitates the understanding of value creation logic in organizations in general. Identifying the components of business models based on different criteria helps understanding the fundamentals of business and the position of entrepreneurs and managers in companies. The present research is focused on the definition of a specific business model for the Czech agribusiness sector. Based on the theoretical background and evaluation of selected business models, the aim is to create a new business model, using components which take into account the specifics of this particular industry.

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