scholarly journals ANALISIS BISNIS MODEL KANVAS PADA UMKM PENGOLAHAN MELINJO DI KECAMATAN LIMPUNG KABUPATEN BATANG

2021 ◽  
Vol 5 (2) ◽  
Author(s):  
Sunendar Sunendar ◽  
Rifki Andi Novia ◽  
Luthfi Zulkifli
Keyword(s):  
Business Model ◽  
Entrepreneurial Orientation ◽  
Business Models ◽  
Raw Materials ◽  
Descriptive Analysis ◽  
Customer Relationship ◽  
Business Model Canvas ◽  
Value Propositions ◽  
Marketing Activities ◽  
The Right

AbstrakPengembangan ekonomi rakyat perlu diarahkan untuk mendorong perubahan nasional melalui pengembangan UMKM.  UMKM emping melinjo merupakan sentra unit usaha terbanyak di Kabupaten Batang. Maka perlu  analisa bisnis yang bisa diterapkan oleh wirausaha pengolahan melinjo salah satunya yaitu bisnis model kanvas. Tujuan penelitian ini untuk mengetahui analisa bisnis model yang  tepat dan analisa orientasi kewirausahaan. Jenis penelitian menggunakan analisa deskriptif dengan pendekatan orientasi kewirausahaan dan model bisnis kanvas. Metode penelitian yang digunakan adalah kuantitatif dengan menggunakan teknik wawancara. Penelitian dilaksanakan pada bulan Agustus - Desember 2019. Respondennya yaitu pengusaha pengolahan emping melinjo sebanyak 30 Orang. Analisa menggunakan metode deskripsi dan model bisnis kanvas. Hasil peneltian menunjukan bahwa bisnis pengolahan melinjo memiliki sementasi konsumen yaitu konsumen luas. Preposisi nilai yaitu berdasarkan kinerja dengan mengutamakan kualitas agar tetap eksis dari tahun ke tahun. Saluran menggunakan pemasaran langsung dan tidak langsung. Hubungan konsumen dengan cara berkomunikasi langsung antara konsumer dengan pengusaha. Aliran uang bisnis pengolahan melinjo dari penjualan produk. Aktivitas utama dengan melalukan aktivitas produksi dan pemasaran. Sumberdaya utama yaitu bahan baku, tenaga kerja dan pemasaran. Mitra utama dengan pengrajin, pengusaha kemasan dan distibutor. Struktur biaya meliputi biaya variabel dan tetap.Kata kunci: bisnis model kanvas, usaha kecil menengah, orientasi wirausahaAbstractThe development of the people's economy needs to be directed to encourage national change through the development of MSMEs. MSMEs melinjo chips is the center of the largest business unit in Batang Regency. So the business analysis that can be applied by entrepreneurs processing melinjo one of them is the canvas business model. The purpose of this research is to know the right business model analysis and analysis of entrepreneurial orientation. This type of research uses descriptive analysis with an entrepreneurial orientation approach and canvas business model. The research method used is quantitative using interview and discussion techniques. The research was conducted in August-December 2019. The respondent was 30 people. Analysis using canvas description methods and business models.  The results of the study show that melinjo processing business has customer segments namely mass customer. The value propositions are based on performance by prioritizing quality to remain exist from year to year. Channels use direct and indirect marketing. Customer relationship by communicating directly between consumers and entrepreneurs. Revenue streams the processing business from the sale of the product. Key activities by going through production and marketing activities. Key resources are raw materials, labor and marketing. Key partnership with craftsmen, packaging entrepreneurs and distibutors. Cost structure includes variable and fixed costs.Keyword: business model canvas, MSMEs, entrepreneurial orientation

scholarly journals A Business Model Canvas: Traditional Restaurant “Melayu” in North Sumatra, Indonesia

2016 ◽  
Vol 7 (2) ◽  
pp. 102
Author(s):  
Muhammad Isa Indrawan ◽  
Muhammad Dharma Tuah Putra Nasution ◽  
Efrizal Adil ◽  
Yossie Rossanty
Keyword(s):  
Business Model ◽  
Descriptive Analysis ◽  
Customer Relationship ◽  
Business Partners ◽  
Business Model Canvas ◽  
New Business ◽  
Value Propositions ◽  
Qualitative Descriptive ◽  
Key Resources ◽  
North Sumatra

The research purpose is to evaluate the business model on the traditional restaurant in Tanjung Pura, North Sumatera, Indonesia. Business Model Canvas (BMC) consists of customer segments, value propositions, channels, customer relationship, revenue streams, key resources, key activities, key partnership, and cost structure. The research method was used qualitative descriptive analysis. The data collected using in-depth interviews. Analysis TOWS is to evaluate the business model on a traditional restaurant. The authors recommend increasing the intensity to visit the restaurant with the privilege of membership. The next recommendation is to collaborate with the new business partners such as banking, e-traveler, e-destination, and e-restaurant. The traditional restaurant enables to obtain the other revenues of the subscription fee and advertising space. Also, the authors recommend registering the food recipes as the intellectual property.

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 Strategi Bisnis PT Crowde Membangun Bangsa dengan Pendekatan Business Model Canvas (BMC)

2021 ◽  
Vol 11 (2) ◽  
pp. 122-132
Author(s):  
Nanda Putri Astari ◽  
Rita Nurmalina
Keyword(s):  
Business Model ◽  
Business Models ◽  
Customer Relationship ◽  
Individual Investors ◽  
Business Model Canvas ◽  
Use Of Technology ◽  
New Business ◽  
Customer Segment ◽  
The Right ◽  
Capital Services

PT Crowde Membangun Bangsa is a financial technology company that offers capital services for agricultural activities. With the concept of peer to peer lending (P2P), the company functions as a platform are to bring investors and customers together. To continue to grow and face competition in the future, PT Crowde Membangun Bangsa requires preparation and improvement of business models. This study aims to (1) map the business model applied at PT Crowde Membangun Bangsa, (2) Identify strengths, weaknesses, opportunities, and threats of the nine elements of the Business Model Canvas based on PT Crowde Build the Nation, (3) Formulate alternative Business Model strategies The right canvas to be applied to PT Crowde Membangun Bangsa. The data collection method is carried out by direct observation and using the qualitative method. The conclusion of this study is the improvement in the new Business Model Canvas, especially in the customer segment elements by adding plantations as a new segment and beef cattle commodities as an improvement to existing segments so that the company's targets are met, improvements in these elements need to be supported by improvements in other elements. namely reactivating individual investors as additional corporate financial key resources, additional types of loan facilities to increase the value proposition, and optimizing the use of technology in customer relationship elements and key activities so that additional consumer segments are followed by maximum service and efficient key activities.

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.

scholarly journals Model Pengembangan Bisnis BUMDes berdasarkan Pendekatan Sharing Economy dan Gig Economy

2021 ◽  
Vol 12 (3) ◽  
pp. 347-352
Author(s):  
Jaka Sudewa ◽  
Mohammad Fahreza
Keyword(s):  
Development Strategy ◽  
Business Model ◽  
Business Models ◽  
Descriptive Analysis ◽  
Sharing Economy ◽  
Business Practices ◽  
Economy Model ◽  
Business Model Canvas ◽  
Gig Economy ◽  
New Business

In an effort to encourage MSMEs, especially BUMDes Bhakti, the main village of Cilembu, it is necessary to develop a new business model, namely by utilizing opportunities by implementing the digital economy so that BUMDes business activities can operate properly and can follow business developments, so that the purpose of bumdes can be achieved, namely improving services to the community and empowering villages as autonomous regions with regard to productive efforts and improving business. emandirian and village capacity in strengthening the economy. This research aims to find out the potential and business barriers of BUMDes Bhakti Utama, knowing the efforts of BUMDes Bhakti Utama Cilembu in reviving bumdes business that is currently vacuum and to formulate a sharing economy and gig economy model so that the right business model is found for BUMDes, especially BUMDes Bhakti Utama that can be developed and operate in Cilembu Village so that it has a business development strategy that is in accordance with current conditions.  Thus, this study has a contribution, both in the development of theory and in the business practices of sharing economy and gig economy in efforts to empower the village economy. The method used in this study is qualitative descriptive analysis, which is presented in the form of drawings, tables and descriptions. This descriptive analysis method is processed based on elements of the Business Model Canvas and conducted an analysis of the potential and obstacles of businesses and then analyzed based on the sharing economy and gig economy approach to get the sharing economy and gig economy model. Furthermore, SWOT and PESTEL analysis is carried out to assess the extent to which new business models can be used so that alternative strategies / efforts can be formulated.  

scholarly journals Perancangan Bisnis Model Barbershop Berkelanjutan (Studi Kasus Unick Barbershop Yogyakarta)

2020 ◽  
Vol 18 (1) ◽  
pp. 95
Author(s):  
Husoen Mans Sovei
Keyword(s):  
Business Model ◽  
Cost Structure ◽  
Customer Relationship ◽  
Business Model Canvas ◽  
Value Propositions ◽  
Revenue Streams ◽  
Key Resources

Berkembangnya barbershop membuat persaingan bisnis ini menjadi semakin ketat, bahkan di Kota Yogyakarta semakin banyak bermunculan barbershop. Tujuan utama dalam penelitian ini untuk menciptakan perancangan model bisnis berkelanjutan dalam mengembangkan bisnis usaha barbershop dengan menggunakan metode SWOT, dan BMC (Business Model Canvas). Penelitian ini difokuskan untuk perancangan model bisnis baru dengan pendekatan Business Model Canvas (BMC) sembilan blok, yaitu: (1) Customer Segmentations, (2) Value Propositions, (3) Channels, (4) Customer relationship, (5) Revenue Streams, (6) Key Resources, (7) Key Activities, (8) Key Partnerships, dan (9) Cost Structure. Hasil penelitian ini menunjukkan bahwa model bisnis yang selama ini dilakukan dalam usaha Unick Barbershop Yogyakarta ditemukan kelemahan beberapa elemen BMC, oleh karena itu perlu dilakukan perbaikan pada 4 elemen yaitu; Blok Key Activities, Blok Value Propositions, Blok Customer Segmentations, dan Blok Key Resources

The Success behind the World’s Best Airport: The Rise of the Changi

2021 ◽  
Vol 15 (1) ◽  
pp. 250905
Author(s):  
Thanavutd Chutiphongdech ◽  
Rugphong Vongsaroj
Keyword(s):  
Business Model ◽  
Descriptive Analysis ◽  
Lessons Learned ◽  
Strategic Partnerships ◽  
International Airport ◽  
Business Model Canvas ◽  
Business Operations ◽  
Value Propositions ◽  
Key Resources ◽  
Customers Segmentation

Singapore Changi International Airport received the World's Best Airport from Skytrax. This was the 8th consecutive year that Changi won this renowned award. This paper aims to investigate Changi’s overall business operations to track its accomplishments in airport development. Examining the lessons learned by using a descriptive analysis under the Business Model Canvas (BMC) framework, the results reveal that Singapore Changi International Airport is a destination in itself. This concept affects customers' segmentation, which links to different value propositions deriving from using key resources and synergy among strategic partnerships. This paper also suggests that sustainability should be added to the BMC framework since it is another component behind the airport’s success. The practical contributions deriving from the lessons learned are presented.

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>

scholarly journals Development of the IoT business models according the BMC template

2021 ◽  
Vol 5 (1) ◽  
pp. 42-73
Author(s):  
Larysa Hlinenko ◽  
◽  
Yurii Daynovskyy ◽  
Keyword(s):  
Business Model ◽  
Business Models ◽  
Need Satisfaction ◽  
The State ◽  
Value Proposition ◽  
Business Model Canvas ◽  
Revenue Model ◽  
Value Propositions ◽  
Iot Devices ◽  
Revenue Models

The aim of the article. Internet of Things (IoT) technologies deeply affect business development and, as a consequence, business models (BMs) as a way of doing business by its actors. Conventional firm-centric e-business models are not always good for the IoT due to its ecosystem nature; implementing innovative models faces a number of challenges. It is a BMC (Business Model Canvas) template that is mainly used to create business models at enterprise level. Modified in accordance with the specifics of IoT, BMC templates overcome the limitations of the classical BMC and provide interrelated BMC solutions for the different layers of the IoT architecture. However, all of these templates, when modelling value propositions, focus only on the current state of consumer needs. The models ignore the interdependencies between the allowable attribute values of the certain BMC blocks, in particular between key resources, value proposition and revenue model. The article aims to analyse the IoT business models based on BMC, to identify the effective values of individual components of the BMC and the expediency of combining them within a particular BM and to specify means of taking into account the changing state of consumer needs in the formation of the BMC components. Analyses results. The IoT outlines a paradigm relying on a continuous set of things which interact with forming a worldwide dynamic network. The functionality of the IoT device sets the technological constraints and perspectives for value propositions and revenue generation modesl. The analysis of the proposed variants of IoT BMC and their successful implementation cases provided for clarification and generalisation of effective value propositions consistent with IoT specificity. For each of these value propositions the compatible revenue models and required functions of IoT devices were identified. In accordance with the proposed sophisticated classification of the IoT device functionalities, the valid types of IoT devices as a key resource for the realisation of a particular value proposition were identified. The formation of the BM should start from developing the concept of value offered to the consumer. To be effective the creation of the value proposition should be preceded by the identification of the consumer need and the state of its satisfaction by existing means. This state can be the following one: the need exists, but is not recognized by consumers and is not satisfied by existing means at all; the need exists and is identified by consumers but is not satisfied by existing means at all; the need is clear to consumers but is not fully satisfied by existing means. In the first two cases, the value proposition should ensure meeting the need at a minimum sufficient level. In case the means of satisfying the need exist, it is necessary to assess the current state of satisfying the need and to determine the extent to which the proposed IoT solution would change this state. The lines of development of needs and means of their satisfaction, adapted to the specifics of the particular need and IoT at large, are proposed to be used for assessing the state of need satisfaction. Specificity of IoT requires supplementing the set of lines of development of needs and satisfaction means with the lines launched by IoT possibilities. Several such lines, in particular, the line of increasing the consumer's awareness and the line of increasing the ideality of the final need satisfaction, have been proposed. A matrix of need parameters has been developed to simplify the consideration of the content and state of need in the formation of value and revenue models. Conclusions and directions for further research. The importance of taking into account the characteristics of needs in value proposition design makes it necessary to identify "Needs" as a distinct BMC component described by a set of specific attributes. The values of these attributes, together with the resources of the participants, provide the basis for the value proposition content and affect the choice of the revenue model. Setting the attribute values requires determining the current and expected state of needs and the means of meeting them on relevant lines of development, the further elaboration and parameterisation of which, taking into account the specificity of IoT, is the subject of further research. The result of the digital service provided by the IoT device appears to be a key innovative element of the IoT value proposition. That suggests the separating the "IoT contribution" element in the "Value proposition" component of the BMC or introducing it as a BMC component to reflect the relevant digital service. The content of the service will determine the functionality of the IoT device and the IT infrastructure requirements. When defining the value proposition, the real change in the state of all the components of the IoT ecosystem causing changes in the prioritisation of individual needs should also be considered. Clarifying the concept of the value proposition, the needs it satisfies and the specific "IoT component" of value creates the basis for identifying consumer segments and the ways of interacting with them. Compatibility and effectiveness of the joint use of specific value propositions and revenue models as well as compliance of the value proposition content, cost and promotion to the target consumer demands should be also considered when specifying the blocks of BMC. The BMC is to be built for each of the ioT ecosystem partners. The present research recommendations refer mainly to developers and manufacturers of IoT devices and service providers; the construction of the BMC for other IoT system key players (platform providers/providers, system integrators and marketplace providers), as well as the problem of these models coordination, should be the subjects of separate research. Keywords: Internet of Things (IoT), business model, Business Model Canvas (BMC), value proposition, revenue model

scholarly journals Enterprise Activity Modeling in Walnut Sector in Ukraine

2021 ◽  
Vol 13 (23) ◽  
pp. 13027
Author(s):  
Vitalii Lutsiak ◽  
Taras Hutsol ◽  
Nataliia Kovalenko ◽  
Dariusz Kwaśniewski ◽  
Zbigniew Kowalczyk ◽  
...  
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Business Models ◽  
Raw Materials ◽  
Cost Effective ◽  
Agricultural Enterprises ◽  
Activity Modeling ◽  
Marketing Activities ◽  
The Given ◽  
Enterprise Activity

The main goal of this study was to provide a critical analysis of the oil and fat sub-complex for deep walnut processing, to determine and compare the profitability of enterprises’ activities under different business models for implementation in the agro-food value chain. The latter was considered as an important factor for the development of the domestic market of walnuts and export opportunities. Business modeling of the enterprise activity in the oil and fat sub-complex for deep walnut processing was carried out. The stages of production and marketing activities of the enterprise from the garden planting or the purchase of the processed raw materials to the sale of the processed raw materials and products obtained from walnut processing depending on the chosen business model were considered. A comparative analysis of profitability of the enterprise activity and absolute values of income and profitability indicators under various business models of the enterprise activity were shown. The most cost-effective business-model entailed the combination of walnut production and its processing, which will provide profitability of up to 4640.32% in the 20th year of the project implementation. The results of the given study are intended for the agricultural enterprises of central region of Ukraine.

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