scholarly journals Peningkatan Aktivitas Pemasaran UMKM Melalui Pengembangan Website D’real Potatoes di Jakarta

2020 ◽  
Vol 2 (1) ◽  
pp. 17-25
Author(s):  
Frangky Selamat ◽  
Bagus Mulyawan ◽  
Hetty Karunia Tunjungsari
Keyword(s):  
Community Engagement ◽  
Business Model ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
General Description ◽  
Website Development ◽  
Start Up ◽  
Marketing Activities ◽  
Medium Enterprises ◽  
Start Ups

ABSTRAK Memulai sebuah usaha startup adalah sebuah perjuangan yang penting dalam proses kewirausahaan. Startup mempunyai bisnis model yang berbeda dengan bisnis yang konvensional. Startup memiliki terobosan yang tidak dimiliki oleh bisnis konvensional sebelumnya. Model bisnis adalah gambaran umum dari proses pengembangan ide bisnis, mulai dari perencanaan sampai produk diproduksi dan dipasarkan. Menjalankan sebuah usaha mikro, kecil dan menengah (UMKM) tidak sama dengan menjalankan sebuah startup. Namun UMKM dapat dikembangkan menjadi sebuah startup bila didukung dengan pengembangan bisnis model secara optimal. Pengabdian masyarakat (Abdimas) ini dilakukan untuk membantu UMKM berkembang dengan meningkatkan aktivitas pemasarannya melalui pengembangan website. Ini adalah langkah awal untuk mengembangkan sebuah UMKM menjadi sebuah startup berbasis digital ABSTRACT Launching a start-up (starting a business) is an ideal assessment for the entrepreneurial process. A startup is a business that has a different business model compared to existing conventional businesses. There is a breakthrough in the pre-existing business model. Business model is a general description of a business creating, conveyed and discussed value, from the products produced. Establishing and running a Micro, Small and Medium Enterprises (MSMEs) is not the same as a start-up business. However, MSMEs can develop into start-ups if they are properly developed, by providing a more tangible touch in designing their business models. This community engagement activity carried out to help one of the fostered MSMEs to grow its business by increasing marketing activities through website development. The development of a website can boost marketing activities and become the first step for MSMEs to grow as digital-based startup business.

scholarly journals PENERAPAN BISNIS MODEL KANVAS DALAM PENENTUAN RENCANA MANAJEMEN USAHA KEDELAI EDAMAME GORENG

2019 ◽  
Vol 13 (01) ◽  
pp. 42
Author(s):  
Novitha Herawati ◽  
Triana Lindriati ◽  
Ida Bagus Suryaningrat
Keyword(s):  
Business Model ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Primary Data ◽  
Value Proposition ◽  
Middle Income ◽  
Business Model Canvas ◽  
Trade Offs ◽  
Customer Segment ◽  
Medium Enterprises

Business model canvas (BMC) is a strategic management and lean start-up template for developing new or documenting existing business models. It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances. It assists firms in their aligning activities by illustrating potential trade-offs. Business model canvas focuses on the idea of creating value in a business. The purpose of implementation of BMC was to determined the best business planning of fried edamame, when it applied to the industry or MSMEs (Micro, Small and Medium Enterprises). The method in the research used descriptive method, while the data analysis used qualitative analysis. Primary data collection was obtained from interviews.  Analysis was done by compiling the initial hypothesis, hypothesis testing and verification of business model canvas (BMC). The results showed that the business model strategy for fried edamame products in the value proposition component were crispy, natural, labeled and applied good cooking oil for use. The customer segment component were the buyers of the entire Jember Regency including men and women over 20 years old with middle income. Components of revenue streams were fried edamame product sales, sale of unused oil, and sale of edamame peel to farmers, while the component channels were direct selling and retailers for fried edamame product. Keywords: business model, fried edamame, strategy, value proposition

Service Logic Business Model Canvas for Lean Development of SMEs and Start-Ups

2020 ◽  
pp. 436-463
Author(s):  
Jukka Ojasalo ◽  
Katri Ojasalo
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Community ◽  
Service Development ◽  
Model Framework ◽  
Business Plans ◽  
Business Model Canvas ◽  
Start Up ◽  
Service Logic ◽  
Start Ups

Business models have made a breakthrough both in the academic and in business community in the area business development. Old fashioned business plans are in many cases considered as a waste of time and resources. Particularly start-ups and SMEs have a great potential to take advantage of business model approach which allows lean and agile product and service development. However, the existing widely used business model frameworks are lacking the new service logic orientation. They mostly see the world in terms of goods logic. Since all sizes of businesses in all industries are increasingly adopting the service logic or service-dominant logic, there was a clear need to develop a new service logic based business model framework. Based on an extensive empirical study with both practitioners and academics, a new Service Logic Business Model Canvas was developed to fill this need. This chapter explains the theoretical foundations of this framework in SME and start-up context, as well as the framework itself and its application.

Service Logic Business Model Canvas for Lean Development of SMEs and Start-Ups

2016 ◽  
pp. 217-243 ◽  
Author(s):  
Jukka Ojasalo ◽  
Katri Ojasalo
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Community ◽  
Service Development ◽  
Model Framework ◽  
Business Plans ◽  
Business Model Canvas ◽  
Start Up ◽  
Service Logic ◽  
Start Ups

Business models have made a breakthrough both in the academic and in business community in the area business development. Old fashioned business plans are in many cases considered as a waste of time and resources. Particularly start-ups and SMEs have a great potential to take advantage of business model approach which allows lean and agile product and service development. However, the existing widely used business model frameworks are lacking the new service logic orientation. They mostly see the world in terms of goods logic. Since all sizes of businesses in all industries are increasingly adopting the service logic or service-dominant logic, there was a clear need to develop a new service logic based business model framework. Based on an extensive empirical study with both practitioners and academics, a new Service Logic Business Model Canvas was developed to fill this need. This chapter explains the theoretical foundations of this framework in SME and start-up context, as well as the framework itself and its application.

scholarly journals Opening up to startup collaborations: open business models and value co-creation in SMEs

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Antonio Ghezzi ◽  
Angelo Cavallo ◽  
Silvia Sanasi ◽  
Andrea Rangone
Keyword(s):  
Business Model ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Single Case ◽  
Innovation Process ◽  
Unique Contribution ◽  
Content Type ◽  
Focal Firm ◽  
Medium Enterprises ◽  
Open Business Models

Purpose This study aims at exploring how small and medium enterprises (SMEs) can implement a more open and co-creational business model by actively collaborating with startups. Design/methodology/approach Because of the novelty of the SME–startup collaboration phenomenon and to the depth of the investigation required to grasp the mechanisms and logic of an open and co-creational business model, a single-case study has been performed related to investigating a collaboration between an SME and a startup. Findings The authors provide detailed empirical evidence on how SMEs may structure a “systematic” approach to design and execute an open business model enabled by startup collaboration. Moreover, this study suggests that the business model innovation process represents a necessary forerunner of an open business model. Finally, the authors contend that research on open business models should entail a broader perspective beyond the innovation process, to include business model validation through testing approaches like the lean startup. Originality/value This study takes as the locus of investigation the original perspective of the external partner of a focal firm willing to innovate. This study offers a unique contribution because, to date, few studies adopted such view within a relevant and under-remarked empirical setting linking SMEs and innovative startups.

scholarly journals Cluster Typology of Business Models of Start-Ups. (Example of Slovakia)

2020 ◽  
Vol 10 (3) ◽  
pp. 54
Author(s):  
Štefan Slávik ◽  
Richard Bednár ◽  
Ivana Mišúnová Hudáková ◽  
Katarína Moravčíková
Keyword(s):  
Business Model ◽  
Product Differentiation ◽  
Business Models ◽  
Small Range ◽  
Price Ratio ◽  
The Real ◽  
Scarce Resources ◽  
Start Up ◽  
The Common ◽  
Start Ups

Start-up is an emerging micro-enterprise that has different characteristics to a larger and mature enterprise. Its viability depends mainly on a functioning business model. The purpose of the research study is to identify the basic types of business model regardless of the specific industry, and thus to penetrate deeper into the more general cognition of start-up business making. The research sample contains 106 start-ups, the business models of which are described using fourteen criteria, which are derived from the visualization of canvas. The research sample is divided by cluster analysis (Ward’s hierarchical agglomeration method) into nine clusters, hence types of business models. For a better understanding, the clusters were aggregated into four groups with similar business models. Grouping A is characterized by the model with a small range of processes, mostly with higher product differentiation, scarce resources and satisfying the common basic and higher needs. Grouping B is characterized by the model with a large range of processes and higher product differentiation and satisfying the common basic and higher needs or newer practical needs. Start-ups in grouping C have the model with considerable differentiation aimed at satisfying the common needs. Grouping D has the model based on cultivating relationships with customers, cheap satisfying of needs and use of ordinary resources. The models differ the most in the span of operational processes, segmentation and distribution, and differ the least in the relationships between customers, the cost–price ratio and protection against imitation. The practical use of the identified clusters lies in the fact that they are a reflection of the real behaviour of start-ups, they determine the real parameters of business models, and therefore they provide the founders of start-ups with verified patterns, the outlines of which are probably not definitive.

Circular start-up development: the case of positive impact entrepreneurship in Poland

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Boleslaw Rok ◽  
Monika Kulik
Keyword(s):  
Business Model ◽  
Business Models ◽  
Positive Impact ◽  
Data Gathering ◽  
Content Type ◽  
Start Up ◽  
Multiple Case ◽  
Start Ups ◽  
The Impact

Purpose The purpose of this paper is to explore how circular start-ups design and implement innovation into their business models to increase their positive impact. Design/methodology/approach This qualitative study is based on an exploratory multiple-case study involving six circular start-ups with positive impact in Poland. Data gathering took place via in-depth interviews with start-up founders. Findings The analysis demonstrates that three factors, which are strongly interconnected, can significantly influence the development of a circular start-up. The first is the purpose-led motivation for circularity as a solution, mostly concentrated on the environmental education of different market actors. The second factor is built on the aim to increase the positive impact by addressing the most pressing social and environmental problems. It determines the impact on society as well as on the environment and the extent to which its model can be scaled up. The third factor is driven by the understanding of the purpose of the innovation, concentrated on the business model innovation regarding circularity. Practical implications This paper demonstrates the benefits for diverse stakeholders and the importance of using circular business models in start-up development. Circularity can be perceived as a main part of the new approach to improve sustainability. Originality/value Circular start-ups represent a new phenomenon in the entrepreneurial market. While the structure and logic of the circular business model in start-ups are significantly unexplored in the management literature, this model is viewed as a crucial step in the direction of increasing the positive impact of start-ups. From a theoretical and practical perspective, it is important to understand the differences and similarities in this area within different markets.

scholarly journals Capturing value from big data – a taxonomy of data-driven business models used by start-up firms

2016 ◽  
Vol 36 (10) ◽  
pp. 1382-1406 ◽  
Author(s):  
Philipp Max Hartmann ◽  
Mohamed Zaki ◽  
Niels Feldmann ◽  
Andy Neely
Keyword(s):  
Big Data ◽  
Business Model ◽  
Business Models ◽  
Clustering Algorithms ◽  
Reference Points ◽  
Data Driven ◽  
Content Type ◽  
Start Up ◽  
Different Types ◽  
Start Ups

Purpose The purpose of this paper is to derive a taxonomy of business models used by start-up firms that rely on data as a key resource for business, namely data-driven business models (DDBMs). By providing a framework to systematically analyse DDBMs, the study provides an introduction to DDBM as a field of study. Design/methodology/approach To develop the taxonomy of DDBMs, business model descriptions of 100 randomly chosen start-up firms were coded using a DDBM framework derived from literature, comprising six dimensions with 35 features. Subsequent application of clustering algorithms produced six different types of DDBM, validated by case studies from the study’s sample. Findings The taxonomy derived from the research consists of six different types of DDBM among start-ups. These types are characterised by a subset of six of nine clustering variables from the DDBM framework. Practical implications A major contribution of the paper is the designed framework, which stimulates thinking about the nature and future of DDBMs. The proposed taxonomy will help organisations to position their activities in the current DDBM landscape. Moreover, framework and taxonomy may lead to a DDBM design toolbox. Originality/value This paper develops a basis for understanding how start-ups build business models capture value from data as a key resource, adding a business perspective to the discussion of big data. By offering the scientific community a specific framework of business model features and a subsequent taxonomy, the paper provides reference points and serves as a foundation for future studies of DDBMs.

Re-focusing on the local: News start-ups, community engagement and social capital

2021 ◽  
Vol 43 (1) ◽  
pp. 63-79 ◽  
Author(s):  
Kathryn Bowd
Keyword(s):  
Social Capital ◽  
Community Engagement ◽  
Business Models ◽  
Local News ◽  
Start Up ◽  
Regional Australia ◽  
Start Ups ◽  
Purposive Sample

The arrival of the COVID-19 pandemic in early 2020 had an immediate and far-reaching impact on newspaper publishing in regional Australia. Scores of publications around the country ceased printing temporarily or permanently, creating ‘news deserts’ in some towns and regions, and significantly reducing access to local news in others. In response to this, local news start-ups began emerging in towns and regions across the country. Business models, publication frequency and other characteristics vary widely, but one characteristic that is widely shared is an emphasis on community engagement and local interests. This extends beyond the provision of local news to narratives highlighting multi-layered engagement with and support for communities. By engaging with communities as more than providers of news, these outlets may also be positioning themselves to support local social capital. This article explores key themes and ideas in the community-focused narratives of a purposive sample of start-up local news outlets to consider how their strategies of community connection and interaction may also contribute to social capital.

scholarly journals Business Model Innovation: Strategic Expansion of German Small and Medium Wineries into Hospitality and Tourism

2021 ◽  
Vol 11 (4) ◽  
pp. 146
Author(s):  
Marc Dressler ◽  
Ivan Paunovíc
Keyword(s):  
Business Model ◽  
Clustering Algorithm ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Principal Component ◽  
Wine Industry ◽  
Wine Production ◽  
Hospitality And Tourism ◽  
Tourism And Hospitality ◽  
Medium Enterprises

This article provides insights into the modalities of business-model change and innovation. On the basis of an analysis of empirical data of small and medium enterprises, a transition from wine production centrism to its expanded use in hospitality and tourism is explored. Previous research on wine tourism and hospitality predominantly focuses on a destination perspective, neglecting the organizational winery perspective. The article deploys a mixed methods approach, combining netnography and a content analysis for data collection with grounded research and clustering for theory building. The sample size included 885 German wineries. Data stemmed from two distinct sources (websites and a secondary publication in form of a wine guide) and has been analyzed through a two-step clustering algorithm as well as a Principal Component Analysis (PCA). The two-step clustering algorithm resulted in nine different business models while the PCA analysis grouped the variables into the following two categories: basic winery business model (BM) and BM extension into hospitality and tourism, thereby validating the difference between the two constructs. The results point to the diverse nature of business model extensions of wineries in tourism and hospitality, depending on their organizational type and size. This study offers a classification of small and medium sized enterprise’s strategic business model expansion, and explores the expansion of the wine industry through wine hospitality and tourism services, starting with the winery organizational perspective, which has not been done before.

scholarly journals The Effect of Entrepreneurial Self-efficacy and Entrepreneurial Competence on The Entrepreneurial Entry Decision and The Success of Start-up MSMEs in Medan City

2019 ◽  
Vol 8 (3) ◽  
pp. 204
Author(s):  
Imelda Sitinjak
Keyword(s):  
Self Efficacy ◽  
Small And Medium Enterprises ◽  
Business Success ◽  
Entrepreneurial Entry ◽  
Start Up ◽  
Asean Economic Community ◽  
Small Medium Enterprises ◽  
Medium Enterprises ◽  
Start Ups ◽  
Entry Decisions

One important element in the ASEAN Economic Community (AEC) 2025 blueprint is the strengthening of Small, Medium Enterprises (SMEs). The third largest city in Indonesia, Medan City, has a start-up Micro, Small, and Medium Enterprises (MSMEs) which ranks third in Sumatra itself. The problem is that not all MSMEs in Indonesia can survive or experience growth. So this study aims to determine the effect of entrepreneurial self-efficacy and entrepreneurial competence on entrepreneurial entry decisions and the success of start-up MSMEs in Medan City. The method of determining is the sample using a purposive sampling method, from 100 MSMEs owners. The findings of this study are that entrepreneurial self-efficacy (ESE) has a significant effect on entrepreneurial entry decisions, while entrepreneurial competence is not significant. However, the success of MSME start-ups in Medan is significantly influenced by entrepreneurial competence while ESE is not. The implication of this study is that strong confidence is needed when starting a business, and requires competence to gain business success.

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