scholarly journals Implementation Of Business Road Map as a Development of Business Model Canvas In The Ruang Temu Café In Samarinda

2021 ◽  
Vol 3 (2) ◽  
pp. 90-97
Author(s):  
Riyan Danu Setiawan ◽  
Finnah Fourqoniah ◽  
Muhammad Fikry Aransyah
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Business Models ◽  
Market Competition ◽  
Business Plan ◽  
Mapping Method ◽  
Road Map ◽  
Business Model Canvas ◽  
New Business ◽  
The One

Business actors must understand the importance of a business model in entrepreneurship; a business strategy is needed. There are several business models, but the one most often used by business actors is the Business Model Canvas or what we usually know (BMC). According to several studies, the Business Model Canvas can still be a business model that can still be developed into a more detailed business model and better mapping. Then from the Business Model Canvas, a new business model was developed, namely the Business Road Map, to win the market competition. Business Road Map is a pattern or Business Mapping Method to build a business model/business plan capable of creating growth over time. It was found that there was a significant increase in turnover after implementing the Business Roadmap. The actual Business Road Map is a development of the Business Model Canvas. Compared to other business models, the Business Road Map is considered to be much more detailed in business mapping and can also check the business's growth.

scholarly journals Business Roadmap Model: A Review of Research

2021 ◽  
Vol 10 (2) ◽  
pp. 99-106
Author(s):  
Finnah Fourqoniah ◽  
Riyan Danu Setiawan ◽  
Muhammad Fikry Aransyah
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Business Models ◽  
Market Competition ◽  
Mapping Method ◽  
Road Map ◽  
Business Model Canvas ◽  
Doing Business ◽  
New Business ◽  
The One

In doing business, business actors must understand the importance of a business model in entrepreneurship; a business strategy is needed. There are several business models, but the one most often used by business actors is the Business Model Canvas or what we usually know (BMC). According to several studies, the Business Model Canvas is a business model that can still be developed into a more detailed business model and better mapping. Then from the Business Model Canvas, a new business model was developed, namely the Business Road Map, to win the market competition. Business Road Map is a pattern or Business Mapping Method to build a business model/business plan capable of creating growth over time.

Zur Bedeutung der Wettbewerbsrolle im Gesundheitswesen

2012 ◽  
Vol 61 (3) ◽  
Author(s):  
Jürgen Zerth
Keyword(s):  
Health Care ◽  
Business Strategy ◽  
Business Models ◽  
Health Care Market ◽  
Future Health ◽  
Incentive Structures ◽  
New Business ◽  
Future Health Care ◽  
The One ◽  
New Business Models

AbstractThe German private health insurers (PKV) face different obstacles for a further successful development. On the one hand the PKV system lacks from adequate incentive structures to overcome forms of moral hazard and supplier-induced demand which becomes more relevant with respect to demographic- related care. On the other hand PKV must develop new business models for a demand-driven health care market. The latter challenge also threats the statutory health care insurers but their market powers as well as some governance reforms in the past have strengthened GKV-insurers in order to get more efficient. At least, PKV has to adapt its own business strategy to be prepared for the main topic of future health care: implementation of innovation within a continuous demographic change.

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 The Analysis of Implementation Business Model Canvas At The E-Marketplace Dipeta Company

2017 ◽  
Vol 4 (2) ◽  
pp. 125-133
Author(s):  
Ni Wayan Purnawati ◽  
Djoko Budiyanto Setyohadi
Keyword(s):  
Business Model ◽  
Business Models ◽  
National Level ◽  
The Internet ◽  
Good Information ◽  
Education Services ◽  
Business Model Canvas ◽  
New Business ◽  
Weak Points ◽  
New Business Models

In the internet Era as now everything is easily accessible, obtaining good information, education, services even trade. E-Marketplace as a new innovation for interaction between buyer and seller can also encourage micro medium to promote his business. www.pesansaja.com released by dipeta in the field of E-Marketplace of local culinary, which still require a lot of innovation to be able to attract customers and keep them. Innovation is also needed to be able to compete with other competitors on the E-Marketplace that engaged in the same. Hence the need for the implementation of the business model in this business model Canvas to get new business models to suit the wishes of the customer and an evaluation based on the strong and weak points of this business. The results of the implementation are expected to make the company's E-Marketplace is getting big and compete at a national level as an E-Marketplace of successful culinary attract customers

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.  

Starbucks in China: What lessons can Starbucks learn from Luckin?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Heidi M.J. Bertels ◽  
David Desplaces
Keyword(s):  
Consumer Behavior ◽  
Business Model ◽  
Undergraduate Students ◽  
Business Strategy ◽  
Chinese Culture ◽  
Business Models ◽  
Corporate Entrepreneurship ◽  
Chinese Market ◽  
Content Type ◽  
Business Model Canvas

Theoretical basis The case integrates frameworks on business models, the business model canvas (BMC) and Porter’s generic strategies in the context of the coffee industry in China. The case enables students to construct a Business Model Canvas for competing companies, analyze the canvas to deduce the generic strategy they are pursuing, and formulate recommendations based on this analysis. Research methodology The case is derived from secondary sources, including publicly available reports and information about Starbucks and Luckin. Case overview/synopsis This case looks at Starbucks in China as it faces a fierce Chinese competitor and evolving consumer behavior. Luckin, a Chinese coffee store company, had seen explosive growth since its inception in Beijing in 2017. By late 2019, its number of brick-and-mortar locations surpassed the number of Starbucks’ coffee stores in China, which had entered the Chinese market two decades earlier in 1999. Luckin’s focused on convenience through leveraging technology and reducing costs by limiting physical stores. Although Luckin’s fortunes turned in March of 2020, after an accounting scandal came to light, Luckin’s success suggests that consumers were attracted to its positioning as a “fast coffee pickup and delivery” provider. The case describes Starbucks’ strategy in China, which it sees as an important long-term growth market. It also describes the strategic activities of fast-growing, Chinese coffee company Luckin and discusses Chinese culture and consumer behavior. Complexity academic level The case is written for undergraduate students enrolled in a business strategy or corporate entrepreneurship course. Given that the case centers on China, it could also be used in international entrepreneurship/business courses.

scholarly journals Business Model Representations for Value Creation Through Service information System

2020 ◽  
pp. 61-69
Author(s):  
Ibrahim Suleiman Yahaya ◽  
Aslan Bin Amat Senin ◽  
Maryam M.B Yusuf ◽  
Saleh F A Khatib ◽  
Amina Usman Sabo
Keyword(s):  
Business Model ◽  
Business Models ◽  
Innovation Process ◽  
Service Business ◽  
Business Model Canvas ◽  
Service Information ◽  
Technological Advances ◽  
New Business ◽  
Market Opportunities ◽  
New Business Models

Developing new service business - models is an essential task for various companies, driven by technological advances and lucrative market opportunities. To support the innovation process, various methods and techniques have been developed for creating new business models. However, the present business model strategies lack a reflection of market characteristics such as co-creation and as well as contextualization, restricting their appeal for creative service - business - models. The Service, Business Model Canvas “SBMC” will address this shortcoming founded on a combined research framework that pursues to advance the current business - model - representation. Aimed at this reason, a focusing group sessions method was conducted that suggested using the SBMC to design, understand, and evaluate co-creation in dealing business models. Besides, this research offers insights to how business model representations are implemented in the process of product creation.

scholarly journals Implementasi Strategi Pengembangan Bisnis Dengan Business Model Canvas

2021 ◽  
Vol 4 (2) ◽  
pp. 51-61
Author(s):  
Bangkit Rambu Sukarno ◽  
Muhamad Ahsan
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Swot Analysis ◽  
Practical Implication ◽  
Customer Relationships ◽  
Business Strategies ◽  
Business Model Canvas ◽  
New Business ◽  
The Cost ◽  
Key Resources

This study aims to determine the mapping of existing business strategies and develop new business strategies into a business model canvas. The method used is descriptive qualitative. Data were collected through observation, documentation, and interview. The collected data were analyzed using SWOT analysis and the results were elaborated into nine elements of the Business Model Canvas. The results showed that the business strategy obtained from the Business Model Canvas mapping is good enough because each element supports each other to increase revenue. The practical implication is that several strategies must be improvised to increase revenue, including by developing key resources, increasing the cost structure for advertising, and persuading customers to become resellers as key partnerships, customer relationships, and channels.

scholarly journals Research and analysis of carsharing service

2021 ◽  
Vol 82 (4) ◽  
pp. 40-48
Author(s):  
B.Ye. Amirgaliyev ◽  
◽  
G. K. Yegemberdiyeva ◽  
Keyword(s):  
Literature Review ◽  
Business Model ◽  
Business Models ◽  
Legal Aspects ◽  
Car Sharing ◽  
Business Model Canvas ◽  
Different Types ◽  
New Business ◽  
Potential Risks

The article is devoted to the research and analysis of the car-sharing service. Great attention is paid to the literature review, and different business models suitable for building a car-sharing service are examined. Based on existing business models for different types of car sharing, the authors have justified and presented a new business model canvas. Another focus of the article is the study of the legal aspects for the establishment of a carsharing service in Kazakhstan, as well as the analysis of potential risks and methods for their management.

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.

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