scholarly journals Analisis Model Bisnis pada UMKM Kuliner yang Menerapkan Konsep Sharing Food

2021 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Vitha Octavanny
Keyword(s):  
Business Model ◽  
Value Proposition ◽  
Business Model Canvas

Penelitian ini bertujuan untuk merancang Business Model Canvas (BMC) yang telah dijalankan pada Bisnis Kuliner Pitiks Roast Chicken. Metode penelitian yang digunakan adalah deskriptif dengan pendekatan kualitatif. Pengumpulan data yang dilakukan menggunakan teknik wawancara. Temuan penelitian menunjukkan bahwa di masa pandemi ini bisnis kuliner dapat dijalankan secara digital. Keberadaan tempat makan dine-in menjadi faktor yang kurang penting. Temuan lain menunjukkan bahwa value proposition yang menjadi keunggulan Pitiks Roast Chiken ini adalah konsep sharing food yang bergaya Internasional dengan cita rasa tradisional. Hasil analisis SWOT menghasilkan rekomendasi yang mana diperlukan metode baru untuk memperluas pangsa pasar dengan berbagai perancangan yang matang dengan cara menjalin kerjasama dengan beberapa platform online untuk meningkatkan revenue dan penelitian ini menilai Pitiks perlu mensosialisasikan value yang dimiliki kepada masyarakat sehingga awareness dapat terbangun di benak masyarakat sebagai makanan sharing.

scholarly journals Innovation in Start-Up Business Model in Energy-Saving Solutions for Sustainable Development

Energies ◽  
2021 ◽  
Vol 14 (12) ◽  
pp. 3583
Author(s):  
Bogdan Wit ◽  
Piotr Dresler ◽  
Anna Surma-Syta
Keyword(s):  
Sustainable Development ◽  
Local Government ◽  
Energy Saving ◽  
Business Model ◽  
Value Proposition ◽  
Sustainable Business ◽  
Business Model Canvas ◽  
Start Up ◽  
Sustainable Value ◽  
Research Questions

Socially expected innovations are innovations considering sustainable development. The subject of the paper focuses on the business model of a start-up providing energy saving services to local government units using smart technologies of Industry 4.0 in the aspect of low touch economy. A methodical critical literature review including quantitative and qualitative assessment, stakeholder analysis and business modeling techniques using Business Model Canvas and Triple Layer Business Model Canvas (TLBMC) was conducted. In addition, an in-depth analysis of a start-up case study was conducted. The research questions are related to the interpretation of the organization’s business data and methods of interpreting Sustainability 3.0 business solutions. The research questions were directed to the challenges regarding the creation of the organization’s sustainable business model architecture and the Business Sustainability 3.0 sustainable business imaging concept. The research objective is to design a sustainable business model of a start-up providing energy-efficient services to local government units, whose value proposition refers to an extended sustainable value that meets the economic, social and environmental needs of society. The integration of sustainability in the sustainable business model of the start-up allowed to achieve the research objective of designing a sustainable value proposition that meets the economic, social and environmental needs of society.

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

scholarly journals BUSINESS MODEL CANVAS PERUSAHAAN PENGOLAH RUMPUT LAUT

2018 ◽  
Vol 8 (1) ◽  
pp. 1-16
Author(s):  
Ammar Fathin Mahdi ◽  
Lukman Mohammad Baga
Keyword(s):  
Business Model ◽  
Swot Analysis ◽  
Customer Relationship ◽  
Primary Data ◽  
Business Activity ◽  
Value Proposition ◽  
Business Model Canvas ◽  
New Business ◽  
Customer Segment

Winner Perkasa Indonesia Unggul is a SME that sells product based on seaweed processing. The enterprise is trying to improve their business activity on seaweed processing products. The purposes of this research are to identify the existing business model at the enterprise, to evaluate the model, and to generate a new business model prototype with the Business Model Canvas method analysis. This research  is a case study on a company, and conducted in March-May 2016. The data used are primary data in the form of interviews and internal company data, while qualitative analysis used to evaluate the business model, and the SWOT analysis method used to help generating new business model prototype. The results of this research were two alternative of business model prototype for the enterprise’s development in the future. The first alternative is trying to classify new customer segment, and followed by creating the new value proposition. With the additional of new customer segment and the new value proposition, it caused the enterprise to extend the channels by optimalizing technologies, and eventually increase the revenue stream of the enterprise. The second alternative is trying to increase the customer relationship by creating the new value proposition. It will raise the opportunity to make an alliance or partnership for helping the business activity of the enterprise. However, the changes on some parts of the business model will affect the enterprise’s cost structure.

scholarly journals Business model innovation of Qingdao Youzhu Decoration Company

2020 ◽  
Vol 214 ◽  
pp. 02046
Author(s):  
Liu Haibing ◽  
Kan Yuyue
Keyword(s):  
Business Model ◽  
Business Model Innovation ◽  
Customer Segmentation ◽  
Cost Structure ◽  
Customer Relationships ◽  
Value Proposition ◽  
Business Model Canvas ◽  
Revenue Sources ◽  
Home Decoration

There are many problems in home decoration industry, such as imperfect industry system, lack of integrity of enterprises, low quality of construction personnel, etc. However, Qingdao Youzhu Home Decoration Co., Ltd. has achieved rapid growth with the innovation of business model. Therefore, based on Qingdao Youzhu Home Decoration Co., Ltd., this paper attempts to analyze the company’s business model innovation. The conclusion shows that the company’s business model canvas includes nine modules of important partners, value proposition, key business, core resources, customer segmentation, customer relationships, Channel access, revenue sources and cost structure, and each module plays an important role.

scholarly journals Regression Analysis Of Inter-Variable Relationships Within Business Canvas Model: Value Proposition, Key Resources, Revenue And Cost Structure With The Cobb Douglass Production Function Approach (Study Case: Basic And Chemical Industries From 2006-2017)

2020 ◽  
Vol 20 (2) ◽  
pp. 95
Author(s):  
Devanny Gumulya
Keyword(s):  
Dynamic Model ◽  
Production Function ◽  
Business Model ◽  
Consumer Goods ◽  
Cost Structure ◽  
Value Proposition ◽  
Financial Report ◽  
Business Model Canvas ◽  
Basic Industry ◽  
Key Resources

In the 21st century disruptive era, in order to survive a company must innovate their business model constantly. In 2006 – 2017, the number of finish goods produced by base and chemical industry sector compare to agriculture and consumer goods sector were lower. Thus, this research tries to do regression with simultenous approach by analyzing variabel combined from the business model canvas concept by Osterwalter and Pigneur, 2010 and production function Cobb Douglas. The BMC was filled with financial report from Bloomberg. From the data, only several variables from BMC can be analyzed, the variables are value proposition, key resources, revenue and cost structure. This research also tries to analyze the relation between BMC internal variabel with external variabel from macro economy. The research results are revenue positively influence finish goods, while revenue is positively influenced by cost of good sols and external variabel national GDP. ARIMA forecast is done in static and dynamic model. From the static model founded that, from 2017-2018 BRNA and TPIA increase their finish goods significantly. For the longer prediction 2017 – 2025 a dynamic model is used, founded that all companies will not have significant growth in their finish goods production. The basic and chemical industry’s finish goods still going to be lower than agriculture and consumer goods industry. Concluded that manufacture industry that relates directly to human’s primary needs, the finish goods average will always be higher than basic industry and chemical in which this sector is not directly needed by human. Keywords: business model canvas; production function cobb douglas; 2sls

scholarly journals Strategic Formulation Analysis to Build a New Business Startup “Jamu Partnership” in Indonesia

2021 ◽  
Vol 8 (8) ◽  
pp. 568-576
Author(s):  
Erna Setiyawati ◽  
Andhika Saputra ◽  
Rhian Indradewa
Keyword(s):  
Business Model ◽  
Value Proposition ◽  
Strategy Formulation ◽  
Business Model Canvas ◽  
Startup Company ◽  
New Business ◽  
Generic Strategy ◽  
Formulation Analysis ◽  
The Right ◽  
Internal And External Factors

Background – PT Oesodo Alam Mandiri (PT OAM) is a startup company that was established to provide solutions to business opportunities and problems that are being faced by people in Indonesia. Before starting a business, it is necessary to analyze both internal and external factors, also carry out strategy formulation. The results of this analysis will assist in determining the right strategy and business model. Through the right strategy and business model, a newly established startup company will be able to compete and be sustainable. Method – Using Value Proposition Canvas, EFE, IFE, VRIO, CPM, SWOT, IE, QSPM, Porter’s Generic Strategy and Lean Business Canvas Model. Result – This analysis helps to determine the right business model for jamu partnership startup company. Keywords: Startup, Value Proposition Canvas, Lean Business Model Canvas, Jamu, Indonesia.

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 The Creative Business Model Canvas

2020 ◽  
Vol 16 (2) ◽  
pp. 141-158
Author(s):  
Michelle Carter ◽  
Chris Carter
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Environment ◽  
Social Enterprises ◽  
Value Proposition ◽  
Visual Artists ◽  
Structured Interviews ◽  
Content Type ◽  
Business Model Canvas ◽  
Symbolic Value

Purpose Creative and cultural producers, like social enterprises, operate in a complex business environment where the value proposition is difficult to define, and the organisational motivations are not always financially driven. In the case of Australian visual artists, low incomes and limited access to government funding magnify the importance of developing sustainable business models. This paper aims to present the Creative Business Model Canvas (CBMC), a reinterpretation of Osterwalder and Pigneur’s CBMC (2010), for the benefit of a visual artist’s business planning. Design/methodology/approach This qualitative study uses data from semi-structured interviews to analyse and evaluate the effectiveness of the Osterwalder and Pigneur’s BMC (2010) for use by creative artists to understand the value of their artwork beyond traditional profit-driven business models. A modified canvas is presented to capture a clearer snapshot of creative arts practice with a focus on value propositions that possess dimensions of symbolic value. Findings This study found that the symbolic value of an artist’s practice is difficult to capture using Osterwalder and Pigneur’s CBMC (2010). An artist value proposition is composed of the artifact, artistic services and the artist’s identity. The creative CBMC, as a modified CBMC, captures aspects of the artistic identity such as professional achievements, personal life and the artist’s authenticity. Originality/value This study builds on Osterwalder and Pigneur’s CBMC and reimagines it for use by visual artists and art-based social enterprise organisations where the notion of value can be challenging to articulate.

scholarly journals REMODELING BISNIS REMODELING BISNIS PT SASAKURA INDONESIA DENGAN MENGGUNAKAN BUSINESS MODEL CANVAS (BMC)

2018 ◽  
Vol 9 (2) ◽  
pp. 352-373
Author(s):  
Humam Mahmudi
Keyword(s):  
Business Model ◽  
Hard Copy ◽  
Value Proposition ◽  
Business Model Canvas ◽  
Soft Copy ◽  
Revenue Streams ◽  
Key Resources

Beberapa tahun terkahir PT Sasakura Indonesia mengalami penurunan keuntungan selama tahun 2016-2017. sehingga yang semula setahun dapat menghasilkan keuntungan perusahaan sebesar 3 milyar Rupiah, namun pada saat itu perusahaan justru merugi sebesar 2,19 milyar Rupiah. Kerugian ini sebagai dampak dari kondisi global dan kondisi ekonomi dalam negeri. Dalam kondisi profit yang terus merosot ini PT Sasakura Indonesia patut mengadakan perubahan. Sehingga dalam menghadapi permasalahan yang ada tersebut, PT Sasakura Indonesia perlu melakukan penyesuaian Bussines Model Canvas (BMC) yang baru. Perusahaan perlu menelaah kembali posisi SWOT perusahaan saat ini, kemudian membuatkan business model canvas dalam upaya memperbaiki model bisnisnya. Business Model Canvas ini juga dapat membantu perusahaan untuk mengenali apa yang menjadi value proposition perusahaan, serta bagaimana membangun dan menjalankan key activities dan key resources dalam menciptakan value proposition dan mendapatkan revenue streams, memahami bagaimana produk dan jasa yang ditawarkan perusahaan dapat dikomunikasikan dengan baik kepada konsumen. Data dari dokumen laporan dalam bentuk hard copy maupun soft copy yang ada di PT Sasakura Indonesia sekaligus sebagai perusahaan yang di teliti. Jenis data primer yaitu data yang berasal langsung dari sumber data yang dikumpulkan secara khusus dan berhubungan langsung dengan permasalahan yang di teliti dengan cara observasi, wawancara, Sedangkan jenis data sekunder diperoleh melalui kajian pustaka, review penelitian relevan sebelumnya, dokumen dan laporan rutin perusahaan. Hasilnya dapat diketahui posisi perusahaan berdasarkan review SWOT, yang menunjukkan bahwa perusahaan PT Sasakura Indonesia masih memiliki peluang cukup baik untuk merebut pasar atau konsumen, dimana strategi yang dapat digunakan yaitu kombinasi strategi Strength-Opportunity. Denggan begitu dapat dibuatkan remodelling business model canvas baru yang selaras dengan posisi SWOT dan strategi baru yang mendukung terlaksananya business model canvas baru yang dibuat.  

scholarly journals Perencanaan Model Bisnis pada UMKM dalam Mengembangkan Oleh-oleh Khas Bekasi

2021 ◽  
Vol 1 (1) ◽  
pp. 75
Author(s):  
Jati Paras Ayu
Keyword(s):  
Business Model ◽  
Cost Structure ◽  
Customer Relationship ◽  
Value Proposition ◽  
Business Model Canvas ◽  
Revenue Streams ◽  
Key Resources

Penelitian ini bertujuan untuk mengidentifikasi model bisnis yang digunakan oleh bisnis kuliner Bekasi Salaku dengan menggunakan business model canvas. Identifikasi dilakukan dalam 9 elemen dalam business model canvas yaitu customer segments, value proposition, channels, customer relationship, revenue streams, key resources, key activities, key partnership, dan cost structure. Penelitian ini menggunakan pendekatan kualitatif dan metode penelitian ini adalah studi kasus. Pengumpulan data primer pada penelitian ini dilakukan yaitu dengan menggunakan wawancara. Hasil penelitian yang ditemukan ialah belum adanya perencanaan Business Model Canvas yang memenuhi 9 elemen model bisnis, oleh karena itu peneliti membantu membuatkan atau merencanakan usaha kuliner khas Bekasi Salaku ke dalam 9 elemen model bisnis. Setelah merancang dari 9 elemen model bisnis Salaku miliki maka hasil simpulan dan saran yang dapat diberikan yaitu, Salaku perlu membuat strategi marketing yang lebih gencar dan menarik untuk memasarkan produk yang spesifik kepada pasar yang potensial. Strategi marketing yang lebih gencar seperti membuat suatu jadwal posting Sosial Media dalam satu timetable lalu bekerja sama dengan banyak Lembaga terkait seperti Dinas Pariwisata daerah, lalu memasarkan produk yang menarik yaitu membuat design postingan sosial media yang lebih atraktif dari warna dan angle foto lalu mengemas produk yang sesuai pada tren saat ini.

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