Cloud Based 3D Printing Business Modeling in the Digital Economy

2020 ◽  
pp. 116-135
Author(s):  
Norman Gwangwava ◽  
Albert U Ude ◽  
Enock Ogunmuyiwa ◽  
Richard Addo-Tenkorang
Keyword(s):  
3D Printing ◽  
Business Model ◽  
Global Economy ◽  
Business Models ◽  
Virtual Community ◽  
Business Case ◽  
The Past ◽  
Business Model Canvas ◽  
Industry Standard ◽  
3D Printers

3D printing, also known as additive manufacturing, is becoming the industry standard for manufacturing and prototyping. Although the technology is very old, it gained a huge traction in the past two decades. 3D printing favors unique once-off orders (mass customization) in contrast to mass production. This calls for innovative business models in order to realize economic gains from the technology. Increased product innovations in the global economy also contribute to wide adoption of 3D printing unlike in the old days. A transition in the manufacturing field has brought e-manufacturing and now cloud-based manufacturing. Machines, including 3D printers, in the past were not Internet-enabled but modern designs have the capability of Internet connectivity. Cloud-based 3D printing is a new model of design that has a significant impact on today's entrepreneurs. This article focuses on a business case for a cloud-based approach in consumer product niches. A cloud-based 3D printing business model (3D-Cloud) is developed based on the business model canvas, which promises major breakthroughs in e-entrepreneurship innovation. The model uses a virtual community approach to bring together technocrats, enthusiasts, and shared 3D printer facilities of common interests, whilst promoting an enterprising spirit.

Cloud Based 3D Printing Business Modeling in the Digital Economy

2018 ◽  
Vol 8 (2) ◽  
pp. 25-43 ◽  
Author(s):  
Norman Gwangwava ◽  
Albert U Ude ◽  
Enock Ogunmuyiwa ◽  
Richard Addo-Tenkorang
Keyword(s):  
3D Printing ◽  
Business Model ◽  
Global Economy ◽  
Business Models ◽  
Virtual Community ◽  
Business Case ◽  
The Past ◽  
Business Model Canvas ◽  
Industry Standard ◽  
Common Interests

3D printing, also known as additive manufacturing, is becoming the industry standard for manufacturing and prototyping. Although the technology is very old, it gained a huge traction in the past two decades. 3D printing favors unique once-off orders (mass customization) in contrast to mass production. This calls for innovative business models in order to realize economic gains from the technology. Increased product innovations in the global economy also contribute to wide adoption of 3D printing unlike in the old days. A transition in the manufacturing field has brought e-manufacturing and now cloud-based manufacturing. Machines, including 3D printers, in the past were not Internet-enabled but modern designs have the capability of Internet connectivity. Cloud-based 3D printing is a new model of design that has a significant impact on today's entrepreneurs. This article focuses on a business case for a cloud-based approach in consumer product niches. A cloud-based 3D printing business model (3D-Cloud) is developed based on the business model canvas, which promises major breakthroughs in e-entrepreneurship innovation. The model uses a virtual community approach to bring together technocrats, enthusiasts, and shared 3D printer facilities of common interests, whilst promoting an enterprising spirit.

Analysis of Federated Business Models: An Application to the Business Model Canvas, ArchiMate, and e3value

2015 ◽  
Author(s):  
Artur Caetano ◽  
Goncalo Antunes ◽  
Marzieh Bakhshandeh ◽  
Jose Borbinha ◽  
Miguel Mira da Silva
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Canvas

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

Business Model Canvas on Paddy Straw Mushroom Cultivation Sociopreneurship (A Study on Daarul Qur'an Wal-Irsyad Wonosari Islamic Boarding School)

2021 ◽  
Vol 1 (3) ◽  
pp. 56-67
Author(s):  
Anis Siti Hartati ◽  
A.Y.N. Warsiki ◽  
Titik Kusmantini ◽  
Aris Kusumo Diantoro
Keyword(s):  
Business Model ◽  
Business Models ◽  
Boarding School ◽  
Study Data ◽  
Customer Relationships ◽  
Mushroom Cultivation ◽  
Paddy Straw ◽  
Business Model Canvas ◽  
Straw Mushroom ◽  
Method Approach

Business model innovation can be a strategy for developing paddy straw mushroom business in the era of increasing global competition. This study was conducted to analyze and design a business model with a business model canvas on the Sociopreneurship of Straw Mushroom Cultivation at Islamic Boarding School Daarul Qur'an Wal-Irsyad Wonosari. The analysis will be carried out on each block of Business Model Canvas which includes customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The implementation of the business model Canvas can encourage students and the community around the Islamic boarding school to be involved in developing business models so that the right business model can be obtained and the Islamic boarding school can be economically independent. The research method used is qualitative through a phenomenological method approach by examining various observed factors related to the object under study. Data collection techniques are using surveys and interviews. The population in this study is the organizer of the Sociopreneurship of Straw Mushroom Cultivation at Daarul Qur'an Wal-Irsyad Wonosari Islamic Boarding School. Testing the validity of the data is using the triangulation technique. This technique is a multi-method approach in collecting and analyzing data that are obtained by researchers from various different perspectives so that a high level of accuracy is gained.

A dynamic business model for Turkish techno parks: looking through the lenses of service perspective and stakeholder theory

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gülçin Polat
Keyword(s):  
Business Model ◽  
Stakeholder Theory ◽  
Business Models ◽  
Institutional Environment ◽  
Content Type ◽  
Dynamic Framework ◽  
Business Model Canvas ◽  
Functional Differences ◽  
Theoretical Perspectives ◽  
Service Perspective

Purpose The purpose of this paper is to analyze the business model of techno parks (TPs) in Turkey and shed light on the value co-creation in TPs in the light of the service perspective and stakeholder theory. Design/methodology/approach In this conceptual paper, a generic business model canvas for Turkish TPs has been elicited based on an in-depth review of the literature. Then, the functioning of the model and the nature of value co-creation have been viewed through the lenses of service perspective and stakeholder theory, and then the relationships and flows between the components of the business model have been visualized with a dynamic model. Findings The institutional environment leads Turkish TPs to have similar business models with functional differences. The value is co-created by stakeholders in TPs and value co-creation depends on the skills, competencies and cooperative efforts of all actors involved in the functioning of the business model. Practical implications This paper provides insight for TP management companies to improve their business models, for policymakers to refine institutional framework to enable effective functioning of TPs and for stakeholders to understand their role in value co-creation. Originality/value This paper provides a dynamic framework and a model for understanding business models of TPs and the value co-creation process, which is an understudied area, especially in a developing country context. It also extends the business model and value co-creation literature in the context of TPs by integrating multiple theoretical perspectives.

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.

scholarly journals New Operating Strategies for an On-the-Road Modular, Electric and Autonomous Vehicle Concept in Urban Transportation

2019 ◽  
Vol 10 (4) ◽  
pp. 91
Author(s):  
Christian Ulrich ◽  
Horst E. Friedrich ◽  
Jürgen Weimer ◽  
Stephan A. Schmid
Keyword(s):  
Business Model ◽  
Urban Areas ◽  
Business Models ◽  
Autonomous Vehicle ◽  
Vehicle Concept ◽  
Drive Unit ◽  
The Road ◽  
Business Model Canvas ◽  
Operating Strategies ◽  
On The Road

Today commercial transport in urban areas faces major challenges. These include making optimal use of limited space, avoiding empty trips, meeting driver shortages as well as reducing costs and emissions such as CO2, particulate matter and noise. The mutual acceleration and reinforcement of technological trends such as electrification, digitization and automation may enable new vehicle and mobility concepts that can meet these challenges. One possible vehicle concept is presented in this article. It is based on on-the-road modularization, i.e., a vehicle that can change different transport capsules during operation. The vehicle is divided into an electrically propelled autonomous drive unit and a transport unit. Standardized interfaces between these units enable the easy design of capsules for different uses, while the drive unit can be used universally. Business models and operating strategies that allow optimal use of this vehicle concept are discussed in depth in the article. First, the current situation is analyzed followed by a detailed description of an exemplary business model using a business model canvas. The operating strategies and logistics concepts are illustrated and compared with conventional concepts.

scholarly journals Identify Innovative Business Models: Can Innovative Business Models Enable Players to React to Ongoing or Unpredictable Trends?

2015 ◽  
Vol 5 (3) ◽  
Author(s):  
Paola Pisano ◽  
Marco Pironti ◽  
Alison Rieple
Keyword(s):  
3D Printing ◽  
Business Model ◽  
Business Models ◽  
Text Messages ◽  
The Internet ◽  
Printing Technology ◽  
3D Printing Technology ◽  
On Demand ◽  
Phone Calls ◽  
New Business

AbstractSocioeconomic trends (such as makers, crowdsourcing, sharing economy, gamification) as well as technological trends (such as cloud computing, 3D printing technology, application, big data, TV on demand and the Internet of things) are changing the scenario and creating new opportunities, new businesses and, as a result, new players. The high level of uncertainty caused by the fast speed of innovation technology along with an enormous amount of information difficult to analyse and exploit are characterizing the current framework. On the other hand, businesses such as Netflix – with its 44,000 users and a long tail business model – show a new service based on TV on demand where innovation starts from the convergence between two different industries (TV and the Internet) and spreads on the need of new users. Quirky, with its innovative open business model, is manufacturing new products designed and developed by the community and finally produced with the use of 3D printing technology. While Google in a multi-sided model are giving their new glasses to different developers who build their own application on them, Kickstarter finds its business funders in the crowd, and pays them back with its future products, according to what the organization needs. Another element that adds complexity to the previous framework is the new customer. He or she is showing a social attitude in favour of transparency, openness, collaboration, and sharing. Every second more than 600 tweets are posted on Twitter and around 700 status updates are posted on Facebook. At the same time, people are receiving text messages, e-mails and skype or phone calls and simultaneously consuming TV, radio and print media. In this scenario characterized by trends where employees, funders, customers and partners do not play a stable role but work together with a sort of “platform organization” to create a product or service completely customized for different market niches, how can an organization set up an innovative business model in a defined trend? Is it possible to identify a sort of framework, able to inspire new business models, with an examination of trends? In this article we will use a mix of different approaches to inspire new business model.

Five strategies provide a model for innovation

2016 ◽  
Vol 32 (5) ◽  
pp. 19-21
Keyword(s):  
Business Model ◽  
Cross Section ◽  
Design Methodology ◽  
Business Models ◽  
Content Type ◽  
High Performing ◽  
Business Model Canvas ◽  
Starting Point ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Here, the Business Model Canvas devised by Alexander Osterwalder and Yves Pigneur is a starting point for categorization of the efforts of 40 companies to create their own appropriate model. From these, five archetypal business models were then derived. Those firms represent a cross section of popular and dominant industries and sectors, with a preference toward enterprises with non-traditional business models. Five high-performing companies have been chosen to illustrate the success of each business model. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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.

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