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 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 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 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 Developing Value Proposition for Business Models of National Iranian Oil Companies

2018 ◽  
Vol 12 (1) ◽  
pp. 508-521
Author(s):  
Mohammadreza Khorshidi
Keyword(s):  
Business Model ◽  
Business Models ◽  
Oil Industry ◽  
Oil And Gas Industry ◽  
Structured Interview ◽  
Value Proposition ◽  
Oil Companies ◽  
National Oil Companies ◽  
A Value ◽  
Value Propositions

Abstract The Value proposition is one of the key aspects of a business model and plays a significant role in any business model. Nowadays, firms could be successful and even could be initiated, only when a value proposition of their business model is clarified precisely. There is a necessity for new studies in order to see whether National Oil Companies(NOCs) are promoting the proper business models that make them competitive. This research analyzes the value proposition and its influence on the NOC’s competitiveness and it supports to deliver the required products and services to their specific market segment and customers. The main objective of this research is to develop a value proposition for the business model of National Oil Companies(NOCs). This could enable firms to be more competitive in the oil industry, especially in the oil supply glut circumstance. In order to achieve this objective, the research methodology is based on the semi-structured interview with the main stakeholders in the oil industry which is NOCs. First, value propositions in the history of oil and gas industry are addressed in almost every decade, then five current or previous managers of National Iranian Oil Company are selected for the semi-structured interview to clarify the current market situation and eventually propose the desired value propositions for the business model of NOCs.

scholarly journals Design Thinking to Reinvent Values in a Business Model: a 4-Step Approach Using Ideation Virtual Tools

2022 ◽  
Author(s):  
Elina Mikelsone ◽  
Inga Uvarova ◽  
Jean-Pierre Segers
Keyword(s):  
Business Model ◽  
Business Models ◽  
Design Thinking ◽  
Idea Generation ◽  
Management Approach ◽  
Case Study Method ◽  
Virtual Tools ◽  
Value Propositions ◽  
Idea Management

Abstract The purpose of this paper is to create and test design thinking approach sequence, to redefine the value proposition. This paper suggests a 4-step systematic design thinking approach sequence to reinvent values in a business model, which was researched by a case study method. Based on the idea management approach the authors describe idea generation and evaluation processes by applying the design thinking approach and their possible moderation elements. Originality/value: a created approach could be applied by the organisations that would like to create new values or reinvent the existing ones in their business models value propositions.

Model Bisnis Kawasan Perternakan Kabupaten Subang

2018 ◽  
Vol 1 (1) ◽  
pp. 36-45
Author(s):  
Ferdi Fathurohman
Keyword(s):  
Business Model ◽  
Value Proposition ◽  
Business Model Canvas ◽  
Value Propositions

Tujuan dari penelitian ini adalah untuk mengidentifikasi model bisnis canvas yang terdiri dari sembilan elemen dan memetakan bagaimana strategi yang digunakan untuk peningkatan dan pengembangan bisnis kawasan peternakan Kabupaten Subang. Jenis penelitian ini penelitian deskriptif studi kasus. Metode yang digunakan adalah metode kualitatif dan kuantitatif dengan sequential exploratory design. pengumpulan data dilakukan dengan wawancara mendalam, observasi dan menyebarkan kuisioner kepada para peternak dan kelembagaan di kawasan peternakan. Hasil yang diperoleh dimana model bisnis dikatakan sudah baik jika ditinjau dari sembilan elemen menurut konsep business model canvas. Penelitian ini menemukan bahwa kekuatan kawasan peternakan adalah pada kategori tinggi. Peluang sangat tinggi pada segmen pelanggan dan ancaman tinggi pada value propositions. Maka dari itu, kawasan peternakan Cinagarabogo Kabupaten Subang disarankan untuk melakukan pengembangan bisnis dengan cara; menambah segmen pelanggan yaitu kalangan rumah makan, DKM mesjid dan perusahaan besar, meningkatkan value proposition dengan membuka kios daging dan membuka usaha olahan daging, membuat website, melakukan konsinyasi dengan beberapa sales points dan melakukan kerjasama dengan perguruan tinggi dan mencari freelance web developer.

MODEL BISNIS KAWASAN PETERNAKAN KABUPATEN SUBANG

2020 ◽  
Vol 1 (1) ◽  
Author(s):  
Ferdi Fathurohman
Keyword(s):  
Business Model ◽  
Value Proposition ◽  
Business Model Canvas ◽  
Value Propositions

AbstrakTujuan dari penelitian ini adalah untuk mengidentifikasi model bisnis canvas yang terdiri dari sembilan elemen dan memetakan bagaimana strategi yang digunakan untuk peningkatan dan pengembangan bisnis kawasan peternakan Kabupaten Subang. Jenis penelitian ini penelitian deskriptif studi kasus. Metode yang digunakan adalah metode kualitatif dan kuantitatif dengan sequential exploratory design. pengumpulan data dilakukan dengan wawancara mendalam, observasi dan menyebarkan kuisioner kepada para peternak dan kelembagaan di kawasan peternakan. Hasil yang diperoleh dimana model bisnis dikatakan sudah baik jika ditinjau dari sembilan elemen menurut konsep business model canvas. Penelitian ini menemukan bahwa kekuatan kawasan peternakan adalah pada kategori tinggi. Peluang sangat tinggi pada segmen pelanggan dan ancaman tinggi pada value propositions. Maka dari itu, kawasan peternakan Cinagarabogo Kabupaten Subang disarankan untuk melakukan pengembangan bisnis dengan cara; menambah segmen pelanggan yaitu kalangan rumah makan, DKM mesjid dan perusahaan besar, meningkatkan value proposition dengan membuka kios daging dan membuka usaha olahan daging, membuat website, melakukan konsinyasi dengan beberapa sales points dan melakukan kerjasama dengan perguruan tinggi dan mencari freelance web developer.

scholarly journals Strategi Bisnis Business Model Canvas pada Bumdes-Mart Berkah

PERSPEKTIF ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. 169-178
Author(s):  
Agung Prawijaya ◽  
R. Hamdani Harahap ◽  
Erika Revida
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Business Models ◽  
Customer Relationships ◽  
Market Development ◽  
Value Proposition ◽  
Business Model Canvas ◽  
Revenue Streams ◽  
Field Data Analysis ◽  
Key Resources

The purpose of this study was to see modern market development with the Franchise concept and in collaboration with third parties opens a partnership space in the management of Village Business Stores carried out by BUMDes managers. This study aims to analyze the implementation of the business strategy developed by BUMDes-Mart Berkah Jatimulyo Village, Pegajahan District, Serdang Bedagai Regency, using the business model canvas as a tool to identify existing business models. This research uses descriptive qualitative research methods, data collection techniques by conducting literature studies and research in the field. Data analysis was carried out by collecting data, reducing data, presenting data and drawing conclusions. The results obtained are in the form of a description of the nine elements in the business model consisting of customer segments, value proposition, customer relationships, customer segments, channels, revenue streams, cost structure, key activities, key resources, key partners. This business model will find out the weaknesses and strengths of a business that is being run and to find out what strategies can be implemented in the future. In addition to these aspects, the findings in this study are that there are factors that influence the business model canvas on BUMDes-Mart, namely in terms of market and financial segments.

scholarly journals Sustainability Transition in Industry 4.0 and Smart Manufacturing with the Triple-Layered Business Model Canvas

2020 ◽  
Vol 12 (6) ◽  
pp. 2364 ◽  
Author(s):  
Fernando E. García-Muiña ◽  
María Sonia Medina-Salgado ◽  
Anna Maria Ferrari ◽  
Marco Cucchi
Keyword(s):  
Business Model ◽  
Ceramic Tile ◽  
Industry 4.0 ◽  
Business Models ◽  
Smart Manufacturing ◽  
Value Proposition ◽  
Manufacturing Companies ◽  
Sustainable Business ◽  
Business Model Canvas ◽  
Sustainability Transition

Sustainability transition is becoming increasingly relevant at a manufacturing level, especially for resource- and energy-intensive industries. In addition, the 4.0 industry paradigm opens new opportunities in terms of sustainable development. The aim of this research is to analyze the introduction of sustainability in the corporate value proposition, through the evolution from a traditional to a sustainable business model. The business model innovation will be investigated in the case of a ceramic tile producer in the district of Sassuolo, Italy. The company has introduced several sustainability practices over the years and, through investments in Industry 4.0 technologies, is able to conduct impact assessments of its production process. The applied tool for the business model transition will be the Triple-Layered Business Model Canvas by Joyce and Paquin. The results illustrate the new company’s sustainable value proposition, considering all three pillars of sustainability: environment, economy, and society. Despite the limitations resulting from the individual case study, the findings can be easily adapted to other ceramic tile companies in the sector. Besides, the paper could inspire other manufacturing companies in the drafting of a sustainable business model. The paper explores the still limited literature on the application of sustainable business models in operational scenarios.

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