The Business Model Canvas

Painel do The Business Model generationThe Business Model Canva

Business Model Innovation

[Excerpt] Who is your customer? What does the customer value? How do you deliver value to customers at an appropriate cost? Business models that focus on the who, what, and how to clarify managerial choices and their consequences underpin the operations of successful organizations

Business process and practice alignment meta-model

Business Process Modelling (BPM) is one of the most important phases of information system design. Business Process meta-models allow capturing informational and behavioural aspects of business processes. Unfortunately, standard business process meta-modelling approaches, such as the Business Process Model and Notation (BPMN) Meta-model, Quality-Oriented Business Process Meta-Model (QOBPM) and Transactional Meta-Model for Business Process (TMBP) focus just on process description, providing different business process models. According to these meta-modelling approaches, it is not possible to compare and identify related daily practices in order to improve business process models. This lack of information recognizes that further research in Business Process (BP) meta-model is needed to reflect the evolution/change on software processes. Considering this limitation in BP meta-modelling, this paper presents a comparative study of the most recognized business process meta-models approaches and introduces a new BP meta-model designed by Business Process and Practice Alignment Meta-model (BPPAMeta-model). Our intention is to present observed problems in existing approaches and propose a business process meta-model that addresses features related to the alignment between daily work practices and business process descriptions. (C) 2015 The Authors. Published by Elsevier B.V

An engineering approach to business model experimentation – an online investment research startup case study

Every organization needs a viable business model. Strikingly, most of current literature is focused on business model design, whereas there is almost no attention for business model validation and implementation and related business model experimentation. The goal of the research as described in this paper is to develop a business model engineering tool for supporting business model management as a continuous design, validation and implementation cycle. The tool is applied to an online investment research startup in roll out and market phase. This paper describes the research as performed in a case study setting by focusing on the design, implementation and evaluation of the business model engineering tool. We also analyze the actual implementation and usage of the business model tool by the online investment research startup by focusing on the most critical actions related to actual business model implementation – i.e. actions with so-called ‘Lollapalooza tendencies’

BUSINESS MODEL E - TICKETING SHUTTLE TRAVEL BASED ON MOBILE APPLICATION USING BUSINESS MODEL CANVAS APPROACH FINAL PROJECT

ABSTRAKSI: Shuttle travel business is popular public transportation in Jakarta and Bandung, there are a lot of shuttle travel companies who provide this service with many variants of departure schedule and destinations. The ticket sales system that implemented by them generally using call center, which means customer order by phone call and pay the bills at shuttle travel station. The growth of internet penetration user in Indonesia especially Jakarta and Bandung change the behaviour of people to access information from offline to online. This condition drive business owner of shuttle travel to put display the information online through website to keep their customer informed. Nevertheless, there is no shuttle travel business provide service for ordering ticket which contain of many alternative shuttle travel, so customer can choose easily using one platform. According to the phenomenon, there is chance for new company act as sales agent to integrate all the sales of shuttle travel ticket using one platform in order to simplify the customer to choose and buy ticket. Creating the new value added for this service need many variables to be involved such as customer needs, shuttle travel companies that provide travel service, information technology infrastructure to support the desired service run well, media, and advertising to promote the platform This business model is designed as a guidance to implement e-ticketing shuttle travel by using one platform . Business model will represent how the business mechanism work on the market and company. Business model canvas is an approach to be used on designing e-ticketing shuttle travel model business on this research. Customer segment, value proposition, channel, customer relationship, key resources, key activities, key partnership, revenue stream, cost structure are nine blocks in business model canvas to map all the things needed to obtain a new design of business model to serve e-ticketing sales. KATA KUNCI: Shuttle Travel, Business Model, E-ticketingABSTRACT: Shuttle travel business is popular public transportation in Jakarta and Bandung, there are a lot of shuttle travel companies who provide this service with many variants of departure schedule and destinations. The ticket sales system that implemented by them generally using call center, which means customer order by phone call and pay the bills at shuttle travel station. The growth of internet penetration user in Indonesia especially Jakarta and Bandung change the behaviour of people to access information from offline to online. This condition drive business owner of shuttle travel to put display the information online through website to keep their customer informed. Nevertheless, there is no shuttle travel business provide service for ordering ticket which contain of many alternative shuttle travel, so customer can choose easily using one platform. According to the phenomenon, there is chance for new company act as sales agent to integrate all the sales of shuttle travel ticket using one platform in order to simplify the customer to choose and buy ticket. Creating the new value added for this service need many variables to be involved such as customer needs, shuttle travel companies that provide travel service, information technology infrastructure to support the desired service run well, media, and advertising to promote the platform This business model is designed as a guidance to implement e-ticketing shuttle travel by using one platform . Business model will represent how the business mechanism work on the market and company. Business model canvas is an approach to be used on designing e-ticketing shuttle travel model business on this research. Customer segment, value proposition, channel, customer relationship, key resources, key activities, key partnership, revenue stream, cost structure are nine blocks in business model canvas to map all the things needed to obtain a new design of business model to serve e-ticketing sales. KEYWORD: Shuttle Travel, Business Model, E-ticketin

A new business model?

The paper delivers an analysis of the “New Economy” focussing on the roles of new business models, the capital market and venture capital. The capital market created a double standard in the 1990s: A high return on capital was required from old economy firms whereas money was thrown at new economy firms which had a business idea that stimulated the fantasies of financial investors but no earnings. Through the gradual burst of the tech stock bubble since spring 2000 it has come to the eyes of the public that many new economy start ups were unable to recover their costs. This paper shows that business models related to the internet can only work under certain conditions. The sectoral distribution of power, for example, determines the prospects of the single firms to realise e-commerce in a profitable way. Digital technologies do not necessarily enhance profitability. On the contrary, they can increase competition and lead to lower profit rates. The limitation of competition appears to be a central condition of successful cost recovery. The venture capital cycle has been an important driving force of the new economy boom, but it can also be momentum of a longer crisis. Enormous amounts of money have been channeled to new economy start ups hoping that successful IPOs will one day give venture capitalists a high return. But the burst of the bubble has brought down the IPO activity and interrupted the valorisation cycle of venture capital. Financial investors have reacted to the crisis by shifting their capital to even riskier investments, as the come-back of hedge funds indicates. --

DEVELOPING BUSINESS MODEL FOR CONTENT DIGITIZATION OF INDONESIAN CHILDREN BOOKS FROM LITARA FOUNDATION USING BUSINESS MODEL CANVAS

Litara Foundation is a nonprofit institute established in 2013. Institute is comprised of authors and illustrators who have the same ideas jointly improve the quality of Indonesian children books through creative artwork and exciting stories with a story from a variety of cultures in Indonesia. Litara Foundation has targeted for one title in one day of books by promote several social activities. Social activities of Litara Foundation need of funds to support it. Thus it takes a business innovation for Litara Foundation conducted independently to generate income to support a series of social activities. This research is conducted to produce a solution to help Litara Foundation generate their independent alternative revenue to support their social activities by developing business content digitization from Litara Foundation’s children books. The research method used is in depth interview as the data primary collection method, and then identify the customer needs to determine customer segment.The end result of the research is a business model canvas framework that describe the whole process how Litara Foundation can generate their revenue in long term. Futhermore, Litara Foundation can still increase Indonesian children interest in reading by utilize the use of LITERI : Mystery at Floating Market. Business Model Canvas, Litara Foundation, Children Books, Content Digitization, Game

DESIGN OF NEW BUSINESS MODEL FROM REBEL 504 IN SURAKARTA CITY BY USING BUSINESS MODEL CANVAS APPROACH

REBEL 504 is family-based organizations that provide security services with a strong commitment to our customers to provide the best service for each customer\u27s needs. Just a note that the current REBEL 504 to serve multiple customer segment in the field of safeguard, bodyguard, security/event/music art festival, a Porter, and street fight. REBEL 504 can be said to have not been managed by professionals. A business or businesses are already supposed to be managed with the serious and professional in order for the purpose of doing business can be achieved to the maximum. Therefore, required the design of appropriate and in accordance with the objectives or purpose of the business. One of the business models that can be run is a business model canvas. View of the problems occurred in the REBEL 504, then needed an approach that can be used to map the business model that is being lived, and explains about the condition of the company\u27s business, so that new business models can be designed. One approach to business models that can be used i.e. Business Model Canvas (BMC). This research resulted in the proposal of the strategy has been designed and will be on view is valid or whether to find out the profit that would be obtained if the company implements the proposal. The business model is designed to use nine blocks in the BMC including Customer Segment, Value Proposition, Channels, Customer Relationship, Revenue streams, Cost Structure, Key Activity, Key Partnership, Key Resources. Key Words: Business Model Canvas, SWOT, Business Mode