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Business Model Analysis and Canvas Business Model Established By The Bali Petro Jaya Company During Covid-19. The Covid-19 pandemic has an impact not only in the health sector but also in the economic sector, one of which is tourism. With the limitation of community activities, the decrease in tourist visits to Bali has forced various businesses that rely on the tourism sector to close their business activities. Bali Petro Jaya, as a gas distributor for hotels and restaurants, also felt the impact. However, these companies were able to survive with the strategies they made in accordance with the existing situation. Therefore, this study aims to determine what strategies Bali Petro Jaya used during Covid-19 using the Canvas Business Model. This study used a qualitative descriptive method using semi-structured interview techniques. The result of Canvas Business Model, The company changed its business field from being originally an LPG Gas Agent with a target of hotel and restaurant consumers to become a rice distributor and selling food online to several grocery stores, rice shops, and also traditional markets after a decline in LPG sales and seeing what consumers need during the Covid-19 pandemic namely selling rice and food online. The strategy of coming directly to targeted consumers is very effective in getting new customers. This is because consumers can see examples of goods carried by the company and can also negotiate prices directly. Powering prices and using personal assistance to strengthen relationships with customers make customers feel comfortable and trust the company because a sense

Case overview At midnight on Thursday, 26 March 2020, the South African government ordered a three-week lockdown in response to the COVID-19 pandemic and subsequently extended this lockdown for a further two weeks until the end of April 2020. Among other measures, businesses not classed as “essential” had to cease operation. This meant that Jonathan Robinson, founder of the Bean There Coffee Company had to close his trendy Cape Town and Milpark coffee shops, as well as the company’s hospitality and corporate business. At the same time, Bean There’s costs increased by 25%, as the rand: dollar exchange rate worsened substantially. A glimmer of hope was that the company was able to continue roasting coffee and supplying its retail clients. Unlike most captains of industry, Robinson was not driven by the bottom line and clamouring shareholders. His corporate strategy was driven by a single, simple purpose: to achieve ethical sustainability aspirations while still running a profitable business. The question for him now, however, was how to ensure that his company could survive in the short term, so that it could achieve these goals in the longer term, and whether he could take this opportunity to think about whether his business was best positioned to achieve these goals when things returned to normal. Expected learning outcomes The learning outcomes are as follows: conduct a thorough analysis of a specific company and its industry, including its markets, competitors, and other aspects of the internal and external business environment, using a range of tools, including a Business Model Canvas (BMC), SWOT analysis and PESTLE analysis; analyse and explain the market outlook of a company; identify and analyse a company’s competitors; discuss and explain a detailed implementation plan showing the way forward for a company, considering its current challenges, including integrating a range of conceptual and analytical fields of knowledge to assess a management dilemma, and arrive at a creative and innovative management solution; and be able to present information and defend substantial insights and solutions to a management dilemma in oral and written modes, appropriate in standard for both the academic and business communities to analyse and appreciate. Complexity academic level Postgraduate Diploma in Management, MBA, Masters in Management, Executive Education. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Franchises of all industries of the Russian franchise market have been affected by the COVID-19 pandemic, but they suffered from the crisis in different ways depending on the type of activity. In the last few years, children’s supplementary education has been one of the fastest-growing and promising spheres in the Russian franchise market. The author addresses the problems of transformation of the children’s education franchise model caused by the coronavirus pandemic and the subsequent economic crisis. The methodological framework embraces the concepts of business model and commercial concession (franchising). The research methods used in the study are generalization, analysis and synthesis. Based on the Business Model Canvas by Osterwalder and Pigneur, we develop own template for the franchise business model. We conducted a survey and in-depth interviews with franchisors of children’s supplementary education asking the questions covering all the structural blocks of the business model. As shown in the paper, the new economic reality resulted in significant changes in the key elements of the model. The author proposes a visualization scheme of franchise relationships within the business model template. The results are of interest to franchising researchers, as well as market players when formulating a franchise strategy and making decisions to invest in a franchise.

Community Service Partners are members of the Indonesian Laundry Entrepreneurs Association (HIPLI). This Student Creativity Program (PKM) activity is intended to provide a thorough explanation of the Lean Canvas model, business opportunity theory, appropriate market strategies, and risk analysis for business owners that are members of HIPLI. The participants were trained using presentation and discussion techniques. The feedback from the participants through the questionnaires showed that they were satisfied with the training’s implementation. Finally, this PKM implementation concluded that the Lean Canvas Business Model Training for HIPLI entrepreneurs provided a better understanding of the training material such that participants are more enthusiastic about continuing their business.

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.

Pathyarasa is a restaurant that serves food and drinks typical of Pekalongan City, Central Java, Indonesia. The theme for the atmosphere of the place chosen is the nuances of Central Java. In business planning, Pathyarasa conducts a SWOT analysis by utilizing strengths and opportunities and minimizing threats and weaknesses. Pathyarasa chose to use the Business Model Canvas to analyze his company. Pathyarasa's marketing mix strategy, the product strategy offered by Pathyarasa is special food and drinks from Pekalongan. Pricing strategy by setting a selling price based on market penetration pricing strategy. The location strategy chosen to run a Pathyarasa business is located on the street. Tebet Utara, Jakarta Selatan. Promotional strategies are carried out by direct marketing, brochures, and social media.Total need for initial investment funds and working capital is IDR 137 millions. With a profit of IDR 7,34 millions in the first year and increased to IDR 804,12 millions in the fifth year. Based on the payback period, Pathyarasa is expected to return capital within 1 year and 8 months, indicating that Pathyarasa is feasible to run. So, the Pathyarasa can be considered to be run and there is a possibility that this business will provide benefits.

The aim of the study is to determine the strategies that can be used by Exstudio. The research method used descriptive using interview, observation, reference and documentation. Data analysis was carried out descriptively using canvas models and SWOT analysis. The results of the study showed Exstudio has a segmentation of the open market consumer segment, the consumer market (B2C) and government market. The proposition of value of Exstudio is to offer exclusive services to its clients following current trends. The channels of Exstudio's business are digital-based channels with the use of social media. Exstudio provides both pre-purchase and post-order photography and videography services. Income derived from documentation services and commission for printing orders. Exstudio resources consist of: (1) physical resources (office); (2) Human resources (core management and freelance employees); (3) Financial resources (personal capital and grant funds); and (4) Intellectual resources (brands, knowledge, partnerships, databases). Exstudio relies on its main activities namely, production, distribution, marketing and administration. Exstudio's main partners consist of event organizers and wedding organizers, printing vendors, suppliers of packaging material supplies. Exstudio is a value-driven type and consists of fixed costs and variable costs that are used for production, marketing, and administrationKeywords: Business Model Canvas, Exstudio, SWOT, Strategies, Preposition

Business models have historically facilitated the ability of firms to create and capture value. Focusing on financial service agents (FSAs) as actors in the Nigerian financial services industry, this study helps to elucidate how value creation and distribution can facilitate business model innovation (BMI) in an emerging market. We deployed Osterwalder and Pigneur’s business model canvas alongside Amit and Zott’s Sources of Value in e-Business (SVCeB) model in mapping FSA business models and value creation sources. We find that the constant need to align the resources of a firm with the demand conditions at the customer end triggers the need for BMI by FSAs. The findings also demonstrate that FSAs have weak business models that inhibit their sustainability and ultimately impede their ability to play their role in closing the country’s financial exclusion gap. We suggest the need for business model innovation by FSAs as a pathway to viability, profitability and sustainability.

This study explores the role of networks in generating economic value for event tourism in towns and smaller cities in the UK. Although networks have been shown to create a wide range of value, research in this context is limited and little is understood of if or how economic value is generated. The lens used in this study was the value creating side of the business model canvas with local government organizations as the focal node examining the flow of economic value from partners, activities, and resources. There were survey responses from 112 different town and city organizations across the UK. The study found that only the "activities" element of the network contributed significantly to creating economic value in an event tourism context. The network components of "partners" and "resources" were not on their own significant to the creation of economic value. The outcomes of this article suggest that practitioners in towns and cities should strategize their engagement with local networks through a formal event tourism strategy that clearly defines how they operationalize engagement activities within that network in order to facilitate economic value creation. In addition, the article raises questions around what resources are needed at the focal node (local government organizations) in order to maximize the economic value created by the network.

Pindang Palembang is one of traditional culinary in South Sumatra which had uniqe special taste like sour, salty and sweet flavour. But, this culinary was not popular in tourist who come in Palembang. So, strategy of development for Pindang palembang need to be done. Development strategy was conducted based on BMC (Business Model Canvas) method by interview dan share quitioner with 24 hotels tourist. The initial identification showed that there were 24.39% foreign tourists who interst to Pindang palembang, the number of 45.45% taste was be value proposition, only 33.33% hotels gave offers about Pindang, the number of 30.91% uniqe was be customer relationships, the easy channel to reached was 85.37% online, the number of 66.67% hotels promoted Pindang palembang, 91.67% hotels had chef and 83.33% had website. By 7 elements, 78% cost structure low but it did’t have appreciations. BMC showed that, there were many factors affected Pindang development such as tourist attractions to Pindang, value of Pindang, mitra, promotion, media online, innovation and competence people who can developed Pindang to be interested taste.Pindang Palembang is one of traditional culinary in South Sumatra which had uniqe special taste like sour, salty and sweet flavour. But, this culinary was not popular in tourist who come in Palembang. So, strategy of development for Pindang palembang need to be done. Development strategy was conducted based on BMC (Business Model Canvas) method by interview dan share quitioner with 24 hotels tourist. The initial identification showed that there were 24.39% foreign tourists who interst to Pindang palembang, the number of 45.45% taste was be value proposition, only 33.33% hotels gave offers about Pindang, the number of 30.91% uniqe was be customer relationships, the easy channel to reached was 85.37% online, the number of 66.67% hotels promoted Pindang palembang, 91.67% hotels had chef and 83.33% had website. By 7 elements, 78% cost structure low but it did’t have appreciations. BMC showed that, there were many factors affected Pindang development such as tourist attractions to Pindang, value of Pindang, mitra, promotion, media online, innovation and competence people who can developed Pindang to be interested taste.

The mushroom agroindustry has a profitable business opportunity for farmers because it is easy to cultivate, needs short planting time, and does not require extensive planting land. Moreover, the price of post-harvest products is quite high. To face increasingly intense competition, mushroom agroindustry actors need to implement strategic management to increase business competitiveness. The purposes of this study are to identify a business model using the business mode canvas (BMC) approach, analyse the internal and external factors of mushroom agroindustry and formulate alternative business development strategies using SWOT analysis. The result shows that the business model of mushroom agroindustry viewed by nine elements of BMC. By SWOT analysis, mushroom agroindustry has internal strength in its business that is on clear consumer segmentation (0.650). The weakness is anticipating the fewer consumers’ enthusiasm toward healthy food products (0.500). The opportunity of mushroom agroindustry is optimizing the online market (1.200). The threat is competitors from other food products (0.525). Some alternatives of developing the business are based on hold and maintain position consists of four combined strategies: developing and increasing product quality (SO), increasing promotion and services (ST), marketing the products by social media (WO), and evaluating the quality of business relationship (WT).

SMEs in Indonesia have given a significant monetary contribution to the Indonesian economy. In our Community Development case study in Cianjur, some of the community members showed enthusiasm in SME business. In this study, the case was observed through Kue Basah Ny. Anong, which was the business’ brand name. In Indonesia itself, the obstacles of SME businesses were inefficient and ineffective business processes to enhance their business growth. These drawbacks were also found in Kue Basah Ny. Anong. These Community Development activities were held to improve their business process on operational, financial, marketing, and human resource aspects. Firstly, in the operational aspect, the activities were to improve food hygiene and standardization. Secondly, in the financial aspect, this Community Development project provided training and facilitation to make daily financial bookkeeping to monitor their business progress. In the marketing aspect, the assistance was to find other alternative marketing strategies to expand marketing through social media and WhatsApp. This tool was considered effective as the consumers in Cianjur possessed mobile phones. In the human resource aspect, training was provided to Mrs. Anong’s family members to promote their business and products to potential business partners and consumers. From the Community Development intervention, the impact was a better business model canvas and approach toward their customers and partners within six months of this Community Development project (one semester). The period of this Community Development project was from January to June 2020.

At the moment the development of tourism is very fast. The tourism sector is now a new favorite, one of which is the visit of Boon Pring Andeman, Malang District. Boon Pring is one of the tourist attractions in Malang Regency which is currently favored by local tourists. Therefore, it is necessary to properly develop and plan using the business model canvas and also with SWOT. The results of the study show that of the nine elements that need to be added, such as the promotion team, provide discounts, add customers to new segments, partners, and also increase revenue from souvenirs, advertising.

The purpose of this study is to evaluate the nine components of the business model canvas and support the empowerment of coconut sugar farmers in Coorperative, KUB’s Nira, Gayuh Lestari Jatimulyo, Girimulyo, Kulon Progo, Yogyakarta, Indonesia. The research design used is a qualitative evaluation case study. Data collected through questionnaires and interviews. The analysis model uses the combination of logic model and business model canvas framework for business modelling. The results suggested that in social entrepreneurship business model, the empowerment for farmers in the villages of Jatimulyo, Girimulyo resulted in increasing the income, healthy living for farmers, families, and community and also the preservation of organic agriculture. This confirms the importance of improving the existing business model towards the social entrepreneurship business model.

As companies engage in business model (BM) innovation, they increasingly turn to BM tools, such as the Business Model Canvas, the STOF framework, or e3-value ontology. The main advantages associated with these tools are that they establish a standard lexicon, or common language, within an organization. Despite the increasing scholarly interest in BM tools, we still lack theoretical foundations and empirical evidence for understanding their roles and uses in BM innovation. In this article, we argue for conceptualizing BM tools (i.e. models, methods, and IT support), as boundary objects that must have the capacities to overcome the knowledge boundaries between different communities of practice. Based on empirical insights from six case studies and an in-depth field study, we make three contributions: First, we identify five typical communities of practice involved in BM innovation in large organizations. Second, we analyze the knowledge boundaries between them. Third, we discuss implications for BM tool design as boundary objects with syntactic, semantic, and pragmatic capacities.

Hakhenbik is a company engaged in the field of furniture and equipment of the school with its production material made from solid wood that has durable strength, and not easily damaged and has a high selling price. On this research author uses qualitative descriptive method that is by using the business model Business model Canvas (BMC), then evaluated using a SWOT analysis in every Business model Canvas (BMC) block on CV. Hakhenbik. The most powerful element in the Business Model Canvas is the Key Partnership, sis the value propositions. The elements that still lack are Customer Relationships and the next is Key Resources. Be rbased on SWOT analysis, CV. Hakhenbik is advised to improve on the element of customer relationshipsThis is because the important factor in running the business is to maintain good relations with the customer, one way to maintain a good relationship with the customer is to maintain communication with customers such as increase communication through social media such as facebook, whats up group, Instagram and others, and can be done by maintaining loyal customers by providing members cards and discounts for loyal customers. In addition to the customer relationships elements that need to be repaired are key Resources by conducting training and development to employees of both operational and management employees.

Pengabdian masyarakat telah dilakukan untuk meningkatkan kinerja dan kapasitas Kelompok Tani Pelita Desa di Kabupaten Pangkep. Kelompok Tani Pelita Desa merupakan sebuah kelompok pengusaha jeruk “Pamelo” di Desa Attangsalo, Kecamatan Ma’rang, Kabupaten Pangkep. Pada kegiatan sosialisasi ini dihadiri oleh 15 peserta yang tergabung dalam kelompok Tani Pelita Desa dan beberapa tokoh masyarakat juga turut hadir berpartisipasi. Hasil analisis situasi dan kondisi didapatkan beberapa masalah yang sedang dihadapi Kelompok Tani Pelita Desa, yaitu usaha yang sedang berjalan belum melewati proses analisis bisnis, tidak dimanfaatkannya marketing sosial media, dan branding masih sederhana. Sehingga dalam kegiatan pengabdian ini dilakukan pengenalan Business Model Canvas (BMC) dengan melakukan penjabaran usaha dalam bentuk sederhana tetapi cukup efektif untuk melihat secara holistik suatu startup maupun bisnis. Selanjutnya juga dilakukan pengenalan social media marketing untuk mendukung kelompok usaha, meningkatkan kinerja untuk dapat berkelanjutan dan berkembang lebih baik. Hal ini dianggap perlu untuk menjadi turning point bagi kelompok usaha dalam meningkatkan usaha untuk kemajuan dan menghadapi era globalisasi.

First, we revisit the concepts of airline marketing strategy, its components, code-share agreements, Business Model Canvas (BMC) and the benefits of marketing via strategic alliances. Due to the growth in the low-cost airlines sector and air transport passengers, traditional airlines have become increasingly exposed to a highly competitive international market, with airfares having to be reduced and efficiency increased. In response, airline companies have shifted their focus to investing in airline marketing and strategy research. In the meantime, passenger expectations change, and markets evolve rapidly. Hence, this case study is aimed at examining recent trends in passenger satisfaction and expectations, with reference to the marketing factors and airline cooperative strategies of Qantas and Thai Airways. For the study, both qualitative and quantitative approaches were employed and the results are presented separately. In the quantitative section, the BMCs of Qantas and Thai Airways are discussed to determine whether these two airlines can implement the code-sharing agreement. In the following part, customer satisfaction and expectations survey results are used to identify optimal marketing strategies and to formulate recommendations.

Waste generation, especially hazardous waste, can strongly affect the environment and human lives. There is an urgent need to implement sustainable hazardous waste management tools to reduce their harmful impact on the environment stemming from incorrect waste management. However, there is still a lack of business model concepts combining sustainable development and risk management in reverse logistic value chains for hazardous waste. Therefore, the authors develop a novel sustainable business model canvas for both an entity and the logistics system using the Osterwalder’s Business Model Canvas integrated with the concept of sustainable development in economic, social and environmental areas (Triple Bottom Line, TBL) and risk-related elements. Then, using the developed sustainable business model canvas, the model for the logistics system for the treatment of hazardous waste containing asbestos was successfully created. The model was implemented in the prototype of computer software in the form of electronic network services.

In English : Ministry of Health (DepKes) of the Republic of Indonesia, the main problem which is an obstacle for fishermen in a small business in the field of fisheries as a matter of capital. Capital problems that can be reported according to: difficulty in accessing, capital requirements for convoluted capital, to the public ignorance of the relevant institutions. Diverting, taking a few people who then use independent capital, or make loans through informal financial institutions. The problems encountered by the fishermen make them confused and difficult to find when they need the micro business. However, this certainly can be overcome, considering how technology has developed rapidly now. In terms of technological developments, we have now switched to the era of the industrial revolution 4.0, while information and information technology has been highly developed. Seeing the facts that exist in society, technology can be used to facilitate humans in carrying out daily activities. Therefore, in view of the facts above, the writer wants to make a fisheries investment application for investors to invest the capital they need for micro-fisheries businesses and vice versa. The purpose of this research is to create a mobile and web-based Fisheries Investment application (using bootstrap) which the writer will name "Fish" taken from a fisheries investment developed using stages appropriate to the Agile Scrum method based on knowledge within in the field of Software Engineering and is equipped with basic planning models for formation systems, such as: Business Model Canvas (BMC), Use Cases, Activity Diagrams, and Mock-Ups. The results of this study can be used to help organize the distribution of prototype development scenarios to completion with a time schedule. In Indonesian : Departemen Kesehatan (DepKes) Republik Indonesia, masalah utama yang seringkali menjadi penghambat bagi nelayan dalam membuka suatu usaha kecil dalam bidang perikanan ialah masalah permodalan. Masalah permodalan tersebut dapat dijabarkan menjadi: sulitnya akses, persyaratan penerimaan permodalan yang berbelit-belit, hingga ketidaktahuan masyarakat mengenai lembaga pendanaan. Akibatnya, tak sedikit masyarakat yang kemudian menggunakan modal mandiri, ataupun melakukan peminjaman melalui lembaga keuangan yang informal. Masalah yang didapatkan para nelayan tersebut seringkali membuat mereka bingung dan bahkan kesusahan saat membuka usaha mikro mereka tersebut. Namun, hal tersebut tentu dapat diatasi, mengingat bagaimana teknologi sudah berkembang pesat saat ini. Dari segi perkembangan teknologi, saat ini kita memasuki era revolusi industri 4.0, dimana teknologi informasi dan informasi sudah sangat berkembang. Melihat fakta yang ada di masyarakat, teknologi dapat digunakan untuk mempermudah manusia dalam melakukan kegiatan sehari-hari. Oleh karena itu, menilik fakta-fakta diatas, maka penulis ingin menciptakan sebuah aplikasi investasi perikanan sebagai wadah bagi para investor untuk menanamkan modal mereka didalam usaha mikro para nelayan dan sebaliknya. Tujuan dari penelitian ini ialah untuk menciptakan aplikasi Investasi Perikanan berbasis mobile dan web (dengan menggunakan bootstrap) yang akan penulis namai “Ikan” yang diambil dari Investasi perikanan secara bertahap menggunakan tahapan-tahapan yang sesuai dalam metode Agile Scrum yang berbasis pada pengetahuan di dalam bidang Software Engineering dan dilengkapi dengan model-model rancangan dasar untuk pembentukkan sistem, seperti: Business Model Canvas (BMC), Use Case, Activity Diagram, dan Mock-Up. Hasil dari penelitian ini dapat digunakan untuk membantu mengatur manajemen sirkulasi pembagian scenario kegiatan pembangunan prototipe sampai selesai sesui dengan timeline schedule.

Learning outcomes By the end of this session, students should be able to: explain what a business model is; summarize the case firm’s business strategy using the elements of business model canvas proposed by Alexander Osterwalder and practice how to apply the business model canvas to analyze the business model of a firm; understand how a firm can seize an opportunity for innovation; and discuss how the case firm navigated through problems that came up as it grew. Case overview/synopsis Creative Design was a start-up company in Taiwan. To fulfill a course requirement while she was still in school, the founder had formed a team and entered an entrepreneurship competition. They won the second runner up award in that competition and impressed some firms who enquired if they would be interested in doing corporate identity system (CIS) design. They discovered that without establishing a corporate structure their prospective clients would be unable to pay an invoice. As a consequence, the founder and one of the team members established Creative Design Ltd. This case discusses the challenge Creative Design faced at the end of 2012. Wonderland farmers’ association (WFA) wanted to market locally grown jasmine but did not know how to go about it. They reached out to the founder and her company for assistance. The case of WFA was uncharted territory. Creative Design already had extensive experience in CIS design, but it did not have any experience in handling agriculture products. In this case, they had to deal with the full supply chain from production to exhibition. The risk for this project was high but Creative Design accepted the case and became the first design firm offering a “total solution.” Currently, Creative Design works with all kinds of cases, from simple CIS designs to more complicated total solutions of various scales. The founder now has to contemplate if the design house should develop more total solution cases. Doing so would require recruiting more staff and the dilemma of balancing revenue and costs. Complexity academic level The case study is designed for the undergraduate and graduate students of the College of Management; the case can be adopted for the courses of management, innovation and entrepreneurship, etc. Supplementary materials Teaching Notes are available for educators only. Subject code CSS: 3 Entrepreneurship.

Indonesia has entered the era of the creative economy. Various local brands began to be increasingly known.This gave rise to increasingly fierce competition. Micro, Small and Medium Enterprises, or MSMEs, are increasinglyemerging and are supported by regional and government regulations. But for some people, it feltvery heavy. Individual business forms are increasingly pressured to survive in industrial competition. The lackof knowledge about government programs and the right strategy makes industry players unable to developtheir businesses. This paper will give you the strategy to increase individual business with KAIAKAIU as thecase study. KAIAKAIU is a new local brand, in collaboration with the locals. Creating a product that couldmake the people contribute to Indonesian society. The approach uses SWOT (Strength, Weakness, Opportunityand Threat) and Business Model Canvas using community approaches. The research is aimed at exploringappropriate strategies for competing in the ASEAN Economic Community (AEC), especially for the micro andindividual industries.

In recent years, intensive development of sailing tourism has been observed in various regions of the world. This is a beneficial phenomenon from the point of view of sustainable tourism development because sailing yachts are powered by the wind and therefore do not emit exhaust gas into the atmosphere. Tourists usually travel in small groups, which is not mass tourism that disrupts local communities. It is tourism practised in close contact and with respect for nature. The conducted research combine sailing tourism and Information and Communication Technology (ICT) tools which are insufficiently used by entities associated with the sailing tourism market. Sailing market research allowed to identify the need to design a comprehensive e-platform for sailing tourism. Its functionality would not only allow a wide presentation of the offer and reach a wide range of tourists but also enables transactions. The aim of the paper is to develop the original concept of a business model of e-platform for sailing tourism. The presented concept is grounded on modified Business Model Canvas (BMC) in terms of its structure and operationalization. The role of cooperation for the development of sailing tourism between private entities and representatives of regional institutions and organizations at national and international levels was emphasized. The cooperation manifested in the integration of activities will allow creating a product commonly used by tourists.

This research aimed to know about framing the market opportunity, formulating the market strategy, designing the customer experience, the effect of crafting the customer interface, designing the market program, leveraging customer information through technology, evaluating marketing program, on purchase intention to design e-commerce using business modal canvas on the basis of Indonesian military Army (TNI-AD). This study used quantitative methodology with explanation research as the research type. It explains on the causal connection between variables from the hypothesis test. The result showed that from the variable Y (analyze of internet marketing on brand awareness) had significant effect on the 7 elements except 1 element of evaluating the marketing program. For variable Z (analyze of internet marketing on purchase intention) indicates significant effect on the 7 elements except 1 element of formulating the market strategy. Moreover, for variable Y and Z (analyze of internet marketing on brand awareness and purchase intention) had 5 elements with no significant effect on both and 3 elements with a significant effect.

Learning outcomes The learning outcomes of this paper are to understand the supply side of the Business Process Outsourcing (BPO) model and how a firm can develop and capture a new market using Blue Ocean Strategy principles; understand how to use the four actions framework and eliminate/reduce/raise/create (ERRC) grid to develop a Blue Ocean market; evaluate three strategic alternatives available to a firm along with the benefits and challenges of each; map out the current strategy to inform possible future strategies and envision how one can use the BMC to re-invent the execution strategies of a disruptor; and discuss the opportunities for growth and the challenges therein in a dynamic global business environment. Case overview/synopsis Sri Rao, President of Market Development and Strategy of Quatrro Business Support Services (Quatrro), a BPO firm, weaved through the bustling streets of Gurgaon, India, to get to work early on a blistering summer day. It was the beginning of the new 2017 fiscal year and there was a sense of anticipation and uncertainty in the office to which he was headed. Quatrro offered outsourced finance, accounting and payroll solutions to small and medium-sized enterprises across the world, but mainly the USA. Arriving at his desk, Rao gazed out the window and reflected on Quatrro’s journey so far, the ups and the downs and the strategy for moving forward. Growth had been moderate with small deals. Local and regional Certified Public Accountant firms continued to provide stiff competition and the cost of acquiring new clients was high. There was a need to rethink Quatrro target markets and business development strategy. Quatrro’s annual board meeting was coming up in three weeks and Rao wanted to present a credible plan to accelerate Quatrro’s growth. He was worried that if the plan was not accepted by the board, any further investments in the business would be challenging and could even lead to the board directing Quatrro to divest. He believed they had run out of patience with a business that had a lot of potential but was not growing. He had one last opportunity to get Quatrro’s strategy right before his planned departure from the company in just a year’s time. Rao waited for his team to discuss their recommendations based on a presentation he had made to them two days ago. Complexity academic level Undergrad/MBAs. While most growth strategy cases focus on firms seeking to outsource services for efficiency and concentrate on value added to the core functions and competences, this case centers on the supply side and examines the BPO firm itself. It focuses on the technology service industry (as opposed to product/manufacturing), which while growing and significant is not often written about in cases, and finally, the case integrates an understanding of the Blue Ocean Strategy along with the Business Model Canvas allowing students to envision how one can use the BMC to re-invent a business strategy. It does so with a traditional Ansoff Matrix as the backdrop. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.

This study is aimed to analyze business model, internal external environment and formulate alternative strategies in UD. Salacca based on Business Model Canvas. The methods of research used are descriptive qualitative method. The data was obtained through secondary data and primary data. Data collected through depth interviews, observation and focus group discussion. The sampling method used was purposive sampling. Data were analyzed using the SWOT and BMC. The results showed that SWOT has Strengths (S), South Tapanuli is the salak production center in North Sumatra. Weaknesses (W) such as some products are not always available and cannot meet large-scale demand or exports; venture capital, technology and labor are still limited; there is no official cooperation contract with suppliers, customers and distributors. Therefore, BMC now needs to be improved by utilizing Opportunities (O) including the assistance from the Government in the form of counseling, training and mentoring of the production machinery business; product promotion facilities at trade shows / festivals and also trade sites; other than that the product has been in demand by domestic and foreign tourists; The business already has a link to export products. So as to be able to face the Threat (T) of many competing products that use substitute raw materials and more sophisticated production technology resulting in consumers not loyal. The resulting alternative strategies are increasing consumer reach and business scale; improvement of production facilities and infrastructure; improving services with consumers; partnerships with distributors and souvenir vendors; increase capital, technology and labor.

This research was an attempt to design and enhance the Canvas Model Business of nine blocks in one canvas within teaching factory based learning innovation at the Fashion Department of 27 Public Vocational High School, Jakarta. The research method used qualitative and quantitative methods. The qualitative method, data collection was conducted within a SWOT analysis. This research was conducted in 27 Public Vocational High School, Jakarta, with the respondents were 82 students. The quantitative method with in the matrices of Internal Factor Evaluation (IFE) and External Factor Evaluation (EFE). The result of this research that implementation of the Canvas Model Business: (1) Customer Relationships in strategy 1 was valued of 0.34, was "Increasing product marketing through print and electronic media"; (2) Key Partnership in strategy 2 was valued of 0.31, for "Offering products and having cooperation with several textile producers in Jakarta and outside Jakarta "; (3) Value Propositions in strategy 3 was valued of 0.31, namely "Assuring and improving product quality and adding variant to fashion"; (4) Customer Segment in the strategy 4 was valued of 0.29, entitled "The Development of Out-of-School Fashion Sales"; and (5) Channel on strategy 5 which was valued of 0.27, "Utilizing occasional fashion events to meet market demand".

This chapter addresses the grand challenge of an aging society and the subsequent growing demand for in-home care for the elderly - often referred to as homecare. It examines how emergent homecare models in England differ from the "time and task" model and how they are shaping the care market. These models offer new approaches regarding what, how, and when care is delivered at home. Homecare providers face rising demand driven not only by population aging but also by market demand for personalized care, choice, continuity of care, and real-time availability. The landscape presents an opportunity for innovative models to become established, by offering a more inducing service design and value propositions that respond to customers' needs. Using the "business model canvas" to guide data collection, this study presents an ethnographic case analysis of four homecare organizations with distinct emergent homecare models. The study includes 14 months of field observation and 33 in-depth interviews. It finds that providers are becoming increasingly aware of evolving customer needs, establishing models such as the "uberization," "community-based," "live-in," and "preventative" described in the chapter. These models are becoming more pervasive and are mostly market-driven; however, some of their innovations are market shaping. The major innovations are in their value propositions, partnership arrangements, and customer segments. Their value propositions focus on well-being outcomes, including choice and personalization for care users; their workforces are perceived to be a major stakeholder segment, and their networks of partners offer access to complementary services, investments, and specialist knowledge.

One of the ways that companies can compete and develop is by creating new, different strategies. The business model acts as a model that describes how a company moves to make a profit. The Business Model Canvas (BMC) is considered effective because it explains thoroughly both in terms of marketing, human resources, finance, to the value or product offered. This study aims to analyze and formulate the development of the Canvas business model in Lapar Pool UKM. This research uses descriptive qualitative research methods. Data collection methods using interview techniques. The results show that there is a picture of 9 elements in the current business model canvas and the formulation of a business model development in the form of a picture of 9 elements of the new business model canvas. The new business model canvas is expected to cover weaknesses in the previous business model so as to minimize risks or threats to the company, which consists of: 1) Customer Segments, 2) Value Propositions, 3) Channels, 4) Customer Relationships, 5) Revenue Streams, 6) Key Resources, 7) Key Activities, 8) Key Partnerships, 9) Cost Structures.The research implication is that the Business Model Canvas is formed from 9 elements that are interrelated with each other, therefore it is important to understand every aspect covers business functions, activities and operations in order to create adjustments for business progress

The purpose of this research to analyze problems and business opportunities related to mobile app-based design in food or beverage pre-ordering systems at places to eat or drink around the office or university and to design information systems s to answer problem analysis and the opportunities that exist. The methodology used in writing this thesis is the System Development Life Cycle (SDLC) with the Object-Oriented Analysis and Design (OOAD) approach illustrated through the Unified Modeling Language (UML) notation. The business analysis used in writing this thesis is the Business Model Canvas (BMC), Marketing Mix, Porter's Five Forces Model and SWOT analysis that is equipped with Financial Statement Projection. This application system that helps users to pre-order food/drinks online through a mobile application by collecting together places to eat/drink around offices and universities (canteen, food court, and restaurants), and helping partners in writing orders and making financial statements and buyer behavior.

Fish consumption is very important for human life. The potential for fisheries business has a pretty good prospect, because now the need for fish, both fresh and processed, has not been able to meet consumer needs. One of the local governments that has implemented the Integrated Marine and Fisheries Center Development Program to strengthen the economy, sovereignty and independence of regions, remote areas and rural areas, is Bandung district by building Sabilulungan Soreang modern fish market. This study aimed to determine the internal and external factors affecting the fish business program at modern fish market and analyze the canvas business model at modern fish market in Bandung Regency, West Java. The method used was SWOT analysis and BMC (business model canvas) with 45 respondents. The result of this research was that Sabilulungan modern fish market was in a strong internal position because it was above the value of 2.50. The main strength of Sabilulungan modern fish market was having a number of regular customers of more than 50%, with a score of 0.3912. Sabilulungan modern fish market was strong enough in optimizing existing opportunities in overcoming threats. The opportunity for Sabilulungan modern fish market was to collaborate with fishermen and other modern fish markets to produce quality fish and able to standardize fish prices in the market, with a score of 0.48146. From the BMC analysis, Sabilulungan modern fish market had a value proportion, namely prioritizing hygienic production without using chemicals to preserve fish.

The substitution of raw material for dadih product into cow's milk is an effort to overcome the limitations of buffalo milk. This business needs to be analyzed regarding business aspects amid the intense competition of fermented milk products on the market. The purpose of this study was to analyze the business model of cow milk dadih products using the model business canvas and to map the needs of consumers of dadih products using empathy maps. The results of the business model analysis shown that dadih products have the potential to be developed to expand market reach. Customer segmentation needs to be expanded using the proportion of values that have been designed and promoted with the help of all parties, including the support of the West Sumatra government. Empathy map provides an overview of dadih product manufacturers about the needs and desires of consumers of dadih products.

Purpose The purpose of this paper is to explore the extent to which hope and perceived goal attainment can be developed in subsistence entrepreneurs through the right training tools. Design/methodology/approach A longitudinal study of a subsistence entrepreneurship training program in three Central American countries was carried out. Participants were divided on the basis of their exposure to training (yes, no), and of the type of training received (none, business plan, business model). The authors carried out three assessments (just before the program, six months and one year after the program) of participants’ business goals and their hope of attaining them. Information was analyzed using linear regression. Findings Participants exposed to training reported significant increases in perceived goal attainment and in their hope levels. Training based on the business plan affected hope agency in the short term, as predicted by the logic of causation theory. Training based on the business canvas affected hope pathways, as predicted by the logic of effectuation theory. Research limitations/implications Given the data collection process (a non-random sample and selection of participants), the findings are not generalizable without stringent procedures and further replication. Practical implications If hope is a reliable predictor of goal attainment, it should be promoted and measured. Given the limited means of gathering data and making reliable projections that most entrepreneurs endure, the business canvas’ contribution to entrepreneurs’ “emotional equipment” ceteris paribus should be more valuable for subsistence entrepreneurs. Originality/value This is the first study comparing the short- and long-term effects of two entrepreneurial learning devices on entrepreneurs’ hope and business goal attainment.

In line with the increase of coffee enthusiasts in Indonesia, coffee shops are now emerging roommates presents the enjoyment of local coffee in a distinctive way. One of the coffee shops that have a typical way is a Klinik Kopi. The purpose of this study: 1) to identify the Klinik Kopi business model, 2) to analyze internal and external factors that affect the Clinical Coffee business activities and, 3) to formulate strategies and improvement programs as the business development of the Klinik Kopi. This study uses a combination of business model canvas (BMC) approach and SWOT matrix analysis. Results of the study show that optimizing the main resources to create a new value proposition in designing future business models in the form of socio-entrepreneurship programs and business inspiration books influences every element of the business model canvas, namely an increase of carried out in key activities, key partners, channels, segments consumers and incoming revenue streams. Consumer relationships need to be improved in an effort to maintain customer segments.

This article explores undergraduate-run business development services firms catering to small and medium enterprises (SMEs) as a new educational opportunity for students as the gig economy expands and as a growth alternative for SMEs. It describes how to structure the firm in the space between students, the university, and the regional community, and why this is an important model moving forward. This approach offers the dual benefit of providing SMEs with high-quality services at affordable rates and provides undergraduates with authentic work experiences that teach students to be flexible, operate on a per-project basis, and prepare themselves for “portfolio careers” of the future. Founded in 2015, Bear Studios has completed 82 projects with 62 different companies, split between health care (49%), education (20%), software (16%), consumer goods (6%), and other industries (9%). Involving 43 student fellows and having generated over $52,000 in billings to date, the company expanded to Baltimore and is expanding into the Salt Lake City metropolitan area. Students can become better prepared for postgraduate careers through this model. We propose how students can gain valuable work experience prior to graduation as a participant in the new workforce, while functioning as a cost-effective alternative for SMEs.

The newspaper industry is undoubtedly entering a declining period. Changes in customer behavior become a major problem for newspaper companies. Demand for electronic media is increasing every year. The electronic newspaper is the only way for newspaper companies to survive in this industry. This study aims to formulate an economically sustained business model through value chain analysis and business model canvas. The research methods used in this study are interviews and consolidation studies. Two main concepts are being used in this research, namely, value chain analysis and business model canvas. Benchmarking with sustained online media company is also needed. The results of this study are business model from the related company that has been economically sustained based on profitability ratio that can be adopted for Pikiran Rakyat e-newspaper. Based on the framework, business model recommendations must be able to define consumers into two, namely audience and advertiser, and determine how to monetize it as a revenue stream. There are two stages in the development of recommended business model from this study; the first stage Pikiran Rakyat needs to focus on community models to gain audiences and then switch into advertising models gradually to monetize their audience. At last, e-newspaper is recommended as an online media commerce model to widen the possibility of revenue stream`s choices.

La generación de modelos de negocio ágiles es vital para la supervivencia e innovación de las iniciativas empresariales. El objetivo de este estudio consiste en desarrollar el modelo de negocio Canvas en la panadería Adriano Palta de la parroquia Tababela, pues se trata de un negocio que ofrece a sus clientes una variedad de productos, principalmente de panadería, de buena calidad y a un precio conveniente. Sin embargo, no cuenta con un desempeño adecuado en el mercado, lo que ha generado una disminución en sus ventas y un bajo flujo de dinero. El diagnóstico se realizó con la aplicación de una encuesta a una muestra aleatoria de 60 clientes y una entrevista al propietario del negocio.Esto permitió establecer las fortalezas y debilidades de la panadería Adriano Palta. A partir del diagnóstico se diseñó el Canvas, o lienzo, de negocio, que incluye en un solo folio el modelo de negocio.En este se han tomado en cuenta las falencias y a la vez las posibles soluciones. En conclusión, la implementación del modelo de negocio Canvas en la panadería Adriano Palta permitirá incrementar sus ventas e ingresos para que este sea rentable.Palabras claves: modelos de negocio ágiles, lienzo de modelo de negocio, panadería.

The purpose of implementing the long-term Community Service Program in the program is to produce a partnership model with Online Marketing Partnership Application using the concept of Business Model Canvas. This strategy is conducted to build partnerships with related parties that can increase success in the sector of Small and Medium Enterprises Silver Crafts by implementing strategies through online marketing of products. This Online Marketing Partnership application aims to accelerate the development of silver craftsmen in the village so as to increase sales. The method to be used is fact finding, in addition to collecting data in literature, also conducting interviews to Silver Craftsman owners and survey of business processes in order to collect supporting data. The output of this research is the Application of Online Marketing Partnership, one of which is a dynamic website that can be managed by Silver Craft Partners as a means of product promotion, besides through the website development of Silver Crafts Partners can receive orders from customers. Successful orders and transactions will be directly recorded through the sales transaction application.

The value co-creation function is a tool for the industry to increase the value added of their offers to increase the level of satisfaction and customer loyalty. Value in this study refers to the service quality required of companies that operate based on consumer advocacy services. The aim of this study was to identify from consumers the value of retail stationary, to assist researchers in finding suitable strategies for opening a stationary store. This study used a qualitative approach with purposive sampling with a research subject of consumers. There were 8 informants in this study. The study found the service quality suitable based on Value Proposition Canvas (VPC). These results can be used to open an online shop platform such as shopee. Keywords: value, value proposition canvas, business model canvas

Driven by consumption upgrading and urbanization, shopping center, as a retail format, has been developed rapidly. Setting up the bookstores in shopping centers is regarded as an innovative action in the retail industry. This paper takes Sisyphe bookstore as the research object, which is the leader of the chain physical bookstore industry, studies business model innovation under background of new retail. New retail is based on the internet background. Retail companies use the technologies, such as big data analysis, cloud computing, artificial intelligence, virtual reality and other new technologies to promote offline retail and realize O2O business. Information technology is playing an important role of new retail, which leads to the reform of new retail business model. On the basis of business model research on new retail, this paper uses the business model canvas to analyze. The business model of Sisyphe achieves five areas of innovation: the innovation of retail format, category, service, management and marketing.

In the last decade, many industries started to innovate and embrace the advent of the sharing economy. Built under the hypothesis that most boats are under-employed, and people suffer the “over tourism” phenomenon, NOAH will be a digital business based on sharing economy principles. It will serve as a link between boat owners and users allowing the two identities to meet their needs in a marketplace. NOAH will capitalize on the opportunities offered by the tourism industry and position itself as the simplest platform on the European market that will focus on customized experiences predominantly on RIBs and motorboats.

Whether they are a young professional or a seasoned expert, all B2B marketers are driven by the same goal: They want to successfully market their company’s products, services, and technologies with persuasive messages. The B2B Marketing Canvas is a visual method of thinking based on the Business Model Canvas, which allows you to quickly and comprehensively identify the specific benefits of complex products and thus accurately address the relevant target audience. The starting point is a joint Marketing Canvas Workshop with the experts in your company, to systematically summarize the knowledge of your entire team on just one page. In this chapter, you will get to know the nine categories that make up the Marketing Canvas step by step. For each field, there is also a checklist that will help you to filter essential information so that you can easily get to grips with even unknown facts and circumstances. Through this process, you will be able to recognize the higher-level connections and gaps in your knowledge at an early state, develop goal-specific strategies, and uncover the hidden potential of your product or service. Finally, you will be able to put your newly acquired knowledge to the test and think your way into a real B2B marketing canvas. You will learn how this method leads to maximum clarity and gives you access to a 360° perspective on developing communications plans that deliver results.

The business model canvas is a popular tool used to develop value-driven business models. Specific emphasis is placed on understanding what customers value and providing users with steps on how to design and deliver value for their customers. In health care, creating and delivering value for patients is an often-discussed topic, with the provision of patient-centered care becoming a standard for many health care organizations. While patients play a key role in determining value, providers are the key to delivering value. Therefore, effective health care management relies on integrating multiple perspectives from key stakeholders. This process requires consideration of the key needs that must be addressed, the resources and capabilities necessary to meet these needs, and the interests and values specific to each set of stakeholders. The business model canvas lends itself well to health care service planning as it incorporates the factors described above into the business model’s conceptualization and subsequent realization. This article outlines how the business model canvas was applied to assess the needs of physician stakeholders to help guide the expansion of a pharmacogenomic-based precision medicine clinic that conducts genetic testing for patients at risk of experiencing adverse drug reactions. The article provides a detailed description of how the business model canvas was used and adapted to understand physician’s responsibilities and challenges related to drug prescription and dosing, and how the clinic could address physician needs and create value by mapping clinic services onto physician needs and wants. Interviews were conducted with physicians and the data were analyzed following the recommendations of the developers of the business model canvas. The article examines the strengths and limitations of the business model canvas and discusses its applicability to a health care setting.

The increasing competition in the bakery business has made Holland Bakery to be able to maintain its achievements with a business strategy. So a business model is needed as a form of strategy that can be carried out by analysts using the Business Model Canvas, where each building block is also analyzed by the IFE & EFE Matrix, IE Matrix, SWOT Matrix and Blue Ocean Strategy combined with the Business Model Canvas. The results of the IFE matrix analysis resulted in a total score of 2.76, and EFE produced a score of 2.59. The results of the IE Holland Bakery Lampung matrix analysis are in quadrant V, indicating that Holland Bakery Company is currently in a strategic position to maintain and maintain (Hold and Maintain). The appropriate alternative strategy used in this quadrant is the market penetration strategy that Holland Bakery can do by increasing marketing through media strategies in the online or paper and product development form of adding market segments and increasing the variety of Holland Bakery products. Holland Bakery's alternative strategy is to maintain customer loyalty and improve product quality, attract new consumers and retain old consumers, open cooperation with business partners (banks, suppliers, government and store partners) to increase and develop branches in Bandar Lampung, Maximize the use of information media, Internet and social media in creating good relationships with customers, Creating member cards, Providing rewards to the best employees, to maintain employee loyalty in order to create improved service quality and the threat of consumers moving to another bakery, Improve supporting facilities (waiting room, air conditioning, computerized payments and others) and tbsp to attract many new customers. Keywords: Business Strategy, Business Model Canvas, IFE Matrix, EFE Matrix, IE Matrix, SWOT Matrix, Blue Ocean Strategy, Holland Bakery Lampung