Business Model Canvas as Tool for SME

Frick, Jan; Ali, Murshid M.

doi:10.1007/978-3-642-41263-9_18

Cited by 19 publications

(18 citation statements)

References 2 publications

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“…BMC has also been applied to the food sector for evaluating improvements in sustainable development in fisheries [96], implementing complementary services in the food supply chain [97], and identifying and comparing different foodservices [98]. Moreover, the Business Model Canvas (BMC) method was used to analyze and compare data, which permitted an assessment of entrepreneurial initiatives [88][89][90][91][92] or planning and organizing institutions [93][94][95]. BMC has also been applied to the food sector for evaluating improvements in sustainable development in fisheries [96], implementing complementary services in the food supply chain [97], and identifying and comparing different foodservices [98].…”

Section: Methodsmentioning

confidence: 99%

Eating Hamburgers Slowly and Sustainably: The Fast Food Market in North-West Italy

et al. 2019

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The Italian food movement shows some peculiarities of meeting consumer demand in the foodservice subsector where innovation is considered strategic to meet targets and reach goals. A particular kind of innovation is the return to tradition by enhancement of the territory, e.g., reinstating local recipes and local gastronomy or high-quality local raw materials. Some entrepreneurs are redefining the fast-food service, providing foodstuffs through a short supply chain. The aim of this paper is to identify the different hamburger foodservices operating in North-West Italy and address their diverse peculiarities. A sample of 11 hamburger restaurants was identified, a mystery shopping analysis was implemented to collect information on the foodservice phenomenon, and a Business Model Canvas was carried out to compare different foodservices. The results consider two different hamburger foodservices, i.e., International Hamburger Foodservice (IHF) and Local Hamburger Foodservice (LHF), the former concentrating mainly on customer service, human resource management, and operations management, and the latter focussing on high product quality in terms of materials and psychology, plus selection of local raw materials and ingredients, supporting the local economy and businesses. Moreover, the findings provide some information on the interaction between selected Hamburger Foodservices and related supply chains, highlighting the consumer transition toward meals of high quality standards in terms of raw materials and ingredients.

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Section: Methodsmentioning

confidence: 99%

Eating Hamburgers Slowly and Sustainably: The Fast Food Market in North-West Italy

et al. 2019

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“…Another classification of the business model -which is widely known in the industry -is the business model canvas (BMC), which consists of nine sections. These sections are strategic partners, key activities, key resources, value proposition, customer relationship, distribution channels, customer segments, cost, and revenue [4], [5]. As mentioned above, the concept and the content of the model is almost similar.…”

Section: Business Models To Generate Revenuesmentioning

confidence: 96%

Enhancing the Business Model: Automating the Recommended Retail Price Calculation of Products

Fakieh

2021

IEICE Trans. Inf. & Syst.

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The purpose of this paper is to find an automated pricing algorithm to calculate the real cost of each product by considering the associate costs of the business. The methodology consists of two main stages. A brief semi-structured survey and a mathematical calculation the expenses and adding them to the original cost of the offered products and services. The output of this process obtains the minimum recommended selling price (MRSP) that the business should not go below, to increase the likelihood of generating profit and avoiding the unexpected loss. The contribution of this study appears in filling the gap by calculating the minimum recommended price automatically and assisting businesses to foresee future budgets. This contribution has a certain limitation, where it is unable to calculate the MRSP of the in-house created products from raw materials. It calculates the MRSP only for the products bought from the wholesaler to be sold by the retailer.

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“…Kanvas Model Bisnis Osterwalders mencoba memetakan apakah pola menuju keberhasilan dengan memperhatikan kegiatan UMKM saat ini. (Frick & Ali, 2013).…”

Section: Bisnis Model Canvasunclassified

“…UKM membutuhkan alat yang baik untuk mengatasi situasi "tumbuh atau mati" banyak dari mereka mencapai beberapa tahun setelah dimulai. Firck (2013) bahwa Bisnis Model Canvas cocok untuk tujuan pemetaan kegiatan saat ini dengan menggunakan pola menuju keberhasilan sejalan dengan Osterwalders Business Map Canvas (Frick & Ali, 2013). Kanvas Model Bisnis, adalah alat manajemen dan kewirausahaan strategis (Murray & Scuotto, 2015).…”

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Strategi Pengembangan Bisnis Usaha Mikro Kecil Menengah Keripik Pisang Dengan Pendekatan Business Model Kanvas

Suwarni

Handayani

2021

MBIA

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The aim of this research is to describe the business model canvas and to create a business transformation design. The research was carried out at the MSMEs Arabar Shop Bandar Lampung, which is one of the MSMEs whose main activity is marketing Banana Chips. This research uses a descriptive method with a qualitative approach, namely explaining in depth about the situation or process being researched, namely the Arabar Shop MSMEs. The key informants in this research are the owners of MSMEs and staff. Data collection was carried out through in-depth interviews with key informants to obtain clear information about the application of the business model canvas at the Arabar Shop MSMEs. The general description of the company is explained by the position of company resources and their performance. The business transformation model is analyzed using a business model canvas approach and a customer empathy map. The result of the Arabar Shop MSMEs business transformation development strategy is to improve the preservation of customer segments and as their key resource. Increasing value propositions such as customer customization service, and social media in its value in customer channels and relationships generate a revenue stream from selling new products made of bananas and other ingredients. Increases are also needed in social activities in the main activities, increasing partners such as supplier and delivery services as the main partners, as well as additional costs for adjustments and social activities to the cost structure. Abstrak Tujuan penelitian ini adalah untuk mendeskripsikan Bisnis model kanvas dan menciptakan desain transformasi bisnis. Riset ini dilakukan pada UMKM Arabar Shop Bandar Lampung yang kegiatan utamanya adalah memasarkan keripik Pisang. Penelitian ini menggunakan metode deskriptif dengan pendekatan kualitatif, yakni menjelaskan dan menggambarkan secara mendalam tentang situasi atau proses objek yang diteliti yaitu UMKM Arabar Shop. Informan kunci dalam penelitian ini adalah pemilik UMKM dan staf bagian pemasaran. Pengumpulan data dilakukan melalui wawancara mendalam kepada informan penelitian sehingga diperoleh gambaran yang jelas mengenai penerapan business model canvas pada UMKM Arabar Shop. Deskripsi umum perusahaan dijelaskan melalui posisi sumber daya perusahaan dan kinerjanya. Model transformasi bisnisnya dianalisis dengan pendekatan bisnis model kanvas dan peta emphaty pelanggan. Hasil strategi pengembangan transformasi bisnis UMKM Arabar Shop adalah meningkatkan pelestarian segmen pelanggan sebagai kunci sumber daya mereka. Peningkatan proposisi nilai seperti layanan penyesuaian pelanggan, dan media sosial dalam nilainya di saluran dan hubungan pelanggan menghasilkan aliran pendapatan dari penjualan produk baru yang terbuat dari pisang dan bahan lainnya. Kata kunci: Bisnis Model Canvas; Keripik Pisang; Strategi Pengembangan.

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Business Model Canvas as Tool for SME

Cited by 19 publications

References 2 publications

Eating Hamburgers Slowly and Sustainably: The Fast Food Market in North-West Italy

Eating Hamburgers Slowly and Sustainably: The Fast Food Market in North-West Italy

Enhancing the Business Model: Automating the Recommended Retail Price Calculation of Products

Strategi Pengembangan Bisnis Usaha Mikro Kecil Menengah Keripik Pisang Dengan Pendekatan Business Model Kanvas

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