Business Models Nature and Benefits

Casadesus-Masanell, Ramón; Heilbron, John

doi:10.2139/ssrn.2606692

Cited by 5 publications

(1 citation statement)

References 13 publications

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“…Business model has two forms, its internal constitution and its external alignment. Capability of company has over its employees gives it strength to co-ordinate their product activity (Casadesus-Masanell & Heilbron, 2015). Objective of the analysis of business model is to deepen and broaden the awareness about fundamental component what company shoud do when they running their operational activity (Slávik & Bednár Richard, 2014) Canvas Business Model is a business model, a logical description of how an organization creates, delivers, and captures value (Kurniasari & Kartikasari, 2018).…”

Section: Introductionmentioning

confidence: 99%

Canvas Business Model Established by the Bali Petro Jaya Company During Covid-19

Permana

Andana

2021

j.imb

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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

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Section: Introductionmentioning

confidence: 99%

Canvas Business Model Established by the Bali Petro Jaya Company During Covid-19

Permana

Andana

2021

j.imb

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Business Model Innovation: Considering Organization as a Form of Reflection of Society

Davtian,

Shabalina,

Sadovnikova

et al. 2023

Communications in Computer and Information Science

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Innovation management processes and sustainable iterative circles: an applied integrative approach

Miller

Thomas

Roeller

2020

JWAM

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PurposeThis study attempts to create new insights into innovation management through the integration of innovation management processes and sustainable, iterative circles. Through the exploration of the use of sustainable, iterative circles in a manufacturing environment, this paper explores their role in facilitating customer-focused innovation practices. Other supporting antecedences for innovative behavior are reviewed, and their combined effect upon delivering cost-effective product developments are assessed.Design/methodology/approachData were collected through semi-structured interviews in manufacturing organizations from the automotive industry. Interviews were conducted with senior functional managers to interpret the application of sustainable, iterative development circles. Analysis of the data was undertaken via thematic analysis based upon pertinent and emergent themes.FindingsSustainable, iterative development circles overcame the inherent path-dependency of traditional linear development approaches, whereas, traditional approaches structure the involvement of key business functions, iterative circles facilitate more flexible approaches to product development that more closely met the requirements of the customer, especially when those requirements are in a state of flux.Practical implicationsThis iterative, customer-centric approach to product development reflects the increasingly dynamic market environments in which manufacturing organizations operate. Using this approach helps to focus the organization’s attention upon customer requirements rather than the challenges of adhering to the rigid dogma of a chosen development methodology.Originality/valueThis study proposes a new approach toward the development of innovations in manufacturing organizations utilizing the sustainable, iterative circles, and therefore, contrasts with the traditional, linear development methodologies that are usually employed.

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Business Models Nature and Benefits

Cited by 5 publications

References 13 publications

Canvas Business Model Established by the Bali Petro Jaya Company During Covid-19

Canvas Business Model Established by the Bali Petro Jaya Company During Covid-19

Business Model Innovation: Considering Organization as a Form of Reflection of Society

Innovation management processes and sustainable iterative circles: an applied integrative approach

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