Generating a business model canvas for Future-Internet-based logistics control towers

Alias, Cyril; Goudz, Alexander; Jawale, Mandar; Noche, Bernd

doi:10.1109/icadlt.2015.7136592

Cited by 7 publications

(3 citation statements)

References 20 publications

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“…BMC is a tool to describe business models based on nine elements (Osterwalder, 2004;Fritscher & Pigneur, 2014). This model illustrates and visualizes business ideas that are planned and suitable for innovative startup companies (Alias, Goudz, Jawale, & Noche, 2015). Türko (2016) has conducted research on students' perceptions of entrepreneurial learning that applies the business plan model and BMC.…”

Section: Introductionmentioning

confidence: 99%

Impact of Business Models Canvas Learning on Improving Learning Achievement and Entrepreneurial Intention

Hutasuhut

Irwansyah

Rahmadsyah

et al. 2020

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Indonesian university graduates skills in creating job opportunities or entering the workforce are still low. It can be seen from the facts that the undergraduate unemployment rate is still higher than the national unemployment rate. Although entrepreneurship education has been considered as one solution to this problem, the best entrepreneurship education model has not been agreed among researchers. This study examines the application of Business Model Canvas (BMC) on enhancing student achievement and student entrepreneurial intentions and the interaction of entrepreneurial learning achievement levels and the application of BMC on entrepreneurial intentions. The method used in this research is quasi-experiment by assigning two classes of entrepreneurship courses at the Faculty of Economics, Medan State University, one class as an experimental class (BMC) and the other class as the control class. Hypothesis testing was conducted with t-test and ANOVA. The findings showed that the average entrepreneurial learning achievement of the BMC class was 12.52% higher than that of the control class. Entrepreneurial intentions of the BMC class was only 6.15% higher than that of the control class. BMC is proven to be positive and significantly improves learning achievement. The level of learning achievement is proven to be positive and it significantly increases entrepreneurial intentions. However, BMC learning has not been proven to increase entrepreneurial intentions. The results of this study are useful for entrepreneurial instructors to design learning that can increase entrepreneurial intentions.

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Section: Introductionmentioning

confidence: 99%

Impact of Business Models Canvas Learning on Improving Learning Achievement and Entrepreneurial Intention

Hutasuhut

Irwansyah

Rahmadsyah

et al. 2020

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“…When literature related to the business model is examined, there are studies about wireless broadband (Rao & Parikh, 2003), 3G (Ballon, 2007), radio frequency identification (RFID) (Park & Park, 2007), mobile commerce (Wu, Chen and Guo, 2008), Chinese mobile phone company Shanzhai (Hu, Wan & Zhu, 2011), adoption of product-service systems (Barquet et al, 2013), the Italian telecommunications industry (Ghezzi, Cortimiglia & Frank, 2015), the Korean telecommunications industry (Park, Kim & Nam, 2015), Internet of Things (Rong et al, 2015), Internet-based logistics control towers (Alias et al, 2015), sustainability-oriented businesses (Joyce & Paquin, 2016;Yang et al, 2017), mobile music delivery business (Ide et al, 2014), e-commerce of agricultural products in China (Zhang & Huang, 2015), digital banking (Sia, Soh, & Weill, 2016) and smart cities (Walravens, 2015). Ismagilova et al (2017: 26) examined the SMART economy business model in Russia, concluding that development in the sector can be achieved through complexed government support and investments in R&D stimulation, education development, creation of R&D results commercialisation infrastructure, special tax credits etc.…”

Section: Literature Reviewmentioning

confidence: 99%

Evaluation of The Business Models, Internet Enterprises in Turkey

Karaarslan

2020

Yönetim Bilimleri Dergisi

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The business model concept basically focuses on three questions. Which customer will be offered value? Which value will be offered? How will income be generated? Although studies on the business model started earlier, it has been intensively discussed with the emergence of internet enterprises. Through the Internet, entreprises; facilitated access to customers, lowered their costs and were enabled to diversify their revenues. However, there was a rapid increase in the number of business competitors with the Internet. This forced them to innovate business models in order to be competitive. The aim of the research is to identify the business models of Turkish internet enterprises and to determine the relationship between their success and failures and business models. In this research, business models of the enterprises are examined with case study approach. Within the scope of the study, 5 internet entrepreneurs were interviewed and business models were determined. The result of this research is that Turkish entrepreneurs have to operate at the lowest possible cost. The reasons for operating at the lowest cost can be listed as follows: a) the market of Turkey is a relatively small, b) Turkish users do not prefer paid accounts, c) according to Turkish entrepreneurs some income models are inappropriate, d) the number of investors is small, and investors are biased towards some business models. The other result of this research is that the chance of the success of the entrepreneurs can be collected under 3 factors a) if there is a leading enterprise that will inspire for the business model, b) if they sell to corporate customers, and c) if they can receive investment.

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“…Autorius teigia, kad šis verslo modelis nėra sukurtas generuoti procesą, tačiau jis puikiai parodo įmonės veiklą žemėlapyje ir pateikia įmonės esamos aplinkos apžvalgą dalyviams. Alias et al (2015) pabrėžia, kad šis verslo modelis ypač naudingas naujai besikuriančioms įmonėms, norinčioms įvesti naujoves rinkoje. Zolnowski, Bahmann (2014) priduria, kad šis verslo modelis tinkamas išvystyti tinkamą vartoti ir naudingą paslaugą ar prekę.…”

Section: įVadasunclassified

„business Canvas“ Modelio Pritaikymas Transporto Įmonėje

Donculaitė

Vasilienė-Vasiliauskienė²

2017

Proceedings of the 20th Conference for Junior Researchers „Business in XXI Century“

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Straipsnyje nagrinėjama verslo modelio samprata ir analizuojamas „Business Canvas“ modelis bei galimybės jį pritaikyti transporto įmonės veiklos gerinimui. Straipsnyje pateikiama transporto įmonės veiklos analizė „Business Canvas“ modelio elementų pagrindu bei įmonės konkurencinės aplinkos analizė. Analizių rezultatų pagrindu sudarytas transporto įmonės „Business Canvas“ modelis. Modelio pritaikymas leido identifikuoti transporto įmonės vertę vartotojams ir tuo pačiu parodė realias įmonės veiklos problemas. Identifikuotų problemų sprendimui pasiūlytos konkrečios priemonės, kurios leis įmonei pagerinti veiklos konkurencingumą.

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Generating a business model canvas for Future-Internet-based logistics control towers

Cited by 7 publications

References 20 publications

Impact of Business Models Canvas Learning on Improving Learning Achievement and Entrepreneurial Intention

Impact of Business Models Canvas Learning on Improving Learning Achievement and Entrepreneurial Intention

Evaluation of The Business Models, Internet Enterprises in Turkey

„business Canvas“ Modelio Pritaikymas Transporto Įmonėje

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