Rita Cloth Store: rethinking for the times

This study aims to determine whether or not the impact of business size on business model building and business performance perceived owner. This research used a quantitative-qualitative approach with Survey Method. The study was conducted in Apparel industry in Bandung City in 2017. The business model used to evaluate is Business Model Canvas (BMC). Chi-Square and Mann-Whitney U tests were used to test the differences between micro business and small business on each of BMC building blocks. The results showed that BMC building blocks between Micro Business and Small Buisness differed on two blocks, ie Channels and Revenue Streams, while the other seven blocks were not different significantly. It can be interpreted that the business model on Micro Businesses is generally slightly different with Small Businesses, or in other words the business strategy is relatively the same. However, the Business Model applied to Small Business with excellence in marketing channels and revenue streams compared to Micro Business, has resulted in a higher level of owner satisfaction on the performance of its business.

Short Abstract: A team of twelve participants representing the four laboratories integrating the ELIXIR PT worked on the definition of two reference business models, one for the ELIXIR Hub and another for its own context. The technique used was the Business Model Canvas, and the main sources of information were the web sites of the ELIXIR Hub and of the ELIXIR PT Node. For the PT Node, assuming the biomedical industry and R&D community as its main costumer segment, the participants identified the woody plants competency as its main value proposition, supported by key data resources (including, up to now, eucalyptus, cork oak, pine and grapevine). A second relevant value proposition to potential customers is competency improvement, especially in training. Among the identified key activities of the PT Node, it emerged the development of analytical software tools. Also relevant to underline was the value in relation with “ELIXIR” as a brand. Details: The members of the ELIXIR PT Node established two reference business models, one for its own context and another for the ELIXIR Hub. These business models were created during a workshop with twelve participants representing the four laboratories integrating the node. The participants used the BMC (Business Model Canvas) technique to express the findings, and intentionally relied mainly on the information perceived from web sites of the ELIXIR Hub and of the ELIXIR PT Node as sources of information for analysis (turning this exercise also an informal assessment of these communication channels). A business is a system that creates value to customers. To achieve that, resources have to be spent, and to be sustainable, revenues or incomes must be assured. Therefore, a business model is a conceptual system defining the structural concepts of a business (value and resources are the core concepts, but others might also exist, usually depending of the specific business), of their relationships (how concepts interdepend of each other) and their dynamics (how value is created and delivered, how the resources are acquired and spent, etc.). In scenarios where a business model has to be shared to wide or heterogeneous audiences, it is fundamental that the model can be easily understood. That has led to the development of reference languages and techniques for that purpose. Among them, the BMC has become one of the most notorious. Finally, we believe that the expression of ELIXIR through this technique, which already is a recognized reference, can be a very efficient tool to reach a wide range of stakeholders, in particular external stakeholders at the business and political levels. The BMC Thechnique: The BMC is a pragmatic visual technique to express and communicate a business model. It was first proposed by Alexander Osterwalder in 2004 in a PhD thesis at the University of Lausanne. Since then it has been recognised as a very effective tool for this purpose. When the creation process of a BMC involves the main internal actors of a business, its value for consensus building has also been recognized. In this sense, the expression of a specific BMC can be an efficient and effective tool to reach external stakeholders. The BMC development and maintenance process can also provide a very important contribution to team building and self-awareness. We therefore believe that actions and results as reported here can significantly drive the definition of the ELIXIR identity (self-awareness and engagement) and communication (internal and external). Concluding, we believe that the expression of ELIXIR through this technique, which already is a recognized reference in many innovation and business assessment fora, can be a very efficient tool to communicate with business and political stakeholders.

Small business owners with 10 or fewer full-time employees are characterized by a focus on the domestic market, and thus have limitations in growth in sales and employment compared to general small and medium-sized businesses. This can be explained by applying the limitations of internal and external resources of small business owners, but fundamentally, there is a general assessment that the issue of digital transformation triggered by the emergence of COVID-19 and digital platforms has not been properly approached. In this environment, the government of the Republic of Korea announced the 2nd Basic Plan for Small Business Support (2023-2025) and developed a nurturing strategy for each stage of entrepreneurial small business growth to create a self-sustaining ecosystem in which small business owners can grow into innovative entrepreneurs, and the expansion and advancement of digital transformation for small business owners. A total of four strategic tasks were selected, including: This study was conducted to suggest support policies tailored to small business owners in Daegu Metropolitan City based on the two strategic tasks of the Korean government's basic plan for small business support (nurturing strategy for each growth stage of entrepreneurial small business owners and expansion and advancement of digital transformation for small business owners). To this end, we investigated the current status and actual conditions of small business owners, analyzed the central government's small business support policy and Daegu City's small business support policy to derive policies to support the growth of small business owners in Daegu Metropolitan City, and finally applied the AHP technique for experts to determine the policy. Priorities were derived. Experts who participated in this study indicated that the policy direction for the actual growth of small business owners in Daegu Metropolitan City is in the following order: ① digital conversion, ② market development, and ③ education and consulting.

This research studies the value and impact of small business leaders' action learning programs. Previous studies have suggested that understanding and interpreting a small business leader's business model is key to co-creating value for the small business, and for the business school too. Our study is part of an ongoing series of research studies looking at the value of business schools in their local business community. The evolving nature of the program and the differing engagement activities ensured a personalised fit to the small businesses' specific requirements, and ultimately proved beneficial to the business school and the small businesses. It suggests that business schools, and universities in general, have a key role to play in local economic small business growth – particularly in helping these smaller businesses develop a sustainable business model.

Information technology enables disruptive innovations, causing paradigm shifts in how companies do business. IT allows companies to break with traditional business models and management thinking. This article explores IT-driven business model innovations empirically by examining how 343 Danish companies use IT to innovate their existing businesses. This systematic review of extant literature using the Business Model Canvas as an analytical framework to answer the research question; how does IT drive business model innovation? Through an exploratory factor analysis this article observes the underlying structure of IT-driven business model innovation, identifying three innovation sources: customers, infrastructures, and supply chains. The three sources demonstrate where and how innovation is most likely to occur, and how it may spread to other parts of the business model. This paper presents a framework for understanding the impact of IT on business models, providing researchers and practitioners with empirically based knowledge on how to leverage IT for business model innovation.

Traditionally, knowledge workers can be found in large enterprises. But, current trend shows that small businesses or new ventures are developed by people with high intelligence capacity, depends on creativity of their people, and create innovation as a business model. Thus, many small businesses have knowledge workers as their business backbones. This paper aims to develop indicators to measure productivity of knowledge worker in small consultant businesses. Using qualitative method, this paper will explain the process of thematic analysis towards the result of interview. The result shows that Knowledge worker productivity consist of six dimensions, namely: systematic and structured, learning motivation, focus, output, punctuality and communication. Detail of indicators for each dimension will be discussed.

In this study, we drew on the business model research and the stage theory of business growth to develop a five states model of how small businesses in China grow in their early existence. The model suggests that a Chinese small business may progress through five states of early growth, depending on the extent to which the business addresses the four fundamental issues in business value (for whom to create value, what value to create, how to create value, and how to capture value). To evaluate the validity of our model, we developed a survey instrument for assessing the five different growth states and collected the survey data from 100 small and micro businesses operating in the City of Changsha in China. A factor analysis of the survey data provided some initial evidence for the model structure.

A newcomer in the social media industry, Piecework is dedicated to assisting small businesses in growing their operations in the age of globalization. Having the appropriate business model for a simple explanation of a company's business idea is essential when creating a startup. The Business Model Canvas was a business model that startups utilized frequently at first, but following the creation of the Lean Canvas, they were interested in using it for company development. The purpose of the comparison between the Business Model Canvas and Lean Canvas in the Piecework startup is to enhance the startup development strategy, gain a stronger market position, and gain a deeper understanding of the business framework based on both business models. To validate the concerns encountered, ten informants were interviewed using a qualitative methodology. Lean Canvas is thought to be more suitable for usage by Piecework because using Lean Canvas, Piecework may build services that are more suitable for customers, according to the comparison of the Business Model Canvas and Lean Canvas business models.

The Business Model Canvas (BMC), originally developed by Osterwalder and Pigneur, has become a well-established and widely utilised tool for the development, modification, and visualisation of business models. While the Business Model Canvas provides an effective framework for designing business models, there remains a need to enhance the understanding of cause-and-effect relationships within the system, as well as to establish a holistic perspective on its impacts. This is particularly relevant for entrepreneurs and start-up advisors, as start-ups typically have fewer financial resources to mitigate or adapt to unsuitable decisions taken than established companies. Furthermore, many of today’s start-ups operate in highly complex and dynamic sectors, such as the digital economy, and often strive for a holistic view of sustainability, balancing economic, environmental, and social impacts. This paper reviews the traditional Business Model Canvas and explores sustainable business models grounded in the Triple Bottom Line approach. It then introduces a Systems Thinking based Sustainable Business Model framework (STSBM) that offers a robust methodology for designing sustainable dynamic modern business models. Specifically, impact networks are proposed to align mental models, while scenario simulation and evaluation are presented as tools for managing complexity. The paper outlines the process of model development, details the structural elements of the proposed framework, and suggests its practical application. By integrating these principles, the proposed framework aims to support the creation of sustainable business models that effectively address the intricate challenges faced by start-ups.

Background: Business model changes have far-reaching implications for overall company performance, including social and environmental aspects. Business Model Canvas (BMC) is often used as a framework for designing business models. However, the concept of sustainability involving social and environmental aspects is often not fully integrated into using BMC. In other words, BMC tends to focus more on economic aspects alone. Urban studies have dominated research on business and entrepreneurship. Studies on rural entrepreneurship, especially in developing countries, are still minimal, with 78% (10 documents) of journal article publications in 2021 dominated by social sciences (26%), business, management, accounting (19%), and agriculture and biology (7%). In addition, there is a research gap in economics, especially regarding the role of women in organic farming, although women are more often involved in organic farming than men.Purpose: This research uses the Business Model Canvas for Sustainability (BMCS) to develop a business model centered on village-based sustainability issues, specifically focusing on the Mekar Sari Women Farmers Group (WFG) in Bogor, Indonesia.Design/methodology/approach: The research was conducted in Neglasari Village, Bogor District, West Java, Indonesia. The research was conducted for 3 months for one case study from July to September 2024. The sampling technique used was purposive sampling with a descriptive-qualitative approach. The research used primary and secondary data from literature studies, field observations, and interviews with 20 respondents selected based on the criteria set. It was then analyzed with the business unit's BMCS framework, the results of which were used to identify the 10 main elements of BMCS.Finding/Result: The results showed that the Mekar Sari Women Farmers Group business had implemented most of the BMCS components. Elements identified include vision and mission, value propositions, customer segments, competitors, stakeholders, revenue model, key resources, key activities, key partnerships, and cost structures. Conclusions: Based on the identification of the business model currently implemented by WFG Mekar Sari, it shows that WFG has constraints on market competition, customer segments, and key partnerships that affect the revenue model of Mekar Sari's WFG organic vegetable business. To improve business performance, WFG Mekar Sari needs to adopt a sustainable business strategy for its future business development.Originality/value (State of the art): This study contributes to developing sustainable business models by addressing the gap in integrating sustainability into the BMC framework, especially in village-based businesses. This study shows that BMCS is one of the tools that can be considered for designing more sustainable businesses. Keywords: BMCS, business model, organic vegetables, sustainability, women farmer group (WFG)

With growing concern for the unsustainability of food systems, the international research community has turned its attention to small farms as key actors to potentially face the global food crisis. This study aims to support a policy design that values the diversity of small farms business models vis‐à‐vis environmental, economic, social and institutional challenges affecting European farming systems. Building on the existing classification of five small farm types in the EU, our analysis targets the business model dynamics of small farms in four Euro‐Mediterranean countries: Greece, Italy, Portugal and Spain. For this analysis, we applied resilience thinking to the Business Model Canvas framework. This innovative conceptual framework allows us to depict the architecture of small farms business models and their role in farming systems. The diversity of small farms business models and their continuous adaptation to changing conditions allows for the identification of a strongly heterogeneous assemblage of farms that contribute to the resilience of food systems at local, regional and multiple other scales.

With emergence of technological and social change, rivalry between firms in the publishing industry is becoming more intense. Number of publishers in Indonesia keeps increasing, while switching cost of customer is low. ABC Press is a university publisher that has a volatile revenue, where they experienced revenue decrease in 2016 by 1,73% and in 2019 by 19,36%. Besides that, the business also has not grown much, where the average revenue growth from 2015 to 2019 is only 15,93%. ABC Press needs to formulate and reinvent their business strategy and model to improve their performance, remain competitive and sustainable in the publishing industry. This study uses primary data based on interview with three representatives of ABC Press and examine related secondary data to map the current Business Model Canvas (BMC). Then internal and external analysis is carried out to perform SWOT analysis in BMC, followed by strategy and new BMC formulation. To create value innovation, author used Four Action Framework in the strategy formulation. Cost leadership is deemed as the most appropriate business strategy, which demands ABC Press to conduct process innovation through developed production and distribution methods. Meanwhile, long tail business model combined with multi-sided platform is the appropriate business model, where ABC Press needs to focus on offering large range of niche products through their website as their main platform.

In doing business, business actors must understand the importance of a business model in entrepreneurship; a business strategy is needed. There are several business models, but the one most often used by business actors is the Business Model Canvas or what we usually know (BMC). According to several studies, the Business Model Canvas is a business model that can still be developed into a more detailed business model and better mapping. Then from the Business Model Canvas, a new business model was developed, namely the Business Road Map, to win the market competition. Business Road Map is a pattern or Business Mapping Method to build a business model/business plan capable of creating growth over time.

Business model is a system of resources and activities, which create a value that is useful to the customer and the sale of this value makes money for the company. The purpose of the analysis of business models is to deepen and broaden the knowledge about basic components of a business model. The Business Model Canvas (BMC) is a tool that provides a clear view of what the company needs to achieve and focuses on the strategic elements that matter most and will have the greatest impact to the business. This paper discuss about BMC among home industries in Kulon Progo Regency, based on their products: “pong” tofu, white tofu, traditional snacks, various kind of “peyek”, dan various kind of tempeh (soybean, “gembus”, and “benguk”). These five home industries compared among the nine building blocks in the BMC: customer segments, customer relationships, distribution channels, value proposition, key resources, key activities, partners, cost structure and revenue streams. BMC helps the home industries in creating their business models based on nine building blocks. Discussion among these home industries in Kulon Progo Regency was being conducted in order to help the entrepreneurs to use these models in the right way‚ and successfully plan their future business.

This study aims to determine the business model with Business Model Canvas on KJPP Yanuar Bey and Partners (Y&R) engaged in the Appraisal and Consultant. The objectives of this study are: (1) Identifying the business model at Y&R using BMC, (2) Creating a business model improvement on Y&R. The Business Model will be reviewed on every BMC element consisting of customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structures with SWOT Analysis. The research method used is descriptive qualitative analysis. Data collection was carried out using interviews and observation techniques. This research is focused on creating a new business model with a BMC approach that looks at Y&R through the nine elements of BMC. The results of this study indicate that the business model that has been carried out by Y&R found weaknesses in the nine elements of BMC, therefore it is necessary to improve all elements.