• The Journal of the Korea institute of electronic communication sciences
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• v.8 no.10
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• pp.1505-1514
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• 2013

This paper aims to applying the architectural business model canvas to urban single houses business based on the prosumer concept of knowledge-based economy. For that purpose, current status of housing market are reviewed to compare the characteristics of urban single houses with general apatments, Second, from the viewpoints of prosumers which means the client as both producer and consumer, single house business problems were investigated. Third, for the purpose of improving current business problems, new architectural business model with the help of business model canvas is developed to give the improvement measures.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.2
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• pp.1201-1213
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• 2021

This paper describes the intent of learners to acquire university education, the basis for selecting study courses, the means to assess the quality of higher education, what the challenges faced by the learners are, as well as suggestions for improvement. The design and system thinking approach has been adapted to address the well-being issues of B40 young people in Bangladesh, through understanding their need, followed by building conceptual business models using modeling tools, i.e., Business Model Canvas (BMC) and Value Proposition Canvas (VPC) model. The main objective of this paper is to investigate the contribution and the role of a Malaysian University to solve problems of quality of higher education in Bangladesh and what initiatives should be taken to overcome this problem. This paper offers a validated conceptual Malaysian University of the Future (UotF) business model with the focus on international community engagement programs to help Bangladeshi students to acquire knowledge, abilities, skills, and values toward developing a harmonious and sustainable society. The contribution of this paper is the presentation of a conceptual, validated business model in both BMC and VPC formats. This conceptual business model can further be applied to civic engagement operations by other universities.

• 한국벤처창업학회:학술대회논문집
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• 2017.08a
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• pp.55-68
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• 2017

The purpose of this study is to seek ways to enhance sustainability by understanding the business model of social ventures that should be accompanied by social and environmental missions as well as economic missions. To achieve this purpose, We seek to enhance sustainability by analyzing the business model of social venture entrepreneurs. The analysis tool used TLBMC (Triple Layered Business Model Canvas). It is extended from a business model canvas that is widely utilized and recognized in economical terms. The TLBMC is proposed by Alexandre & Raymond (2016) to help achieve a holistic view with horizontal and vertical associations. Based on the TLBMC, we found that each of the social ventures needed additional factors or unnecessary factors, and that they were approaching a different meaning from the beginning to stabilizing phase. And social entrepreneurs have concluded that using TLBMC to provide stakeholder and staff basic understanding of economic, social, environmental and environmental factors, enabling rapid and accurate communication and collaboration. This study will help people who prepare and study social ventures to have economic, environmental, and social perspectives. t could also be used to redefine the direction and value of entrepreneurs operating social ventures, such as vision and mission to help clarify the roles of the organization.

• Journal of Information Technology Applications and Management
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• v.20 no.4
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• pp.165-189
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• 2013

The advance of the smart working environment came the expectation that it would innovate and revolutionize the way people work, particularly in a society where smart work is readily available for creating a collaborative and 'connected' business. One of the core infrastructure elements for making smart work a viable option is the smart work center, the promotion of which requires a new form of 'smart work center business model' that can satisfy the purposes of both public services and private businesses. This calls for collaboration between the public and private sectors. Recently a number of businesses have been making significant headway in the creation of a new environment for business support and collaboration by adopting a sharing economy business model in their offices. The so-called 'Coworking Space' is an advanced form of business environment in the emerging 'smart work' era, and comes with the benefits of reduced costs as a result of sharing office space and knowledge sharing through the use of human networks. This paper describes the framework of a 'smart work center business model based on the sharing economy' using a BMC (Business Model Canvas), with an understanding of the characteristics inherent to the smart work center and the sharing economy. It was on the basis of this framework that a smart work center model for business incubation and startup, a private smart work center model for childcare services, and a community marketplace model with a global network were developed.

• The Journal of the Korea Contents Association
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• v.15 no.10
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• pp.561-569
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• 2015

Many start-ups have many realistic hardships in getting management diagnosis about whether their business model are properly going. For this reason, there is the need for an easy and simple method that makes it possible to conduct a strategic management through the analysis and management diagnosis of the business model. The Business Model Canvas(BMC) has been popularized as a tool to help entrepreneurs describe, design, challenge, invent and pivot their business model. This model gives a framework to describe the most important building blocks(9 blocks) of existing business. Entrepreneurs can make their own business analyses and craft their own solutions through using this model. In this study, we conducted consulting by using the BMC on the NARUATO which is a small start-up in the healthy food industry. This case study can use as a learning material for entrepreneurship education.

• Korean Journal of Organic Agriculture
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• v.25 no.4
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• pp.711-724
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• 2017

The purpose of this research is to go beyond the policy support of the traditional sixth industry and to build a business model of the farmers' business by establishing the business model of the establishment of the sixth industry utilizing agricultural products of individual farmers. First, we defined the business model of the 6th agricultural industry, and secondly set up two models via FGI based on the 9 block model of BMC (Business Model Canvas), and applied feasibility, cost appropriate, differentiation point Through the establishment of hard-working business, sales consolidation, consumer-centric model set. Third, using the Delphi method in each area of 9 Block, the final 21 components were set. Through this BMC model, it was shown that discrimination and accessibility are important factors in the 6th agricultural field foundation business model.

• Journal of Intelligence and Information Systems
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• v.25 no.2
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• pp.57-75
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• 2019

In this paper, we conducted a study focusing on the innovation direction of the documentary model on the Internet of Things industry, which is the most actively industrialized among the core technologies of the 4th Industrial Revolution. Policy, economic, social, and technical issues were derived using PEST analysis for global trend analysis. It also presented future prospects for the Internet of Things industry of ICT-related global research institutes such as Gartner and International Data Corporation. Global research institutes predicted that competition in network technologies will be an issue for industrial Internet (IIoST) and IoT (Internet of Things) based on infrastructure and platforms. As a result of the PEST analysis, developed countries are pushing policies to respond to the fourth industrial revolution through cooperation of private (business/ research institutes) led by the government. It was also in the process of expanding related R&D budgets and establishing related policies in South Korea. On the economic side, the growth tax of the related industries (based on the aggregate value of the market) and the performance of the entity were reviewed. The growth of industries related to the fourth industrial revolution in advanced countries overseas was found to be faster than other industries, while in Korea, the growth of the "technical hardware and equipment" and "communication service" sectors was relatively low among industries related to the fourth industrial revolution. On the social side, it is expected to cause enormous ripple effects across society, largely due to changes in technology and industrial structure, changes in employment structure, changes in job volume, etc. On the technical side, changes were taking place in each industry, representing the health and medical sectors and manufacturing sectors, which were rapidly changing as they merged with the technology of the Fourth Industrial Revolution. In this paper, various management methodologies for innovation of existing business model were reviewed to cope with rapidly changing industrial environment due to the fourth industrial revolution. In addition, four criteria were established to select a management model to cope with the new business environment: 'Applicability', 'Agility', 'Diversity' and 'Connectivity'. The expert survey results in an AHP analysis showing that Business Model Canvas is best suited for business model innovation methodology. The results showed very high importance, 42.5 percent in terms of "Applicability", 48.1 percent in terms of "Agility", 47.6 percent in terms of "diversity" and 42.9 percent in terms of "connectivity." Thus, it was selected as a model that could be diversely applied according to the industrial ecology and paradigm shift. Business Model Canvas is a relatively recent management strategy that identifies the value of a business model through a nine-block approach as a methodology for business model innovation. It identifies the value of a business model through nine block approaches and covers the four key areas of business: customer, order, infrastructure, and business feasibility analysis. In the paper, the expansion and application direction of the nine blocks were presented from the perspective of the IoT company (ICT). In conclusion, the discussion of which Business Model Canvas models will be applied in the ICT convergence industry is described. Based on the nine blocks, if appropriate applications are carried out to suit the characteristics of the target company, various applications are possible, such as integration and removal of five blocks, seven blocks and so on, and segmentation of blocks that fit the characteristics. Future research needs to develop customized business innovation methodologies for Internet of Things companies, or those that are performing Internet-based services. In addition, in this study, the Business Model Canvas model was derived from expert opinion as a useful tool for innovation. For the expansion and demonstration of the research, a study on the usability of presenting detailed implementation strategies, such as various model application cases and application models for actual companies, is needed.

• Journal of Distribution Science
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• v.18 no.5
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• pp.89-98
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• 2020

Purpose: The growth of online commerce is now becoming a major threat and a new opportunity for retailers. Existing offline retailers struggle to cope with new online retailers' threats by utilizing offline infrastructure. Besides, online retailers expand their online strengths to offline sales by opening their offline stores. Many retailers are paying close attention to the O2O business and the resulting changes. Thus, this research focuses on the O2O business model and process that retailers can adopt. Research design, data and methodology: Considering the features of products that retailers sell, this paper divides O2O business process with the following criteria: delivery lead-time and delivery area. And This research uses the business model canvas to define the features of O2O commerce business process. This paper also uses nine key elements in the business model canvas for analyzing the structure of O2O commerce business. Results: This paper suggests the delivery model of retailers respond to offline customer orders and summarizes the following results. (1) Considering characteristics such as logistics process, delivery area, and product type, we define the features of O2O business models: wide-area (warehouse) based O2O business model, regional area (store) based O2O business model and time-separated O2O business model. (2) This study checks the availability of the business model through the business cases of O2O business models. (3) This study also analyzes the O2O business model of domestic retail companies by the factors defined in the business model canvas. Conclusions: Retailers can adopt the O2O business process to fit their business requirements and strategy. The online retailers who deal with normal consumer products mainly have the wide-area based O2O business model. The wide-area based O2O business model can be suitable for retailers who manage inventory centrally. The time-separated O2O business model can be a good solution for fresh food retailers to operate the logistics process efficiently. And to shorten the delivery lead-time of fresh foods, the regional area based O2O business model can be fit to the retailer that utilizes its offline logistics or sales infrastructure. It may be much more important for retailers to share the inventory information with other branches and to change the role of offline stores.

• Journal of Digital Convergence
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• v.14 no.3
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• pp.171-179
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• 2016

The purpose of this study is to deduce a successful business model of fintech and suggest the business model component in fintech on domestics. Business model has suggested on a strategic levels but it is to a value of corporation. From literature research, we find a conceptual character and its component of business model. The results show that we understand the business model of fintech. We suggest business model of component for a successful entry of market. These results suggest business model canvas by Alexander Osterwalder. This business model consist of 9 blocks - customer segmentation, value proposition, customer relationship, key resource, key activity, key partnership, revenue stream, and cost structure. These components need an analytic approach for a successful entry and settlement of market. Also, we analyze and suggest a fintech business model and directivity of its components.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.14 no.1
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• pp.187-198
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• 2019

The purpose of this study is to seek ways of utilizing TLBMC by understanding business model of social ventures that are accompanied by social and environmental as well as economic missions. In order to achieve this, business models from economic, environmental and social perspectives will be analyzed, and we seek to enhance sustainability of social venture entrepreneurs. As the analysis tool, TLBMC(Triple Layered Business Model Canvas) expands upon the business model canvas that is widely utilized and recognizes economical terms. The TLBMC is proposed by Joyce, A., & Paquin, R. L.(2016) to help achieve a holistic view with horizontal and vertical associations. The study tries to overcome limitations of previous studies and observe a variety of economic, environmental, and social perspectives that social ventures should have with the TLBMC. As a result, it has the following implications; Firstly, creating separate social, environmental and economic business model canvas helps a business to have a holistic approach. Secondly, it was found that social venture characteristics of environmental and social perspectives were applied in practice. Lastly, we have established experience data on social venture business model. This study focuses on the opinions, the meanings and the subjective views of the participants. As a result, conclusions are drawn by the researchers ' assertions and has limitations as a research on case studies. However, this study will help people who are preparing or studying social ventures to have economic, environmental, and social perspectives. Also, redefinition of the direction and value of entrepreneurs operating social ventures, such as vision and mission, will help clarify the roles and responsibility of organizations. As a fundamental step for future empirical studies, this study could be the base for social venture business model studies.