Business Model for a Long Duration Crewed Lunar Mission: Refueling, Resource Commercialization, and New Revenue Streams

New Space ◽  
2020 ◽  
Vol 8 (4) ◽  
pp. 234-246
Author(s):  
Paolo Pino ◽  
Erwan Beauvois ◽  
Marco Giuliani ◽  
Isaac Mitchell ◽  
Sonia Botta
Keyword(s):  
Business Model ◽  
Long Duration ◽  
Lunar Mission ◽  
Revenue Streams

The Decline of College Textbook Publishing: Cengage Learning and McGraw-Hill

2020 ◽  
Vol 65 (2) ◽  
pp. 284-299
Author(s):  
Bob Carbaugh
Keyword(s):  
Business Model ◽  
Jel Classification ◽  
Production Costs ◽  
Book Market ◽  
Educational Materials ◽  
College Textbook ◽  
Revenue Streams ◽  
Textbook Publishing ◽  
Harmful Effects ◽  
The U.S

America’s college textbook publishers historically had a business model based on continuing profits and growth led by high prices. However, that model eroded as competition from the used-book market and rental textbooks resulted in falling textbook sales and losses for publishers. Textbook publishers are currently revising their business model so as to move away from printed textbooks to digital (online) educational materials. Also, publishers are downsizing their operations and undergoing mergers with each other to survive in the marketplace. The 2019 merger proposal of McGraw-Hill and Cengage Learning reflects the current problems of college textbook publishing: The merger would be between two financially weak companies that are attempting to reduce overhead and production costs and create additional revenue streams. However, the U.S. Department of Justice’s concerns about the harmful effects on competition led to the companies’ agreement to abandon their plans to merge in May 2020. JEL Classification: A00, K21, L22, L41

scholarly journals Implementasi Bisnis Model Kanvas dalam Perancangan Manajemen Bisnis Aplikasi JASKOST

2019 ◽  
Vol 10 (1) ◽  
pp. 93-100
Author(s):  
Wanda Fatricia ◽  
Mokh Adib Sultan Sultan
Keyword(s):  
Business Model ◽  
Mobile Application ◽  
Model Concept ◽  
Business Model Canvas ◽  
Revenue Streams ◽  
Descriptive Approach ◽  
Alternative Choice

Abstract. Bussniess model concept at this moment considered as the alternative choice for entrepreneurs to design and develop a business. One of which frequently applied is Business Model Canvas. The purpose of this study is to implement the Bussniess model canvas in designing the management of Jaskost-mobile based application. Jaskost is an application designed to meet the tenants' needs (anak kos). The method used is qualitative one with descriptive approach. The  result shows that 9 elements of Bussniess model canvas relate each other. Revenue streams is believed as the point of the Bussniess model canvas elements which illustrates the income would be penetrated through the jaskost application. The implementation of business model canvas in designing the management of Jaskost-application in this study is as a representation of what must be done.Keywords: Bussniess Model Canvas; Entrepreneur; JaskostAbstrak. Konsep model bisnis hingga saat ini terus menjadi alternatif wirausaha dalam merancang dan mengenbangkan bisnisnya. Salah satu model bisnis yang sering digunakan adalah Bisnis Model Kanvas. Tujuan penelitian ini adalah menerapkan model bisnis kanvas dalam perancangan manajemen aplikasi JASKOST berbasis Mobile Application. Jaskost adalah sebuah aplikasi yang dirancang untuk memenuhi kebutuhan anak kost. Metode penelitian yang digunakan adalah metode kualitatif dengan pendekatan deskriptif. Hasil penelitian menunjukkan bahwa sembilan elemen model bisnis canvas memiliki hubungan satu sama lain. Revenue streams merupakan inti dari elemen model bisnis kanvas dimana elemen ini menggambarkan aliran pendapatan yang masuk keperusahaan melalui aplikasi Jaskost. Penerapan model bisnis kanvas dalam perancangan manajemen aplikasi Jaskost menjadi sebuah gambaran usaha yang akan dilakukan.Kata kunci :  Bisnis Model Kanvas, Jaskost, Kewirausahaan

scholarly journals Pushing the Limits using Business Model Innovation a Three Pronged Approach and Lessons Learned

2021 ◽  
Vol 2 (1) ◽  
pp. 24-35
Author(s):  
Ignitia Motjolopane
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Industrial Revolution ◽  
Business Environment ◽  
Business Model Innovation ◽  
Lessons Learned ◽  
Revenue Streams ◽  
Reducing Costs ◽  
Model Components

In a constantly changing business environment, with increasing digitisation and fourth industrial revolution blurring the traditional value creation boundaries, companies need to explore ways to push the limits to remain competitive. Business model innovation offers companies the dynamic capability to differentiate business models and find innovative revenue streams while reducing costs. As such, the question arises as to how company may use business model innovation to remain competitive as the world digitises. Based on a literature review and empirical research involving six case studies, a three pronged approach in support of business model innovation is proposed. Business model innovation has the potential to push the limits when company executives and academia focus on the interrelation between drivers, process and components. Moreover, both effective and ineffective practices based on the research are presented. In conclusion, for companies to use business model innovation in pushing the limits, there is need to respond to the business model innovation drivers, adopt a systematic process and change at least one or more business model components and taking into account the interactions between these three concepts. This article may contribute to existing theory in the field of business model innovation and lessons learned from executives that have pushed the limits using business model innovation. Doi: 10.28991/HEF-2021-02-01-03 Full Text: PDF

Gil’s Sportsplex

2012 ◽  
Vol 1 (1) ◽  
pp. 34-46
Author(s):  
Gil Fried
Keyword(s):  
Business Model ◽  
Police Force ◽  
Profit Margin ◽  
Second Career ◽  
Revenue Streams

Gil Giles has a passion for softball and wanted to turn his passion into his second career. After retiring from the police force he decided to invest at least $2.8 million (including borrowing $1.7 million) in building a six field sportsplex. Although the research and the numbers did not support his decision, his passion was so strong that he decided to take the risk. While he enjoys the thought of owning a sports facility, the reality of day to day management and paying the bills is another story. This case study examines the financial and strategic underpinning for building the facility. From analyzing potential revenue streams and expenses to the profit margin for concession goods, Gil will need to pinch every penny to make his facility financially viable. Luckily he hired a manager to help run the facility, but if he had several rain-outs, or fails to attract the leagues he hopes for, his financial plans could be ruined. Is it ever safe to have a business model with such thin margins?

scholarly journals Business Model Building and Its Performance in Micro and Small Apparel Industry in Bandung City, Indonesia

2018 ◽  
Vol 7 (3.25) ◽  
pp. 106
Author(s):  
Sudrajati Ratnaningtyas ◽  
Wawan Dhewanto ◽  
Bambang Rudito ◽  
Eko Agus Prasetio ◽  
Gina Gina Karunia Kusumah
Keyword(s):  
Small Business ◽  
Business Model ◽  
Small Businesses ◽  
Business Strategy ◽  
Model Building ◽  
Apparel Industry ◽  
Building Blocks ◽  
Survey Method ◽  
Revenue Streams ◽  
The Impact

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.  

scholarly journals Features of business models in the market of payment services

2018 ◽  
pp. 66-73
Author(s):  
S. V. Krivoruchko ◽  
V. A. Lopatin
Keyword(s):  
Business Model ◽  
Business Models ◽  
Cost Structure ◽  
Customer Relationships ◽  
Sales Channels ◽  
Value Propositions ◽  
Revenue Streams ◽  
Payment Services ◽  
Key Resources

Features of business models of participants of the market of retail payment services are considered. An approach based on the allocation of nine elements of the business model is used: consumer segments, value propositions, sales channels, customer relationships, revenue streams, key resources, key activities, key partners, cost structure

scholarly journals Pemetaan Jaringan Komunikasi Ekonomi Non Ekstraktif Di Desa Cintaratu Kecamatan Parigi Kabupaten Pangandaran dan Aplikasi Bussiness Model Canvas

2020 ◽  
Vol 1 (1) ◽  
pp. 35
Author(s):  
Bambang Kholiq Mutaqin
Keyword(s):  
Business Model ◽  
Direct Selling ◽  
Cost Structures ◽  
Revenue Streams ◽  
Key Resources

Komunikasi memiliki peran yang sangat penting dalam kehidupan umat manusia. Komunikasi yang terbentuk antar individu dan kelompok akhirnya membentuk suatu jaringan. Komunikasi yang dilakukan pada dunia bisnis dikenal pula dengan komunikasi ekonomi. Jaringan komunikasi ekonomi pada masyarakat dapat terbentuk karena interaksi yang terjadi pada usaha yang mereka lakukan. Model usaha yang terjadi di masyarakat dapat pula dibentuk modelnya dalam bentuk Bussines Model Canvas untuk mengetahui elemen-elemen yang terjadi paa usaha tersebut.Usaha Non ekstraktif yang ada di Desa Cintaratu Kecamatan Parigi Kabupaten Pangandaran perlu diidentifikasi jaringan komunikasi dan model usahanya agar dapat dikembangkan menjadi usaha yang lebih baik lagi. Metode yang dilakukan adalah analisis jaringan komunikasi dan penggunaan model Bussines Model Canvas. Hasil analisis menunjukkan bahwa pada umumnya usaha non ekstraktif di Desa Cintaratu belum terbentuk jaringan komunikasinya. Jarinngan komunikasi baru terbentuk di kelompok KWT Binangkit, dengan aktor dan hubs nya adalah Ibu Tati. Business Model BUMDes Desa Cintaratu memiliki value saling menguntungkan, mempermudah, dan fasilitatif bagi konsumen, channel melalui komunitaas, dan direct selling. Revenue Streams dari presentase bagi hasil dan penyewaan toko. Key Activities berupa penyewaan kantin dan penanaman modal. Key Resources terdiri dari karyawan, perlengkapan, dan fasilitas usaha, Key Partnerships bekerjasama dengan Pemerintah Daerah, Kontraktor, Unpad, Toko peralatan, Karang Taruna, Kompepar, Bank BRI, Cost Structures yang ada adalah baiay investasi, modal kerja, dan operasional value

scholarly journals ANALISIS MODEL BISNIS BESI TUA DI INDONESIA (STUDI KASUS DI PT. PUTRA KEMUNING KARAWANG)

BUANA ILMU ◽  
2020 ◽  
Vol 4 (2) ◽  
pp. 113-123
Author(s):  
Eman Sulaeman ◽  
Danang Kusnanto
Keyword(s):  
Business Model ◽  
Case Study Research ◽  
Scrap Metal ◽  
Customer Relationships ◽  
Cost Structures ◽  
Business Model Canvas ◽  
Analysis Technique ◽  
Value Propositions ◽  
Revenue Streams ◽  
Key Resources

Peluang bisnis besi tua saat ini sangat menarik karena selain cara kerjanya mudah, sirkulasi uangnya juga sangat besar. Pertumbuhan bisnis ini seiring dengan tumbuhnya industri di K abupaten Karawang dimana bisnis besi tua merupakan turunan dari industri yang ada, khususnya industri metal dan otomotif. Tujuan dari penelitian ini adalah untuk mengetahui bagaimana konsep model bisnis pada bisnis besi tua PT. Putra Kemuning dengan menggunakan bisnis model kanvas yang mencakup sembilan blok yaitu value propositions, channels, customer relationships, customer segments, revenue streams, key resources, key activities, key partners, cost structure. Sembilan blok bisnis model kanvas ini juga dijadikan sebagai unit analisis dalam penelitian ini. Metode penelitian yang digunakan adalah pendekatan kualitatif deskriptif dengan jenis penelitian studi kasus. Teknik analisis yang digunakan dalam penelitian ini adalah teknik analisis domain. Hasil penelitian dapat disimpulkan bahwa model bisnis menggunakan model bisnis kanvas  telah mendukung proses operasi bisnis besi tua di PT. Putra Kemuning sesuai dengan harapan. Kata kunci:  Bisnis, Model Bisnis, Model Bisnis Kanvas, Bisnis Besi Tua Today's scrap metal business opportunity is very interesting because in addition to how it works easily, the circulation of money is also very large. The growth of this business is in line with the growth of industry in the Karawang Regency where the scrap metal business is a derivative of the existing industry, particularly the metal and automotive industries. The purpose of this study was to determine how the concept of the business model in the scrap metal business of PT. Putra Kemuning uses a canvas business model that includes nine blocks, namely value propositions, channels, customer relationships, customer segments, revenue streams, key resources, key activities, key partners, cost structures. The nine business blocks of the canvas model are also used as the unit of analysis in this study. The research method used is a descriptive qualitative approach to the type of case study research. The analysis technique used in this study is the domain analysis technique. The results of the study concluded that the business model using the canvas business model had supported the scrap metal business operations process at PT. Putra Kemuning in accordance with expectations. Keywords: Business, Business Model, Canvas Business Model, Scrap Metal Business

scholarly journals Perancangan Bisnis Model Barbershop Berkelanjutan (Studi Kasus Unick Barbershop Yogyakarta)

2020 ◽  
Vol 18 (1) ◽  
pp. 95
Author(s):  
Husoen Mans Sovei
Keyword(s):  
Business Model ◽  
Cost Structure ◽  
Customer Relationship ◽  
Business Model Canvas ◽  
Value Propositions ◽  
Revenue Streams ◽  
Key Resources

Berkembangnya barbershop membuat persaingan bisnis ini menjadi semakin ketat, bahkan di Kota Yogyakarta semakin banyak bermunculan barbershop. Tujuan utama dalam penelitian ini untuk menciptakan perancangan model bisnis berkelanjutan dalam mengembangkan bisnis usaha barbershop dengan menggunakan metode SWOT, dan BMC (Business Model Canvas). Penelitian ini difokuskan untuk perancangan model bisnis baru dengan pendekatan Business Model Canvas (BMC) sembilan blok, yaitu: (1) Customer Segmentations, (2) Value Propositions, (3) Channels, (4) Customer relationship, (5) Revenue Streams, (6) Key Resources, (7) Key Activities, (8) Key Partnerships, dan (9) Cost Structure. Hasil penelitian ini menunjukkan bahwa model bisnis yang selama ini dilakukan dalam usaha Unick Barbershop Yogyakarta ditemukan kelemahan beberapa elemen BMC, oleh karena itu perlu dilakukan perbaikan pada 4 elemen yaitu; Blok Key Activities, Blok Value Propositions, Blok Customer Segmentations, dan Blok Key Resources

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