• 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.

• 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.

• 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.

• The Journal of the Convergence on Culture Technology
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• v.10 no.3
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• pp.451-459
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• 2024

Recently, the size of the online education service market has been growing, but the B2C platform education service market, where companies take the lead in creating content and consumers consume the content, has become widespread. This makes content creation rigid and may have limitations in creating at various levels. This Study newly establishes the concept and type of customer needs, wants, innovation, and platform business, and presents new start-up success factors in all fields of platform business start-up and a standard diagnostic process for the possibility of platform start-up success. Through the presented process, customers, core activities, and value proposition factors can be derived. Finally, a business model for starting a C2C platform for elementary, middle, and high school education is built centered on the business model canvas.

• 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.

• 한국벤처창업학회:학술대회논문집
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• 2017.04a
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• pp.21-21
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• 2017

귀농귀촌 문화가 유행하고 농업의 미래 가치에 대한 인식이 변화되면서 농산업으로의 새로운 진출을 계획하는 인구가 늘고 있다. 우리의 농업은 자급자족경제로부터 상업경제로 발전되어 왔고, 글로벌 시장 개방 및 생산 기술의 지속적 발전으로 공급이 수요를 초과하며 가격이 점점하락하는 추세를 보이고 있다. 농업 현장의 여러 어려움에도 불구하고 농산업의 긍정적인 여건들도 형성되고 있다. 올바른 먹거리를 추구하는 식품 소비패턴의 변화, 환 생태 치유 자연에 대한 소비자의 관심고조, 스마트 팜과 같은 생산환경의 자동화, 지역 자원을 근거한 공동경영체 운영 등과 같은 현상이 두드러지게 나타나고 있다. 이러한 시점에 농산업분야에 새로이 진출하고자 하는 개인 또는 소규모 사업주체들은 자신의 사업에 대한 정체성을 이해하고, 효율적인 사업운영을 위한 차별화 전략을 확보할 필요가 있다. 본 연구는 개별 또는 소규모 조직의 농업인과 예비농업인들이 자신의 사업에 대한 정체성을 이해하고, 사업운영을 위한 전략 선택을 돕는 비즈니스모델 템플릿 개발을 목표로 하였다. 이를 위해 농업 전문가, 창업 전문가, 비즈니스모델 전문가 풀을 구성하여 농산업 특성을 이해하고 최근 농업 농촌에서 이슈가 되고 있는 농업비즈니스 트랜드를 분석하였다. 근거 자료 및 전문가 토론을 통해 농산업 비즈니스를 '시장가치 추구형', '사회적가치 추구형', '연대하는 시장가치 추구형', '연대하는 사회적가치 추구형'의 4가지 유형으로 구분하고, 각 유형별 사례기업을 조사하여 비즈니스모델을 분석하였다. 비즈니스모델은 비즈니스모델 젠 캔버스를 이용하여 표현하였다. 비즈니스모델 젠은 비즈니스 유형에 따라 일반 창업형, 협동조합형, 임팩트비즈니스형 등 차별화된 캔버스 모델을 제공하고 있으며, 고객중심의 비즈니스 관점을 보다 세밀히 제공하는 툴이다. 본 연구에서는 비즈니스모델 젠을 통해 4가지 유형의 농산업 비즈니스 모델을 분석하였다. 본 연구의 결과는 농산업에 진출하는 사업주체의 사업진행 방향 및 전략선택을 위한 교육 컨설팅 현장에서 널리 이용될 수 있을 것으로 판단된다.

• Proceedings of the Korea Contents Association Conference
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• 2018.05a
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• pp.93-94
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• 2018

비즈니스 모델 연구는 대부분이 제품, 서비스에 관한 것으로, 개발 중인 기술에 대해 체계적으로 접근 분석한 연구는 아직까지 미흡하다. 본 고에서는 비즈니스 모델 캔버스를 활용하여 기술에 대한 비즈니스 모델을 분석할 수 있는 방법론을 개발하고자 한다. 개발된 방법론은 한국전자통신연구원에 개발 중인 R&D 기술에 대한 비즈니스 모델 분석에 활용될 것이다.

• Journal of Digital Convergence
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• v.14 no.5
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• pp.137-147
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• 2016

The purpose of this paper is to highlight the importance of the use of two analytical tools to the business and the academic world. The 'business model canvas' originally developed by Osterwalder and Pigneur(2010) consists of 9 building blocks, and provides an overview of the business model in a single page. The '10 types of innovation model' presented in Keeley et al.(2013), shows the framework and cases for innovating business model. Two tools contain the whole components of business model from value proposition, value creation, value delivery to value capture. Two tools, however can not provide much new idea for managers to improve the existing business model. Developing various business model cases and innovative business model archetypes are needed.

• 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.

• Journal of Cadastre & Land InformatiX
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• v.48 no.1
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• pp.187-199
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• 2018

The purpose of this study is to propose an open source GIS software business model for the revitalization of Korean open source GIS software industry. In this study, we categorized the types of open source software business models and developed an open source software business strategy suitable for GIS companies in Korea. To propose a business model, we applied the business model canvas which is often used in the area of business studies to analyze new business models. We tried to develop the open source GIS business model through both interviews and case studies with Korean open source GIS software companies. We propose three different types of open source GIS software business models such as distributor model, producer model, and 3rd party service provider model as follows: first, the companies which belong to distributor model can carry out business by providing professional services in the market of open source software. Second, the companies which belong to producer model can sell their products to the global market as well as the domestic market. Lastly, given the growing interest in domestic open source software, the number of third-party service providers is likely to continue to increase in the future. Therefore, it is expected that the companies which belong to the third party service provider model will be able to develop various business models by securing the technology.