scholarly journals VALUE NETWORK AS A KEY CATEGORY WITHIN EVENT SPORT TOURISM BUSINESS MODEL: THE CASE OF MERCEDES-BENZ UCI MOUNTAIN BIKE DOWNHILL LOŠINJ WORLD CUP 2018

2019 ◽  
Author(s):  
Ana Kersulić ◽  
Marko Perić
Keyword(s):  
Business Model ◽  
Sport Tourism ◽  
Mountain Bike ◽  
World Cup ◽  
Value Network

scholarly journals Menggali Potensi Wisata Alam Untuk Kegiatan Sport Tourism Di Kabupaten Sleman Daerah Istimewa Yogyakarta

2021 ◽  
Vol 12 (2) ◽  
pp. 142-150
Author(s):  
Wisnu Hadi ◽  
Atun Yulianto
Keyword(s):  
Sport Tourism ◽  
Mountain Bike ◽  
Nature Tourism ◽  
Tourist Destinations ◽  
The North ◽  
Sports Tourism ◽  
Qualitative Descriptive ◽  
White Water ◽  
Tourism Potential ◽  
Pass Through

Abstrak - Dalam dunia pariwisata banyak sekali jenis-jenis wisata salah satunya Sport Tourism atau wisata olah raga. Kabupaten Sleman salah satu contoh mempunyai potensi wisata alam yang dapat dipetakan untuk wisata olah raga atau sport tourism. Pada masa pandemi covid-19 dan pembatasan sosial terdapat kecenderungan masyarakat memanfaatkan waktu untuk berolahraga dengan tujuan meningkatkan imun, seperti jalan sehat, lari ataupun bersepeda ke spot-spot wisata yang tersebar diwilayah Yogyakarta. Tujuan penelitian ini adalah untuk menggali potensi wisata di Kabupaten Sleman sudah menyediakan fasilitas Sport Tourism. Dalam penelitian yang bersifat deskriptif kualitatif ini, peneliti mengangkat potensi wisata alam di Kabupaten Sleman yang memiliki wahana sport tourism. Hasilnya didapatkan data bahwa disisi utara terdapat lereng gunung Merapi tepatnya di bukit Klangon yang telah dikembangkan wisata olahraga berupa Mountain Bike untuk ajang kejuaraan lokal maupun tingkat nasional. Destinasi dikawasan wisata candi prambanan juga banyak digunakan untuk event nasional dan internasioanal sebagai wisata olah raga seperti marathon, road bike, jalan sehat, sepeda santai dan yoga. Disisi barat pada aliran sungai Progo yang mengalir di wilayah Kabupaten Sleman sudah dimanfaatkan juga untuk sport tourism olah raga arung jeram dan pada aliran sungai Opak di obyek wisata Lava Bantal Berbah Sleman juga digunakan untuk wisata river tubing dan sepeda santai. Kawasan lain yang tidak kalah menarik dalam mengembangkan sport tourism adalah perbukitan yang ada kecamatan Prambanan Sleman. Kawasan ini berada disisi timur Yogyakarta yang memiliki banyak destinasi wisata baik alam maupun sejarah seperti Candi Boko, Tebing Breksi dan Spot Riyadi.  Kawasan wisata ini masih dapat dikembangkan lagi untuk kegiatan wisata olahraga yang menarik wisatawan baik nasional maupun internsional, seperti sport lari lintas alam, marathon, mountain bike, sepeda santai dan jalan santai dengan menjelajahi rute perbukitan yang melewati obyek wisata tersebut. Kata Kunci : Potensi, Wisata Alam, Sport Tourism Abstract – In the world of tourism, there are many types of tourism, one of which is sport tourism. One example of Sleman Regency has the potential for natural tourism that can be mapped for sports tourism or sport tourism. During the COVID-19 pandemic and social restrictions, there is a tendency for people to use their time to exercise with the aim of increasing their immunity, such as healthy walks, running or cycling to tourist spots spread across the Yogyakarta area. The purpose of this research is to explore the tourism potential in Sleman Regency which has provided Sport Tourism facilities. In this qualitative descriptive study, the researcher raised the potential of natural tourism in Sleman Regency which has a sport tourism vehicle. The results obtained data that on the north side there is a slope of Mount Merapi, precisely on the Klangon hill, which has developed sports tourism in the form of Mountain Bikes for local and national championship events. Destinations in the Prambanan temple area are also widely used for national and international events as sports tourism such as marathons, road bikes, healthy walks, relaxing bicycles and yoga. On the west side, the Progo river that flows in the Sleman Regency area has also been used for sport tourism, white water rafting and the Opak river at the Lava Pillow Berbah tourism object, Sleman is also used for river tubing and relaxing bicycles. Another area that is no less interesting in developing sport tourism is the hills in the Prambanan sub-district of Sleman. This area is located on the east side of Yogyakarta which has many natural and historical tourist destinations such as Boko Temple, Breksi Cliff and Riyadi Spot. This tourist area can still be developed again for sports tourism activities that attract both national and international tourists, such as cross-country running sports, marathons, mountain bikes, leisurely bicycles and leisurely walks by exploring hilly routes that pass through these attractions.Keyword : Potential, Nature Tourism, Sport Tourism

Business model configurations: a five-V framework to map out potential innovation routes

2016 ◽  
Vol 19 (4) ◽  
pp. 492-527 ◽  
Author(s):  
Yariv Taran ◽  
Christian Nielsen ◽  
Marco Montemari ◽  
Peter Thomsen ◽  
Francesco Paolone
Keyword(s):  
Business Model ◽  
Classification Scheme ◽  
Market Place ◽  
Value Drivers ◽  
Value Capture ◽  
Content Type ◽  
Value Network ◽  
A Value ◽  
Driver Analysis ◽  
Common Understanding

Purpose Despite the common understanding that business model (BM) innovation is of vital importance for securing competitive positioning in the market place, managers still seem to lack appropriate frameworks and tools which can support them in renewing and rejuvenating their company’s existing BM. The purpose of this paper is to develop a structural and comprehensive toolbox of available BM configurations, from which companies can choose, to innovate their BM upon, and to design an appropriate BM innovation framework which can facilitate them in re-designing, selecting, and implementing new BM configuration possibilities. Design/methodology/approach A structured literature review is conducted to identify all the relevant BM configurations. Then, a value driver analysis is performed to group these BM configurations into appropriate categories. Finally, an ontological classification scheme and a structural and workable process, i.e. a BM innovation framework, are inductively developed. Findings The paper systematically develops a list of 71 BM configurations and groups them into an ontological classification scheme according to five groups: Value Proposition, Value Segment, Value Configuration, Value Network, and Value Capture. The paper illustrates how the BM innovation framework, enabled by this ontological classification scheme, provides a platform for identifying BM innovation routes for companies, allowing managers to envisage radical, disruptive, and new-to-the-world BM configuration ideas, or apply existing configurations from other industrial settings in what may be deemed new-to-the-industry innovation. Originality/value The paper enriches the amount of potential BM configurations available for managers to choose from when innovating their BMs, and extends the analysis to five core BM configuration categories. Moreover, the BM innovation framework suggested highlights the strong relationships among the value drivers, thus presenting the opportunity for managers to assess potential conflicts or synergies between various value drivers, and to align the BM management process as a whole.

The Business Model Analysis of Service-Oriented Enterprise

2014 ◽  
Vol 701-702 ◽  
pp. 1257-1262
Author(s):  
Li Wang ◽  
Jing Zhang
Keyword(s):  
Business Model ◽  
Resource Integration ◽  
Value Proposition ◽  
Network Resources ◽  
Customer Demand ◽  
Profit Model ◽  
Related Literature ◽  
Value Network ◽  
Model Based ◽  
Service Oriented

In this paper, we proposed value proposition, value network, resources, services and profit model as business model elements of Service-oriented Enterprise from the perspective of system by combing the related literature about business model elements. Based on this, we put forward four kinds of building ideas: business model based on customer demand, business model based on resource integration, business model based on service content, business model based on profit model and then explained by cases. Finally, the application of environmental of business model was compared. This study is help to guide other service-oriented enterprises to construct business model effectively.

Deployment of e-health services – a business model engineering strategy

2010 ◽  
Vol 16 (6) ◽  
pp. 344-353 ◽  
Author(s):  
Björn Kijl ◽  
Lambert JM Nieuwenhuis ◽  
Rianne MHA Huis in 't Veld ◽  
Hermie J Hermens ◽  
Miriam MR Vollenbroek-Hutten
Keyword(s):  
Health Services ◽  
Business Model ◽  
Early Stage ◽  
Expert Interviews ◽  
Quantitative Modelling ◽  
Value Network ◽  
Qualitative And Quantitative ◽  
Service Deployment ◽  
Engineering Strategy ◽  
Desk Research

We designed a business model for deploying a myofeedback-based teletreatment service. An iterative and combined qualitative and quantitative action design approach was used for developing the business model and the related value network. Insights from surveys, desk research, expert interviews, workshops and quantitative modelling were combined to produce the first business model and then to refine it in three design cycles. The business model engineering strategy provided important insights which led to an improved, more viable and feasible business model and related value network design. Based on this experience, we conclude that the process of early stage business model engineering reduces risk and produces substantial savings in costs and resources related to service deployment.

MANAGING CUSTOMER-DRIVEN BUSINESS MODEL INNOVATION

2012 ◽  
Vol 16 (04) ◽  
pp. 1250022 ◽  
Author(s):  
MIKKO PYNNÖNEN ◽  
JUKKA HALLIKAS ◽  
PAAVO RITALA
Keyword(s):  
Business Model ◽  
Customer Value ◽  
Business Model Innovation ◽  
Information And Communications Technology ◽  
Value Network ◽  
Process Framework ◽  
Ict Service ◽  
Increasing Demand ◽  
Ict Industry

The Information and Communications Technology (ICT) industry is now reaching saturation point in terms of growth, and constantly increasing demand for services can no longer be taken for granted. Customers have lot of options, and firms have to compete for business ever more intensely. In order to provide evidence of best practices in such environments, this paper reports a case study on customer-driven business model innovation. The resulting four-phase process framework is based on findings from a Pan-Nordic ICT service provider's recently implemented R&D project. On the theoretical level, the framework builds on the value-network and resource-based approaches, whereas in practice it may be useful to firms intending to innovate and redesign their business model in an attempt to provide superior customer value.

Viable Business Models for M-Commerce

2011 ◽  
pp. 837-852
Author(s):  
Jiaxiang Gan ◽  
Jairo A. Gutiérrez
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Competitive Strategy ◽  
Business Models ◽  
Market Segment ◽  
Value Proposition ◽  
Value Network ◽  
The Public ◽  
Profit Potential ◽  
Viable Business

As mobile applications increase in popularity, the issue of how to build viable business models for the m-commerce industry is becoming a clear priority for both organizations and researchers. In order to address this issue, this chapter reports on five mini cases used as a guideline, and applies the theoretical business model from Chesbrough and Rosenbloom (2002) to each of them to find out the most important components of viable business models for their m-commerce applications. The study then uses cross cases analysis as a research tool to compare and contrast each of the mini cases and to find out how the different organizations fit within the researched theoretical business model. Finally, this chapter confirms that there are 7 important components of viable business models for m-commerce which are: value proposition, market segment, value chain, profit potential, value network, competitive strategy and firm capabilities. This study also highlights the fact that the public visibility of these 7 components is uneven. Some components such as value proposition, value chain, value network and firm’s capabilities are more likely to be presented in public by organizations. However, aspects such as cost structure and profit potential, market segment and competitive strategy are more likely to be hidden from the public due to their commercial sensitivity.

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