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After the business model is established and a clear strategy planning mapped, to guarantee your business run continuously we should have a broader perspective to get support from stakeholder or rivals. One way to get this could be a story-telling in line with sustainability. You can present to the public that the rationale of your business has some mindful concept in relation to GO GREEN or RECYCLING. That is good not only getting more concern from investors or your supported parties (vendors, institutions, venue providers, community or Government) but also keep your bsuiness running in a more economic productive way.

Take my Western Market proposal as inspiration, we are talking the Fashion and Fabric Library. How to recylce the swatch book, fabric materials, or scketch books from fashion designer sound creative and environment friendly to all of us. At least, we face little obstacle on project pitching stage.

Lester, done after assignment submission.

2 Nov 2022

From the journal of the 2012 international design management research conference (Roland M, Katja T, 2012), I learnt two different innovative design concepts to help a new business strategy. Understanding well both strategy design and later I will re-interpret one possible strategy through the lens of the Business Model Canvas. The key purpose is to constructively examine the environment in which my own business model functions.

Design Thinking vs Lean Startup

Lean Startup (Ries, 2011) is an innovative method for entrepreneurs who can take one which there is an actual demand for others. Through the customer development process, Lean startup is to find and understand the customers. An example is to build a feedback loop with customers to test business assumptions early in the product development stage.

Design Thinking also focuses on users or customers but in a way more of making use of extensive user research, feedback loops and iteration cycles.

I found one similarity between the above patterns is user – centred approach. Simply to say, entrepreneurs should take the perspective of users, and stakeholders into account and be highly sensitive to outside environmental changes.

Application on Business Canvas

As mentioned, a competitive business model in today’s environment might be obsolete, so we have to improve our understanding of the model’s environment and its evolution. We cannot be certain of the future uncertainties but can develop a number of hypotheses to serve as guidelines across time for future designing tomorrow’s business models.

Here we learnt a collection term – design space to cover all assumptions about market focus, industry forces, key trends and macroeconomic forces all of which we may encounter throughout the projecting business models.

Lester

Application on Western Market Project

Throughout two weeks tutorial led by Alvin, we believed that we have a fundamental idea about Business Model Canvas. The 9 blocks’ feasibility impressed me with that encouraged us no fear of idea wrong positioning on particular segments. It’s because we will go with a more clear path towards our model through a mistake journey. For example, we could confuse the content or who should be put into “Customer Segments” or “Key Partner” if we are uncertain of whom our value proposition should be offered.

Wide application of Canvas with other business management models

No surprise, one reason why Canvas is broadly used is that we can combine it with other business models. Mapping and verifying the integrity is crucial to enable focus on assessment and evaluation of the existing organization’s business model and blocks.

A good reference on traditional SWOT tools and popular bookseller Blue Ocean Strategy.

Design Attitude.

Again, we try to explore more opportunities without jumping too quickly to adopt one solution. These hypotheses rely on Design attitude. 5 phases – Mobilize; Understand; Design; Implement and Manage. It focuses on a SINGLE POINT of clarity before future growth is matured.

Reflection Journal

Art entrepreneurs to “make meaning”. My first interpretation is FREE content inside the leadership’s hierarchy. A traditional giant entrepreneur it difficult to generate absolutely new things globally. Indeed, a small art organization is freer to communicate and develop new meanings for us. By integrating with technology, design and art, Leader’s role is to make action to turn bold ideas into value creation. I am thinking should we focus on value proposition but the VP is kind more on business models and planning. More related to the concept of 9 building blocks in building canvas. (Business Model Generation, Alexander Osterwalder and Yves Pigneur July 13, 2010).

Value Creation should concern on giving something valuable to customers. Art entrepreneurs success from value creation for founders, stakeholders and end users. In art and culture industry, I don’t believe value of success is just profitability at all. The creation of balanced financial returns with producing a public benefit could be the mission for art practitioners.

In recent years I heard many stories about value collaboration between providers and customers. Does it apply to the art and culture sectors? so as to resulting experienced value for both parties?

Some meaningful differences I want to make locally could be about dance, photography and mental healing. A project to collaborate with dance association, and mental illness healing organization, how to soothe the mental painful feeling by dance? An archive documentary and exhibition to the public.

Lester