Business Model Canvas for Smart Tailor Platform

A Smart Tailor Platform is proposed as a venue to integrate various players in garment industry, such as tailors, designers, customers, and other relevant stakeholders to automate its business processes. In, Malaysia, currently the processes are conducted manually which consume too much time in fulfilling its supply and demand for the industry. To facilitate this process, a study was conducted to understand the main components of the business operation. The components will be represented using a strategic management tool namely the Business Model Canvas (BMC). The inception phase of the Rational Unified Process (RUP) was employed to construct the BMC. The phase began by determining the basic idea and structure of the business process. The information gathered was classified into nine related dimensions and documented in accordance with the BMC. The generated BMC depicts the relationship of all the nine dimensions for the garment industry, and thus represents an integrated business model of smart tailor.This smart platform allows the players in the industry to promote, manage and fulfill supply and demands of their product electronically. In addition, the BMC can be used to assist developers in designing and developing the smart tailor platform.

[1]  S. Lambert,et al.  Applications of the business model in studies of enterprise success, innovation and classification: An analysis of empirical research from 1996 to 2010 , 2013 .

[2]  Petra Perner.  Smart Spaces for On-line Tailor-Made Production of Clothes , 2016, 2016 30th International Conference on Advanced Information Networking and Applications Workshops (WAINA).

[3]  Fashion designers as business: London , 2008 .

[4]  S. Evans,et al.  A literature and practice review to develop sustainable business model archetypes , 2014 .

[5]  H. Chesbrough.  Business Model Innovation: Opportunities and Barriers , 2010 .

[6]  Sandeep Kumar Vashist,et al.  Commercial Smartphone-Based Devices and Smart Applications for Personalized Healthcare Monitoring and Management , 2014, Diagnostics.

[7]  Yves Pigneur,et al.  Business Model Generation: A handbook for visionaries, game changers and challengers , 2010 .

[8]  Steven Eric Krauss,et al.  Exploring career success of late bloomers from the TVET background , 2011 .

[9]  Ramlah Hamzah,et al.  Keperluan Kompetensi Pengetahuan Rekaan Fesyen Pakaian Untuk Menceburkan Diri dalam Industri Fesyen , 2014 .

[10]  Raphael Amit,et al.  Business Model Design: An Activity System Perspective , 2010 .

[11]  Ivan Hanafi,et al.  Assessing Employability Skills of Technical-Vocational Students in Malaysia , 2007 .

[12]  John P. Ulhøi,et al.  Business Model Dynamics and Innovation: (Re)establishing the Missing Linkages , 2011 .

[13]  R. Amit,et al.  Value through Business model Innovation Could your company benefit from a new business model ? Consider these six questions . , 2012 .

[14]  Muhd Khaizer Omar,et al.  Employability Skill Acquisition among Malaysian Community College Students , 2012 .

[15]  Yves Pigneur,et al.  Clarifying Business Models: Origins, Present, and Future of the Concept , 2005, Commun. Assoc. Inf. Syst..

[16]  Tilo Böhmann,et al.  Representing Service Business Models with the Service Business Model Canvas -- The Case of a Mobile Payment Service in the Retail Industry , 2014, 2014 47th Hawaii International Conference on System Sciences.