Innovation Canvas: A Mind-Mapping Tool Restructuring Business Idea
Jonathan Gultom1, Samuel Anindyo Widhoyoko2

1Jonathan Gultom, Podomoro University, Indonesia.
2Samuel Anindyo Widhoyoko, Podomoro University, Indonesia.
Manuscript received on 06 May 2019 | Revised Manuscript received on 18 May 2019 | Manuscript Published on 23 May 2019 | PP: 797-802 | Volume-7 Issue-6S5 April 2019 | Retrieval Number: F11390476S519/2019©BEIESP
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Abstract: This research aims to structure a framework mapping business innovation. Using literature review, this research is triggered by the facts on rapid changes of business trends and consumers’ behavior. Therefore, the model built bridges product innovation through 5-aspect of product innovation (i.e. Adding, Eliminating, Modifying, Replacing, and Utilizing) in order to gain new creation of product innovation. This model revises Bob Eberle’s SCAMPER (read: Substitute, Combine, Modify/Maximize/Minimize, Put-to-Another-Use, Eliminate, and Reverse) model based on a belief that there are overlaps in some parts which would likely to be a logical barrier to innovate. This innovation model is also grounded on Alex Osterwalders’ Business Model Canvas (BMC) in terms of its forms and operationalization. In terms of research output, both Tim Brown’s theory which are (1) prototype is adopted to actualize the practicality of the model and (2) socio-entrepreneurial cyclical is embedded as a form of model operationalization process [4]. The result offered by this model is not only an innovation of product but also its new value proposition as the heart of business model which provides a more efficient tool of innovation. Another advantage offered by this model’s philosophy is a structural guidance for innovation which is not only a practical tool but also a paradigm in idea restructuration.
Keywords: Business Model, Innovation, Value of Preposition.
Scope of the Article: Encryption Methods and Tools