OBJECTIVE
DESCRIPTION
This tool, invented by Alexander Osterwalder et
al.,[2]
can be used to analyze how an organization is creating and delivering value to
its customers. Even though its original purpose was to help in creating a new
product or business, in this book the business model canvas is presented as an
analytical tool, since those kinds of models are not covered. This model can
also be useful for understanding whether a company is a competitor or not, since
it analyzes the value proposition, which responds to customers’ needs. In fact,
companies compete not on products but on the needs that they satisfy or the
problems that they solve for their customers.
Business Model Canvas
The study includes the
analysis of nine building blocks of the business and how they are related to
each other. First we define our customer
segments and then the value
propositions that we are offering to them. The value
proposition is a need that we satisfy or a problem that we solve for a specific
customer segment. It is possible that we are offering different value
propositions to different customers; for example, a search engine is providing
search results to web users and advertising spaces to companies. Then we identify
how to deliver this value to our customers (channels) and how we manage our relationships with them (customer relationships). At this point we
are able to describe our revenue model (revenue
streams). However, to understand how to create our value propositions, we need
to identify our key activities, key resources, and key partners. These three blocks allow us to identify our cost structure. For more information about this model, visit the official website[3]
or sign up for the free online course “How to Build a Startup.”[4]
TEMPLATE
[1] This is a tool that was used originally for
the definition of new products or businesses, but, since the purpose of this
book is to provide analytical tools, we use the business model canvas as a
model to analyze business strategies.
[2] Alexander Osterwalder, Yves Pigneur, Tim Clark, and Alan Smith, Business
Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
(John Wiley and Sons, 2010).
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