What are the most important costs inherent in our business model?

Which Key Resources are most expensive?

Which Key Activities are most expensive?
Rcvcnuc Strcans
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?

Cnanncls
Custcncr Rclaticnsnips Custcncr Scgncnts
cnaNNct vnascs:
I. Avareress
HovJo ve raise avareress about our compary's proJucts arJ services?
2. Lvaluatior
HovJo ve belp customers evaluate our orgarizatior's Value Propositior?
3. Purcbase
HovJo ve allovcustomers to purcbase specijc proJucts arJ services?
4. Delivery
HovJo ve Jeliver a Value Propositior to customers?
5. Ajter sales
HovJo ve proviJe post-purcbase customer support?
Mass Marlet
Nicbe Marlet
SegmerteJ
DiversijeJ
Multi-siJeJ Platjorm
cxavtcs
Persoral assistarce
DeJicateJ Persoral Assistarce
Selj-Service
AutomateJ Services
Commurities
Co-creatior
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
Valuc Prcpcsiticns Kcy Activitics Kcy Partncrs
Kcy Rcscurccs
Ccst Structurc
What value do we deliver to the customer?
Which one of our customers problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
cnauac1cuts1tcs
Nevress
Perjormarce
Customizatior
Cettirg tbe Job Dore
Desigr
BrarJ/Status
Price
Cost ReJuctior
Risl ReJuctior
Accessibility
Corverierce/Usability
ca1cooutcs
ProJuctior
ProblemSolvirg
Platjorm/Netvorl
1vvcs ov ucsouuccs
Pbysical
rtellectual (brarJ paterts, copyrigbts, Jata)
Humar
Iirarcial
o1tva1toNs vou vau1Ncusntvs:
Optimizatior arJ ecoromy
ReJuctior oj risl arJ urcertairty
Acquisitior oj particular resources arJ activities
ts vouu nustNcss ouc:
Cost Driver (learest cost structure, lovprice value propositior, maximumautomatior, extersive outsourcirg)
Value Driver ( jocuseJ or value creatior, premiumvalue propositior)
savtc cnauac1cuts1tcs:
IixeJ Costs (salaries, rerts, utilities)
Variable costs
Lcoromies oj scale
Lcoromies oj scope
www.businessmodelgeneration.com
1he Business Model Canvas
On:
Iteration:
Designed by: Designed for:
Day Month Year
No.
1vvcs:
Asset sale
Usage jee
Subscriptior Iees
LerJirg/Rertirg/Leasirg
Licersirg
Brolerage jees
AJvertisirg
mxcn vutctNo
List Price
ProJuct jeature JeperJert
Customer segmert JeperJert
Volume JeperJert
nvNatc vutctNo
Negotiatior( bargairirg)
YielJ Maragemert
Real-time-Marlet
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.