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Business Model Canvas

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This canvas and associated guidance is is a strategic management and lean startup template that can be used the to describe, design, challenge, and pivot a business model to deliver different values or in different ways. It consists of 9 elements: value proposition, customer segments, customer relationships, channels, key partners, key resources, key activities, cost structure, and revenue streams.
It can be used individually or in a group. It works in conjunction with the Value Proposition Canvas and other strategic management and execution tools and processes.
This canvas has been widely used and many variations exist, including those adapted to a non-business context. When adapting to the public sector context, "customers" may be considered stakeholders or users and "revenue streams" may also include outcomes or impacts.
It was originally intended to provide a more nimble and understandable replacement for a business plan.

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Can be remixed

About this resource

Country/Territory

Switzerland

Date Published

Unknown

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One review for "Business Model Canvas"

  1. Nikola says:

    I had previously utilised this toolkit when we were brainstorming for the product of the start-up that I am currently working for. Through this toolkit, we were able to devise a solid framework for our product and include almost every aspect that we had to take into account for its completeness. This toolkit is a popular toolkit amongst start-up and business founders, and I highly recommend it for people that dwell in these sectors. The toolkit itself is very comprehensible in itself even for someone who has not studied business or entrepreneurship before and yet it is sufficient to give a strong head-start for anyone who is venturing a product or service.

    This toolkit is also versatile as it can also be used by public sector officials who are endeavouring to create a service or platform to fruition. This task might prove a bit more challenging as some sections of the toolkit as not as easily “translatable” for the public sector with examples such as ‘customer relationships and value generation’. This is because a public good does not see the general population as customers, and it is not driven by profit like private businesses are. These should be overcome by transforming revenues into impact or impact measurements, for instance.

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