Business Model Canvas

Business Model Canvas Simplified

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Business Model Canvas by Mind Map: Business Model Canvas

1. Videos & Other tools

1.1. Animated Series from strategyzer

1.1.1. Ep 1 - Getting From Business Idea to Business Model Ep 1 - Getting From Business Idea to Business Model

1.1.2. Ep 2 - Visualizing Your Business Model Ep 2 - Visualizing Your Business Model

1.1.3. Ep 3 - Prototyping Ep 3 - Prototyping

1.1.4. Ep 4 - Navigating Your Environment Ep 4 - Navigating Your Environment

1.1.5. Ep 5 - Proving It Ep 5 - Proving It

1.1.6. Ep 6 - Telling Your Story Ep 6 - Telling Your Story

1.2. Value Proposition Canvas

1.2.1. Strategyzer's Value Proposition Canvas Explained

1.2.2. Value Proposition Canvas explained through the Uber example 🚘

1.3. Examples

1.3.1. Airbnb Business Model : What makes Airbnb so successful?

1.4. The Business Model Canvas - 9 Steps to Creating a Successful Business Model - Startup Tips

1.4.1. The Business Model Canvas - 9 Steps to Creating a Successful Business Model - Startup Tips

1.5. For Online BMC

1.5.1. Miro Four Actions Framework Template | Blue Ocean Framework | Miro

2. Authors

2.1. Alexander Osterwalder

2.2. Yves Pigneur

3. Infrastructure

3.1. Key Activities

3.1.1. The most important activities in executing a company's value proposition. An example for Bic, the pen manufacturer, would be creating an efficient supply chain to drive down costs.

3.2. Key Resources

3.2.1. The resources that are necessary to create value for the customer. They are considered assets to a company that are needed to sustain and support the business. These resources could be human, financial, physical and intellectual.

3.3. Key Partners

3.3.1. In order to optimize operations and reduce risks of a business model, organizations usually cultivate buyer-supplier relationships so they can focus on their core activity. Complementary business alliances also can be considered through joint ventures or strategic alliances between competitors or non-competitors.

4. Offering

4.1. Value Propositions

4.1.1. The collection of products and services a business offers to meet the needs of its customers. According to Osterwalder (2004), a company's value proposition is what distinguishes it from its competitors. The value proposition provides value through various elements such as newness, performance, customization, "getting the job done", design, brand/status, price, cost reduction, risk reduction, accessibility, and convenience/usability.

4.1.2. Quantitative – price and efficiency

4.1.3. Qualitative – overall customer experience and outcome

4.1.4. Value Proposition Canvas Value Proposition Canvas Value Proposition Customer segment More graphic material Video Strategyzer's Value Proposition Canvas Explained Value Proposition Canvas explained through the Uber example 🚘

5. Customers

5.1. Customer Segments

5.1.1. Mass Market There is no specific segmentation for a company that follows the Mass Market element as the organization displays a wide view of potential clients. e.g. Car

5.1.2. Niche Market Customer segmentation based on specialized needs and characteristics of its clients. e.g. Rolex

5.1.3. Segmented A company applies additional segmentation within existing customer segment. In the segmented situation, the business may further distinguish its clients based on gender, age, and/or income.

5.1.4. Diversify A business serves multiple customer segments with different needs and characteristics.

5.1.5. Multi-Sided Platform / Market For a smooth day-to-day business operation, some companies will serve mutually dependent customer segments. A credit card company will provide services to credit card holders while simultaneously assisting merchants who accept those credit cards.

5.2. Channels

5.2.1. A company can deliver its value proposition to its targeted customers through different channels. Effective channels will distribute a company's value proposition in ways that are fast, efficient and cost-effective. An organization can reach its clients through its own channels (store front), partner channels (major distributors), or a combination of both.

5.3. Customer Relationships

5.3.1. Personal Assistance Assistance in a form of employee-customer interaction. Such assistance is performed during sales and/or after sales.

5.3.2. Dedicated Personal Assistance The most intimate and hands-on personal assistance in which a sales representative is assigned to handle all the needs and questions of a special set of clients.

5.3.3. Self Service The type of relationship that translates from the indirect interaction between the company and the clients. Here, an organization provides the tools needed for the customers to serve themselves easily and effectively.

5.3.4. Automated Services A system similar to self-service but more personalized as it has the ability to identify individual customers and their preferences. An example of this would be making book suggestions based on the characteristics of previous book purchases.

5.3.5. Communities Creating a community allows for direct interactions among different clients and the company. The community platform produces a scenario where knowledge can be shared and problems are solved between different clients.

5.3.6. Co-creation A personal relationship is created through the customer's direct input to the final outcome of the company's products/services.

6. Finances

6.1. Cost Structure

6.1.1. Classes of Business Structures Cost-Driven This business model focuses on minimizing all costs and having no frills. e.g. Low-cost airlines Value-Driven Less concerned with cost, this business model focuses on creating value for products and services. e.g. Louis Vuitton, Rolex

6.1.2. Characteristics of Cost Structures Fixed Costs Costs are unchanged across different applications. e.g. salary, rent Variable Costs Costs vary depending on the amount of production of goods or services. e.g. music festivals Economies of Scale Costs go down as the amount of goods are ordered or produced. Economies of Scope Costs go down due to incorporating other businesses which have a direct relation to the original product.

6.2. Revenue Streams

6.2.1. Asset Sale(the most common type) Selling ownership rights to a physical good. e.g. retail corporations

6.2.2. Usage Fee Money generated from the use of a particular service. e.g. UPS

6.2.3. Subscription Fees Revenue generated by selling access to a continuous service. e.g. Netflix

6.2.4. Lending/Leasing/Renting Giving exclusive right to an asset for a particular period of time. e.g. Leasing a Car

6.2.5. Licensing Revenue generated from charging for the use of a protected intellectual property.

6.2.6. Brokerage Fees Revenue generated from an intermediate service between 2 parties. e.g. Broker selling a house for commission

6.2.7. Advertising Revenue generated from charging fees for product advertising.