I want to develop a clear plan on how to grow my idea into...
Transcript of I want to develop a clear plan on how to grow my idea into...
I want todevelop a clear plan
on how to grow my idea into
something bigger}
BusIness model canvas
04
Development Impact & YouPRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION
Development Impact & You PRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION
Development Impact & YouPRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION
Development Impact & You PRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION
created byosterwalder A., Pigneur Y (2010) Business model Generation
level oF INvolvemeNt
more complex tool that should ideally be done over a few days. Given the strategic nature of the inputs/outputs, this needs consultations with seniors, peers and ideally needs to be revised after a first pass.
Development Impact & YouPRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION
Development Impact & You PRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION
Development Impact & YouPRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION
Development Impact & You PRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION
The Business model canvas is a one page overview that lays out both what you do (or want to do), and how you go about doing it ; enabling structured conversations around management and strategy by laying out the crucial activities and challenges involved with your initiative and how they relate to each other. This visual format, first introduced by Osterwalder and Pigneur, is useful for both existing and new organisa-tions and businesses. Existing programmes can develop new initiatives and identify opportunities while becoming more efficient by illustrating potential trade-offs and aligning activities. New programmes can use it to plan and work out how to make their offering real.
The individual elements prompt thoughts within the separate activities or resources, while the capability to have the complete overview encour-ages fresh perspectives and ideas about how those pieces fit together. This structure also helps to keep group discussions more focused and bring everyone onto the same page.
what is it & why should I do it?
? How To use IT
To make a business model canvas, the easiest way to start is by filling out what you do. This helps keep the focus on your main goal as you fill out the other building blocks of the canvas. from there you can build on that goal and see how it can be achieved by adding details about the other activities and resources you have.
Start from a blank canvas and add notes with keywords to each building block of the canvas. if you use ‘sticky notes’ for this, you can move ideas around as you fill out each building
block in the canvas. You may want to colour-code elements re-lated to a specific client segment.
However, be careful not to fall in love with your first idea and instead sketch out alternative business models for the same product, service, or technology.
You could even practice and learn new ways of doing things by mapping out new/innovative business models that you admire or come across.
04BusinEss ModEl Canvas
who will help you?kEy partnErs
what do you do?valuE proposition
who do you help?CustoMEr sEgMEnt
How do you do it?kEy aCtivitiEs
How do you interact?CustoMEr rElationsHips
what do you need?kEy rEsourCEs
How do you reach them? distriBution CHannEls
what will it cost?Cost struCturE
How much will you make?rEvEnuE strEaM
startHErE
1 Download the PDF file and print it in a normal A4 printer.
2 Align the worksheet prints according to the numbered boxes along the edge of the sheets.
3 Join the aligned prints with cellotape or tacks and get started!
DOWNLOAD AND ASSEMBLE THE WORKSHEET IN DIFFERENT SIZES
SIZE AND ORIENTATION GUIDE A1
A2
A3
1
Wh
o w
ill help
yo
u?
KE
Y P
AR
TN
ER
S
Who are your key partners/suppliers?
What are the m
ost important m
otivations for the partnerships?
Wh
at do
yo
u d
o?
VA
LU
E P
RO
PO
SIT
ION
What core value do you deliver to your audience?
Which needs are you satisfying?
Ho
w d
o y
ou
do
it?K
EY
AC
TIV
ITIE
S
What key activities does your value
proposition require?W
hat activities are most im
portant for your distribution channels, custom
er relationships, revenue stream
s etc?
Wh
at do
yo
u n
eed?
KE
Y R
ES
OU
RC
ES
What key resources does your value proposition
require?
Wh
at will it co
st?C
OS
T S
TR
UC
TU
RE
What are the m
ost important costs in your work?
Which key resources/ activities are m
ost expensive?
I wan
t to d
evelo
p a clear p
lan
on
ho
w to
gro
w m
y id
ea into
som
ethin
g b
igg
er
1
Dev
elop
men
t Imp
act & Yo
uP
RA
CT
ICA
L T
OO
LS
TO
TR
IGG
ER
& S
UP
PO
RT
SO
CIA
L IN
NO
VA
TIO
N
Dev
elop
men
t Imp
act & Yo
uP
RA
CT
ICA
L T
OO
LS
TO
TR
IGG
ER
& S
UP
PO
RT
SO
CIA
L IN
NO
VA
TIO
N
Dev
elop
men
t Imp
act & Yo
uP
RA
CT
ICA
L T
OO
LS
TO
TR
IGG
ER
& S
UP
PO
RT
SO
CIA
L IN
NO
VA
TIO
N
BU
SIN
ES
S M
OD
EL
CA
NV
AS
04
Wh
at do
yo
u d
o?
OS
ITIO
N
What core value do you deliver to your audience?
Which needs are you satisf ying?
Wh
o d
o y
ou
help
?A
UD
IEN
CE
SE
GM
EN
TS
Which groups are you creating value for?
Who is your m
ost important audience?
Ho
w d
o y
ou
interact?
AU
DIE
NC
E R
EL
AT
ION
SH
IPS
What relationship that the target audience expect you
to establish?How can you integrate that into your work in term
s of cost and form
at?
Ho
w d
o y
ou
reach th
em?
DIS
TR
IBU
TIO
N C
HA
NN
EL
S
Through which channel does your audience want to be reached?W
hich channels work best? How much do they cost?
How can they be integrated into your and your audiences routines?
Ho
w m
uch
will y
ou
mak
e?R
EV
EN
UE
ST
RE
AM
For what value are your audiences willing to pay?W
hat and how do they recently pay? How would they prefer to pay?How m
uch does every revenue stream contribute to the overall revenues?