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Business Model Canvas

The nine-block canvas with room for real notes in each block, exportable as a one-page PDF, a slide, or a document your investors can read.

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Start from a real example

Pick one and change it to fit. Everything stays on this device. Nothing is uploaded.

Key partners

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Who you rely on and what you get from them. The ones you could not replace quickly.

    Key activities

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    What the business must do, repeatedly, for the value proposition to keep holding.

      Key resources

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      What you must own or have access to. People, assets, data, licences, reputation.

        Value propositions

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        What a customer gets that they cannot get as well elsewhere. Written from their side.

          Customer relationships

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          What each segment expects: self-service, hands-on, community, or to be left alone.

            Channels

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            How the value reaches them, from first hearing of it to support after the sale.

              Customer segments

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              Who exactly. Groups distinct enough that they would change the answers in the other boxes.

                Cost structure

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                What running this model costs, and which of those costs are fixed.

                  Revenue streams

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                  What someone actually pays for and how. The mechanism, not the forecast.

                    0 points written, 0 of them placed across 9 boxes.

                    What this canvas is telling you

                    • Nothing written down yet. Start with whatever you already know and sort it afterwards.

                    Frequently asked questions

                    The questions people actually ask about this document.

                    What is the Business Model Canvas?
                    Nine blocks that describe how an organisation creates, delivers and captures value, set out by Alexander Osterwalder and Yves Pigneur in 2010. The right-hand side is the market: who the customer is, what they get, how it reaches them. The left is the machinery that makes it possible. The two bottom blocks are what it costs and what it earns. One page, and the discipline is that every block has to be consistent with the others.
                    Which block do I fill in first?
                    Customer segments, then value propositions. Almost everyone starts at key partners or key activities, because those are the parts they already know, and the canvas then describes a business looking for a customer. Starting on the right forces the question the canvas exists to ask: who is this for, and why would they choose it. The left-hand side is easier to fill in afterwards and more honest for having waited.
                    What is the difference between a value proposition and the product?
                    The product is what you ship. The value proposition is what changes for the customer because of it, in their words. Invoicing software is a product; closing the month four days sooner with the same headcount is a value proposition. If the block reads like a feature list, it is describing the product, and the canvas will be consistent with itself while still describing a business nobody buys from.
                    Channels or customer relationships, where does support go?
                    Channels are the route: how they hear about it, buy it, receive it, get help. Relationships are the expectation: whether they want a person, a help centre, a community, or to be left alone. Support appears in both, and sensibly so. The channel is the help desk existing; the relationship is whether this segment expects a named contact or would rather not talk to anyone.
                    How detailed should each block be?
                    Three to five points, and each one specific enough to be wrong. Operations teams of 10 to 50 in mid-sized manufacturers can be checked; businesses is a word doing no work. The canvas is a page you argue over, not a document you file, and a block with ten vague entries is harder to argue with than one with three testable ones.
                    Does this replace a business plan?
                    No, and it was not meant to. A canvas is a hypothesis about how the model fits together, written in an hour and changed when it turns out to be wrong. A plan is the argument and the arithmetic for a reader who needs to commit money. Most teams write the canvas first, test the parts most likely to be wrong, and only then write the plan, by which point most of it is already decided.

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