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Model Canvas
Key Partners Key Activities Value Propositions Customer Relationships Customer Segments

Key Resources Channels

Cost Structure Revenue Streams

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 The Business Model Canvas Explained
(The material contained in this handout is taken from the book Business Model Generation by Alex Osterwalder & Yves
Pigneur)

Customer Segments Questions to be Answered:

Defines the different groups of people or organizations an enterprise • For whom are we creating value?
aims to reach and serve. • Who are our most important customers?

Customers comprise the heart of any business model. Without Notes

(profitable) customers, no company can survive for long.
In order to better satisfy customers, a company may group them into
distinct segments with common needs, common behaviors, or other
attributes. A business model may define one or several large or small
Customer Segments. An organization must make a conscious decision
about which segments to serve and which segments to ignore. Once this
decision is made, a business model can be carefully designed around a
strong understanding of specific customer needs.

Customer groups represent separate segments if:

• Their needs require and justify a distinct offer
• They are reached through different Distribution Channels
• They require different types of relationships
• They have substantially different profitabilities
• They are willing to pay for different aspects of the offer
Value Propositions
Describes the bundle of products and services that create value for a
specific Customer Segment.
Questions to be Answered:
The Value Proposition is the reason why customers turn to one company • What value do we deliver to the customer?
over another. It solves a customer problem or satisfies a customer need. • Which one of our customer’s problems are we helping to solve?
Each Value Proposition consists of a selected bundle of products and/or Which customer needs are we satisfying?
services that caters to the requirements of a specific Customer Segment. • What bundles of products and services are we offering to each
In this sense, the Value Proposition is an aggregation, or bundle, of Customer Segment?
benefits that a company offers customers. Some Value Propositions may
be innovative and represent a new or disruptive offer. Others may be Notes
similar to existing market offers, but with added features and attributes.
Channels
Describes how a company communicates with and reaches its
Customer Segments to deliver a Value Proposition. Questions to be Answered:
• Through which Channels do our Customer Segments want to be
Communication, distribution, and sales Channels comprise a company's reached?
interface with customers. Channels are customer touch points that play • How are we reaching them now?
an important role in the customer experience. • How are our Channels integrated?
• Which ones work best?
Channels serve several functions, including: • Which ones are most cost-efficient? How are we integrating
• Raising awareness among customers about a company’s them with customer routines?
• products and services
• Helping customers evaluate a company’s Value Proposition Notes
• Allowing customers to purchase specific products and services
• Delivering a Value Proposition to customers
• Providing post-purchase customer support

Customer Relationships
Describes the types of relationships a company establishes with
specific Customer Segments.
Questions to be Answered:
A company should clarify the type of relationship it wants to establish • What type of relationship does each of our Customer
with each Customer Segment. Relationships can range from personal to • Segments expect us to establish and maintain with them?
automated. • Which ones have we established? How costly are they?
• How are they integrated with the rest of our business model?
Customer relationships may be driven by the following motivations:
• Customer acquisition Notes
• Customer retention
Boosting sales (upselling)

Key Resources
Describes the most important assets required to make a business
model work.
Questions to be Answered:
Key Resources
Describes the most important assets required to make a business
model work.
Questions to be Answered:
Every business model requires Key Resources. These resources allow • What Key Resources do our Value Propositions require?
an enterprise to create and offer a Value Proposition, reach markets, • What Key Resources do our Distribution Channels require?
maintain relationships with Customer Segments, and earn revenues. • What Key Resources do our Customer Relationships require?
• What Key Resources do our Revenue Streams require?
Different Key Resources are needed depending on the type of business
model. A microchip manufacturer requires capital-intensive production Notes
facilities, whereas a microchip designer focuses more on human
resources. Key resources can be physical, financial, intellectual, or
human. Key resources can be owned or leased by the company or
acquired from key partners.

Key Activities
Describes the most important things a company must do to make its
business model work.
Questions to be Answered:
• What Key Activities do our Value Propositions require?
Every business model calls for a number of Key Activities. These are
• Our Distribution Channels?
the most important actions a company must take to operate successfully.
• Customer Relationships?
Like Key Resources, they are required to create and offer a Value
• Revenue streams?
Proposition, reach markets, maintain Customer Relationships, and earn
revenues. And like Key Resources, Key Activities differ depending on
Notes
business model type. For software maker Microsoft, Key Activities
include software development. For PC manufacturer Dell, Key
Activities include supply chain management. For consultancy
McKinsey, Key Activities include problem solving.

Key Partnerships
Describes the network of suppliers and partners that make the
business model work. Questions to be Answered:
• Who are our Key Partners?
Companies forge partnerships for many reasons, and partnerships are • Who are our key suppliers?
becoming a cornerstone of many business models. Companies create • Which Key Resources are we acquiring from partners?
alliances to optimize their business models, reduce risk, or acquire • Which Key Activities do partners perform?
resources.
Notes
We can distinguish between four different types of partnerships:
• Strategic alliances between non-competitors
alliances to optimize their business models, reduce risk, or acquire • Which Key Activities do partners perform?
resources.
Notes
We can distinguish between four different types of partnerships:
• Strategic alliances between non-competitors
• Competition: strategic partnerships between competitors
• Joint ventures to develop new businesses

Cost Structure
Describes all costs incurred to operate a business model.

This building block describes the most important costs incurred while
operating under a particular business model. Creating and delivering Questions to be Answered:
value, maintaining Customer Relationships, and generating revenue all • What are the most important costs inherent in our business
incur costs. Such costs can be calculated relatively easily after defining model?
Key Resources, Key Activities, and Key Partnerships. Some business • Which Key Resources are most expensive?
models, though, are more cost-driven than others. So-called “no frills” • Which Key Activities are most expensive?
airlines, for instance, have built business models entirely around low
Cost Structures. Notes

Revenue Streams
Represents the cash a company generates from each Customer
Segment (costs must be subtracted from revenues to create earnings).

If customers comprise the heart of a business model, Revenue Streams

are its arteries. A company must ask itself, For what value is each Questions to be Answered:
Customer Segment truly willing to pay? Successfully answering that • For what value are our customers really willing to pay?
question allows the firm to generate one or more Revenue Streams from • For what do they currently pay?
each Customer Segment. Each Revenue Stream may have different • How are they currently paying?
pricing mechanisms, such as fixed list prices, bargaining, auctioning, • How would they prefer to pay?
market dependent, volume dependent, or yield management. • How much does each Revenue Stream contribute to overall
revenues?
question allows the firm to generate one or more Revenue Streams from • For what do they currently pay?
each Customer Segment. Each Revenue Stream may have different • How are they currently paying?
pricing mechanisms, such as fixed list prices, bargaining, auctioning, • How would they prefer to pay?
market dependent, volume dependent, or yield management. • How much does each Revenue Stream contribute to overall
revenues?
A business model can involve two different types of Revenue Streams:
• Transaction revenues resulting from one-time customer Notes
payments
• Recurring revenues resulting from ongoing payments to either
deliver a Value Proposition to customers or provide post-
purchase customer support