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Business Model Canvas Poster

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Vu Le
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287 views1 page

Business Model Canvas Poster

sas

Uploaded by

Vu Le
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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The Business Model Canvas

On:

Designed by: Diana Griffin

Designed for: Community Cooks

Day

Iteration:

Month

No.

Key Partners

Key Activities

Value Propositions

Customer Relationships

Customer Segments

Who are our Key Partners?


Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?

What Key Activities do our Value Propositions require?


Our Distribution Channels?
Customer Relationships?
Revenue streams?

What value do we deliver to the customer?


Which one of our customers problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?

For whom are we creating value?


Who are our most important customers?

motivations for partnerships:


Optimization and economy
Reduction of risk and uncertainty
Acquisition of particular resources and activities

categories
Production
Problem Solving
Platform/Network

characteristics
Newness
Performance
Customization
Getting the Job Done
Design
Brand/Status
Price
Cost Reduction
Risk Reduction
Accessibility
Convenience/Usability

What type of relationship does each of our Customer


Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?

- customer sign-up
- informing customers about
class schedules
- hiring/managing instructors
- renting facilities
- managing CSA farm relations,
including payment for sign-ups

Key partners:

Local CSAs (ex. JBG, Tecolote Farm,


etc.) including our class sessions as
add-ons to their subscriptions
--benefit to them: offer more to their
members, retain more new members
--benefit to us: reach new customers

examples
Personal assistance
Dedicated Personal Assistance
Self-Service
Automated Services
Communities
Co-creation

High barrier to entry for joining CSAs,


due to uncertainties about how to
cook and use up all the produce.

Our Solution:

Key suppliers/resources:

Key Resources

Local schools, allowing use of their


kitchens outside of school hours

What Key Resources do our Value Propositions require?


Our Distribution Channels? Customer Relationships?
Revenue Streams?
types of resources
Physical
Intellectual (brand patents, copyrights, data)
Human
Financial

- CSA farm membership systems for


customer and instructor recruitment
- local schools for kitchen/equipment
rental
- Instructors knowledge and skills for
developing and running classes
- Communication systems (primarily
email) for reaching customers and
organizing classes

We help people adopt CSA membership and healthy local eating habits
by teaching them what to do and
how to cook using their CSA produce.
New CSA members can sign up for
cooking classes for the length of their
CSA membership term, whether a
short 4-week course or a full 12-week
season. People unwilling to commit
to a full session can try out the classes
as a drop-in.

Expect a mutually beneficial


relationship

Channels
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
channel phases:
1. Awareness
How do we raise awareness about our companys products and services?

2. Evaluation
How do we help customers evaluate our organizations Value Proposition?

3. Purchase
4. Delivery

Customer Needs:

How do we deliver a Value Proposition to customers?

5. After sales
How do we provide post-purchase customer support?

Learn to cook
Learn about using and storing
unfamiliar produce
Build community among
CSA members

Initial sign-up: Integrated into CSA


sign-up process, or online through
website.
Continued contact: through email
and in-person at cooking classes.

What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?

For what value are our customers really willing to pay?


For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?

www.businessmodelgeneration.com

- Costs of facility/equipment rental from local schools


- Costs of setting up and maintaining a website
- Costs of paying instructors

Secondarily:
- experienced CSA members/cooks
- CSA farmers wanting to recruit and
maintain more members

Farmers:

Revenue Streams

sample characteristics:
Fixed Costs (salaries, rents, utilities)
Variable costs
Economies of scale
Economies of scope

Primarily:
- new CSA members
- people interested in trying a CSA

Expect a supportive community


relationship, with the business
as facilitator

Cost Structure
is your business more:
Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)
Value Driven ( focused on value creation, premium value proposition)

Multi-sided Platform

Customers:

Students & Teachers:

Problem:

Mass Market
Niche Market
Segmented

types:
Asset sale
Usage fee
Subscription Fees
Lending/Renting/Leasing
Licensing
Brokerage fees
Advertising

List Price
Product feature dependent
Customer segment dependent
Volume dependent

dynamic pricing
Negotiation( bargaining)
Yield Management
Real-time-Market

- customers are willing to pay for the value


of improving their cooking skills and increasing
their knowledge about food
- they currently pay for one-off cooking classes at a
higher price point
- they are willing to pay graduated prices within a
subscription model, with higher prices for higher
flexibility/lower commitment

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Year

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