04
I want to
develop a clear plan
on how to grow
my idea into
something bigger
}
Business Model Canvas level of involvement
CREATED by
Osterwalder A., Pigneur Y (2010) Business Model Generation
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.
PRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION Development Impact & You
04
Business Model Canvas
What is it & ? How to use it
why should 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
block in the canvas. You may want to colour-code elements re-
lated to a specific client segment.
I do it?
goal as you fill out the other building blocks of the canvas. From However, be careful not to fall in love with your first idea and
there you can build on that goal and see how it can be achieved instead sketch out alternative business models for the same
by adding details about the other activities and resources you product, service, or technology.
have. You could even practice and learn new ways of doing things by
Start from a blank canvas and add notes with keywords to mapping out new/innovative business models that you admire or
each building block of the canvas. If you use ‘sticky notes’ for come across.
The Business Model Canvas is a one page overview that lays out both this, you can move ideas around as you fill out each building
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 Who will How do What do How do Who do
and how they relate to each other. This visual format, first introduced by you do it? you do? you you help?
help you?
Osterwalder and Pigneur, is useful for both existing and new organisa- interact?
Key Partners Key activities Value Customer
tions and businesses. Existing programmes can develop new initiatives Proposition Segment
customer
and identify opportunities while becoming more efficient by illustrating relationships
potential trade-offs and aligning activities. New programmes can use it
to plan and work out how to make their offering real.
What How do
The individual elements prompt thoughts within the separate activities do you start you reach
or resources, while the capability to have the complete overview encour- need? here them?
ages fresh perspectives and ideas about how those pieces fit together. Key resources distribution
This structure also helps to keep group discussions more focused and channels
TO TRIGGER & SUPPORT SOCIAL INNOVATION Development Impact & You
bring everyone onto the same page.
What will it cost? How much will you make?
Development Impact & You PRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION
Cost Structure Revenue Stream
TO TRIGGER & SUPPORT SOCIAL INNOVATION Development Impact & You
Development Impact & You PRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION
04
I want to develop a clear plan
on how to grow my idea into something bigger Business Model Canvas
Who will help you? How do you do it? What do you do? How do you interact? Who do you help?
Key Partners Key activities Value Proposition Audience relationships Audience Segments
Who are your key partners/suppliers? What key activities does your value What core value do you deliver to your audience? What relationship that the target audience expect you Which groups are you creating value for?
What are the most important motivations proposition require? Which needs are you satisfying? to establish? Who is your most important audience?
for the partnerships? What activities are most important for your How can you integrate that into your work in terms of
distribution channels, customer relationships, cost and format?
revenue streams etc?
What do you need? How do you reach them?
Key resources distribution channels
What key resources does your value proposition Through which channel does your audience want to
require? be reached?
Which channels work best? How much do they cost?
How can they be integrated into your and your
audiences routines?
What will it cost? How much will you make?
Cost Structure Revenue Stream
PRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION Development Impact & You
What are the most important costs in your work? For what value are your audiences willing to pay?
Which key resources/ activities are most expensive? What and how do they recently pay? How would they prefer to pay?
How much does every revenue stream contribute to the overall revenues?
Development Impact & You PRACTICAL TOOLS TO TRIGGER & SUPPORT SO
PRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION Development Impact & You
