business canvas.pdf

Copyright © 2015 Pearson Education, Inc. publishing as Prentice Hall 1

BUSINESS CANVAS

Entrepreneurship and Small Business Management , 2/e by Mariotti and Glackin


Porter’s Five Forces Analysis

Competitive Rivalry Among Existing Firms

Bargaining Power of Suppliers

Threat of Substitute Products

Bargaining Power of Customers

Threat of New

Entrants


Existing Competitive Rivalry

Many firms of similar size

Slow growth

Lack of differentiation

High fixed costs

Perishable products

Need for additional capacity

High exit barriers

Diverse rivals


Sources of Entry Barriers

Capital requirements

Cost advantages

Economies of scale

Access to distribution channels

Product differentiation

Government policy


Threats of Substitutes

Convenience

Price competitiveness

Supply availability

Switching costs

Public policies


Supplier Power

A few companies dominate

Differentiated products

High switching costs

Substitutes are not readily available

Could move into the business themselves

Industry is not important to the supplier


Buyer Power

Concentrated geographic area

Big purchasers

Undifferentiated or standard products

Small part of cost of goods

Profits are low

Quality is not important

Products do not save money for the buyer


Analyzing Market and Industry Feasibility

Adapted from Michael E. Porter, “How Competitive Forces Shape Strategy,” Harvard

Business Review, March/April 1979, pp. 137–145.


A Business Model Canvas

Business model–plan to generate revenue and make a profit from operations.

Business Model Canvas – a visual representation of the core components, and creating it well will compel you to think through many facets of the business.


Creating a Canvas The canvas includes nine core building blocks that are intended

to supply answers to critical questions. These building blocks are

meant to be implemented in the company.

Customer Segments (CS)

Value Proposition (VP)

Channels (CN)

Customer Relationships (CR)

Revenue Steams (R$)

Key Resources (KR)

Key Activities (KA)

Key Partnerships (KP)

Cost Structure (C$)


Business Model Canvas




Business Model Canvas for University Parent


1. Customer Segments (CS): the consumers for whom the

company creates value

a. Mass market—large, broadly similar group of customers

b. Niche market—narrow, specialized, specific

c. Segmented market—groups with slightly different needs

and problems

d. Diversified markets—segments that aren’t related and

have very different needs

e. Multi-sided markets—generally are composed of supplier

and customer segments that are all served

Creating a Business Model Canvas


2. Value Proposition (VP): the reason customers

select the products/ services

a. Newness

b. Performance

c. “Getting the job done”

d. Design

e. Brand/status

f. Price



g. Cost reduction

h. Risk reduction

i. Accessibility

j. Convenience/usability

3. Channels (CN): how the company reaches and

communicates with customer segments

a. Own channels versus partners

b. Direct (sales force, Web sales, own stores) versus

indirect (partner stores, wholesalers)



4. Customer Relationships (CR): types established

through consumer segments reached

a. Personal assistance

b. Dedicated personal assistance

c. Self-service

d. Automated services

e. User communities

f . Co-creation



5. Revenue Streams (R$): how funds are generated

a. Asset sales

b. Usage fee

c. Subscription fees

d. Lending/renting/leasing

e. Licensing

f. Brokerage fees

g. Advertising fees

6. Key Resources (KR): that which is critical to making

the model function

a. Physical

b. Financial

c. Intellectual

d. Human




7. Key Activities (KA): critical actions for success

a. Production

b. Problem solving

c. Platform/network

8. Key Partnerships (KP): the particular suppliers

and partners needed in the network

a. Strategic alliances between non-competitors

b. Cooperation (strategic alliances between competitors)

c. Joint ventures

d. Buyer–supplier relationships

9. Cost Structure (C$): all costs of operations


Key Partners

Tea growers (access to

markets)

Retail stores (new, novel

products)

Key Activities

Bottling

Marketing

Value Propositions

Less sweet tea

Organic product

Quenching thirst without

the calories

Performance

Customer Relationships

Consumers build

relationships through blogs

and correspondence

Retailers have direct

contact with sales force

Customer Segments

Niche markets

Athletes

Health conscious

consumers

Consumers of organic

foods

Key Resources

Production capacity

Marketing expertise

Funding for startup - $1.1

million

Channels

Retail health food stores

Independent sales

representatives

(Really not addressed well in

plan)

Cost Structure

Bottling by outside vendor

Tea and sweetener

Revenue Streams

Paying for a less sweet alternative to energy drinks and/or a more flavorful alternative to water

Revenue type: sale of product (bottled iced tea)

A Business Model Canvas for Honest Tea

Documents

business canvas.pdf