I want todevelop a clear plan

on how to grow my idea into

something bigger}

BusIness model canvas

04

Development Impact & YouPRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION

Development Impact & You PRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION

Development Impact & YouPRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION

Development Impact & You PRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION

created byosterwalder A., Pigneur Y (2010) Business model Generation

level oF INvolvemeNt

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.

Development Impact & YouPRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION

Development Impact & You PRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION

Development Impact & YouPRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION

Development Impact & You PRACTICAL TOOLS TO TRIGGER & SUPPORT SOCIAL INNOVATION

The Business model canvas is a one page overview that lays out both 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 and how they relate to each other. This visual format, first introduced by Osterwalder and Pigneur, is useful for both existing and new organisa-tions and businesses. Existing programmes can develop new initiatives and identify opportunities while becoming more efficient by illustrating potential trade-offs and aligning activities. New programmes can use it to plan and work out how to make their offering real.

The individual elements prompt thoughts within the separate activities or resources, while the capability to have the complete overview encour-ages fresh perspectives and ideas about how those pieces fit together. This structure also helps to keep group discussions more focused and bring everyone onto the same page.

what is it & why should I do it?

? How To use IT

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 goal as you fill out the other building blocks of the canvas. from there you can build on that goal and see how it can be achieved by adding details about the other activities and resources you have.

Start from a blank canvas and add notes with keywords to each building block of the canvas. if you use ‘sticky notes’ for this, you can move ideas around as you fill out each building

block in the canvas. You may want to colour-code elements re-lated to a specific client segment.

However, be careful not to fall in love with your first idea and instead sketch out alternative business models for the same product, service, or technology.

You could even practice and learn new ways of doing things by mapping out new/innovative business models that you admire or come across.

04BusinEss ModEl Canvas

who will help you?kEy partnErs

what do you do?valuE proposition

who do you help?CustoMEr sEgMEnt

How do you do it?kEy aCtivitiEs

How do you interact?CustoMEr rElationsHips

what do you need?kEy rEsourCEs

How do you reach them? distriBution CHannEls

what will it cost?Cost struCturE

How much will you make?rEvEnuE strEaM

startHErE

1 Download the PDF file and print it in a normal A4 printer.

2 Align the worksheet prints according to the numbered boxes along the edge of the sheets.

3 Join the aligned prints with cellotape or tacks and get started!

DOWNLOAD AND ASSEMBLE THE WORKSHEET IN DIFFERENT SIZES

SIZE AND ORIENTATION GUIDE A1

A2

A3

1

Wh

o w

ill help

yo

u?

KE

Y P

AR

TN

ER

S

Who are your key partners/suppliers?

What are the m

ost important m

otivations for the partnerships?

Wh

at do

yo

u d

o?

VA

LU

E P

RO

PO

SIT

ION

What core value do you deliver to your audience?

Which needs are you satisfying?

Ho

w d

o y

ou

do

it?K

EY

AC

TIV

ITIE

S

What key activities does your value

proposition require?W

hat activities are most im

portant for your distribution channels, custom

er relationships, revenue stream

s etc?

Wh

at do

yo

u n

eed?

KE

Y R

ES

OU

RC

ES

What key resources does your value proposition

require?

Wh

at will it co

st?C

OS

T S

TR

UC

TU

RE

What are the m

ost important costs in your work?

Which key resources/ activities are m

ost expensive?

I wan

t to d

evelo

p a clear p

lan

on

ho

w to

gro

w m

y id

ea into

som

ethin

g b

igg

er

1

Dev

elop

men

t Imp

act & Yo

uP

RA

CT

ICA

L T

OO

LS

TO

TR

IGG

ER

& S

UP

PO

RT

SO

CIA

L IN

NO

VA

TIO

N

Dev

elop

men

t Imp

act & Yo

uP

RA

CT

ICA

L T

OO

LS

TO

TR

IGG

ER

& S

UP

PO

RT

SO

CIA

L IN

NO

VA

TIO

N

Dev

elop

men

t Imp

act & Yo

uP

RA

CT

ICA

L T

OO

LS

TO

TR

IGG

ER

& S

UP

PO

RT

SO

CIA

L IN

NO

VA

TIO

N

BU

SIN

ES

S M

OD

EL

CA

NV

AS

04

Wh

at do

yo

u d

o?

OS

ITIO

N

What core value do you deliver to your audience?

Which needs are you satisf ying?

Wh

o d

o y

ou

help

?A

UD

IEN

CE

SE

GM

EN

TS

Which groups are you creating value for?

Who is your m

ost important audience?

Ho

w d

o y

ou

interact?

AU

DIE

NC

E R

EL

AT

ION

SH

IPS

What relationship that the target audience expect you

to establish?How can you integrate that into your work in term

s of cost and form

at?

Ho

w d

o y

ou

reach th

em?

DIS

TR

IBU

TIO

N C

HA

NN

EL

S

Through which channel does your audience want to be reached?W

hich channels work best? How much do they cost?

How can they be integrated into your and your audiences routines?

Ho

w m

uch

will y

ou

mak

e?R

EV

EN

UE

ST

RE

AM

For what value are your audiences willing to pay?W

hat and how do they recently pay? How would they prefer to pay?How m

uch does every revenue stream contribute to the overall revenues?