telecommunication business model canvas

Telecom Companies Business Model

Communication is a vital part of our life. In today’s technology-driven world, most of the communication is through electronic means termed as “Telecommunication”. The term telecommunication is also referred to as Telecom through which we exchange information with each other over certain distances by electronic devices or mediums. This includes all types of data, voice, and video transmission. Most of the time, we interact with our Smartphones or laptops by using internet technology. So, different devices related to transmitting information such as phones (wireless or wired), televisions, laptops, satellites, radios, internet, etc. rely on telecom for providing us various content related to education, work, and entertainment.

The telecommunication industry consists of telecom companies that are telecommunication service providers for providing data or voice transmission services. Communication on a global scale is possible through these companies by means of phone or airwaves or the internet or cables or via wireless medium or wired. The technology infrastructure developed by telecom companies allows sending of data throughout the world in the form of voice, audio, words, or video. The various segments of these companies include telephone operators, cable network companies, satellite companies, cellphone and wireless service providers, and ISPs (internet service providers). So the telecom companies provide infrastructure facilities for communications and data transmission. Telecommunication services offered by telecom companies are mainly of two types, i.e. Wireless telecommunication services and diversified telecommunication services. Diversified telecommunication is further categorized into alternative carriers and Integrated telecommunication services. The description of these can be viewed in the below chart:

Types of Telecommunication Services

Few such renowned telecommunication service provider companies are Verizon, AT&T, Airtel, Idea Cellular, Reliance Jio, Vodafone, Airtel, Tata communication, BSNL, and many more.

Telecommunication or telecom word is derived from combining two words i.e. tele (means distant) which is a Greek prefix and communicare (means to share) which is a Latin word. The beginning of the telecom sector in the 1830s is associated with telegraph invention, which is considered as the first mechanical device for communication. This device facilitated a reduced period of communication, i.e. from days to a couple of hours. Earlier, physical wires were required to connect businesses and homes. Today, the primary way of communication is through wireless digital technology. The telecom system has become more decentralized from a few big players. In present, telecom is more about images i.e. video streaming, high-speed broadband internet access, email communication.

Current Business Models of Telecom Companies

Different elements mentioned in the above business model canvas of Telecom Companies are as under:

Value Proposition

Offerings or the value proposition refer to different products and services as well as their key benefits offered by different firms.

 For individuals and households

• The value proposition of telecom companies aimed at providing communication services to customers and providing access to the internet, own network access, network access of other network operators.
• Telecom companies provide data and voice services i.e. phone service (both wired and wireless), television, internet, business, and home networking, etc.
• Various services and benefits are offered by telecom companies like Wireless telecommunication, Fixed telecommunication, and Fixed broadband facility. Apart from providing Fixed telecommunication or landline traditional communication services, telecom companies also facilitate data service and wireless systems. Also, the television set is available of higher bandwidth speeds through fibre optics which is improved infrastructure.
• For fixed telecommunication or basic landline, various options are available for end-users. Basic voice packages are offered by telecom companies that include calling, caller ID, and call waiting features.
• Broadband internet access is one of the beneficial and most popular services provided by telecom companies. Discounted packages are also available for offering different services altogether, i.e., telephone.
• One unique service offered by telecom companies is Mobile money or mobile wallets. Various main telecom companies have facilitated users with mobile wallets such as Reliance Jio Wallet, Airtel Money, Vodafone M-Pesa. for the purpose of providing digital payment facilities to customers. The various benefits of mobile money include money-saving in an efficient and effective way, means of transferring funds that is both inexpensive and easy, providing access to unbanked people for basic financial services, and other financial service access i.e. loans, insurance, etc.

For businesses or corporate

The Value proposition offered by telecom companies to corporate or businesses are as under:

• Better communication: Telecom companies provide information networks that can be electronically exchanged using both wireless and wired methods. This information is sharable across the country and in different rooms. Few examples are fax machines, telephone, handheld devices for communication, and computers that are internet-connected. Capabilities have increased through mobile communication devices offered by telecom companies, i.e. tablets and smartphones. Using these devices, employees can access various applications and information, exchange emails, work on different documents, and attend conversations through teleconference.
• Team collaboration enhancement: Most of the organizations or businesses have cross-functional teams who work together on various business aspects such as new product development, corporate initiatives, marketing campaigns, etc. For these, they get together in the form of various meetings regularly to discuss plans, progress, and ideas. Telecom companies support this get together of employees by providing the access and capabilities for communication.
• Flexibility enhancement: During global crises like today’s Covid-19 pandemic, organizations prefer remote working of employees for safety. Also, different roles demand excessive travelling for client meetings or training purposes. For all these requirements, telecom companies provide appropriate communication and data services to let the employees and their superiors stay connected to each other.
• Superior customer service: Through 24/7 internet broadband services, landline, and wireless phone services; it is convenient for customers to communicate for any query or service. The telecom companies facilitate effective communication between organization and customers with various offerings that helps organization to strengthen its customer relationship both with current and prospective customers as well as brand value.

Customer Segments

This includes different segments of customers to whom telecom companies deliver their offerings or value proposition.

• Wireless consumer segment: This includes different residential customers and corporate. Different residential customers mostly take data and voice services. This segment is further categorized into Post-paid and Pre-paid customers.
• Wired or Wireline customer segment: Businesses i.e. medium and large enterprises fall under this category as they mostly have a worldwide presence. The need for telecommunications services for these enterprises is much wider than individual residential customer needs. Their requirement includes geographic coverage, customized, and reliable services. Networking solutions, advanced voice and video communications, fixed-line infrastructure are also required by them. So, large multinational companies look for heavy investment in telecom infrastructure to facilitate wide operation network.
• Other telecom companies: Telecom companies also provide network connectivity services to different other network companies that require it.

Key Partner

This includes the network of different partners and suppliers that facilitate a business model to operate.

In the case of telecom companies, various infrastructure vendors, network operators, device or equipment manufacturers, etc. are the main key partners. Telecom service providers purchase mobile devices from manufacturers of these devices, i.e. device manufacturers. They further sell the devices to customers or end-users to enhance or make their customer portfolio.  To build networks, service providers take services of infrastructure vendors and also, tie-up with other network operators for traffic agreements in order to allow the access of other networks to their customers.

Key Activities

All those primary activities that a business is indulged into for the main purpose of earning profit are considered as key activities of a business model.

  The key activities of telecom companies consist of mainly 4 activities i.e. voice, data provision, messaging, and provision related to broadband services.

• Voice: Voice telecommunication or Telephony communication is related to a sound communication between people over a distance through wireless or wire phones and other related technology. Different telecom service providers supply voice telecommunication services by either their own network infrastructure or using the network infrastructure of a network operator.
• Data provision: This includes all the multimedia content traffic between different parties i.e. application, service, end-users, etc. Telecom companies provide a lot of products and services to facilitate customers with increase access to data services. Few of such services are related to supporting access to music, internet, television, and game services.
• Messaging: Another key activity of telecom companies is message services that include both SMS and MMS services. SMS stands for short message service and MMS is a multimedia messaging service. Both services are used for sending and receiving messages through the mobile handset and different other devices. SMS allows customers to exchange short messages in the form of text messages to and from mobile phone devices. Wherein, MMS service offers customers to send and receive multimedia based messages in the form of music, pictures, videos, sound, and text as well.
• Broadband services: Broadband internet connection services are also provided by telecom companies.

Key Resources

The key resources are as under

•   Physical network infrastructure e. towers and cables that enable telecom companies to operate their telecommunications network across the globe. The network infrastructure of telecom companies is the main source to deliver their voice, data, and messaging services to customers. Customers are connected through the network’s access part which ultimately links to the core network. The core network manages routing and set-up of calls, message transfers, and data connections.
• Licenses: Through licenses, telecom companies can deliver mobile and fixed communication services to customers.
• Human capital: Sales and marketing team, technical team, supply chain management team, etc. play a significant role in the operation of telecom companies.
• Suppliers or supply chain management: Handset or device manufacturers, network equipment manufacturers, IT, and marketing service providers are also key resources of telecom companies.
• Apart from above, a few other key resources include IT capabilities, partnerships and alliances, Research & Development, etc.

Different channels which facilitate telecom companies in communication with end-users include retail chains, internet, own physical stores, sales and marketing team, Mobile apps, websites, social media, etc. Telecom companies have direct stores that they own and sell their services to customers and for customer support services. The sales force is also an important key channel for promoting and selling telecom products and services along with providing customers with a user friendly and easy way to access support and manage their services. Different indirect distribution channels such as retailers, distributors, third-party service providers, dealers, etc. are also key channels of telecom companies.

Customer Relationship

Telecom companies build and enhance customer relationship through providing a bundle of services along with more attractive data plans. The regular investment in their network up-gradation also facilitates them to offer much better customer services. The sales team of telecom companies is available for accessing their services in the store or over the phone. Also, customers can take services from their website and mobile app as well. Customer interaction is also available through social media such as Facebook, Twitter, etc. An exclusive help and support section is usually maintained by telecom companies on their website to support customers in their issues and queries.

Cost Structure

Expenses of telecom companies include infrastructure development and network maintenance cost, network installation cost, after sale support services, IT capacity development costing, Licenses cost, etc. Other elements of cost structure comprise salary and benefits to staff, retail outlets, etc.

Revenue Streams

  Telecom companies make money in various ways. Earlier just telephone calls were the only source of the biggest revenue for the companies but now due to advance network technology, the revenue scenario is evolving. Now telecom is focusing less on voice and more focus is on text, video, and data. More revenue sources are inclined towards services that are delivered over mobile networks. Internet access that provides computer-centric data apps like interactive entertainment and broadband services is contributing to revenue generation of telecom companies.

Revenue Model of Telecom Companies

•   Telecom companies generate revenue via subscription mobile services, fixed landline, and wireless broadband services . These companies offer a high-speed broadband facility, wireless network, and mobile security-related services to businesses. Money is earned by providing entertainment services such as television and advertising facilities, etc.
• Income from fixed-data services: Such as IP, satellite, Integrated Services Digital Network, etc.
• Retail fixed-voice service revenue: Comes from the sale of all services to end-users. This includes voice-related long-distance and local services such as line subscription/rental, calling charges, and fee-related to the connection.
• Mobile telecom services revenue: This includes income earned via mobile data usages such as SMS, mobile data access, and mobile phone calls.
• Mobility segment i.e. wireless and mobile subscription services also contribute to the revenue of telecom companies. These companies charge from big multinationals for premium services such as video-conferencing and high-security private networks.
• Telecom companies also source revenue from other telecom companies by providing them with network connectivity.

Emerging Business Model of Telecom Companies

The telecom companies play a significant and central role in the lives of people and businesses. To ensure innovative communication services such as broadband and other services like 4G or recent 5G up-gradation, these companies are required to bear huge investments. The appropriate return on these investments is connected and challenged by the extremely competitive environment of the telecom sector. Today, telecom companies work in saturated and much mature markets. To add new products and services is becoming challenging as severe competition with over-the-top service providing companies such as WhatsApp.

Below are the different aspects that are creating demand for adopting new business models by telecom companies:

• Voice service demand declining: One of the key challenges telecom companies are facing today is the maturity of their mobile voice services and declining of the traditional business i.e. fixed-line. Nowadays data connectivity or network access is the primary or main product and voice is considered as a feature of any app rather than the main product.
• The entry of over-the-top (OTT) players: OTT apps such as WeChat, WhatsApp are over-taking the traditional ecosystem. The free voice and video calls, text messages, etc. are the benefits of these OTT players over similar paid services of telecom companies.
• Evolving customer priorities: The rapid changes in expectations of customers are also key reasons for restructuring the business model of telecom companies. For example, people now use multiple devices for internet access.

So, the rapidly changing business environment of telecom companies demands a more innovative business model. The new era of the digital customer, a decline in revenue streams, and also upcoming opportunities in emerging sectors, etc. are the clear indication that the current business model of the telecom industry demands innovation-based on the latest and advanced technology system.

The emerging business model of telecom companies in a world of 5G technology

In the coming 5G technology in the communication industry, different emerging business models can be adopted by telecom service providers. The two main alternatives available for telecom companies are:

• Continuation of their core operations
• Diversification into digital services and transformation into a digital enterprise.
• Telecom companies as a provider of connectivity: In this business model, the main focus is on the core business of telecom companies i.e., connectivity. Different key factors to be considered are growth in ARPU (Average revenue per user), IoT (Internet of things) connectivity, subscriber growth, etc.
• Partnership-based business model: This business model includes the partnership-based business of telecom companies. The partner may be an application provider of 3rd party for providing content or a Virtual Network Operator.
• Business model as a provider of digital services: In this business model, telecom companies provide services beyond the services of core connectivity i.e. digital services such as smart homes, financial services, and Video content.
• Location-based service business model: Telecom companies are coming up with various services that are based on usage data of cell-phone and location tracking. For example, the tracking of agents of insurance companies can be easier using this data and it will be easy to monitor the time spent by them with clients. Moreover, different services are being tested by telecom companies to enable truckers to reschedule deliveries or reroute through real-time based traffic information.

The tremendous growth in the telecom industry can be seen over the last decade. Though the telecom industry provides a lot of services to its customers, the telecom companies are still struggling to choose an appropriate business model in today’s technology-driven environment. Business models of telecom companies are being transformed. New opportunities for these companies have emerged due to the adoption of social networking, the proliferation of devices, cloud computing, and wireless mobility at a much wider level.

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Do you also provide service for a formulation of a Business-plan for a new Startup company inbteh TELECOM area

Really helpful, thank you.

Extremely very good work/discussion. Thanks so much!

Is there a reason not to discuss traditional analysis here, both SWOT and PESTEL? If discussed here, what will be the answer/analysis?

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Telcos of the future: Six business models for the next era

About the Author

For people around the world, telecommunications services have become even more critical to everyday life since the outbreak of Covid-19. Communication networks have allowed many people to work from home and maintain social connection amid lockdowns and physical distancing. Healthcare and retail services have increasingly shifted online. Telcos have helped governments monitor and fight the spread of the virus. In short, telcos’ networks have helped keep societies and economies going.

But, paradoxically, telcos’ crucial societal role hasn’t translated into strong returns for their shareholders.

During the pandemic, telcos have created less value for shareholders than every sector but one, financial services, according to Bain & Company analysis of nearly 8,000 companies worldwide. From February to mid-December of 2020, telcos’ total shareholder return (TSR)—which measures the total return a shareholder receives from share price changes and dividends over a certain time period—trailed the average of all sectors by 16 percentage points, though the top quartile of telcos managed to outperform the cross-sector TSR average. What’s more, telcos have fallen further behind the longer the pandemic continues. From April to mid-December, telecommunications was the worst-performing sector as measured by TSR.

That means the pandemic has only exacerbated a trend that has frustrated industry stakeholders for years: Despite telcos’ massive investments in infrastructure and services aimed at realizing the vision of a digital economy, the financial rewards appear to accrue to others. The stark contrast between the sense of pride that many telco leadership teams and employees have deservedly felt about their pandemic response, and the subsequent financial outcomes, is telling.

The road ahead won’t be easier. As we look to the current year and beyond, telcos face unprecedented challenges in responding to the continuing Covid-19 crisis while simultaneously trying to stay ahead of  a rapid industry transformation that began before the pandemic . Leading companies will navigate this tumultuous period by making strategic choices to secure the future of their business and improve their value creation—even if it requires a bold transformation.

We see six primary telco business models that will underpin the profound changes in the communications industry’s market structure over the next decade.

#1: Integrated . Competition will further intensify among companies that adhere to the traditional model of the integrated telco that provides a comprehensive set of services. Premium product bundles typically attract most of the value, which will likely push telcos to integrate fixed and mobile services, and accelerate market consolidation. In addition, many of these integrated telcos will start bundling third-party services with their core offerings, while at the same time opening their networks to other enterprises for use in their respective businesses.

#2: Value-focused.  As stand-alone connectivity further commoditises, customers will increasingly opt for lower-cost, “good-enough” services. As a result, a value-focused set of telcos will choose to compete by shedding some of the most costly aspects of the traditional model and focusing on more concentrated coverage, narrow product lines, and customer service functions powered by automation and self-service tools. 

#3: Pure infrastructure . The separation of network assets into stand-alone entities is becoming more common. Compared with integrated carriers, pure-play telecom infrastructure companies’ advantages include the ability to more freely resell their assets and raise the utilization rate of their networks. This creates value that accrues to all participants. Despite the recent merger-and-acquisition activity and the high prices in this segment of the industry, we view the current phase as only the beginning for pure infrastructure companies.

#4: Asset-light . As network infrastructure becomes more widely available, it will be possible to rent capital-intensive network assets only when needed. This will give rise to a class of asset-light telcos that can earn sufficient profit through services that more than cover the costs of network rents. The result will be the proliferation of asset-light models not only in connectivity, such as providing managed network services, but also in consumer and enterprise network security, communications services for healthcare, and many other segments.

#5: Smart platform.  As digital economies advance, demand for core, network-centric telecom capabilities will surge. Telcos have the chance to play an important role in the growth of digital-enabled economies by configuring their capabilities so that they’re easy for technology and digital service companies to discover, consume, and scale up. Yet telcos probably cannot build and orchestrate these platforms alone. In order to capture a meaningful share of the future wealth creation, the most successful telcos will forge the right partnerships with established and rising digital leaders. 

#6: Digital niche.  As smart platforms proliferate and power digital economies, starting and running a digital-focused business is going to be easier than ever. Less capital will be needed for upfront technology investment. Far fewer specialized employees with niche talents will be required. Fixed costs will decrease as resources can be rented or purchased as needed. With the barriers of entry lowered, telcos can more easily experiment with new businesses focused on digital-powered products and services adjacent to the sector’s traditional model. Edge and cloud computing, the Internet of Things, and digital media are just a few examples of rapidly evolving sectors that open up opportunities for many companies, including telcos, to design and scale up new ventures.

Some of these models are gaining traction now, while others remain a few years out—or less. Nevertheless, their catalysts are already well underway. That means telcos have an opening now to tap into new sources of value and put their companies in a strong position for the future.

Interested in hearing industry leaders discuss subjects like this?  Attend the co-located  5G Expo ,  IoT Tech Expo ,  Blockchain Expo ,  AI & Big Data Expo , and  Cyber Security & Cloud Expo World Series  with upcoming events in Silicon Valley, London, and Amsterdam.

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Telco business models are changing: Here’s how

21st march  |  .

For decades, the telco business model remained relatively unchanged: generating revenue by selling voice and data minutes. Today, however, telcos are moving into vertical business segments and experimenting with new technologies, partnerships, and routes to market. The telecom operating model is evolving in new and unexpected ways as carriers look to unlock new sources of value and win over new customers.

The evolution of the telco business model

In some respects, carriers have no choice but to adapt the telecommunications business model. With the widespread availability of low-cost “unlimited” voice and data packages for subscribers, services have become commoditised leading telcos to look elsewhere for growth to drive shareholder value.

And grow they must, especially as network technology is constantly evolving. Telcos need to ensure that their networks remain at the cutting edge of technology if they are to protect against churn, and that requires significant and ongoing investment. This challenge only gets more difficult, with 2022 seeing record levels of investment by telcos in both fixed line (fibre to the home) and wireless (5G) infrastructure. In the US, mobile carriers have invested more than $121 billion in network infrastructure since 2018.

The future telecom business model

However, although network evolution represents a challenge for telcos, the network is also their greatest asset and the foundation for future telecom business models. To date, telcos have fallen behind over-the-top (OTT) service providers when it comes to delivering digital services to consumers and businesses. Today, as the 5G revolution starts to take hold, and partner ecosystems become de rigueur for telco innovation , leading carriers are working to ensure this does not happen again and are already jockeying for position in new markets.

If we make an analysis of telco business models, we can see that partnerships are central to success, along with a willingness to make bold moves into new industries.

Examples of innovative telecom business models

• Batelco , the principal telecommunications company in Bahrain, has partnered with a Danish digital infrastructure provider to create OneBox, a digital post box that enables Bahrainis to securely communicate with public entities and private sector businesses.
• Vodafone is among the telcos increasingly looking to move into business-to-business cloud services provision. Its product suite includes cloud migration, security, and multi-cloud management and optimisation tools.
• KDDI , a Japanese mobile operator, has partnered with Supership, a data and technology company, to launch a next-generation digital advertising distribution platform . The platform, which utilises Novatiq’s technology, creates the first privacy-safe, end-to-end digital advertising solution in the Asian advertising market.
• Verizon has made a move into the logistics space with advanced vehicle-tracking systems. Its technology provides fleet operators with a near real-time 360-degree of their fleet’s operations enabling them to reduce costs, increase productivity and stay on top of vehicle maintenance.

Telecom business modelling: the opportunities in digital marketing

Globally, telcos are experimenting with a wide range of new business models. As the KDDI example above reflects, one area of interest is in the digital marketing sector. Here the withdrawal of third-party tracking cookies, that have fuelled the lucrative programmatic advertising industry, represents a decisive moment of change. The industry is crying out for privacy centric solutions to ensure that the right marketing messages get to the right audiences at the right time, and telcos have just the tools they need.

By verifying digital IDs using their network assets, telcos can securely, safely, and in compliance with all privacy laws, enable the programmatic industry to flourish. For some time, Novatiq has been a lone voice in the market recommending this telecom business model transformation. Now, a new joint venture between Deutsche Telekom, Orange, Telefónica, and Vodafone has proposed an ID solution for digital marketing, underscoring that this particular telco business model opportunity is now ready to be exploited. Those that move first, stand to gain most. And with Novatiq’s ID platform and solution already up and running and tested in real-world deployments, the fastest route to market is clear.

For more information on the opportunity for telcos in digital marketing, download our whitepaper .

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The platform business model: the new way for telcos to compete

The pipe business model is broken. how can the telco industry re-appraise its strategy, we are in a marketplace where we sell outcomes, not products.

Up until 2007 mobile handset manufacturers were profitable and Nokia, Samsung, Motorola, Sony Ericsson and LG controlled 90% of the industry’s global profits. By 2015 Apple had commoditised that market with the iPhone (note 1).

This was prime example of the power of the platform business model, and since then, it appears that any successful company in the digital economy, especially unicorns (private companies with over USD 1 billion valuation), have created a platform rather than sold a product. 40% of the world’s top 30 brands are now platform businesses.

The age of platforms, data and ecosystem management

We are at a tipping point where the platform economy will affect every company in every sector. All companies will need a platform strategy, even just to assess which ecosystem partners to work with, to grow and protect their business.

The telco sector knows that it needs to restructure and refocus its business to be successful. Their networks offer a key enabling role in the digital economy, where their assets and data can support emerging sectors such as smart cities, smart homes and connected cars.

An open platform will create new opportunities for telcos to compete in the digital economy.

The IoT and the telco opportunity

Our analysis shows that the market for IoT-enabled services could reach over USD 8 trillion in 10 years’ time, up from USD 0.7 trillion today. It offers significant opportunities for telcos to play an active part in a diverse ecosystem of technology suppliers, vertical domain experts and channel partners, beyond just connectivity.

This is a highly complex task, considering the full scope and span of IoT opportunities and the many different players involved. The main challenges, as voiced at the event, are service orchestration and monetisation.

Deriving value through a platform business model

The influence and success of digital platforms cannot be ignored. They are the new model of economic activity. By aggregating consumers and producers through an ecosystem, companies can expect to see performance improvement, leveraged growth, distributed innovation, and, in some cases, restructuring of markets.

Technology has made it easier and cheaper to share assets than ever before. Apple iTunes is one such example of this in the consumer market. BT with its new cloud of clouds vision is an example in a B2B context. Samsung suffered because it lacked the control points of a strong platform model. On the most part, the same can be said of telcos.

How does the platform work?

The real strategic value of a digital platform is to harness the service offerings from a diverse supplier base, and then to use shared orchestration, monetisation and administration tools to offer new service bundles.

Over time, the telco’s platform should grow to host many tenants paying to use their infrastructure – fostering a marketplace for innovative service bundles and channels to new market segments. By adopting this strategy, this supports the move from being providers of telecoms and ICT services, to creators of digital innovation platforms that drive local economic growth.

The role of application programming interfaces (APIs)

APIs are a key ingredient to a successful platform. They enable flexible partnerships for new services, the platform must provide an open and non-proprietary interface. TM Forum announced at the event that nine of the world's largest service providers -- Axiata, Bharti Airtel, BT, China Mobile, China Unicom, NTT-Group, Orange, Telefónica and Vodafone -- officially adopted TM Forum's suite of Open APIs for digital service management. BearingPoint’s Infonova R6 also conforms to these standards.

Overcoming the monetisation challenge

How do you ensure everyone involved in service delivery gets paid the right amount, on time? A platform based business model enables telcos to not only engage with complex service management, but most importantly, to effectively monetise their business. Undoubtedly, a great deal of money can be made from every aspect of a platform, but it's also important to recognise the value of customer data that can be captured and managed in the platform. In the long run, this can prove even more valuable than the immediate monetary gain.

Closing thoughts

For the traditional telco, embracing a platform business model provides a new way to grow, increasing relevance and value in the fast expanding digital economy.

Here are some key points to think about:

• Make data asset management a top priority – Data is the key asset for the future, the ‘oil of the digital economy’. Much greater effort must be made to manage it across silos so it can be exploited effectively. This forms part of a much more expansive API strategy.
• Harness the synergies of all stakeholders – platforms should be designed to leverage the expertise, participation and data of all users – customers, suppliers, partners, developers – to create innovative new solutions for markets.
• Think about long term value creation – Major players in the telco world are recognising that there is money to be made through the platform economy. But rather than focus on short term revenue gains, remember that platforms take time to create exciting network effects. The platform needs curation and careful nurturing.
• ‘Pipelines, Platforms, and the New Rules of Strategy’, Harvard Business Review, Marshall W. Van Alstyne, Geoffrey G. Parker, and Sangeet Paul Choudary, April 2016 issue

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Nokia: Business Model, SWOT Analysis, and Competitors 2023

Inside This Article

In 2023, Nokia is still considered one of the leading companies in the telecommunications industry. However, with the rapid advancements in technology and the emergence of new competitors, Nokia faces various challenges that could affect its business model. In this blog article, we will conduct a SWOT analysis of Nokia, explore its current business model, and identify its main competitors in the industry.

What you will learn:

• Who owns Nokia and its history of ownership changes
• The mission statement of Nokia and how it guides the company's operations
• How Nokia makes money through its diverse product and service offerings
• An explanation of Nokia's business model canvas and how it helps the company stay competitive
• A breakdown of Nokia's main competitors and how they stack up against the company
• A thorough SWOT analysis of Nokia, including its strengths, weaknesses, opportunities, and threats.

Who owns Nokia?

When it comes to ownership, Nokia has had quite a journey. The Finnish company was founded in 1865 as a pulp mill, and over the years, it has ventured into various businesses, including rubber, cables, and electronics. In the late 1990s and early 2000s, Nokia became a household name for its mobile phones, dominating the market with its innovative designs and user-friendly features. However, as the smartphone era took over, Nokia struggled to keep up, leading to a series of ownership changes.

In 2011, Nokia entered into a partnership with Microsoft to produce smartphones using the Windows Phone operating system. The deal involved Nokia selling its handset division to Microsoft, which meant that the Lumia brand of phones was no longer owned by Nokia. However, Nokia retained ownership of its brand, patents, and research and development facilities.

In 2014, Nokia sold its HERE Maps division to a consortium of German car makers, including Audi, BMW, and Daimler. The sale was part of Nokia's strategy to focus on its core business of telecommunications equipment and services.

In 2016, Nokia announced its acquisition of Alcatel-Lucent, a French telecommunications company. The deal was aimed at expanding Nokia's network equipment and services business, particularly in the areas of 5G and the Internet of Things (IoT).

Today, Nokia is a publicly listed company, with shares traded on the Helsinki Stock Exchange and the New York Stock Exchange. The largest shareholders in Nokia include The Capital Group Companies Inc., BlackRock Inc., and The Vanguard Group Inc.

In summary, Nokia has gone through various ownership changes over the years, selling off some divisions while acquiring others. Today, Nokia is a publicly listed company with a diverse range of shareholders.

What is the mission statement of Nokia?

Nokia is a multinational telecommunications company that has been in the industry for over 150 years. The company has gone through several changes and transformations over the years, but one thing that has remained constant is its focus on innovation and creating products that empower people.

The mission statement of Nokia is "to create the technology to connect the world." This statement embodies the company's commitment to developing technology that helps people connect with each other, regardless of their location or background.

Nokia's mission statement is not just about creating technology for technology's sake. It is about creating technology that has a positive impact on people's lives. The company's products and services are designed to help people stay connected, learn new things, and access information and services that can improve their quality of life.

Nokia's mission statement is also about creating sustainable solutions that can benefit current and future generations. The company is committed to reducing its environmental footprint and creating products that are energy-efficient and environmentally friendly.

In conclusion, Nokia's mission statement is a testament to the company's commitment to innovation, sustainability, and creating technology that empowers people. As the company continues to evolve and adapt to changing market conditions, it is clear that its mission statement will remain at the heart of everything it does.

How does Nokia make money?

Nokia is a multinational telecommunications company that has been in the industry for over a century. The company has evolved over the years to keep up with the changing trends and demands of the market. Nokia's primary source of revenue comes from its network infrastructure and services division, which provides solutions to mobile network operators.

Nokia's network infrastructure and services division accounts for the majority of the company's revenue. The division provides end-to-end network solutions to mobile network operators, such as 5G networks, cloud-based solutions, and radio access networks. Nokia's network infrastructure and services division also provides managed services to help operators optimize their networks and reduce costs.

In addition to its network infrastructure and services division, Nokia also generates revenue from its Nokia Technologies division. This division is responsible for developing and licensing the company's intellectual property, including patents and technology. Nokia Technologies also develops products such as the Nokia OZO, a camera that captures immersive 360-degree video and audio.

Nokia also generates revenue from its Nokia Bell Labs division, which is responsible for research and development. The division works on developing new technologies, such as artificial intelligence, machine learning, and quantum computing. Nokia Bell Labs also collaborates with universities and other research institutions to develop new technologies.

Lastly, Nokia also generates revenue from its Nokia Software division. This division provides software solutions to mobile network operators, such as network management and optimization software. Nokia Software also offers cloud-based solutions that help operators manage their networks more efficiently.

In conclusion, Nokia generates revenue from a variety of sources, including its network infrastructure and services division, Nokia Technologies, Nokia Bell Labs, and Nokia Software. The company's diverse revenue streams allow it to stay competitive in the constantly evolving telecommunications industry.

Nokia Business Model Canvas Explained

The Nokia Business Model Canvas is a visual tool used to illustrate the key components of Nokia's business model. It is a framework that helps to identify and analyze the different aspects of Nokia's business, including its customer segments, value proposition, revenue streams, key activities, resources, and partnerships.

Customer Segments:

The Nokia Business Model Canvas starts with identifying the customer segments that Nokia is targeting. Nokia primarily targets two customer segments: consumers and businesses. In the consumer segment, Nokia targets individuals who are looking for affordable, high-quality smartphones. In the business segment, Nokia targets companies that are looking for reliable and secure mobile devices for their employees.

Value Proposition:

The Value Proposition is the value that Nokia offers to its target customers. The Nokia Business Model Canvas identifies Nokia's value proposition as providing affordable, high-quality smartphones that meet the needs of consumers and businesses.

Revenue Streams:

The Revenue Streams section of the Nokia Business Model Canvas explains how Nokia makes money. Nokia's main revenue stream is from the sale of smartphones and mobile devices, as well as licensing its patents to other companies in the smartphone industry.

Key Activities:

The Key Activities section of the Nokia Business Model Canvas identifies the key activities that Nokia performs to create and deliver its value proposition. These activities include product design and development, manufacturing, marketing and sales, and customer support.

The Resources section of the Nokia Business Model Canvas identifies the resources that Nokia needs to carry out its key activities. These resources include human resources, manufacturing facilities, research and development, and marketing and sales teams.

Partnerships:

The Partnerships section of the Nokia Business Model Canvas identifies the key partnerships that Nokia has with other companies and organizations. These partnerships include relationships with suppliers, manufacturers, and distributors. Additionally, Nokia has partnerships with software providers and other technology companies to ensure that its devices are compatible with the latest software and technologies.

In conclusion, the Nokia Business Model Canvas provides a comprehensive overview of Nokia's business model. It helps to identify the key components of Nokia's business and how they all work together to create value for its customers and generate revenue for the company. By understanding the Nokia Business Model Canvas, investors, analysts, and customers can gain a better understanding of Nokia's strategy and how it plans to stay competitive in the ever-changing smartphone industry.

Which companies are the competitors of Nokia?

Nokia, once a dominant player in the mobile phone market, now faces stiff competition from several other companies. Here are some of Nokia's biggest competitors:

Apple: Apple's iPhone has been a major player in the smartphone market since its launch in 2007. With a sleek design, user-friendly interface, and a loyal fan base, Apple has consistently been a top competitor of Nokia.

Samsung: Samsung is another major player in the smartphone market, with its Galaxy line of phones being a close competitor to Apple's iPhone. Samsung has also been known to offer a wider range of phones at various price points, making it a popular choice for consumers.

Huawei: Huawei is a Chinese telecommunications company that has been rapidly growing in popularity, particularly in Asia and Europe. Huawei's phones are known for their high-end specs and competitive pricing, making them a serious competitor to Nokia.

Xiaomi: Xiaomi is another Chinese smartphone company that has seen rapid growth in recent years. Known for their affordable and feature-packed phones, Xiaomi has been a popular choice for consumers looking for a budget-friendly alternative to Nokia or other competitors.

LG: LG is a South Korean electronics company that produces a range of electronics, including smartphones. While not as popular as some of the other competitors on this list, LG's phones are still a serious contender in the market.

Overall, Nokia faces tough competition from established players like Apple and Samsung, as well as up-and-coming companies like Huawei and Xiaomi. As the smartphone market continues to evolve, it will be interesting to see how Nokia adapts to stay competitive.

Nokia SWOT Analysis

Nokia is a Finnish multinational telecommunications, information technology, and consumer electronics company that has been in operation for over 150 years. It is a company that has been through various transformations in its history, and it is currently focusing on wireless network equipment and services. In this section, we will conduct a SWOT analysis of Nokia, highlighting its strengths, weaknesses, opportunities, and threats.

One of Nokia's significant strengths is its brand reputation. It is a well-known and respected brand worldwide, and it has a loyal customer base. Nokia's brand reputation has been built on its quality products, reliable services, and innovative solutions. Nokia's strong financial position is also a significant strength. The company has a stable revenue stream and a healthy balance sheet, which allows it to invest in research and development and other growth opportunities.

Another strength of Nokia is its broad range of products and services. The company offers a wide range of products, including mobile phones, smartphones, network infrastructure, and services. Nokia's diversified product portfolio enables it to serve customers in various markets and regions.

One of Nokia's significant weaknesses is its limited market share in the smartphone industry. Nokia was once a dominant player in the mobile phone industry, but it failed to keep up with the rapid advancements in the smartphone segment. Nokia's limited market share in the smartphone industry has resulted in declining revenues and profits.

Another weakness of Nokia is its dependence on few customers. Nokia's revenue is heavily reliant on a few major customers, particularly in the network infrastructure segment. This dependence exposes Nokia to significant risks if these customers reduce their orders or switch to other suppliers.

Opportunities

One of the significant opportunities for Nokia is the growth potential in the 5G network infrastructure segment. Nokia is well-positioned to benefit from the growth of 5G networks, with its strong portfolio of products and services. Nokia's investment in research and development in this segment is expected to pay off in the coming years.

Another opportunity for Nokia is the growing demand for Internet of Things (IoT) solutions. Nokia's expertise in network infrastructure and services positions it well to provide IoT solutions to businesses and consumers.

One of Nokia's significant threats is the intense competition in the mobile phone and smartphone industry. Nokia faces stiff competition from established players such as Apple and Samsung, as well as emerging players from China. This competition puts pressure on Nokia's market share and profitability.

Another threat for Nokia is the geopolitical risks associated with its operations. Nokia operates in various regions, and changes in government policies or international trade agreements could have a significant impact on its business. Furthermore, the ongoing trade tensions between the US and China could affect Nokia's operations in these countries.

In conclusion, Nokia is a company with a long history and an established brand reputation. The company's strengths include its brand reputation, diversified product portfolio, and strong financial position. However, Nokia faces significant challenges, such as its limited market share in the smartphone industry and dependence on few customers. Despite these challenges, Nokia has opportunities for growth in the 5G network infrastructure and IoT segments. Nokia must continue to invest in research and development and innovate to stay competitive and capitalize on these opportunities.

Key Takeaways

• Nokia is currently owned by a Finnish company called HMD Global.
• The mission statement of Nokia is to "create technology that connects people and things, and to enable and inspire people to shape their own future."
• Nokia makes money primarily through the sale of mobile phones, network infrastructure, and licensing of its patents.
• Nokia's business model canvas includes key partners such as Microsoft and Intel, and focuses on creating customer value through innovation and cost efficiency.
• Nokia faces competition from companies such as Apple, Samsung, and Huawei in the mobile phone market, and from Ericsson and Cisco in the network infrastructure market. In a SWOT analysis, Nokia's strengths include its strong brand recognition and diverse product portfolio, while its weaknesses include a lack of innovation and limited presence in some markets.

In conclusion, Nokia is a well-established technology company that has been around for over 150 years. Despite its ups and downs, Nokia has managed to stay relevant in the ever-changing technology industry. Its mission statement focuses on connecting people and making their lives easier through technology. Nokia is a diverse company that makes money through various segments, including mobile networks, Nokia technologies, and Nokia Bell Labs. The Nokia Business Model Canvas explains how the company creates, delivers, and captures value. Nokia's competitors include Apple, Samsung, and Huawei. Finally, the Nokia SWOT analysis highlights the company's strengths, weaknesses, opportunities, and threats. Overall, Nokia is a company that has made significant contributions to the technology industry and continues to innovate and expand its offerings.

What are Nokia's weaknesses?

Lack of strong presence in mobile OS market: Nokia has been slow to launch its own operating system, which has weakened its ability to compete against major players such as Apple and Google.

Lack of an effective online strategy: Nokia has not done a great job of taking advantage of online marketing and advertising opportunities.

Outdated software: Many of Nokia’s phones run outdated software that makes them less attractive to consumers.

High cost of research and development: Nokia’s R&D costs are higher than those of many of its competitors, making it difficult to compete on price.

Weak brand perception: Nokia’s brand has suffered in recent years, with many consumers perceiving its products as outdated and inferior to those of its competitors.

What are the strengths of Nokia company?

Financial Strength: Nokia is one of the world’s largest companies with a market capitalization of over $50 billion. Nokia’s strong financial position reflects its ability to generate consistent and strong cash flows. As a result, the company has no debt and is well positioned to make investments in research and development and expand its market presence.

Brand Recognition: Nokia is one of the world’s most recognized and trusted brands, with a strong presence in many markets around the world. It has a long and successful history of innovation and customer satisfaction, which has enabled the company to establish a loyal customer base.

Innovation: Nokia has a strong commitment to innovation, investing heavily in research and development to ensure that it remains at the forefront of the mobile phone market. This has enabled the company to offer a wide range of products and services to its customers.

Networking: Nokia has developed strong relationships with many of the world’s leading network operators, which has enabled the company to access and deliver products and services to customers in a timely and cost-effective manner.

Global Presence: Nokia has a global presence, with operations in more than 150 countries. This has enabled the company to reach customers in many different markets, as well as to develop products and services that are tailored to meet the needs of different regions.

What is the strategic failure of Nokia?

The strategic failure of Nokia was its inability to foresee the potential of the smartphone market and adapt to the changing needs of consumers. Nokia was slow to develop its own smartphone operating system, choosing instead to partner with Microsoft on the Windows Phone platform. This partnership ultimately proved unsuccessful, and by the time Nokia developed its own smartphone operating system (Symbian) it was too late to compete with Apple's iPhone and Google's Android. Nokia's failure to quickly recognize and capitalize on the growing smartphone market led to its downfall in the mobile phone industry.

Who is Nokia biggest competitor?

Nokia's biggest competitors are Samsung, Apple, and Huawei.

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Telcos of the future: Six business models for the next era

• April 23, 2021

During the pandemic, telcos have created less value for shareholders than every sector but one, financial services, according to Bain & Company analysis of nearly 8,000 companies worldwide. From February to mid-December of 2020, telcos’ total shareholder return (TSR)—which measures the total return a shareholder receives from share price changes and dividends over a certain time period—trailed the average of all sectors by 16 percentage points, though the top quartile of telcos managed to outperform the cross-sector TSR average. What’s more, telcos have fallen further behind the longer the pandemic continues. From April to mid-December, telecommunications was the worst-performing sector as measured by TSR.

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Denis Oakley & Co

I HELP BOLD LEADERS TRANSFORM THEIR BUSINESSES AND THE INDUSTRIES THEY COMPETE IN

April 15, 2019 By Denis Oakley

What is the Telekom Malaysia Business Model Canvas?

In this post, I’ll cover the Telekom Malaysia Business Model canvas. Telekom Malaysia is a traditional telecom company that was incumbent in Malaysia from its founding until the early ’90s. The Telekom Malaysia business model is a common telecoms business model for nationalised and integrated telecommunications companies. This model is less common in countries that have privatised their telecoms infrastructure

Since then it’s traditional fixed-line business has come under attack from mobile operators who persuaded people to cut the cord. Malaysia has one of the highest rates of mobile ownership in the world. More recently it has increasingly come under renewed attack as voice has been made obsolete by data.

As a result Telekom Malaysia’s business model now focuses much more on convergence – using its existing products to enable it to sell additional services to it’s large installed user base.

Looking at the business model it seems like there is a core pipeline business that provides ‘juice’ to the millions of taps that it ‘owns’. What is a lot less clear is whether the New TM approach offers a way out of the convergence trap as everything becomes commodified. Value-added services don’t and will not replace the lost revenue .

For that TM doesn’t seem to have good ideas and so has major problems with both its business model being disrupted and large amounts of business model depreciation that was not adequately funded in the 1946-1986 period.

I go into a lot more detail about the Telekom Malaysia Business Model in the video so do have a look to understand what it is and how it works. Feel free to ask questions in the comments.

• Business Model Canvas Examples
• Using Crowdsourcing and Collaborative Mapping to Protect the Malaysian Jungle – and Tigers
• Leaving it All Behind: Living in the Jungle with Nothing
• A Manifesto
• Developing the Business Model Canvas in New Directions

About Denis Oakley

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Telecommunications Infrastructure Business Model Canvas

$15.00 $9.00 1 review

Telecommunications Infrastructure Bundle

• Description
• 1. Key Partnerships
• 2. Key Activities
• 3. Key Resources
• 4. Value Propositions
• 5. Customer Relationships
• 6. Channels
• 7. Customer Segments
• 8. Cost Structure
• 9. Revenue Streams

In an era where digital connectivity is the backbone of economic and social progress, ConnectCore Infrastructure Services emerges as a game-changer in the telecommunications industry. With over 40 million Americans still lacking access to high-speed internet, this innovative venture is poised to bridge the digital divide and unlock unprecedented opportunities for rural and underserved communities across the United States. Leveraging a unique, community-focused approach, ConnectCore's integrated infrastructure solutions have the potential to transform the landscape of telecommunications, empowering local governments and regional development authorities to unlock the full potential of their digital future. As the demand for reliable, high-speed internet continues to soar, with the global fiber optic cable market projected to reach $6.94 billion by 2027, ConnectCore stands ready to lead the charge in delivering equitable access to essential digital services.

Key Partnerships

To ensure the successful deployment and ongoing operation of its telecommunications infrastructure, ConnectCore Infrastructure Services has identified several key strategic partnerships that will be crucial to its business model. These partnerships will not only provide access to essential resources and expertise but also help the company navigate the complex regulatory landscape and secure necessary funding for its projects.

• Local government agencies and regional development authorities: ConnectCore will actively collaborate with local government agencies and regional development authorities to identify underserved areas, assess community needs, and secure funding for infrastructure projects. These partnerships will be instrumental in gaining the necessary approvals and support from local stakeholders, as well as aligning the company's efforts with the broader economic development goals of the regions it serves.
• Major technology providers and telecom equipment manufacturers: ConnectCore will forge strategic alliances with leading technology providers and telecom equipment manufacturers to ensure access to the latest and most advanced infrastructure components. These partnerships will enable the company to leverage bulk purchasing power, secure favorable terms, and stay at the forefront of technological advancements in the industry.
• Construction firms specializing in infrastructure projects: To efficiently execute its infrastructure deployment projects, ConnectCore will collaborate with experienced construction firms that have a proven track record in building and maintaining telecommunications networks. These partnerships will provide access to specialized expertise, equipment, and labor resources, allowing the company to streamline its operations and deliver projects on time and within budget.
• Federal and state programs focused on infrastructure and digital inclusion: ConnectCore will actively seek out and leverage federal and state funding programs designed to support the development of telecommunications infrastructure and promote digital inclusion in underserved communities. These programs, such as the Federal Communications Commission's (FCC) Rural Digital Opportunity Fund and the Broadband Equity, Access, and Deployment (BEAD) Program, will provide crucial financial resources to help the company deliver its services to the target market.
• Community organizations and local leaders for needs assessment and collaboration: Recognizing the importance of community engagement, ConnectCore will partner with local community organizations and leaders to better understand the specific needs and challenges faced by the communities it serves. These partnerships will enable the company to tailor its infrastructure solutions to the unique requirements of each region, ensuring that its services truly address the digital divide and foster long-term, sustainable connectivity.

By cultivating these strategic partnerships, ConnectCore Infrastructure Services will be able to leverage the expertise, resources, and funding necessary to deliver its mission of bridging the digital divide and providing essential telecommunications infrastructure to rural and underserved communities across the United States.

Key Activities

As ConnectCore Infrastructure Services aims to bridge the digital divide and enhance telecommunications infrastructure in underserved rural and urban areas across the United States, the company's key activities revolve around a comprehensive approach to project development and execution. These activities are designed to ensure the efficient and effective delivery of critical connectivity solutions to the target communities.

• Conducting feasibility studies and needs assessments in targeted areas: ConnectCore begins by carefully analyzing the specific telecommunications needs and challenges faced by rural and underserved communities. The company's team of experts conducts in-depth feasibility studies and needs assessments, collaborating closely with local stakeholders to understand the unique infrastructure requirements and pain points of each target region. This thorough research phase is crucial for developing tailored solutions that address the community's unique needs.
• Designing and planning telecommunications infrastructure projects: Drawing on the insights gathered during the assessment phase, ConnectCore's engineering and project management teams design comprehensive telecommunications infrastructure projects. This includes the planning and development of cell towers, fiber-optic cable networks, and other essential technologies. The company's focus on innovative solutions and cost-effective deployment strategies ensures that the proposed infrastructure can meet the long-term connectivity needs of the target communities.
• Deploying and maintaining cell towers, fiber-optic cables, and other technologies: Once the project plans are finalized, ConnectCore mobilizes its experienced construction and installation teams to deploy the necessary telecommunications infrastructure. The company's commitment to quality and reliability extends to the ongoing maintenance and upkeep of the installed systems, ensuring that the communities continue to benefit from reliable and high-performing connectivity services.
• Securing funding and grants from government and private sources: To finance its infrastructure projects, ConnectCore actively seeks out and secures funding from various government programs and private sources. The company's team of grant writers and financial experts navigates the complex landscape of infrastructure grants and incentives, leveraging their expertise to secure the necessary resources to bring connectivity solutions to underserved areas.
• Collaborating with partners to streamline project execution and reduce costs: To enhance the efficiency and cost-effectiveness of its operations, ConnectCore engages in strategic partnerships with leading technology providers, construction firms, and regional development agencies. By leveraging the expertise and resources of these partners, the company is able to streamline project execution, optimize deployment processes, and ultimately deliver more affordable connectivity solutions to the communities it serves.

By focusing on these key activities, ConnectCore Infrastructure Services is well-positioned to bridge the digital divide and transform the lives of individuals and communities that have long been underserved by traditional telecommunications providers. The company's commitment to innovation, collaboration, and community-centric development is at the heart of its mission to ensure that all Americans have access to the essential digital services they need to thrive in the 21st century.

Key Resources

To successfully develop and deploy essential telecommunications infrastructure in underserved rural and urban areas, ConnectCore Infrastructure Services will rely on a diverse set of key resources. These resources include a skilled workforce, strategic partnerships, access to funding, advanced technology, and strong relationships with local stakeholders.

• Skilled workforce with expertise in telecommunications and infrastructure development: ConnectCore will employ a team of highly skilled professionals, including telecom engineers, project managers, and construction specialists, to design, build, and maintain the necessary infrastructure. The company will prioritize hiring local talent, ensuring a deep understanding of the unique challenges and requirements of each community it serves.
• Strategic partnerships with technology providers and construction firms: ConnectCore will forge partnerships with leading technology companies, such as network equipment manufacturers and fiber-optic cable suppliers, to ensure access to the latest advancements in telecom infrastructure. Additionally, the company will collaborate with experienced construction firms to streamline the deployment process and leverage their expertise in civil engineering and project execution.
• Access to funding from government grants and local investments: ConnectCore will actively pursue government grants and subsidies, such as the Federal Communications Commission's (FCC) Rural Digital Opportunity Fund (RDOF) and the U.S. Department of Agriculture's ReConnect Program, to finance its infrastructure projects. The company will also work closely with local governments and regional development agencies to secure additional funding through community investments and public-private partnerships.
• Advanced telecom equipment and technology: ConnectCore will invest in cutting-edge telecommunications equipment, including 5G-enabled cell towers, fiber-optic cables, and edge computing devices, to ensure the delivery of high-speed, reliable internet services to its target communities. The company will also explore emerging technologies, such as satellite-based broadband and wireless mesh networks, to further enhance its infrastructure capabilities.
• Strong relationships with local governments and community organizations: Establishing and maintaining close ties with local governments, community leaders, and non-profit organizations will be crucial for ConnectCore's success. These relationships will help the company better understand the specific needs of each community, facilitate the permitting and approval processes, and foster a sense of trust and collaboration with the residents.

By leveraging these key resources, ConnectCore Infrastructure Services will be well-positioned to bridge the digital divide and provide essential telecommunications infrastructure to rural and underserved areas across the United States, driving economic and social development in these communities.

Value Propositions

ConnectCore Infrastructure Services offers a comprehensive and community-focused approach to developing essential telecommunications infrastructure in underserved rural and urban areas across the United States. By prioritizing these neglected regions, ConnectCore aims to bridge the digital divide and ensure equal access to the digital resources that are critical for economic and educational growth.

• Integrated, community-focused approach to infrastructure development: ConnectCore works closely with local governments and community stakeholders to identify specific connectivity needs and tailor its solutions to address these unique requirements. This collaborative approach ensures that the infrastructure deployed is aligned with the community's long-term goals and enhances the overall quality of life for residents.
• Prioritization of underserved rural and urban areas for equal digital access: Unlike larger telecommunication companies that typically prioritize densely populated urban centers, ConnectCore dedicates its resources to developing robust infrastructure in rural and neglected urban areas. This commitment to providing equal digital access is crucial in addressing the widening digital divide that has left many communities behind.
• Enhanced connectivity that fosters local economic and educational opportunities: By delivering high-speed, reliable internet connectivity to underserved areas, ConnectCore enables new opportunities for businesses to thrive, remote work to flourish, and students to access online educational resources. This enhanced connectivity can be a catalyst for economic growth and improved educational outcomes in these communities.
• Collaborative projects with local governments to address specific community needs: ConnectCore actively partners with local governments and regional development agencies to identify and address the unique connectivity challenges faced by their communities. This collaborative approach ensures that the infrastructure solutions deployed are tailored to meet the specific needs of each region, maximizing the impact and effectiveness of the company's efforts.
• Commitment to reducing the digital divide and promoting digital equity: At the core of ConnectCore's mission is a steadfast dedication to bridging the digital divide and promoting digital equity across the United States. By prioritizing underserved communities and ensuring they receive the same level of technological attention and development as more affluent areas, ConnectCore is working to create a more inclusive and equitable digital landscape.

Through its integrated, community-focused approach, prioritization of underserved areas, and commitment to reducing the digital divide, ConnectCore Infrastructure Services is poised to transform the telecommunications landscape and empower communities that have long been overlooked by major industry players.

Customer Relationships

At the heart of ConnectCore Infrastructure Services' mission is a steadfast commitment to fostering strong, collaborative relationships with its key stakeholders - local governments, regional development agencies, and the communities it serves. By prioritizing these partnerships, ConnectCore ensures that its infrastructure development projects are tailored to the unique needs and priorities of each underserved region, ultimately delivering the most impactful and sustainable solutions.

• Close collaboration with local governments and regional development agencies ConnectCore recognizes that local governments and regional development agencies are crucial partners in identifying and addressing the telecommunications infrastructure gaps within their communities. The company actively engages these stakeholders, working closely to understand their specific challenges, available funding sources, and long-term development plans. This collaborative approach allows ConnectCore to align its projects with the broader economic and social objectives of the region, ensuring a cohesive and integrated infrastructure strategy.
• Engagement with community leaders and organizations to understand needs In addition to its government partnerships, ConnectCore places a strong emphasis on directly engaging with community leaders, businesses, and local organizations. By fostering these relationships, the company gains invaluable insights into the unique needs and pain points of each underserved community, enabling it to develop tailored infrastructure solutions that truly address the community's priorities. This community-focused approach has been instrumental in driving ConnectCore's success, with 92% of its projects receiving positive feedback and endorsement from local stakeholders.
• Regular updates and transparency throughout project development and deployment Recognizing the importance of keeping its partners and the communities it serves informed, ConnectCore has implemented a robust communication strategy. This includes providing regular updates on project milestones, challenges, and progress, as well as maintaining a high level of transparency throughout the entire development and deployment process. This commitment to open communication has been instrumental in building trust and fostering a sense of shared ownership among the company's stakeholders, with 87% of local government partners reporting increased satisfaction with ConnectCore's infrastructure projects.
• Ongoing support and maintenance to ensure long-term infrastructure reliability ConnectCore understands that the success of its infrastructure projects extends far beyond the initial deployment phase. The company has dedicated significant resources to providing comprehensive support and maintenance services, ensuring the long-term reliability and performance of its telecommunications networks. This commitment to ongoing support has been a key differentiator for ConnectCore, with 95% of its projects reporting zero unplanned outages in the first two years of operation.
• Responsive customer service for addressing issues and concerns To further solidify its customer relationships, ConnectCore has established a highly responsive customer service team dedicated to addressing the needs and concerns of its local government and community partners. This team is available 24/7 to provide timely support, troubleshoot any issues, and ensure that any challenges are swiftly resolved. The company's commitment to responsive customer service has been instrumental in maintaining high levels of customer satisfaction, with 92% of partners reporting that their issues were resolved within 24 hours.

By prioritizing these customer-centric practices, ConnectCore Infrastructure Services has built a reputation as a trusted and reliable partner in the communities it serves. This strong foundation of collaborative relationships and customer-focused service has been a key driver of the company's success, enabling it to deliver transformative telecommunications infrastructure projects that truly empower underserved regions across the United States.

ConnectCore Infrastructure Services recognizes the importance of utilizing a diverse set of channels to effectively reach and engage with its target market of rural and underserved communities, as well as local government agencies and regional development authorities. By leveraging a range of direct and indirect communication methods, the company aims to establish strong relationships, gather valuable feedback, and effectively promote its infrastructure development initiatives.

• Direct engagement with local and regional government bodies: ConnectCore will actively seek out and maintain close relationships with local and regional government entities, such as city councils, county commissions, and regional planning organizations. Through regular meetings, presentations, and collaborative workshops, the company will work to understand the specific connectivity needs of these communities and align its infrastructure solutions accordingly. This direct engagement will also enable ConnectCore to navigate the complex web of government regulations, funding opportunities, and approval processes necessary for successful project deployment.
• Partnerships and alliances with technology providers and construction firms: To streamline its operations and leverage the expertise of industry leaders, ConnectCore will establish strategic partnerships and alliances with a range of technology providers, including telecommunications equipment manufacturers, software developers, and network integration specialists. Additionally, the company will forge relationships with construction firms, engineering consultancies, and project management companies to ensure efficient and cost-effective infrastructure deployment. These collaborative efforts will allow ConnectCore to offer comprehensive, turnkey solutions to its clients while maintaining a focus on its core competencies.
• Community meetings and forums for public input and collaboration: Recognizing the importance of community engagement, ConnectCore will host regular town hall meetings, public forums, and roundtable discussions within the target communities. These events will provide a platform for residents, local businesses, and community organizations to voice their needs, concerns, and ideas, allowing ConnectCore to tailor its infrastructure solutions to the unique requirements of each region. By fostering open dialogue and collaboration, the company aims to build trust, gather valuable insights, and ensure that its projects align with the long-term goals and aspirations of the communities it serves.
• Online platforms for project updates and customer interaction: To maintain transparency and facilitate ongoing communication with its clients and stakeholders, ConnectCore will develop a robust online presence, including a comprehensive website and dedicated social media channels. These platforms will serve as hubs for project updates, progress reports, and customer support, enabling the company to share information, address inquiries, and collect feedback in a timely and efficient manner. By leveraging digital channels, ConnectCore will enhance its accessibility and responsiveness, further strengthening its relationships with the communities it serves.
• Participation in industry conferences and events to highlight initiatives: To raise awareness of its infrastructure development initiatives and showcase its expertise, ConnectCore will actively participate in industry conferences, trade shows, and networking events. These platforms will provide opportunities for the company to connect with key stakeholders, including government officials, technology providers, and potential partners, while also positioning itself as a thought leader in the field of rural and underserved telecommunications infrastructure. By maintaining a visible presence in the industry, ConnectCore will be able to attract new clients, secure partnerships, and stay abreast of the latest trends and best practices in the sector.

By employing this multi-faceted approach to its channels, ConnectCore Infrastructure Services aims to establish a strong, community-centric presence, foster meaningful relationships with its target market, and effectively communicate its value proposition and infrastructure development initiatives. The company's commitment to direct engagement, strategic partnerships, community collaboration, and industry participation will be instrumental in driving its growth and ensuring the successful deployment of its transformative telecommunications infrastructure projects.

Customer Segments

ConnectCore Infrastructure Services has identified five primary customer segments that align with its mission to bridge the digital divide in underserved communities across the United States. These segments represent the core focus areas for the company's telecommunications infrastructure development efforts.

• Rural communities and small towns in the United States : According to the Federal Communications Commission, over 14 million Americans living in rural areas lack access to high-speed broadband internet. ConnectCore will prioritize these communities, working closely with local governments and residents to assess needs and deploy the necessary infrastructure to enhance connectivity.
• Neglected urban areas with limited telecommunications infrastructure : While often overlooked, many urban neighborhoods in the U.S. also suffer from inadequate broadband access due to a lack of investment by major telecom providers. ConnectCore will target these underserved urban areas, collaborating with community organizations to identify and address connectivity gaps.
• Local governments and regional development agencies : Local and regional authorities play a crucial role in driving infrastructure improvements within their communities. ConnectCore will work closely with these stakeholders to secure project-based contracts, leveraging government funding and grant programs to finance the deployment of essential telecom infrastructure.
• Educational institutions and businesses in underserved areas : Reliable and high-speed internet access is essential for the success of schools, colleges, and businesses. ConnectCore will prioritize these customer segments, ensuring that educational institutions and enterprises in rural and neglected urban areas have access to the connectivity they need to thrive.
• Residents and community organizations advocating for better connectivity : Grassroots efforts by local residents and community groups play a vital role in driving change and advocating for improved telecommunications infrastructure. ConnectCore will actively engage with these stakeholders, incorporating their insights and needs into the company's infrastructure development plans.

By focusing on these diverse customer segments, ConnectCore aims to create a more equitable and inclusive digital landscape, where all communities, regardless of their geographic location or socioeconomic status, have access to the essential telecommunications services that are critical for economic, educational, and social progress.

Cost Structure

Developing and maintaining a robust telecommunications infrastructure requires significant financial investment from ConnectCore Infrastructure Services. The company's cost structure is primarily driven by the capital expenditures and operational expenses associated with building and operating the necessary infrastructure to provide reliable connectivity to underserved communities across the United States.

• Capital expenditures for telecom equipment and infrastructure development: ConnectCore will need to make substantial upfront investments in acquiring and deploying the essential telecommunications equipment, such as cell towers, fiber-optic cables, and related hardware. According to industry estimates, the average cost of building a new cell tower ranges from $150,000 to $500,000, depending on the location and complexity of the site. Additionally, the company will need to allocate resources for the planning, engineering, and construction of the infrastructure, which can add an additional 20-30% to the overall capital costs.
• Operational costs for deployment and maintenance of infrastructure: Once the initial infrastructure is in place, ConnectCore will incur ongoing operational expenses related to the deployment, maintenance, and repair of the telecommunications network. These costs can include lease payments for land and tower sites, utility bills, maintenance and repair services, and the regular upgrading of equipment to keep pace with technological advancements. Industry data suggests that the annual operating expenses for a typical cell tower can range from $30,000 to $50,000.
• Salaries and wages for skilled workforce and project management: Delivering high-quality telecommunications infrastructure requires a talented and experienced team of engineers, technicians, project managers, and other specialized personnel. ConnectCore will need to invest in competitive salaries and benefits to attract and retain this skilled workforce, which can account for a significant portion of the overall cost structure. According to the Bureau of Labor Statistics, the median annual salary for telecommunications equipment installers and repairers in the United States is around $57,000.
• Costs associated with securing and managing funding and grants: To finance its infrastructure development projects, ConnectCore will need to allocate resources for identifying, applying, and managing various government grants and funding programs, such as the Federal Communications Commission's (FCC) Universal Service Fund and the U.S. Department of Agriculture's (USDA) Rural Utilities Service. These activities can involve legal fees, grant writing, and ongoing compliance and reporting requirements, all of which contribute to the company's cost structure.
• Marketing and community engagement expenses: To effectively reach and serve its target markets, ConnectCore will need to invest in marketing and community engagement efforts. This may include costs for advertising, public outreach, community events, and educational initiatives to raise awareness and foster partnerships with local governments and community organizations. Industry data suggests that marketing and community engagement can account for 5-10% of a telecommunications company's overall budget.

By carefully managing and optimizing these cost drivers, ConnectCore can ensure the financial sustainability of its operations and continue to deliver essential telecommunications infrastructure to underserved communities across the United States.

Revenue Streams

ConnectCore Infrastructure Services has a diverse and multi-faceted revenue model that leverages various funding sources to support its mission of bridging the digital divide in underserved communities across the United States. The company's revenue streams are designed to provide a sustainable and scalable foundation for its infrastructure development projects, ensuring long-term viability and the ability to continue expanding its reach.

• Project-based contracts with local government agencies and regional authorities - ConnectCore has established strong relationships with local government agencies and regional development authorities, securing project-based contracts to deploy telecommunications infrastructure in their jurisdictions. These contracts typically involve a combination of government funding, community investment, and public-private partnerships, providing a reliable source of revenue for ConnectCore's operations.
• Grants and funding from federal and state infrastructure programs - ConnectCore actively seeks out and secures grants and funding from various federal and state-level infrastructure programs, such as the Rural Digital Opportunity Fund (RDOF) and the Broadband Equity, Access, and Deployment (BEAD) Program. These programs provide significant financial support for initiatives aimed at improving connectivity in underserved areas, aligning closely with ConnectCore's mission.
• Partnership deals with major technology providers - ConnectCore has established strategic partnerships with leading technology companies, such as equipment manufacturers and software providers, to leverage their expertise and resources. These partnerships often involve revenue-sharing arrangements, joint product development, and co-marketing initiatives, allowing ConnectCore to offer comprehensive solutions to its clients while generating additional revenue streams.
• Consulting services for telecom infrastructure planning and development - In addition to its infrastructure deployment projects, ConnectCore offers a range of consulting services to local governments, regional authorities, and community organizations. These services include infrastructure planning, feasibility studies, project management, and technical support, providing a valuable source of revenue and positioning ConnectCore as a trusted advisor in the field of telecommunications infrastructure development.
• Maintenance contracts for long-term infrastructure support - As ConnectCore deploys its telecommunications infrastructure, the company secures long-term maintenance contracts with its clients to ensure the ongoing operation and upkeep of the systems. These recurring revenue streams provide a stable and predictable source of income, contributing to the overall financial sustainability of the business.

By diversifying its revenue streams and leveraging a combination of government funding, private partnerships, and service-based offerings, ConnectCore Infrastructure Services has established a robust and adaptable business model. This approach not only supports the company's current operations but also positions it for continued growth and expansion as it works to bridge the digital divide in underserved communities across the United States.

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Business Model Canvas: The Definitive Guide and Examples

Before 2004, entrepreneurs suffered from prolonged and cumbersome business plans. Alexander Osterwalder facilitated the creation of a business model by introducing the Business Model Canvas (BMC) .

By definition, it’s a visual template that illustrates various objects of a business model . Osterwalder’s original canvas includes nine elements, which we will have explained below in the article. They represent vital aspects of business survival.

What to Begin With?

Once you decided to use the Business Model Canvas approach, you need to prepare the essentials:

• Decide on the team members involved.
• Allocate time
• Prepare the tools.

The necessary tools depend on how you decide to brainstorm:

• Offline. Download a PDF Business Model Canvas template, and take several colored markers, sticky notes, and anything else you may need. For example, if you are brainstorming in a big team, a board is a must for enhanced convenience.
• Online. Choose the platform where you will work with a template. It can be Google Docs, Omnigraffle, or the Stratygizer web app.

Why Choose Business Model Canvas?

What makes The Business Model Canvas stand out in an array of approaches to business model creation? Its 1-page nature drives the following advantages:

• Focus – With all the data presented on a single page, business owners don’t spread themselves too thin. They formulate key elements and eliminate unnecessary ones.
• Density – It’s much better to read one dense piece of paper than look through a 30-page report.
• Flexibility – The canvas is easy to customize; therefore, you can fill out several templates, compare them, and choose the best one.

About the Nine Business Model Canvas Elements

Let’s elaborate on what is behind the nine Business Model Canvas blocks:

1. Customer Segment

Daily operations highly depend on customers and their behavioral patterns. That’s why customer segmentation is a must when creating a business model.

In this block, you need to describe the buyer persona. The description includes the following:

• Demographics (age, gender, etc.)
• Professional status
• Motivation and goals
• Shopping preferences

This is a basic list of points. You can add specific parameters. For example, software developers may identify the preferred device type. Already-established brands can also introduce visitors’ tiers that differentiate people according to their level of connection with a brand.

Read an in-depth article about customer segments here .

2. Value Proposition

A value proposition is a brief description of your product and its ultimate value for a client. In other words, write down in a Business Model Canvas why consumers should buy your goods or services. Ideally, it solves a problem or drives additional value for an end-client.

Keep in mind that the wording should be precise and short. Don’t describe your value proposition in several sentences. Limit it to a single but eloquent phrase. Here is a good example from Maps.me : “Fast, detailed, and entirely offline maps with turn-by-turn navigation – trusted by over 140 million travelers worldwide.”

Read an in-depth article about value proposition here.

3. Distribution Channels

Osterwalder, together with Pigneur, described five phases of channel development.

• Awareness includes channels that establish the initial contact with the target audience and develop the connection. It usually involves marketing channels.
• Evaluation implies allowing potential buyers to try your goods and see the value. Popular channels are free samples, reviews, and case studies.
• Purchase is about when and by what means customers can buy your product. The channels vary significantly depending on the prevalence of online or offline communication.
• Delivery describes how an end consumer receives a product.
• After-sales is usually limited to customer support that provides after-sales service and resolves problems.

Read an in-depth article about distribution channels here.

4. Customer Relationship

A customer relationship strategy determines how your target audience interacts with your brand. You can choose from five types of customer relationships in terms of the Business Model Canvas:

• Personal assistance is a traditional approach where a customer interacts with a personal assistant when contacting your brand. It implies a high level of personal care and deep, meaningful relationships.
• Self-service is the opposite of personal assistance: a brand doesn’t directly communicate with a consumer – instead, the consumer can understand the product via guides and FAQs.
• Automated service involves AI-based suggestions and bots that can provide basic assistance. This type is more engaging than self-service.
• Communities are spaces developed by a brand itself to help the audience understand the product better. A good example is Oracle, which practices the approach.
• Co-creation implies educating the customers via user-generated content.

Read an in-depth article about customer relationships here.

5. Revenue Streams

The next block of the Business Model Canvas is about determining where your revenue comes from. Here, you should consider the buyer’s persona to identify what the target audience is ready to pay for.

There can be several methods of monetization:

• Direct sales : Implies selling your service or product for a fee. It’s common for the majority of industries.
• Advertising : It’s relevant for such niches as blogging or IT platforms. The revenue comes from advertisers who want to reach your audience.
• Freemium : This applies to services only. Some features are free, while premium ones are paid for.
• Subscription : It’s similar to a fee-based monetization. The only difference is that a consumer pays for getting access to the service for a limited time, not forever.

Read an in-depth article about revenue streams here.

6. Key Resources

In the Business Model Canvas, key resources are divided into four categories. Here are they explained:

• Tangible – Any physical resources, from real estate to equipment. The stocks also fall in the category.
• Intangible – Intellectual property like patents, copyrights, licenses, and customer knowledge
• Human – Your employees that make the business run
• Financial – All the finance, regardless of whether it’s an obligation or not. It includes cash, bank loans, grants or donations, and other finances.

Read an in-depth article about key resources here.

7. Key Activities

Key activities included in a canvas are the business activities vital for work. They vary from industry to industry. Some design this block by uniting the activities into one out of three categories:

• Problem-solving

For example, software developers fall in the first category as they design new products, while an IT company with its own taxi service is attributed to the third category.

Read an in-depth article about key activities here.

8. Key Partners

Key partners are parties like suppliers who are vital to flawless business operations. In other words, a company can’t survive without them. There are four categories to include in the Business Model Canvas:

• Supplier – A partner who supplies you with raw materials or finished goods
• Non-competitors – Companies you team up with to leverage their resources: for example, you can source goods from several suppliers
• Joint ventures – Partners who help you fill the gap: enter a new market or reach a new niche. The result of a joint venture is enhanced mutual profitability.
• Coopetition – Partnership between two competitors, which may take place as a merger to market a new product

Read an in-depth article about key partners here.

9. Cost Structure

All the mentioned above blocks of the Business Model Canvas aren’t implemented for free. Startups and enterprises spend money on production and accompanying services. To set realistic revenue goals, a company needs to estimate the costs first.

The costs vary depending on the industry. For example, some businesses have to cover R&D expenditures, together with production and post-service. Others, however, exclude this debit from the template.

Read an in-depth article about cost structure here.

Applications and Analysis

Once the Business Model Canvas is ready, you need to analyze it. For this, you should assess the canvas in terms of three points:

• Is it logical and coherent? Are there are misaligned blocks? If yes, address the issue.
• What can be improved? If you find any mediocre blocks, devote more time to improve them.
• Are there any other ideas to consider? Maybe you can add something to the existing template or design a new one?
• Does my team agree with the canvas? If not, reconsider the arguable moments. To prove your point of view, rely on data and facts.
• Have I taken into account a long-term competitive advantage? If no, address the point. You need to consider the market and competitors when building a business plan.

What to Do After?

After you have examined the canvas, you can integrate it into your daily routine. Here is how it can be utilized:

• Track the changes. Any company evolves with time. A plan helps to make sure that changes don’t contravene core principles.
• Onboard top-management. The model communicates who you are and how you live. Instead of describing everything on your own, you can let new hires read everything.
• Guide the brainstorming. Every time you have a meeting where a team is generating ideas, place the canvas in front. It will help to reject unfit ideas.

Besides, you can use the same technique in other areas. For example, if you have several customers, you can describe an approach to them with the help of the BMS.

Some Tips for Beginners

If you have never created the Business Model Canvas before, comprehending all the above-mentioned data may be hard. Here are five tips that will help to navigate across the template easier:

• Prefer teamwork: It’s better to brainstorm side by side with reliable and competent team members rather than alone. You reduce the risk of designing the canvas from one perspective.
• Work on a whiteboard: The more space you have, the better. It allows the whole team to have a good look at the template and facilitates the process.
• Stock up on stationery: Colored markers and stickers will help you to group the ideas when brainstorming. Otherwise, you risk ending up with an incoherent Business Model Canvas.
• Devote enough time: Don’t allocate half an hour or schedule an important meeting right after the brainstorming. You will need a minimum of one hour for a draft.
• Determine the sequence of blocks to fill in: It’s advisable to start with customer segmentation or value proposition. After that, you can determine the sequence as it’s convenient for you.

Software for Business Model Canvas

If you prefer digital solutions to traditional paper and markers, you can opt for software to create the Business Model Canvas. There are many useful tools on the web. These three, however, are the best:

• Canvanizer. The tool is free, simple, and shareable. It allows collaborative brainstorming in Google Docs. Later, the canvas can be exported to an image or other formats.
• Strategyzer. The free software is more advanced with deep analytics and enhanced user experience. For example, the tool can assess the financial viability of a business idea. It also offers additional modes: for example, a dashboard for Lean Startup development.
• CNVS. The software with a simple interface is easy-to-understand. It allows building not only the BMC but also a Lean and Feature Canvas.

What Are the Benefits of the BMC?

Businesses of all scopes choose the Business Model Canvas approach because of four core benefits:

• Enhanced Visibility. Since the canvas involves visual presentation, it facilitates data comprehension. The team has all the information in front of their eyes; therefore, the analysis and decision-making are much easier.
• Customization. You can change some blocks of the canvas in no time if they don’t match with others. It won’t take several hours to retype and reprint a 40-page report.
• Focus on Value. Typically, the value of the product is at the core. It means that all the other blocks are designed with the end-benefit in mind.
• A Single Message. A team gets a clear message of the operation. The Business Model Canvas eliminates risks of failure because of misunderstandings.

What Does the Business Model Canvas Lack?

Although the Business Model Canvas is a popular and recognizable approach, many critics revolve around it. In particular, some executives criticize the model because of the lack of:

• Competitors
• Market analysis
• Brand mission
• Key priorities

While it may bother some people, in reality, there is nothing wrong. The nature of the BMC doesn’t imply focusing on these aspects. Its ultimate objective is to facilitate the process of crafting business models. And the template includes the core blocks only. After all, the market and competitors’ external outcomes aren’t shaping the company’s inner structure.

Why Should Already-Established Companies Implement the Business Model Canvas?

Traditionally, the canvas approach is the prerogative of startups. But it can also be useful for already-established enterprises. The BMC covers the following tasks: Helps to identify gaps in the model and discover new opportunities.

• Allows comparing your model to competitors to identify competitive advantages
• Enhances a presentation of a company to potential investors
• Allows examining and testing new business models
• It helps to unite the model and eliminate misunderstandings in a team
• Allows recreating the company from scratch

As can be seen, the Business Model Canvas helps to effectively analyze the whole company or particular project, map out possible changes or gaps, and address them.

Real Examples of the Business Model Canvas

Examples help executives to grasp the basics of the BMC better. Here are two examples of canvases from different industries:

Airbnb is a provider of affordable accommodation around the globe. Its canvas may look like this:

• Customer segments – budget tourists, unconventional travelers, locals seeking extra income
• Value proposition – easy and fast booking, huge offer, competitive prices, local lifestyle
• Distribution channels – social media, travel bloggers, word-of-mouth
• Customer relationships – self-service with customer support
• Revenue streams – a fee system, affiliate marketing
• Key resources – a community of both landlords and guests, platform, IT-specialists
• Key activities – user research, customer support, maintenance
• Key partners – tourists and travelers, hosts, investors, payments providers, insurance companies
• Cost structure – marketing, platform maintenance

LinkedIn is a professional social network.

• Customer segments – HR, professionals seeking employment, marketing specialists
• Value proposition – building a professional network of contact, sourcing potential employees, blogging.
• Distribution channels – app stores, website
• Customer relationships – self-service, customer support
• Revenue streams – freemium, marketing, and hiring solutions
• Key resources – platform, IT-specialists, user-generated content
• Key activities – platform maintenance
• Key partners – users, SlideShare
• Cost structure – marketing, maintenance

The Business Model Canvas is one of the numerous approaches to business modeling. For more than fifteen years of existence, it has proved its worth in the corporate community. Despite some critics, the method is effective and illustrates the business plan precisely. Moreover, thanks to its visual feature, it’s easy to comprehend and assess.

Download a Business Model Canvas Template

Download our free tools below to create your own Business Model Canvas right now.

BUSINESS MODEL CANVAS TEMPLATE PDF

BUSINESS MODEL CANVAS TEMPLATE PPT

BUSINESS MODEL CANVAS TEMPLATE EXCEL

BUSINESS MODEL CANVAS TEMPLATE WORD

BUSINESS MODEL CANVAS TEMPLATE GOOGLE SHEETS

BUSINESS MODEL CANVAS TEMPLATE GOOGLE SLIDES

You may also be interested in the Value Proposition Canvas template , a complementary tool to the Business Model Canvas.

Daniel Pereira

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Business Model Canvas: Explained with Examples

Got a new business idea, but don’t know how to put it to work? Want to improve your existing business model? Overwhelmed by writing your business plan? There is a one-page technique that can provide you the solution you are looking for, and that’s the business model canvas.

In this guide, you’ll have the Business Model Canvas explained, along with steps on how to create one. All business model canvas examples in the post can be edited online.

What is a Business Model Canvas

A business model is simply a plan describing how a business intends to make money. It explains who your customer base is and how you deliver value to them and the related details of financing. And the business model canvas lets you define these different components on a single page.   

The Business Model Canvas is a strategic management tool that lets you visualize and assess your business idea or concept. It’s a one-page document containing nine boxes that represent different fundamental elements of a business.  

The business model canvas beats the traditional business plan that spans across several pages, by offering a much easier way to understand the different core elements of a business.

The right side of the canvas focuses on the customer or the market (external factors that are not under your control) while the left side of the canvas focuses on the business (internal factors that are mostly under your control). In the middle, you get the value propositions that represent the exchange of value between your business and your customers.

The business model canvas was originally developed by Alex Osterwalder and Yves Pigneur and introduced in their book ‘ Business Model Generation ’ as a visual framework for planning, developing and testing the business model(s) of an organization.

What Are the Benefits of Using a Business Model Canvas

Why do you need a business model canvas? The answer is simple. The business model canvas offers several benefits for businesses and entrepreneurs. It is a valuable tool and provides a visual and structured approach to designing, analyzing, optimizing, and communicating your business model.

• The business model canvas provides a comprehensive overview of a business model’s essential aspects. The BMC provides a quick outline of the business model and is devoid of unnecessary details compared to the traditional business plan.
• The comprehensive overview also ensures that the team considers all required components of their business model and can identify gaps or areas for improvement.
• The BMC allows the team to have a holistic and shared understanding of the business model while enabling them to align and collaborate effectively.
• The visual nature of the business model canvas makes it easier to refer to and understand by anyone. The business model canvas combines all vital business model elements in a single, easy-to-understand canvas.
• The BMC can be considered a strategic analysis tool as it enables you to examine a business model’s strengths, weaknesses, opportunities, and challenges.
• It’s easier to edit and can be easily shared with employees and stakeholders.
• The BMC is a flexible and adaptable tool that can be updated and revised as the business evolves. Keep your business agile and responsive to market changes and customer needs.
• The business model canvas can be used by large corporations and startups with just a few employees.
• The business model canvas effectively facilitates discussions among team members, investors, partners, customers, and other stakeholders. It clarifies how different aspects of the business are related and ensures a shared understanding of the business model.
• You can use a BMC template to facilitate discussions and guide brainstorming brainstorming sessions to generate insights and ideas to refine the business model and make strategic decisions.
• The BMC is action-oriented, encouraging businesses to identify activities and initiatives to improve their business model to drive business growth.
• A business model canvas provides a structured approach for businesses to explore possibilities and experiment with new ideas. This encourages creativity and innovation, which in turn encourages team members to think outside the box.

How to Make a Business Model Canvas

Here’s a step-by-step guide on how to create a business canvas model.

Step 1: Gather your team and the required material Bring a team or a group of people from your company together to collaborate. It is better to bring in a diverse group to cover all aspects.

While you can create a business model canvas with whiteboards, sticky notes, and markers, using an online platform like Creately will ensure that your work can be accessed from anywhere, anytime. Create a workspace in Creately and provide editing/reviewing permission to start.

Step 2: Set the context Clearly define the purpose and the scope of what you want to map out and visualize in the business model canvas. Narrow down the business or idea you want to analyze with the team and its context.

Step 3: Draw the canvas Divide the workspace into nine equal sections to represent the nine building blocks of the business model canvas.

Step 4: Identify the key building blocks Label each section as customer segment, value proposition, channels, customer relationships, revenue streams, key resources, key activities, and cost structure.

Step 5: Fill in the canvas Work with your team to fill in each section of the canvas with relevant information. You can use data, keywords, diagrams, and more to represent ideas and concepts.

Step 6: Analyze and iterate Once your team has filled in the business model canvas, analyze the relationships to identify strengths, weaknesses, opportunities, and challenges. Discuss improvements and make adjustments as necessary.

Step 7: Finalize Finalize and use the model as a visual reference to communicate and align your business model with stakeholders. You can also use the model to make informed and strategic decisions and guide your business.

What are the Key Building Blocks of the Business Model Canvas?

There are nine building blocks in the business model canvas and they are:

Customer Segments

Customer relationships, revenue streams, key activities, key resources, key partners, cost structure.

• Value Proposition

When filling out a Business Model Canvas, you will brainstorm and conduct research on each of these elements. The data you collect can be placed in each relevant section of the canvas. So have a business model canvas ready when you start the exercise.  

Let’s look into what the 9 components of the BMC are in more detail.

These are the groups of people or companies that you are trying to target and sell your product or service to.

Segmenting your customers based on similarities such as geographical area, gender, age, behaviors, interests, etc. gives you the opportunity to better serve their needs, specifically by customizing the solution you are providing them.

After a thorough analysis of your customer segments, you can determine who you should serve and ignore. Then create customer personas for each of the selected customer segments.

There are different customer segments a business model can target and they are;

• Mass market: A business model that focuses on mass markets doesn’t group its customers into segments. Instead, it focuses on the general population or a large group of people with similar needs. For example, a product like a phone.  
• Niche market: Here the focus is centered on a specific group of people with unique needs and traits. Here the value propositions, distribution channels, and customer relationships should be customized to meet their specific requirements. An example would be buyers of sports shoes.
• Segmented: Based on slightly different needs, there could be different groups within the main customer segment. Accordingly, you can create different value propositions, distribution channels, etc. to meet the different needs of these segments.
• Diversified: A diversified market segment includes customers with very different needs.
• Multi-sided markets: this includes interdependent customer segments. For example, a credit card company caters to both their credit card holders as well as merchants who accept those cards.

Use STP Model templates for segmenting your market and developing ideal marketing campaigns

Visualize, assess, and update your business model. Collaborate on brainstorming with your team on your next business model innovation.

In this section, you need to establish the type of relationship you will have with each of your customer segments or how you will interact with them throughout their journey with your company.

There are several types of customer relationships

• Personal assistance: you interact with the customer in person or by email, through phone call or other means.
• Dedicated personal assistance: you assign a dedicated customer representative to an individual customer.  
• Self-service: here you maintain no relationship with the customer, but provides what the customer needs to help themselves.
• Automated services: this includes automated processes or machinery that helps customers perform services themselves.
• Communities: these include online communities where customers can help each other solve their own problems with regard to the product or service.
• Co-creation: here the company allows the customer to get involved in the designing or development of the product. For example, YouTube has given its users the opportunity to create content for its audience.

You can understand the kind of relationship your customer has with your company through a customer journey map . It will help you identify the different stages your customers go through when interacting with your company. And it will help you make sense of how to acquire, retain and grow your customers.

This block is to describe how your company will communicate with and reach out to your customers. Channels are the touchpoints that let your customers connect with your company.

Channels play a role in raising awareness of your product or service among customers and delivering your value propositions to them. Channels can also be used to allow customers the avenue to buy products or services and offer post-purchase support.

There are two types of channels

• Owned channels: company website, social media sites, in-house sales, etc.
• Partner channels: partner-owned websites, wholesale distribution, retail, etc.

Revenues streams are the sources from which a company generates money by selling their product or service to the customers. And in this block, you should describe how you will earn revenue from your value propositions.  

A revenue stream can belong to one of the following revenue models,

• Transaction-based revenue: made from customers who make a one-time payment
• Recurring revenue: made from ongoing payments for continuing services or post-sale services

There are several ways you can generate revenue from

• Asset sales: by selling the rights of ownership for a product to a buyer
• Usage fee: by charging the customer for the use of its product or service
• Subscription fee: by charging the customer for using its product regularly and consistently
• Lending/ leasing/ renting: the customer pays to get exclusive rights to use an asset for a fixed period of time
• Licensing: customer pays to get permission to use the company’s intellectual property
• Brokerage fees: revenue generated by acting as an intermediary between two or more parties
• Advertising: by charging the customer to advertise a product, service or brand using company platforms

What are the activities/ tasks that need to be completed to fulfill your business purpose? In this section, you should list down all the key activities you need to do to make your business model work.

These key activities should focus on fulfilling its value proposition, reaching customer segments and maintaining customer relationships, and generating revenue.

There are 3 categories of key activities;

• Production: designing, manufacturing and delivering a product in significant quantities and/ or of superior quality.
• Problem-solving: finding new solutions to individual problems faced by customers.
• Platform/ network: Creating and maintaining platforms. For example, Microsoft provides a reliable operating system to support third-party software products.

This is where you list down which key resources or the main inputs you need to carry out your key activities in order to create your value proposition.

There are several types of key resources and they are

• Human (employees)
• Financial (cash, lines of credit, etc.)
• Intellectual (brand, patents, IP, copyright)
• Physical (equipment, inventory, buildings)

Key partners are the external companies or suppliers that will help you carry out your key activities. These partnerships are forged in oder to reduce risks and acquire resources.

Types of partnerships are

• Strategic alliance: partnership between non-competitors
• Coopetition: strategic partnership between partners
• Joint ventures: partners developing a new business
• Buyer-supplier relationships: ensure reliable supplies

In this block, you identify all the costs associated with operating your business model.

You’ll need to focus on evaluating the cost of creating and delivering your value propositions, creating revenue streams, and maintaining customer relationships. And this will be easier to do so once you have defined your key resources, activities, and partners.  

Businesses can either be cost-driven (focuses on minimizing costs whenever possible) and value-driven (focuses on providing maximum value to the customer).

Value Propositions

This is the building block that is at the heart of the business model canvas. And it represents your unique solution (product or service) for a problem faced by a customer segment, or that creates value for the customer segment.

A value proposition should be unique or should be different from that of your competitors. If you are offering a new product, it should be innovative and disruptive. And if you are offering a product that already exists in the market, it should stand out with new features and attributes.

Value propositions can be either quantitative (price and speed of service) or qualitative (customer experience or design).

What to Avoid When Creating a Business Model Canvas

One thing to remember when creating a business model canvas is that it is a concise and focused document. It is designed to capture key elements of a business model and, as such, should not include detailed information. Some of the items to avoid include,

• Detailed financial projections such as revenue forecasts, cost breakdowns, and financial ratios. Revenue streams and cost structure should be represented at a high level, providing an overview rather than detailed projections.
• Detailed operational processes such as standard operating procedures of a business. The BMC focuses on the strategic and conceptual aspects.
• Comprehensive marketing or sales strategies. The business model canvas does not provide space for comprehensive marketing or sales strategies. These should be included in marketing or sales plans, which allow you to expand into more details.
• Legal or regulatory details such as intellectual property, licensing agreements, or compliance requirements. As these require more detailed and specialized attention, they are better suited to be addressed in separate legal or regulatory documents.
• Long-term strategic goals or vision statements. While the canvas helps to align the business model with the overall strategy, it should focus on the immediate and tangible aspects.
• Irrelevant or unnecessary information that does not directly relate to the business model. Including extra or unnecessary information can clutter the BMC and make it less effective in communicating the core elements.

What Are Your Thoughts on the Business Model Canvas?

Once you have completed your business model canvas, you can share it with your organization and stakeholders and get their feedback as well. The business model canvas is a living document, therefore after completing it you need to revisit and ensure that it is relevant, updated and accurate.

What best practices do you follow when creating a business model canvas? Do share your tips with us in the comments section below.

Join over thousands of organizations that use Creately to brainstorm, plan, analyze, and execute their projects successfully.

FAQs About the Business Model Canvas

• Use clear and concise language
• Use visual-aids
• Customize for your audience
• Highlight key insights
• Be open to feedback and discussion

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Amanda Athuraliya is the communication specialist/content writer at Creately, online diagramming and collaboration tool. She is an avid reader, a budding writer and a passionate researcher who loves to write about all kinds of topics.

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Business Model Canvas Template

Determine and align your business priorities in a simple and visual way with the Business Model Canvas Template.

Trusted by 65M+ users and leading companies

About the Business Model Canvas Template

The Business Model Canvas template, designed by Alexander Osterwalder and Yves Pigneur, provides a strategic and powerful way to understand your business. The Business Model Canvas (BMC)  displays a business model, and it contains nine blocks: fill in each one using stickies, links, sketches, pictures, and videos. Use this business model template collaboratively with your team to clearly explain and visualize your business.

How to use a Business Model Canvas template: 9 key elements

The canvas provides nine key business elements to illustrate, summarize, and track. The nine building blocks of a BMC template are:

1. Key partners

List the key partnerships your business leverages or relies upon for success. Include the resources or value your business gets from these partnerships.

2. Key activities

Summarize the key activities that allow your business to provide services and deliver on your value proposition.

3. Key resources

List the key resources your business relies upon or uses in order to operate and provide services.

4. Key propositions

Summarize the different value propositions that set your business apart from your competition.

5. Customer relationships

Define and describe the primary relationships you have with your customers, including how you interact with them, how these interactions differ among different types of customers, what different customer needs are, and the level of support the different customers receive.

6. Channels

Detail how your customers are reached, how your services are provided, your different distribution channels, and how your value proposition is delivered.

7. Customer segments

Define the ideal customer personas your value proposition is intended to benefit, then describe the key differences between these segments and potential steps in the customer journey.

8. Cost structure

Identify the primary costs associated with operating your business and providing your services, then detail the relationship between these costs and other business functions.

9. Revenue streams

Describe how your business generates revenue through the delivery of your value proposition.

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When do you use the Business Model Canvas template?

Business Model Canvases are not intended to serve in place of a business plan . Instead, the BMC template is used to summarize and visually illustrate the most important information of a business model and to provide centralized ongoing clarity.

This canvas is appropriate for illustrating existing business models, regardless of whether the business is new. The Business Model template is also appropriate for visualizing new business models for startups, as it helps organize and consolidate ideas around your key functions. Keep in mind that the Business Model Canvas should be reviewed periodically, as all the factors listed can change over time.

5 Benefits of creating a Business Model Canvas online

Filling in the BMC template makes it easy to visually and collaboratively outline the core aspects of your business's unique value proposition. Here are a few benefits of using the template:

1. Provides a structure for ideation

The Business Model Canvas is extremely useful for structuring your business model visually. This helps at different stages of defining your business canvas and makes it easy to keep up-to-date as strategies shift.

2. Focuses you on your value proposition

It can be easy to get distracted by the varying factors involved in running a business. The value proposition is at the heart of the entire Business Model Canvas template, so you can continually focus on why your business exists. You should use your value proposition as a guiding star to give you direction as you fill out all other parts of the canvas.

3. Fast to complete

Whether or not your business model is clearly defined or you are testing out different business models, the Business Canvas template can be completed quickly and helps you generate new business ideas. This allows for quicker feedback, quicker ideation, and faster iteration.

4. Provides a holistic view of your business

With the Business Model Canvas, you can see how all of the elements of your business are interrelated and inform or affect each other. This provides you with a better understanding of how your business operates as a system or ecosystem.

5. Gives you a central document to share externally

Once you’ve filled out your Business Model Canvas template, you can share it widely, get feedback, and make any needed updates. Because the visual presentation is easy to grasp and understand, teams, stakeholders, advisors, and partners should find the canvas relatively straightforward and easy to understand.

Can I customize the template to suit my business or add more details?

Yes, you can customize the Business Model Canvas template to match your specific business needs and add additional notes or details as necessary.

How often should I update or review the BMC for my business?

The Business Model Canvas (BMC) is a dynamic tool that should be reviewed and updated regularly to reflect changes in your business model or market.

Can I use the BMC template for both startups and established businesses?

Yes, the Business Model template is suitable for both startups and established companies. It's a versatile tool that can be used for business model development, refinement, and innovation at any stage.

Is there a way to link external resources or documentation directly in the Business Model Canvas template?

Yes, in Miro, you can embed external links directly onto the canvas. This is particularly useful if you want to provide more detailed information or references for specific model sections or business cases.

Can I export my Business Model Canvas to share with stakeholders not using Miro?

Absolutely! Miro provides multiple export options for your canvas. You can save your Business Model Canvas as an image (PNG, JPEG), a PDF, or even a CSV file for the data.

Are there any integrations available to enhance my use of the Business Model Canvas template in Miro?

Yes, Miro offers a suite of integrations with popular tools and platforms to streamline your workflow. For example, you can integrate with tools like Slack for team communication, Google Drive for document storage, or Jira for project management. Using these integrations, you can seamlessly bring in external data, notify team members of updates, or even automate specific tasks directly within your Business Model Canvas board.

Get started with this template right now.

Service Blueprinting Workshop

Works best for:.

The Service Blueprinting Workshop template helps teams visualize and improve service processes. It includes ice breakers, context canvas, empathy maps, and action plans for service transitions. Use it to align teams, identify opportunities, and prototype service delivery from a macro to microscopic level, ensuring a comprehensive understanding of service orchestration and seamless collaboration. Ideal for remote and dispersed teams.

Market Segmentation Matrix Template

Marketing, Strategic Planning, Product Management

Successful, compelling marketing begins and ends with knowing your audience — who they are, where they are, and what they want and expect. A market segmentation matrix will help you understand them on a deeper level. This business tool divides your target market into subsets based on demographics, geography, needs, interests, psychographics, or behavioral characteristics. You can then use these insights and data to hit it out of the park, by building better product, sales, and marketing strategies. Our template lets you set up and populate a Market Segmentation Matrix with ease.

User Interview Template

Desk Research, Product Management

A user interview is a UX research technique in which researchers ask the user questions about a topic. They allow your team to quickly and easily collect user data and learn more about your users. In general, organizations conduct user interviews to gather background data, to understand how people use technology, to take a snapshot of how users interact with a product, to understand user objectives and motivations, and to find users’ pain points. Use this template to record notes during an interview to ensure you’re gathering the data you need to create personas.

Three-Hour Brand Sprint Template

Marketing, Workshops, Sprint Planning

Before customers will believe in your brand, your team has to believe. That’s where brand sprints work wonders. Popularized by the team at Google Ventures, a brand sprint will help your team sort through all different ideas about your brand and align on your brand’s fundamental building blocks—your values, audience, personality, mission statement, roadmap, and more. Whether you’re building a new brand or revamping an existing one, brand sprints are ideal for trigger events such as naming your company, designing a logo, hiring an agency, or writing a manifesto.

Meeting Template

Meetings, Team Meetings, Workshops

Everyone has been in a meeting that didn’t go as planned. Maybe it ran off course, or you ran out of time to accomplish everything you set out to do -- or maybe it just felt like a waste of time. To avoid that, it’s important to prepare to run a team meeting ahead of time. With this simple but effective template, you can prepare to run a team meeting that ticks all the boxes. By creating a streamlined way to build preparation into your workflow, you’ll ensure your meetings are efficient, enjoyable, and collaborative.

Epic & Feature Roadmap Planning

Epic & Feature Roadmap Planning template facilitates the breakdown of large-scale initiatives into manageable features and tasks. It helps teams prioritize development efforts based on business impact and strategic objectives. By visualizing the relationship between epics and features, teams can effectively plan releases and ensure alignment with overall project goals and timelines.

Universitat Oberta de Catalunya

#SpinUOC 2024

On 27  June 2024  you’ll be able to hear first-hand about eight projects with lots of potential at the UOC's twelfth annual entrepreneurship event, SpinUOC. 

If you're a member of the UOC community and you have a project underway that needs some backing, now is the time to let us know! The University has opened a new call for applications for the #SpinUOC entrepreneurship support programme for students, alumni, course instructors, faculty members, researchers or administrative staff.

This year there will be three cash prizes: two for  €10,000 an other for €3,000.

With support from: Estrella Damm, la Ramon Molinas Foundation, Acció and  Secretaria d'Universitats i Recerca, del Departament d' Universitats i Recerca de la Generalitat de Catalunya, with the co-financing of the  Fons Europeu de Desenvolupament Regional («FEDER»).

The proposal registration process starts with publication of these rules and closes on  21 January 2024 . If you have a project that meets the #SpinUOC criteria, simply complete the following  online form   to submit it.

Once registration has been accepted, participants must follow the itinerary explained below.

Phase 1: Initial training and project pre-selection

All the projects entered in this call will receive training in the entrepreneurial process given by the Hubbik online platform, which will be enabled once registration is accepted under the terms established by the organizers.

The training will consist of a fully online course on Business Idea Generation and Maturing, with an estimated duration of 40 hours.

At the same time, candidates must take part in two group sessions (with each session lasting three hours) which will be given in a blended format (candidates can either attend on-site or view it by streaming) in Fabruary 2023, on defining the business model and lean startup methodology (preparation of a business model canvas) and communication techniques (preparing the pitch).

This part of the process (training and initial guidance) will not be compulsory if you have stated that you have taken part in other entrepreneurship education or support processes (supporting documentation will be requested).

The compulsory documentation for assessing the project must be submitted from  22 January to 11 February 2023 , which is the closing date of this phase, as follows: a canvas explaining the business model and your pitch, in the form of an explanatory video with a maximum duration of 90 seconds, featuring one or more members of the team who explain the project's key aspects, and an executive summary of the project following a template provided by the organization. The requirements for preparing and sending these documents are explained at the end of these rules, in Appendix 1.

At the end of this phase, a technical assessment committee will pre-select a maximum of 20 projects, analysing the documentation submitted on the basis of the following criteria: alignment with the UOC's fields of knowledge, innovativeness, viability and market transferability, the project sponsors' presentation abilities, and social impact.

The list of pre-selected projects will be published  no later than March 11.

Phase 2: Individualized guidance for the pre-selected projects

The pre-selected projects will take part in a second compulsory phase consisting of individualized guidance by an expert mentor (up to 4 hours) to develop and improve the submitted documents (canvas, pitch and executive summary). This phase will last  from 11 to 31 March 2024 .

The goal pursued by these mentorships is to resolve the projects' specific needs in different areas, such as value proposition, channels, sources of income or customer segments. They will also enable attention to be paid to aspects of the pitch and the executive summary that need improving.

Upon completing this second guidance phase, the participants must provide the following documentation by 31 March at the latest: an evolved version of the canvas, that explains the business model, and a video pitch explaining the project, with a maximum duration of 90 seconds, and an executive summary (one-page) of the project, following a template that will be made available to the participants. These may be new documents or the same documents submitted in the first phase, as the participant thinks best, taking into account the mentor's recommendations.

After completing the second personalized guidance phase, a jury will analyse the pre-selected proposals in order to choose the eight best projects (and two backup projects), evaluating the documentation submitted on the basis of the following criteria: (1) strategic alignment with the UOC and social impact, (2) innovativeness, (3) viability and market transferability, (4) the project leader's entrepreneurial profile and communication abilities.

Description of the assessment criteria:

1. Strategic alignment with the UOC and social impact: Business idea related with the information and knowledge society and e-learning. If this is not the case, the synergies that the future company may have with the UOC's research groups will also be considered. The social impact, understood as the degree to which the idea may contribute to social transformation and progress.

2. Innovativeness: Novelty and technological or knowledge content. Newness of the initiative and origin of the knowledge behind the project.

3. Viability and market transferability: Knowledge of the market and identification of the necessary resources to carry out the project (material, financial, human, technical and legal).

4. The project leader's entrepreneurial profile and communication abilities: Interest and commitment shown by the project's sponsors, academic and professional background of the people behind the initiative, and communication skills in presenting the project.

The decision will be made public on the UOC e-Centre's  e-Noticeboard  on  19 April 2024 .

Jury members:     

The jury examining the shortlisted projects and selecting the projects that will participate in the #SpinUOC 2024 event consists of a total of a minimum of ten people linked to the UOC and the world of entrepreneurship.

This year the SpinUOC jury is made up of the following people with links to the UOC and in the field of entrepreneurship:

• Joan Arnedo, professor of Computer Science, Multimedia and Telecommunications at the UOC
• Noaa Barak, Strategy Manager, 4 Years From Now (4YFN)
• Joana Barbany, Director of Business Development at Page Group, advisor and mentor specialising in ESG
• Míriam Casillas, Head of BANC, Business Angel Network Catalonia 
• Xavier Cortés, director of the Ramon Molinas Foundation
• Joan Haro, as representative of UOC Alumni
• Lourdes Muñoz, co-founder of the Barcelona Open Data Initiative
• Begoña Perdiguero, head of the technological entrepreneurship programme at ACCIÓ
• Mireia Riera, Director of the UOC Research and Innovation Area
• Enric Serradell, Director of the MBA Programmes in Economics and Business Studies at the UOC
• Xavier Vilajosana, Vice-Rector for Research, Transfer and Entrepreneurship

Preparation of the candidates for the #SpinUOC 2024 event

The candidates of the eight selected proposals will take part in two key moments of the event: they will present their project on a stage with an elevator pitch lasting a maximum of 5 minutes , and they will take part in the SpinMeetings, a networking area that will help them to connect with stakeholders in the project's field of application. 

The candidates' preparation will consist of group and individual mentoring sessions over a period of three months adapted to the projects' needs and present status, designed in accordance with an individualized pathway, with the goal of validating the  business model and plan  and defining the  financing plan  (up to 20 hours), to help bring the projects to fruition and prepare the SpinMeetings and the  presentation,  and to transform them into the best-selling tool (up to 10 hours per project) .

This year, three prizes will be awarded among the eight projects selected, which will be decided at the event:

One for the best entrepreneurial project, endowed with 10,000 euros.

Ramon Molinas Foundation prize for best project with social impact,, that is, the project that contributes the greatest transformations and the greatest social progress, sponsored by the Ramon Molinas Foundation and endowed with 10,000 euros.

One for the best presentation, endowed with 3,000 euros.

The winning projects will have access to a support programme for the development, validation and implementation of the business model and a funding plan (valued at 2,500 euros), provided by Hubbik.

The eight projects presented at the event will be given a ticket for 2025's Years From Now (4YFN), the   Mobile World  Congress's entrepreneurship fair, where they will be able to promote the projects. In addition, some of these eight projects will be given a space on the UOC's stand at 4YFN 2025.

Edicions anteriors

• #SpinUOC 2023
• # SpinUOC 2022
• # SpinUOC 2021
• #SpinUOC 2020
• #SpinUOC 2019
• #SpinUOC 2018
• #SpinUOC 2017
• #SpinUOC 2016
• #SpinUOC 2015
• #SpinUOC 2014
• #SpinUOC 2013

2023 Edition

- Best entrepreneurial project:  Agrodit

- Best presentation: InSkin

- Ramon Molinas Foundation prize for best project with social impact: BegIA

2022 Edition

- Best entrepreneurial project: TheKer

- Best presentation: AutisMIND

- Ramon Molinas Foundation prize for best project with social impact: GenomAbs

2021 Edition: 

- Best entrepreneurial project:  Xatkit

- Best presentation:  Whoduniter

- Ramon Molinas Foundation prize for best project with social impact:  Educatool

2020 Edition: 

- Best entrepreneurial project:  Waital

- Best presentation:  Aimentia

- Ramon Molinas Foundation prize for best project with social impact:  Aimentia

2019 Edition: 

- Best entrepreneurial project:  Chordata 

- Best presentation:  SeniorDomo

- Ramon Molinas Foundation prize for best project with social impact:  SeniorDomo

2018 Edition: 

- Best entrepreneurial project:  Filmclub

- Best presentation:  Potmath

- Ramon Molinas Foundation prize for best project with social impact:  Relief Maps

2017 Edition:

- Jury   award:  Instalik

- Audience award:  Jo també llegeixo

2016 Edition:

- Jury award:  Geomotion Games

- Audience award:   Sharing Academy

2015 Edition:

- Jury award:  CareRespite

- Audience award:  Delació Digital

- Special award UOC 20 anys:  Open Evidence

Other programmes

Guidance in the entrepreneurial process

Alumni mentoring

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Or explore sectors:

Why telecom italia's business model is so successful.

Telecom Italia business model canvas

Telecom Italia’s Company Overview

Telecom Italia S.p.A. (Telecom Italia), incorporated on March 22, 1905, operates fixed voice and data infrastructure in Italy, and provides mobile network platforms. The Company focuses on various areas of digital services, including Enriched Communication, Trusted Digital Life, Business Life, Indoor Life, Mobile Open Life and Digital Entertainment. The Company's segments include Consumer, Business, National Wholesale and Other. The Company is engaged in developing various projects in areas, including Smart Green, Social Reading, Solutions for good schooling, Digital tourism 2.0, Smart Home, FriendTV and Big Data. Smart Green is the assessment of projects connected with the environment and potential partnerships with the local government offices for the monitoring of air in public offices and urban areas, using networks of sensors connected to the Company's Cloud.

Country: Italy

Foundations date: 1925

Type: Public

Sector: Telecommunications

Categories: Telco

Telecom Italia’s Customer Needs

Social impact:

Life changing: affiliation/belonging

Emotional: badge value, design/aesthetics, fun/entertainment, attractiveness, provides access

Functional: integrates, connects, simplifies, avoids hassles, informs, quality, variety

Telecom Italia’s Related Competitors

Telecom italia’s business operations.

Access over ownership:

The accessibility over ownership model is a business concept that allows consumers to utilize a product without owning it. Everything serves a purpose. As a result, consumers all across the Western world are demanding more value from their goods and services, and they are rethinking their relationship with stuff.' Furthermore, with thriving online communities embracing the idea of access above ownership, the internet is developing as a robust platform for sharing models to expand and prosper.

An additional item offered to a customer of a primary product or service is referred to as an add-on sale. Depending on the industry, add-on sales may generate substantial income and profits for a firm. For example, when a customer has decided to purchase the core product or service, the salesman at an automotive dealership will usually offer an add-on sale. The pattern is used in the price of new software programs based on access to new features, number of users, and so forth.

Archetypes of business model design:

The business model archetypes include many business personalities and more than one business model linked to various goods or services. There is a common foundation behind the scenes of each unit, but from a management standpoint, each group may operate independently.

Brands consortium:

A collection of brands that coexist under the auspices of a parent business. The businesses in this pattern develop, produce, and market equipment. Their strength is in copywriting. Occasionally used to refer to a short-term agreement in which many companies (from the same or other industrial sectors or countries) combine their financial and personnel resources to execute a significant project benefiting all group members.

Multiple products or services have been bundled together to enhance the value. Bundling is a marketing technique in which goods or services are bundled to be sold as a single entity. Bundling enables the purchasing of several goods and services from a single vendor. While the goods and services are often linked, they may also consist of different items that appeal to a particular market segment.

Combining data within and across industries:

How can data from other sources be integrated to generate additional value? The science of big data, combined with emerging IT standards that enable improved data integration, enables new information coordination across businesses or sectors. As a result, intelligent executives across industries will see big data for what it is: a revolution in management. However, as with any other significant organizational transformation, the difficulties associated with becoming a big data-enabled company may be tremendous and require hands-on?or, in some instances, hands-off?leadership.

Cross-selling:

Cross-selling is a business strategy in which additional services or goods are offered to the primary offering to attract new consumers and retain existing ones. Numerous businesses are increasingly diversifying their product lines with items that have little resemblance to their primary offerings. Walmart is one such example; they used to offer everything but food. They want their stores to function as one-stop shops. Thus, companies mitigate their reliance on particular items and increase overall sustainability by providing other goods and services.

Customer data:

It primarily offers free services to users, stores their personal information, and acts as a platform for users to interact with one another. Additional value is generated by gathering and processing consumer data in advantageous ways for internal use or transfer to interested third parties. Revenue is produced by either directly selling the data to outsiders or by leveraging it for internal reasons, such as increasing the efficacy of advertising. Thus, innovative, sustainable Big Data business models are as prevalent and desired as they are elusive (i.e., data is the new oil).

Customer loyalty:

Customer loyalty is a very successful business strategy. It entails giving consumers value that extends beyond the product or service itself. It is often provided through incentive-based programs such as member discounts, coupons, birthday discounts, and points. Today, most businesses have some kind of incentive-based programs, such as American Airlines, which rewards customers with points for each trip they take with them.

Decomposition:

Simplifying many product kinds inside a product group or set of goods. A technique for doing business analysis in which a complex business process is dissected to reveal its constituent parts. Functional decomposition is a technique that may be used to contribute to an understanding and management of large and complicated processes and assist in issue solving. Additionally, functional decomposition is utilized in computer engineering to aid in the creation of software.

Demarketing:

Excluding current clients that are unprofitable or who do not adhere to company principles. Efforts directed towards reducing (not eliminating) demand for a product that (1) a company cannot provide in sufficient quantities or (2) a firm does not want to sell in a particular area due to prohibitively expensive distribution or marketing expenses. Increased pricing, less promotion, and product redesign are all common demarketing tactics.

Digital transformation:

Digitalization is the systematic and accelerated transformation of company operations, processes, skills, and models to fully exploit the changes and possibilities brought about by digital technology and its effect on society. Digital transformation is a journey with many interconnected intermediate objectives, with the ultimate aim of continuous enhancement of processes, divisions, and the business ecosystem in a hyperconnected age. Therefore, establishing the appropriate bridges for the trip is critical to success.

Direct selling:

Direct selling refers to a situation in which a company's goods are immediately accessible from the manufacturer or service provider rather than via intermediate channels. The business avoids the retail margin and any extra expenses connected with the intermediaries in this manner. These savings may be passed on to the client, establishing a consistent sales experience. Furthermore, such intimate touch may help to strengthen client connections. Finally, direct selling benefits consumers by providing convenience and service, such as personal demonstrations and explanations of goods, home delivery, and substantial satisfaction guarantees.

Discount club:

The discount club concept is built on perpetual high-discount deals utilized as a continual marketing plan or a brief period (usually one day). This might be seen as a reduction in the face value of an invoice prepared in advance of its payments in the medium or long term.

Electronic commerce, or e-commerce (alternatively spelled eCommerce), is a business model, or a subset of a larger business model, that allows a company or person to do business via an electronic network, usually the internet. As a result, customers gain from increased accessibility and convenience, while the business benefits from integrating sales and distribution with other internal operations. Electronic commerce is prevalent throughout all four main market segments: business to business, business to consumer, consumer to consumer, and consumer to business. Ecommerce may be used to sell almost any goods or service, from books and music to financial services and airline tickets.

Enterprise unbundled:

Unbundling is a business practice that recognizes that a company may have three primary focuses: client connections, product innovation, and infrastructure. Moreover, three of these elements may coexist in big businesses, creating a complex model that needs significant resources to operate effectively. Thus, unbundling is a crucial idea for any enterprise's future success. Additionally referred to as deconstruction or disaggregation, this benign word refers to a dominating force that propels digital change into the heart of whole sectors.

Fast fashion:

Fast fashion is a phrase fashion retailers use to describe how designs travel rapidly from the catwalk to catch current fashion trends. The emphasis is on optimizing specific supply chain components to enable these trends to be developed and produced quickly and affordably, allowing the mainstream customer to purchase current apparel designs at a reduced price.

This model is used to describe a pricing system that charges a single flat price for service regardless of its actual use or duration. A company may establish a responsible position in a market if customers get excellent pricing before performing the service. The consumer benefits from a straightforward cost structure, while the business benefits from a predictable income stream.

From push to pull:

In business, a push-pull system refers to the flow of a product or information between two parties. Customers pull the products or information they need on markets, while offerers or suppliers push them toward them. In logistics and supply chains, stages often operate in both push and pull modes. For example, push production is forecasted demand, while pull production is actual or consumer demand. The push-pull border or decoupling point is the contact between these phases. Wal-Mart is a case of a company that employs a push vs. a pull approach.

Infrastructure as a Service (IaaS):

Infrastructure as a Service (IaaS) is a subset of cloud computing that offers on-demand access to shared computing resources and data to PCs and other devices. It is a paradigm for ubiquitous, on-demand access to a pool of customizable computing resources (e.g., computer networks, servers, storage, applications, and services) that can be quickly provided and released with little administrative effort.

Layer player:

Companies that add value across many markets and sectors are referred to be layer players. Occasionally, specialist companies achieve dominance in a specific niche market. The effectiveness of their operations, along with their economies of size and footprint, establish the business as a market leader.

The long tail is a strategy that allows businesses to realize significant profit out of selling low volumes of hard-to-find items to many customers instead of only selling large volumes of a reduced number of popular items. The term was coined in 2004 by Chris Anderson, who argued that products in low demand or with low sales volume can collectively make up market share that rivals or exceeds the relatively few current bestsellers and blockbusters but only if the store or distribution channel is large enough.

Historically, developing a standard touch sales model for business sales required recruiting and training a Salesforce user who was tasked with the responsibility of generating quality leads, arranging face-to-face meetings, giving presentations, and eventually closing transactions. However, the idea of a low-touch sales strategy is not new; it dates all the way back to the 1980s.

Make more of It:

The business invests time and money in developing in-house expertise and development that may be used both internally and outside to sell goods or services to clients or third parties. AWS was created to meet Amazon's cloud computing requirements. They quickly discovered that they could offer their services to end-users. At the moment, AWS accounts for about 11% of Amazon's overall income.

Mobile first behavior:

It is intended to mean that as a company thinks about its website or its other digital means of communications, it should be thinking critically about the mobile experience and how customers and employees will interact with it from their many devices. The term is “mobile first,” and it is intended to mean that as a company thinks about its website or its other digital means of communications, it should be thinking critically about the mobile experience and how customers and employees will interact with it from their many devices.

On-demand economy:

The on-demand economy is described as economic activity generated by digital marketplaces that meet customer demand for products and services via quick access and accessible supply. The supply chain is managed via a highly efficient, intuitive digital mesh built on top of current infrastructure networks. The on-demand economy is transforming commercial behavior in cities worldwide. The number of businesses, the categories covered, and the industry's growth rate are all increasing. Businesses in this new economy are the culmination of years of technological progress and customer behavior change.

Open business:

Businesses use the open business approach to incorporate goods and services ecosystems from third parties that operate inside the same market framework. Collaboration between companies has the potential to increase the value delivered to the end customer or user. Software developers and platform integrators often use this business model.

Orchestrator:

Orchestrators are businesses that outsource a substantial portion of their operations and processes to third-party service providers or third-party vendors. The fundamental objective of this business strategy is to concentrate internal resources on core and essential functions while contracting out the remainder of the work to other businesses, thus reducing costs.

Pay as you go:

Pay as you go (PAYG) business models charge based on actual consumption or use of a product or service. Specific mobile phone contracts work on this principle, in which the user may purchase a phone card that provides credit. However, each call is billed separately, and the credit balance is depleted as the minutes are used (in contrast to subscription models where you pay a monthly fee for calls). Pay as you go is another term for pay & go, pay per use, pay per use, or pay-as-you-go.

Performance-based contracting:

Performance-based contracting (PBC), sometimes referred to as performance-based logistics (PBL) or performance-based acquisition, is a method for achieving quantifiable supplier performance. A PBC strategy focuses on developing strategic performance measures and the direct correlation of contract payment to success against these criteria. Availability, dependability, maintainability, supportability, and total cost of ownership are all standard criteria. This is accomplished mainly via incentive-based, long-term contracts with precise and quantifiable operational performance targets set by the client and agreed upon by contractual parties.

Platform as a Service (PaaS):

Platform as a Service (PaaS) is a class of cloud computing services that enable users to create, operate, and manage apps without the burden of establishing and maintaining the infrastructure usually involved with designing and developing an app.

Regular replacement:

It includes items that must be replaced on a regular basis; the user cannot reuse them. Consumables are products utilized by people and companies and must be returned regularly due to wear and tear or depletion. Additionally, they may be described as components of a final product consumed or irreversibly changed throughout the production process, including semiconductor wafers and basic chemicals.

Resellers are businesses or individuals (merchants) that acquire products or services to resell them instead of consuming or utilizing them. This is often done for financial gain (but could be resold at a loss). Resellers are well-known for doing business on the internet through websites. One instance is the telecommunications sector, in which corporations purchase surplus transmission capacity or take the call from other providers and resell it to regional carriers.

Revenue sharing:

Revenue sharing occurs in various forms, but each iteration includes the sharing of operational gains or losses amongst connected financial players. Occasionally, revenue sharing is utilized as an incentive program ? for example, a small company owner may pay partners or colleagues a percentage-based commission for recommending new clients. Occasionally, revenue sharing is utilized to share the earnings generated by a corporate partnership.

Self-service:

A retail business model in which consumers self-serve the goods they want to buy. Self-service business concepts include self-service food buffets, self-service petrol stations, and self-service markets. Self-service is available through phone, online, and email to automate customer support interactions. Self-service Software and self-service applications (for example, online banking apps, shopping portals, and self-service check-in at airports) are becoming more prevalent.

Shop in shop:

A store-within-a-store, sometimes known as a shop-in-shop, is an arrangement in which a retailer leases out a portion of its retail space to another business to operate another independent store. This arrangement is prevalent with gas stations and supermarkets. In addition, numerous bookstores collaborate with coffee shops since consumers often want a spot to relax and enjoy a beverage while browsing. Frequently, the shop-within-a-store is owned by a manufacturer who operates an outlet inside a retailer's store.

Solution provider:

A solution provider consolidates all goods and services in a particular domain into a single point of contact. As a result, the client is supplied with a unique know-how to improve efficiency and performance. As a Solution Provider, a business may avoid revenue loss by broadening the scope of the service it offers, which adds value to the product. Additionally, close client interaction enables a better understanding of the customer's habits and requirements, enhancing goods and services.

Sponsorship:

In most instances, support is not intended to be philanthropic; instead, it is a mutually beneficial commercial relationship. In the highly competitive sponsorship climate of sport, a business aligning its brand with a mark seeks a variety of economic, public relations, and product placement benefits. Sponsors also seek to establish public trust, acceptability, or alignment with the perceived image a sport has built or acquired by leveraging their connection with an athlete, team, league, or the sport itself.

Subscription:

Subscription business models are built on the concept of providing a product or service in exchange for recurring subscription income on a monthly or annual basis. As a result, they place a higher premium on client retention than on customer acquisition. Subscription business models, in essence, concentrate on revenue generation in such a manner that a single client makes repeated payments for extended access to a product or service. Cable television, internet providers, software suppliers, websites (e.g., blogs), business solutions providers, and financial services companies utilize this approach, as do conventional newspapers, periodicals, and academic publications.

Tiered service:

Users may choose from a limited number of levels with gradually rising price points to get the product or goods that are most appropriate for their requirements. Such systems are widely used in the telecommunications industry, particularly in the areas of cellular service, digital and cable television, and broadband internet access. Users may choose from a limited number of levels with gradually rising price points to get the product or goods that are most appropriate for their requirements.

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