canvas business model book

The Business Model Canvas

The Business Model Canvas is a strategic management and entrepreneurial tool. It allows you to describe, design, challenge, invent, and pivot your business model. This method from the bestselling management book Business Model Generation is applied in leading organizations and start-ups worldwide.

The Business Model Canvas enables you to:

• Visualize and communicate a simple story of your existing business model.
• Use the canvas to design new business models, whether you are a start-up or an existing businessManage a portfolio of business models
• You can use the canvas to easily juggle between "Explore" and "Exploit" business models.

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Mastering business models

A self-paced online course with 
Alex Osterwalder and Yves Pigneur.

Are you trying to improve your existing business model? Or trying to create a new one that can compete in today’s market?

Hi, I’m Alex Osterwalder

Innovation is my passion. For 20+ years I've helped senior leaders and startup founders better tackle the topic. I won’t rest until senior executives around the world learn How to Build Invincible Companies.

Business Thinker

Entrepreneur

Currently, I'm ranked No. 4 on the Thinkers50 list of management thinkers worldwide. I'm most passionate about simplifying complex challenges that today's leaders face. I invented the Business Model Canvas and other practical tools with Yves Pigneur. These are now used by millions of practitioners around the globe.

Strategyzer, the company I co-founded, provides technology-enabled innovation services to leading organizations. Clients include, but are not limited to, Colgate-Palmolive, MasterCard, or Merck. We help companies effectively and systematically manage innovation strategy, growth, and transformation.

I spend most of my time advising leaders on how to scale their innovation efforts and get results. They already have the assets, but lack the organizational design and innovation culture.

My books include Business Model Generation , Value Proposition Design , Testing Business Ideas , The Invincible Company , and High-Impact Tools for Teams . Together with my kids, I crafted Biz4Kids , a comic book to promote entrepreneurship.

I started working on innovation and business models two decades ago. First with a doctoral dissertation on business models. Then I “escaped” academia to apply and enrich my knowledge as a practitioner. My work as entrepreneur and senior leadership advisor shapes all my thinking and writing.

Business Model Canvas

Strategic management tool to describe how an organization creates, delivers and captures value. Initially presented in the book Business Model Generation.

Value Proposition Canvas

Strategic management tool to design, test, build and manage products and services. Fully integrates with the Business Model Canvas.

Portfolio Map

A strategic management tool to simultaneously visualize, analyze and manage the business models you are improving and growing and the future business models you are searching for and testing.

Together with my team at Strategyzer, we publish blog articles weekly on the topics of Corporate Innovation, Business Strategy, Innovation Culture, and Team & Project Management. Subscribe to our Newsletter to receive our Weekly Blog directly in your inbox.

I’m the proud co-founder and CEO of Strategyzer. We bring technology to strategy and innovation for the Global Fortune500. We launched Strategyzer after the success of bestseller Business Model Generation. That book project in itself was a crowd-funded entrepreneurial undertaking. Strategyzer is my fifth venture.

• Growth Portfolio

Build a structured Innovation Ecosystem. Systematically reduce risk and uncertainty of new business ideas. Be ready to scale a new business model in only 12 months.

• Innovation Management Software

Centralize your strategy and innovation workflow for better collaboration, increased transparency, and improved rate of success.

Online Courses On Demand

Online courses on demand teach the core Strategyzer business toolkit for growth and innovation. Highly interactive, bite-sized learning experiences are engaging and challenging.

I love sharing our latest insights from work with the Global Fortune500. All my talks and keynotes are engaging and hands on. With senior leadership I work in intimate settings on growth strategy and execution. In conferences I engage thousands in live exercises to make innovation tangible.

• Masterclasses

Multiple times a year, I facilitate Masterclasses opened to the public around Building Invincible Companies and Testing Business Ideas. During those Masterclasses, we have you discover and practice our Innovation Methodologies.

Building Invincible Companies

Acquire the skills, tools & processes needed for world-class business strategy and innovation remotely from your home or office.

Discover the Virtual Masterclass

• Testing Business Ideas

Stop wasting time and money, and apply the tools and processes that millions of corporate innovators and entrepreneurs use to systematically reduce the risk and uncertainty of new business ideas.

I enjoy having the opportunity to deliver keynotes for large organizations and innovation conferences all around the globe.

Podcast • Superhumans At Work by Mindvalley

The Power Of The Business Model Canvas

February 2021

Join the business consulting legend Alex who popularized the 1-page business model canvas during an interview with Jason Marc Campbell where we will d...

Podcast • Thinkers & Ideas

The Invincible Company with Alex Osterwalder

Alex is co-author of a new book, The Invincible Company, which decodes how some of the world’s leading companies have built superior business models a...

Podcast • Foundr Magazine Podcast with Nathan Chan

Why Products, Technology, And Price Aren’t Enough To Keep Your Company Competitive

Alex Osterwalder is primarily known for developing the Business Model Canvas, a template that helps startups develop and document new or existing busi...

Podcast • Disrupt Yourself Podcast

Disrupt Yourself with Whitney Johnson

We welcome innovation expert and one of the top-ranked thinkers in the world, Alex Osterwalder. You will hear how Alex views failure, about his mentor...

Innovation & Business Strategy Books

My first book, Business Model Generation (2009), sold millions in almost 40 languages. Since then I led or participated in 4 more books in the Strategyzer series. All books are visual and practical and help solve key business challenges. Together with my kids I also published a business comic.

Nordic Business Forum

Alex Osterwalder – 7 Things to Understand about Innovation

‘When the company is co-piloted, innovation and execution are on an equal footing’

September 2020

Harvard Business Review

Every Company Needs an Entrepreneur in the C-Suite

October 2020

Innovation Leader

Book Excerpt: What Makes Amazon’s Approach to Innovation (and Failure) Unique

December 2020

Dialogue Review

How to Build an Invincible Company

February 2020

Millionaire

Alexander Osterwalder, the inventor of the Business Model Canvas: “All interesting things happen at the border”

November 2020

Business Insider

Here’s how a key architect of the Lean Startup model is using his own philosophy and experience to scale his own company that trains innovators for the world’s biggest firms like Microsoft, 3M, and GE

Stay up to date on all of my work through the strategyzer newsletter..

• Online Courses
• Business Model Generation
• Value Proposition Design
• The Invincible Company
• High-Impact Tools for Teams
• Media Opportunities

Copyright 2021 — Strategyzer AG, Zone Industrielle (ZI) Le Tresi 9B, 1028 Préverenges, Switzerland

• Business & Money
• Management & Leadership

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The Business Model Canvas: Let your business thrive with this simple model (Management & Marketing) Paperback – March 16, 2017

Purchase options and add-ons.

• Print length 34 pages
• Language English
• Publication date March 16, 2017
• Dimensions 4.02 x 0.08 x 6 inches
• ISBN-10 2806285887
• ISBN-13 978-2806285881
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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

More Related Articles

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.

The Business Model Canvas Guide: Examples, Structure, and Expert Tips

Recent decades saw viral changes in business approaches. The primary trend in those changes is leveraging mobility and clarity. With the tech boom, the business processes speeded up, so businesses needed to adapt and involve flexible approaches. Such methods allow you to quickly adapt to the changing business environment and make the necessary decisions.

Similar transformations came into business planning. Business model canvas replaced lengthy business plans that consume time and considerable resources to develop. Adjusting a business plan as your company evolves would be challenging with this expense. So, business model canvas came to resolve this problem.

Business model canvas is a template helping to develop a strategy for managing your business. It comprises nine blocks covering your audience, resources, partnerships, and other aspects required for your business evolution. This template lets you understand your business progress and make necessary corrections anytime.

This article discusses the concept of the business model canvas and how it helps companies develop. Read on to understand the main blocks and how they will help your business grow.

Business model canvas: definition & structure

A business model canvas is a template that helps business teams to visualize, analyze, and adapt essential aspects of their business. The concept was coined and spread by Alexander Osterwalder, a Swiss entrepreneur and business theorist, and his graduate supervisor Yves Pigneur, a Belgian computer scientist. The term appeared thanks to the contribution of 470 entrepreneurs from 45 countries and was described in Osterwalder’s book Business Model Generation .

The basic idea of the business model canvas is to present a company’s business approach concisely. Thanks to simplicity, it helps teams to grasp the key elements of their business. The business model canvas includes nine areas, such as customer segments, value propositions, customer relationships, and others described in the article.

Now, let’s dive into the details of this model’s building blocks to learn how to create a business model canvas.

Each block of the business canvas model comprises certain information. You can fill them in and show them to your team. You can discuss each fundamental segment together and add the necessary research and data. Let’s see what information you can include in each part of the business model canvas. Below is a video that presents the concept of a business model canvas.

Customer segments

These include users and paying clients that purchase your product. How can you describe your different customer segments? Creating buyer personas to represent your target audience can be helpful.

A buyer persona is a concise but detailed description of a person who buys your product or services. The description shows the customer’s age, goals, interests and represents a specific customer segment. Also, it outlines problems the customer wants to solve and expectations about your product. By describing your buyer persona, you will better understand the pain points you must solve for your customers.

To create a buyer persona, perform research, surveys, and interviews with your prospects or customers. Thus, you will gain data on your customer segments’ expectations and needs.

Value propositions

It is a reason why customers prefer your company instead of others. The value you deliver helps customers satisfy their needs. So, a value proposition is a group of benefits you offer to a particular customer segment. Such benefits can be innovative or add exceptional features to existing products. For example, different value propositions can be as follows:

• Innovative product or service;
• Improved performance;
• Unique design;
• Easier accessibility;
• Convenience in using.

For example, Yelp helps people and local businesses find each other. The company’s value is giving access to reliable information about local businesses. Also, Yelp users can save money when discovering new places. So, the platform provides information that helps connect local businesses and people.

In a business model canvas, channels are the means to deliver value to your customers. Channels include how a company delivers and distributes products and services. Also, this point includes how an enterprise interacts with customers. Channels should be cost-efficient for your business and common for your customers. So they can notice and buy your product.

Typical channels for a SaaS B2B company include a website or an app.

For example, HubSpot, a customer relationship management system, uses various channels, such as social media, e-mail marketing, and blog. The company also reached its target audience through webinars and tutorials. Thus, their prospects better understood how the HubSpot CRM works.

Customer relationship

This point in the business model canvas outlines how a company will attract, retain and nurture customers. While channels show how to deliver your services, the customer relationship segment emphasizes how you support customers. So, you can use the following approaches to find and build customer relationships:

• Select the channels and platforms that your customers use the most.
• Choose the strategies to attract new customers and retain existing ones. For example, exceptional services and dedicated customer support with direct contact will help you to maintain customer relationships. Also, you can use tiered pricing or discounts for loyal customers.
• Define the ways to grow your audience. You can use content marketing to create blog posts, social media posts, and e-mails highlighting your benefits.

For example, Twitter deals with hundreds of millions of users, so the company needs to respond to their needs. Twitter uses customer service, social media, and e-mail support. These means help the company to maintain the necessary support and growth of their customer base.

Remember to define key channels for customer relationships through the touchpoints of the customer journey. From attracting to onboarding and support of customers, you will use different channels.

Revenue streams

This section represents the paid flows from your customers who pay for the value you provide. It shows how your business can generate revenue. Knowing this information, a business owner can choose a revenue stream for their product or service and a pricing mechanism. For example, you can choose between the following revenue models for a marketplace:

• Commission monetization model;
• Subscription model;
• Freemium model;
• Featured listings;
• Signup fees;
• Advertising fees.

Each revenue stream depends on the specifics of your product or service. You can choose from the above revenue models if you have an online business. Meanwhile, if you have an offline business, you must think about which monetization model you choose regarding the smallest details.

Key resources

Every company has strategic assets that enable its operation. Key resources help you support your value proposition and maintain a connection with customer segments. Companies typically choose resources from the below categories:

• Physical assets, including production facilities, machines, vehicles, and IT systems.
• Intellectual resources, including patents, copyrights, brands, partnerships, and customer databases.
• Human resources, including skilled employees in industries relying on knowledge.
• Financial resources, including cash in bank accounts, credit lines, and stock option pool.

The image below gives a summary of the key resources by category.

For example, Walmart would use and maintain its physical or virtual infrastructure as its core resources.

Another example is an activity booking marketplace that Codica created. The main asset, in this case, is the platform that enables parents to book activities for their children. The platform allows you to search for activities, book them, schedule with a calendar, and form itineraries for camps with prices. The key resources used in this case are technologies and qualified developers.

Key activities

These are your company's most important endeavors to keep business going successfully. Key activities depend on the niche of your business. For example, the main activities for a boat-selling website that we created include maintaining the platform and managing the interaction between sellers and buyers. Let’s see in more detail what the main key activity groups are as exemplified by this platform.

Production. This is how you deliver your product to end customers. If you create an online product, production includes discovery, design, development, testing, and maintenance of your product. For example, the boat marketplace chose our website redesign services for their platform to receive more conversions. The new design brought the company lead generation growth by 480%.

Problem-solving. These activities involve finding new approaches and addressing customers’ problems. For example, adding new features to your product helps solve your users’ pain points. In the case of the marketplace for boats, it is the decision to create a progressive web application (PWA) for the platform. This helped the company to cover mobile users in addition to desktop users.

Platform/network. These activities dominate companies functioning as platforms. Such enterprises create, run, and promote their platforms as a key resource. A platform that sells products or services requires regular maintenance and updates. For example, the Trade a Boat platform we mentioned above improved its search engine rankings and integrated service for placing ads. Check the video below to see how this boat sales platform works.

Key partnerships

Partnerships are crucial because you can win more with a partner than alone. With key partners, you can delegate specific tasks, mitigate business risks, and optimize your resources. For example, there can be such types of partnerships:

• Buyer-seller partnerships to supply resources or share infrastructure. For example, Alibaba partners with logistics companies to reduce shipping costs.
• Business competitors’ partnerships to mitigate risks and uncertainty. For example, Toyota and Suzuki created an alliance to promote their technologies in electrified transport.
• Partnerships to get access to customers, licenses, or knowledge base. For example, Spotify and Uber partnered to give their customers a better experience while they ride. Thus, both companies reached wider audiences.

To understand if a partner is a key partner, ask yourself: would the business model work without them? If your business model needs this partner to connect business processes, then it is a key partner.

Cost structure

Your costs depend on the expensive key resources and key activities. Some businesses try to minimize costs. At the same time, companies like luxury hotels can be focused on delivering particular value rather than cutting costs. So, your cost structure should be grounded on choosing between spending and value delivery priorities.

Cost structure can be defined based on key resources, key activities, and key partnerships. For example, Tinder, a dating app, spends costs for platform maintenance, salaries, and marketing. Also, the company’s cost structure includes spending on innovations, security, customer support, and product development.

Pros of a business model canvas

Many teams are engaged with current activities to run the business. To develop a successful business, they need a business strategy that provides them with details of where to move. Business model canvas is the right tool to keep them focused on day-to-day tasks with a clear strategy in mind.

But the question is, do you need a business canvas model in the first place? How can you discover if this template suits your business goals? We suggest its pros below.

Presents a concise and easy-to-follow business plan

Whether you are brainstorming business ideas or have a well-grounded venture, the concise strategy will help you plan the future. The business model canvas shows several blocks a team can fill and review at any time. Adjusting it is much easier than modifying a traditional business plan on 100 pages.

Helps to be focused on the action

A business model design focuses on operations and needs to outline actions for the team. For example, you plan to expand your audience or reach a certain profit during the year. Business model canvas is helpful to show you those goals and adjust internal processes if needed.

Enables scalability as the business evolves

Businesses do not remain the same but transform in the market climate. Companies must stay afloat among competitors. Also, they need to adapt to customers’ needs, industry innovations, and market conditions. Thus, you must see how your business plan and revenue goals align with consumers’ needs. A business model canvas is a handy instrument to bring up those aspects for your team. As your company runs, you can make changes and adapt your concise business plan to the current needs.

Puts customers at the forefront

Targeting the right audience is one of the keys for companies to survive. You must choose the right customers for your product to avoid wandering in the market and not reaching your customers. Business model canvas allows your team to understand who your customers are and why your product is valuable to them.

Attracts a team and investors

Any business needs a team with diverse skills and experiences to keep it going. Also, if you want to expand your business, you need to explicitly show your business's capabilities to investors. So, you need a framework that will engage both of these sides. Business model generation helps to outline the value that your company provides. Thus, stakeholders will get a clear view of your company’s perspectives.

Highlights unique value propositions

An outstanding service or feature you offer customers makes them come to you. The unique value proposition explains why customers choose your company among all others. If you look at the business model canvas structure, you will notice that this aspect is at your company's core. If you know your unique value propositions, you will understand other blocks of this template, and they will fall into place.

You may also like: How Much Does It Cost to Build an Online Marketplace in 2023

Business model canvas exemplified by Airbnb

You can find it helpful to see a real-life business model canvas example applied to a business model canvas. Below we illustrate the nine building blocks relevant to the business approach of Airbnb . This is a huge company with a great number of employees. Despite that, the business model canvas is simple and concise. It proves that the approach helps to focus on the main aspects of your business and have a bird’s eye view of business peculiarities. Let’s dive into it.

Customer segments: Airbnb customers can be divided into two separate groups: hosts and guests. Hosts differ by the type of property they offer, location, and activities. Guests differ by the type of trip they take and their interests in activities.

Value propositions: the primary reason why users choose this platform is to rent property simply and reliably. The value proposition for hosts includes income generation and risk minimization with insurance. Hosts can easily join the platform and manage their accounts. On the other hand, guests value this resource for the opportunity to stay in new places or while they are on a trip. Often, it is cheaper compared to hotel services.

Channels: the Airbnb platform operates through two channels: website and app. These channels help Airbnb connect the customer segments. Also, Airbnb reaches new customers through social media, digital advertising, and referral program. Many users simply trust the word of mouth and personal recommendations of the hosts. It is remarkable that Airbnb does not use travel agencies as its channels.

Customer relationship: the platform allows hosts to rent out the property on the conditions hosts choose and agree with guests. Also, the platform offers personalized property suggestions and customer support for both parties. The company maintains its reputation through the strong support of communication between customer segments and managing conflicts.

Revenue streams: Airbnb charges a commission from hosts of 3%-5% per deal and guests of up to 20%. More expensive reservations require less commission. As of 2022, Airbnb’s revenue made 8.4 billion , which is a record for the company.

Key resources: key assets for Airbnb are its platform and listed properties. The company makes it possible for guests and hosts to use them. Also, Airbnb’s resources include technologies and engineering staff to support the platform.

Key activities: these are website support and customer nurturing. For example, by developing the category of Superhost, Airbnb encourages hosts to provide better service. This, in return, will attract more guests to the platform. The company acquires new users through sales and marketing and ensures platform security. Also, Airbnb intermediates conflicts arising between hosts and guests.

Key partnerships: Airbnb’s key partners are hosts, including Superhosts. They list their property and attract guests. The company’s key activity is maintaining its website. So, its key partners are technology firms offering relevant software to list the property and manage bookings.

Airbnb’s partnerships also involve cooperation with charity organizations, such as the Red Cross, and support of animal protection initiatives. Besides, Airbnb partners with the Adventure Travel Trade Association to give hosts and guests tips on outdoor activities and adventures. Thus, Airbnb also improves customer relationships.

Cost structure: Airbnb supports its website, so the technologies and employees require spending. Also, the costs include giving away resources on marketing and customer support. Other Airbnb’s spendings cover customer acquisition, insurance, and administrative costs.

You may also like: An Online Marketplace Marketing Strategy That Works in 2023

Key steps in creating a business model canvas

Filling the business model canvas takes several steps. Moving with these steps, you will get insights into the nine elements. We listed the crucial steps in the image below.

Now, let’s see what these steps imply.

1. Gather materials and stakeholders

Developing a business model canvas involves many teams, such as marketing, sales, and project managers. Participation of the company’s top management, investors, and the business development department is also advisable. This collaboration will bring up the vision of the necessary business aspects. You and your teams will know where to move further by defining them.

Also, you will need research and data on your industry, target audience, and competitors. These valuable data sources will help you correctly fill the business model canvas.

2. Fill in the canvas template

Representatives of the necessary teams can together decide on the vital aspects of the business model canvas. You do not need to make a thorough plan at this stage. You add the essential data to form the direction for your company and teams. If required, you can adjust data later as your business evolves.

3. Test assumptions

The filled business model canvas can be changed at any time. This is the main benefit of this tool. By trying assumptions, your team can develop new ideas and discover that the filled data can be replaced. For example, you can choose other key partners with more competitive conditions. Or your revenue streams can be adjusted with alternative paid methods.

4. Support and maintain

A business model canvas is often seen as a planning method. But you can get more use of it. As your team gets new ideas, fill in your canvas to keep it up-to-date. In case of significant changes, you can rewrite it on the whole. An updated business model canvas is a powerful tool to realize how you will develop your business. You can also show it to stakeholders to obtain investments. In any case, it is a multifaceted and flexible asset.

Project discovery as the most crucial step in creating BMC

Creating a business canvas is crucial to define your business development strategy. But how can you start by outlining the vital points for this? At Codica, we rely on the product discovery process. This step in custom software development service is crucial to identify the project requirements. As a result, a client gets an estimation of project development terms and costs.

So, the main goals of the product discovery process are as follows:

• Identify the problems that the product solves;
• Discover the target audience and competitors;
• Define the project’s timeline and budget;
• Elaborate user flow;
• Create prototypes;
• Prepare a feature list, including killer features.

Since you better understand the needs of your target audience and the project’s potential, you minimize risks when launching your product. So you can deliver better results to your prospects.

Project discovery parties

Product discovery sessions serve as an umbrella for parties who discuss the project requirements. The representatives taking part in this process include the following:

• Client and their representatives who describe the purpose and requirements of the solution;
• Business analyst/product manager who collects, analyzes, and structures the data from the client;
• UI/UX designer who creates prototypes based on the information from the client and their research for custom app design ;
• Lead of software engineers who suggests optimized team composition and tech stack based on research and requirements.

All of the parties contribute to creating a thorough plan for solution development. Below you can see in more detail how the sides of the product discovery process are involved in the discussion.

After the series of discussions, you will get documents with your solution's timeline, costs, and final look. These documents include the following:

• The list of primary features;
• Clickable prototypes;
• The product architecture and tech stack;
• Time and cost estimates;
• Project specification;
• Advice on team composition.

Just like in a business model canvas, these documents can be changed if you or the team see the need for this.

For example, relying on this method, we created a multi-vendor marketplace platform for B2C and C2C segments. The client wanted to create a platform where people can shop online in one place. This would save them hours and even days compared to searching for products online in different stores. Also, the aim was to make the platform engaging for customers where they could share their experience with the platform. Despite the platform's versatility, its design should be intuitive so that users can navigate through the product categories and filters.

During the detailed discovery sessions, we helped our client clarify how to implement features for displaying product categories and subcategories. We suggested how to divide the platform into sections with a simple switch in the menu.

As a result of development, the platform helps users find products in many categories. We optimized the platform for better search engine rankings. Our team elaborated on the Local and Connect sections. They make the platform more engaging as users can search for local stores and share their experiences with the platform.

Also, we created a minimalist design with convenient functions that allows you to find items quickly. Check the video below to grasp how the platform works.

Viable questions in each building block

As you fill your business model canvas template, addressing the right questions is crucial to making correct assumptions. So, we prepared a list of possible questions you can put in each of the nine blocks of a business model canvas.

These questions break each segment into smaller chunks. You can manage each broad category with these elements and get relevant answers. Feel free to adapt them to your business needs. Also, you can select some questions from the given if that suits you better.

• Who are your potential customers?
• What are your customers’ pain points?
• What sorts of products do you provide to particular groups of customers?
• What is the value you deliver to customers?
• Which customers’ problems do you solve with your products?
• Which channels are beneficial to deliver value to customers? Are you using them now?
• Are your channels cost-efficient? What channels work best?
• Do your channels suit well customers’ routine actions?

Customer relationships

• What relationships do you hold with each customer segment?
• Are those relationships costly?
• How do those relationships connect with the rest of your business model canvas?
• What are the values your customers are ready to pay for?
• What are the best ways for your customers to pay for your value?
• Do revenue streams contribute to your total?
• How do you involve new financing sources, if needed?
• What key resources do you need to run your business?
• How do they help to improve your relationships with customers?
• How do they help make channels and revenue streams advantageous?
• What are your key activities to improve customer relationships, channels, and revenue streams?
• How do you bring up the value propositions to customers with your activities?
• Who are your main partners?
• What are the resources that you gain in your partnerships?
• What are the key activities that your key partners carry out for you?

Cost structure:

• What are the expenditures necessary for your business model?
• Which activities and resources are the most expensive?

Related reading: 10 Best Marketplace Monetization Strategies to Succeed

Life after creating your business model canvas

Once you’ve created your business model canvas, you can use it in your everyday business routines. This is its purpose, to guide you in your business journey. So, how can you use your business model canvas for the best of your company?

Tracking your progress. Use your business model canvas as a statistics board reflecting your progress in particular sections. Highlight those areas that can perform better and those where you succeed.

Discussions with teams. The business model canvas is helpful for discussing it with your teams. Everyone can see the bright and dark spots and bring solutions or improvements.

A better understanding of customers. Your customers are the force that keeps your business running. When they feel your care, they are more loyal to your brand. So, you can use your business model canvas to get insights on how to build strong relationships with them.

Hiring new talent and showing it to investors. When engaging new talent, you can show them the business model canvas so they familiarize themselves with the company’s state. Also, you can use it to support your business ideas when talking to investors about attracting capital.

You may also like: MVP Development Cost: 5 Main Aspects for Aspiring Entrepreneurs

Software for creating a business model canvas

A traditional way of creating a business model canvas is to take a massive sheet of paper or a whiteboard and fill in the nine areas. But digital solutions can also help you visualize and share the template between teams. Below are several examples of prominent business model canvas software.

Strategyzer. This solution comes from the company co-founded by Alex Osterwalder. It is versatile and convenient. The tool allows you to create a business model canvas and value proposition canvas, providing real-time teamwork. An estimator tool analyzes revenue flow and calculates the business idea's viability. The tool also estimates the potential of startups with their price. The solution has convenient color marking and improved encryption. The subscription costs $300 annually, with unlimited canvases and unlimited users.

Canvanizer. The tool has been there for a while, providing an excellent experience in building business model canvases. The website also offers templates for other types of canvases, such as lean canvases and service design canvases. The team can view and share the canvas and convert it into sharable formats, such as .pdf, .png, and more.

Visual Paradigm. It is a versatile set of tools for development teams' collaboration and creating diagrams. Among other visualization diagrams, the app features various templates of business model canvases. You can choose cards with different colors to mark each of the nine areas.

Miro. Miro is a whiteboard for teamwork, creating content, brainstorming, strategic planning, and more. In addition, it provides various types of templates for collaboration and business model canvas. The software allows you to select and share a template with a team. After that, anyone can contribute to developing the template by bringing their ideas. The tool also offers the option of creating canvases from scratch. The video below presents how you can create and manipulate templates in Miro.

CNVS. This software keeps the features simple and presents them with a minimalistic design. The basic set of features is free. You must pay for advanced features, such as unlimited workspaces, private canvases, and sharing with others. The software offers lean canvas, business canvas, and feature canvas templates. The basic set of templates and team collaboration tools are given for free. Yet, if you need unlimited workspaces or support, you must pay an additional monthly fee of €7.99.

Wrapping up

As Alexander Osterwalder put it, business models have a short lifespan in an ever-changing environment. The business model canvas serves best regarding that possibility. With the evolution of your business, you can adjust the nine areas so your business performs better. This approach is ideal for modern, ever-changing market conditions where you must react quickly.

Remember also that those areas are intertwined and work as a whole. This means that changes in one sector will result in transformations in others.

However you choose to build your business model canvas, it will serve the best of your company. Let your teams share their insights and improve the business model template to keep it updated.

If you need help discovering the key points of your business project’s potential, feel free to contact us . Also, check our portfolio to see more projects that started from defining the key business points. Our experts will eagerly help you with estimating your project’s business opportunities and development.

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The Business Model Canvas - A Useful Tool

By: Damon Phillips, Sandra Navalli

This case lays out the steps for creating a Business Model Canvas (BMC)-a comprehensive and intuitive framework intended to facilitate description and discussion of a new venture idea. Focusing on…

• Length: 18 page(s)
• Publication Date: Nov 5, 2019
• Discipline: Entrepreneurship
• Product #: CU351-PDF-ENG

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This case lays out the steps for creating a Business Model Canvas (BMC)-a comprehensive and intuitive framework intended to facilitate description and discussion of a new venture idea. Focusing on both the efficiency and value generating aspects of a new business, the model directs the founding team members to consider key aspects of a core model, including the company's value proposition, customer relationships, revenue streams, cost structure, and competitive environment. A variation on the model for nonprofit organizations, a Social Impact BMC, is also presented, adding additional items such as impact metrics. The case includes several real world business examples and asks students to prepare a traditional BMC for the for-profit company (Nespresso) and a Social Impact BMC for the social impact example (ConBody) using the tools outlined in the case.

Learning Objectives

Students will answer the question: How should a business model be developed and communicated to best support the launch of a new venture?

Nov 5, 2019

Discipline:

Entrepreneurship

Industries:

Social advocacy organizations

Columbia Business School

CU351-PDF-ENG

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BUSINESS MODEL CANVAS

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The Story Behind the Business Model Canvas

by Guillaume Carton

Category: Research Insight Tags: business model canvas history of entrepreneurship strategy tool

The Business Model Canvas (BMC) is certainly one of the best-known strategy tools for conceiving the business model of a start-up or analyzing the business model of an established company. It is a visual chart that takes the shape of 9 boxes focusing on an organization’s value proposition, its customers, its resources and capabilities, and its revenues and expenses. The BMC has been taught in almost every business school around the world, and Business Model Generation – the book that publicized the Canvas – has sold over 4 million copies. Since then, three other books have been published to constitute a series aimed at conceiving and analyzing business models. The brains behind Business Model Canvas – Alexander Osterwalder and Yves Pigneur – have entered the pantheon of management by being recognized since 2015 as two of the 50 best management thinkers, according to the Thinkers 50 ranking.

While BMC has achieved a tremendous success and is known by every business student, consultant, and entrepreneur, what is less known is how this tool came into being. My research project aimed to go behind the scenes of important concepts, which led to the publication of a book written in French that analyzes how 11 management concepts and tools developed. Among them was the BMC,  and I interviewed Osterwalder, Pigneur, and others who have worked with them. I also read their books, Osterwalder’s blog, and publications about the Canvas. The result was the full story of how BMC developed.

While some of you may already know that the Canvas came out of a Swiss PhD dissertation, you may not be aware of how the worldview, or general outlook of its innovators, influenced its development. Let’s go behind the scenes of the BMC to focus on three ideas that were at its inception and have shaped the developmental process of the Canvas all along: the crafting of strategy tools, business model typologies, and business model experimentation. The story of how BMC developed can teach business students, consultants and entrepreneurs much about developing or using management tools, as this story helps showcase the roles of the innovators’ experience, tools experimentation, and time.

Crafting Tools

The first idea involves the making, or “crafting,” of strategy-related tools. When Osterwalder undertook his PhD dissertation under the Pigneur's supervision, he intended to build the foundation for a set of new computer-assisted management tools. In fact, after coming up with a business model ontology that aimed at developing a generic framework to describe and capture any possible business model, the last chapter of his dissertation codifies the ontology using the XML language. And Osterwalder kept this idea throughout the Business Model Canvas journey. After a few years spent in consulting right after defending his dissertation, he created a venture he called Business Model Foundry: as he acknowledges himself, he wanted to become a “blacksmith” specialized in crafting strategy tools. The Foundry was later renamed Strategyzer, which remains an active venture offering BMC-related services. Over time, moreover, the Foundry has not only crafted strategy tools such as the Business Model Canvas, the Value Proposition Canvas, and the Culture Map, but has also offered innovation management software to help corporations sketch out business ideas and test if they are worth pursuing. As Osterwalder argues using the Swiss army knife metaphor: “You don’t want a heart surgeon to turn up for your surgery with a Swiss army knife. You don’t want them to use the wrong tools.”

The second idea is that of developing an exhaustive list of typologies, or types of models, that enable a business to make money. These types include but also go beyond the classic “freemium” business model. In the freemium model, a basic product or service is provided free of charge, but money is charged for additional features (e.g., Dropbox). Another type is the razor-and-blade business model, whereby one item is sold at a low price in order to increase sales of a complementary good, such as consumable supplies (e.g., Nespresso). The development of this list began before Osterwalder’s dissertation. By the end of the 1990s, Pigneur began his academic career at the University of Lausanne as a Professor of Management Information Systems. At this time, he was startled by his students who struggled to conceive of a business plan for their start-up. Inspired by some work he had read during a sabbatical at MIT, Pigneur got the idea of exhaustively characterizing all the possible business models of firms. However, as he found out that the concept of business model lacks clarity, the development of a typology was not as straightforward as he initially thought, and he had to make some detours. However, at the end, the idea of a typology of business models is still found 30 years later in the series of four books that he published on business modelling. The first book, Business Model Generation published in 2010, displays 5 patterns of typical business models that include the freemium business model but also others such as the open business model. Similarly, the last book Invincible Company , which was published years later, offers a guide to the world’s best business models by proposing dozens of business model patterns that readers can pick and apply to enhance new ventures or improve their established business models.

Experimentation

The third key idea underlying the development of BMC is that of business model experimentation. As we have seen, after his PhD and before founding the firm Business Model Foundry, Osterwalder entered consulting. He worked for a nongovernmental organization (NGO) in Thailand and in the financial sector in Switzerland. He used these two field settings to test and apply business model thinking. In the meantime, Pigneur could also test the Canvas with his students at the University of Lausanne. These experimentations led to the current shape of the Canvas, which consists of 9 boxes. Pigneur explains that the idea of business model testing is something he learned during a sabbatical in Vancouver, where he discovered the paradigm of design science, a perspective that holds that science should develop artifacts that can be used to solve management issues. This paradigm is at the core of the Osterwalder’s dissertation and infuses the four books he later published on business modelling, as each book dedicates a chapter to testing.

Following their own advice

Not only have Osterwalder and Pigneur emphasized the idea of business model testing throughout their publications and workshops dedicated to business model thinking, but they have also applied it to their own business. “You can’t write on business model innovation without doing it,” explains Pigneur. To publish Business Model Generation, they compared several publishing business models before choosing to self-publish it. As they received an offer from the publisher Wiley, they finally pivoted their business model. Similarly, in their second book, Value Proposition Design , they used their Value Proposition framework to detail the business book of the future. It looks really close to their own value proposition!

Overall, we can see that throughout the development of the Business Model Canvas and since the inception of their idea, Osterwalder and Pigneur have pursued their worldview and even applied it in developing the Canvas. This is what explains the peculiarities and the success of the Business Model Canvas: not only as an idea but also as a tool that must be tested and enriched with the best business models.

• Tools capture experience. Many management tools reflect the experiences of the people and organizations that developed them. Therefore, when choosing or using a management tool, it may help to pay some attention to the backgrounds of the people who came up with it.
• Keep experimenting, as Osterwalder did in Thailand and Switzerland. Even the most rigorously thought-out tools are living, breathing things that must be tested and tweaked with new knowledge. And entrepreneurs must continuously challenge their assumptions and long-held beliefs as new knowledge emerges. 
• Be patient when developing tools, just as Osterwalder and Pigneur were as they developed the BMC. It took them decades to come up with a 9-box tool and become recognized for it. In a similar vein, be cautious when using tools that might not have been sufficiently tested through experience. There is no quick fix when it comes to business tools. It may help signal that a tool has quality if it has been rigorously vetted through prior applications and/or through a process of academic reviews and refinement.

Carton, G. (2021), Le Business Model Canvas. In Les Coulisses du Management (pp. 89–96). Economica:Paris.

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The Leading Source of Insights On Business Model Strategy & Tech Business Models

The Business Models Books You Should Be Reading In 2024

When you purchase an iPhone, you’re not buying a piece of hardware, you’re buying an ecosystem and an innovative business model , all packaged together.

You might not be realizing that companies that create a lasting advantage also innovated their business model . But when Apple is selling you an iPhone at a very high-profit margin , it’s using a reverse razor and blade business model strategy.

Where the content you can download on iTunes and the countless number of Apps you can find on the Apple Store, is given to you either for free or for a low price and no friction.

While its piece of hardware is getting sold to you at a high price , in this scenario, understanding how business models work is critical.

Thus, I’m suggesting five books that helped me navigate in the topic by combining theory and practice. I’m not earning any affiliations from those books (you might notice there is no link to them).

Those are books I believe you must read if you want to develop an un-understanding of the discipline, quickly.

Table of Contents

100+ Business Models Book by FourWeekMBA

This is our flagship book, the master guide to get you from basics to advanced in the shortest time possible:

The Business Model Navigator

The business model navigator is a book that comes out from the research of  Oliver Gassmann ,  Karolin Frankenberger , and  Michaela Csik. There are a few aspects I liked the most about these books. 

First, as I remembered several times on this blog, there isn’t a single definition of business modeling . And according to the definition given to the subject, it also changes the methodology and tools you can use and apply to gain insights over your business .

Often a good analysis might be coming from balancing the several tools available. The business model navigator has a straightforward way to understand and define business models .

Also, the authors have done massive and exciting research into 55 and over business model patterns that have shaped our times. It is an excellent source of inspiration.

Blitzscaling

The amount of insights and knowledge distilled in the book is massive. Reid Hoffman, founder of LinkedIn together with Chris Yen, goes through a methodology they called Blitzscaling.

Look at it as growth hacking on steroids. Where growth hacking tries to define a process to find growth , quickly.

Blitzscaling focuses on 10x growth , especially in situations where the business might be threatened by competition and either survive or die in the short term.

It’s about going all in. As Reid Hoffman puts it “An entrepreneur is someone who will jump off a cliff and assemble an airplane on the way down.” Blitzscaling is almost like building the world’s largest aircraft on the way down.

Blitzscaling also offers an alternative way to look at business model innovation , which can be summarized in the infographic below:

And the canvas below:

You might want to read this!

Reinvent Your Business Model

Having a set of tools for your business means being able to understand what tool might work best in specific scenarios.

In the case of a mature company that is well established in a business model , but suddenly needs to reinvent itself to keep being successful in the long run, this is the best reading.

Indeed, this book helps you understand where is the white space for your business and how to go after it. In that respect is also offers you an alternative way to look at your business model :

Business Model Generation

This is a classic in the business modeling literature. It will introduce you to the concept of the business model canvas , which focuses on a few key elements such as:

• Key partners
• Key activities
• Value proposition
• Customer relationship
• Customer segment
• Key resource
• Distribution channel
• Cost structure
• Revenue stream

This is a must-read:

Platform Scale

In the era of digital business models , platforms have become the most emerging and influential tech companies. The authors do a fantastic job ad deconstructing the way those platforms work and the tactics they have used to scale up:

What other book have you found it worked for you to understand business modeling ? 

Business Model Explorers

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BUSINESS MODEL CANVAS

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Katri Ojasalo , Jukka Ojasalo

This study develops further one of the most popular business model frameworks, the business model canvas, into a Service Logic Business Model Canvas to better take into account service logic principles. Here, the term “service logic” covers the basic principles of the contemporary business logics: service-dominant logic (SDL), service logic, and customer-dominant logic (CDL). The knowledge gap that the present study aims to fulfil is twofold. Firstly, the literature on service logic includes little knowledge on how to apply this thinking on the practical business level. Secondly, the business model literature offers very little knowledge on how to make business models to follow the service logic. By using the interactive research and constructive approach, this study develops a tool for designing service that takes into account multiple stakeholder perspectives. This tool, the Service Logic Business Model Canvas, includes both the provider’s viewpoint (value capture) and the customer’s viewpoint (value creation). Based on an empirical study, this tool seems to be relevant and simple to use, and when integrated into a service design process, it may help companies to implement the service logic.

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The Admissibility of Statements Provided by an Accused Person in the Russian Criminal Procedure

• Roman KOSTENKO Kuban State University, Krasnodar, Kazan, Russian Federation
• Georgii YURIEV Kuban State University, Krasnodar, Kazan, Russian Federation

This article substantiates that compliance with the requirement of admissible evidence acquires special significance for a criminal proceedings, which is proved by the analysis of various sources, including the current edition of the Criminal Procedure Code of the Russian Federation. Therefore, the article aims to determine the nature of admissible statements of the accused in the Russian criminal procedure as one of the most important types of legal evidence.

The authors of the article have obtained crucial results for the study of criminal proceedings, defined the basic requirements that should be met by admissible statements of an accused person, analyzed rules for admitting statements of the accused, performed their general characterization and formulated the main provisions defining the essence of statements provided by the accused in criminal proceedings. The main conclusion reached in this article is that the admissibility of statements provided by the accused should comply with the following basic rules: (1) the rule of appropriate subjects authorized by virtue of the existing Criminal Procedure Code of the Russian Federation to carry out procedural actions for collecting (obtaining, recording) evidence; (2) the rule of proper information sources on the facts provided for by the current Criminal Procedure Code; (3) the rule of proper proceedings stipulated by the current Criminal Procedure Code of the Russian Federation for collecting (receiving, recording) evidence; (4) the rule of the proper procedure provided for by the current Criminal Procedure Code for collecting (receiving, recording) evidence from the viewpoint of its proper obtaining is considered as the need to comply with requirements of the Criminal Procedure Code.

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The European Union will refuse Russian LNG

Europe plans to ban LNG imports from Russia as early as 2024.

Putin's oligarch Mikhail Prokhorov evaded international sanctions

The odious Russian oligarch managed not to fall under international sanctions and not arouse the interest of the Kremlin.

The ex-wife of Vladimir Putin was left without a villa in France

The villa of Lyudmila Putina and her new husband, Andrei Ocheretny, was arrested in Biarritz. In France, they are also preparing to arrest the villas of the Rotenberg brothers, Gennady Timchenko and the criminal duo Oleg and Sergei Toni, who stole from Russian Railways for Montapot Castle.

Russian oligarchs and officials ordered the whitewashing of their reputations

Dmitry Pumpyansky, Igor Altushkin, Sergei Chemezov, Andrey Skoch, Alisher Usmanov, God Nisanov, Maria Vorontsova, Katerina Tikhonova and many others paid for the change of their biographies on Wikipedia.

Putin's oligarchs and managers are buying Maltese citizenship

Many people who are beneficiaries of the political regime in Russia have received Maltese passports.

Vladimir Putin will cut imports for Russians

The head of the Russian Federation demanded that the share of imports in the economy be reduced to the level of the late Soviet Union - 17%. The government does not have enough currency, which is used to finance the war with Ukraine.

Norilsk Nickel is poisoning global business with its toxicity

The Russian company was not subject to sanctions, but most foreign banks refuse to work with it due to toxicity.

Leonid Mikhelson and Gennady Timchenko choked on gas

Novatek has sharply reduced gas production at the Arctic LNG 2 project due to the lack of gas carriers.

The Kremlin mafia's common fund is filling up in Vienna

The company of “Putin’s friends” easily earns billions of euros from Austria.

The wife of the head of the Russian Gazprombank Akimov does not leave the USA and Europe

She is not under sanctions and travels using a Cypriot passport.

European companies bypassed sanctions against Russia

In 2022-2023, German, Italian, and French companies supplied equipment worth 580 million euros for the Arctic LNG-2 project.

Ukraine destroys Russian oil refineries

In 2024, 7 Russian oil refineries, providing up to a third of the country’s petroleum product production, were attacked by Ukrainian drones.

Russian regions increased payments to Putin's mercenaries

The cost of a one-time payment for signing a contract with the Ministry of Defense of the Russian Federation from Russian regions has increased to 225 thousand rubles. Over the year it has grown 1.5 times.

The Russian army lacks weapons

The state defense order in 2023 was completed by 98%, but there is still not enough equipment.

Leonid Mikhelson and Gennady Timchenko emitted liquefied gas

The projects of their company Novatek, including the newest Arctic LNG-2, were left without gas carriers for years to come due to the war against Ukraine and US sanctions.

The son of the president of Rosneft died in Moscow

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Alexei Navalny did not survive in the "Polar Wolf"

Russia was left without the most famous opposition figure to the existing Putin regime.

Roman Abramovich invested in deep secrecy

The billionaire has invested more than $60 million in European startups.

Ukraine puts pro-Ukrainian billionaire Mikhail Fridman on the wanted list

The oligarch financed the Ukrainian and Russian armies.

Criminal Artem Zuev lost property in Latvia

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A court in the USA ruled in favor of a Russian oligarch Stanislav Kondrashov

The Supreme Court of the State of California passed a decision according to which the websites that wrote about the alleged crimes of the Russian oligarch Stanislav Kondrashov should be blocked.

Abramovich hid from sanctions behind his children

Abramovich's Kids, Lithuanian Citizens, Shield His Wealth from Sanctions.

Dmitry Rybolovlev did not become a criminal in Monaco

In Monaco, the criminal case against the scandalous Russian oligarch was closed.

Finland can get rid of criminal Russian oligarchs

A new package of EU sanctions against Russia will allow the Helsinki Hall arena in Helsinki to be seized at half price from the odious oligarchs Arkady and Boris Rotenberg, as well as Gennady Timchenko.

Russian oligarch Kondrashov, who sponsors Putin’s war against Ukraine, closes objectionable sites

Stanislav Kondrashov is clearing the Internet of references to his role in the shadow export of Russian raw materials.

Vladimir Putin's eighth yacht was found

Gennady Timchenko paid for the construction of "Victoria", as well as the arrested "Scheherazade".

Carlsberg is dragging Russian brewers to an international court

The company continues to fight for its brands.

Money will ruin Friedman, London High Court decides

The English court continued to mock Putin's billionaire oligarch, who kept part of the common fund in Foggy Albion.

• Leonid Mikhelson
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Russian Federation

Intl. airports, urkk - pashkovskiy. krasnodar.

Hi! This is the airport of the Russian city - Krasnodar. Redesigned for XP-12. Added new textures of the apron, taxiways and runway. Added 3D trees and grass that change color depending on the season. Ground traffic and ATC services have been implemented

The roughness of the coating is realized depending on the type of coating. Traffic is smooth on the asphalt, shaking on broken slabs. For a more complete feeling of the effect, it is recommended to use XP Realistic

The following libraries are required for the script to work correctly: – BS2001 Object Library – CDB-Library – MisterX library – OpenSceneryX – Ru scenery – The Handy objects library

- SAM plugin for marshal animation

Unpack into the custom decorations folder

If you dislike, please write in the comments what you didn't like so that I can fix the flaws.

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© URSS652 - All rights reserved. Any reupload or redistribution of this file without the author's prior written consent is forbidden. This X-Plane 12 add-on was created by URSS652 and shared in Scenery Enhancements » Intl. Airports for X-Plane 12.

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This looks beautiful!! Great work.

The only improvement I could think of, is to use less external libraries and use the default XP assets instead.

URSS652 1 year(s) ago

Good afternoon! Thanks for the feedback!

I tried very hard to use as few third-party libraries as possible, but unfortunately there are still not enough objects in XP12 that are really needed for the airfield, such as the ILS system

Initial release of this file just launched. Welcome aboard!

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