Source: Alex OsterwalderCustomer segmentsPeople or organizations an enterprise aims toreach.
For whom are we creating value?Who are our most Important customers?Source: Alex OsterwalderCustomer segments
Customer segmentsThey represent separate segments if Their needs require and justify a distinct offer They are reached through different distributionchannels They require different types of relationship They have substantially different profit abilities They are willing to pay for different aspects of theofferWho are Ikea’s customers?To whom is Ikea selling its products?
Bundle of products and services that create valuefor a specific Customer SegmentValue propositionSource: Alex Osterwalder
Value propositionWhat value do we deliver to the customers?Which problem are we helping to solve?Which customer needs are e satisfying?Source: Alex Osterwalder
Value propositionCustomer value creation Getting the job done Performance Customization Design Brand PriceIkea?Source: Alex Osterwalder
The way a company communicates with and reach itscustomers segments to deliver a value propositionSource: Alex OsterwalderChannels
Source: Alex OsterwalderChannelsHow do our Customers want to be reached?Through which channels are we reaching them now?How are we integrating them with customer routines?
Channels Raising awareness among customers aboutcompany’s products and services Delivering a Value proposition to customers Providing post-purchase customer supportIkea?
Describes the types of relationships a companyestablishes with a specific Customer Segment.Source: Alex OsterwalderCustomer relationships
Source: Alex OsterwalderCustomer relationshipsWhat type of relationship does each of ourcostumer segments expect us to establish andmaintain with them?
The cash a company generates from each customerSegmentSource: Alex OsterwalderRevenue streams
For what value are our customers really willing to pay?How much does each Revenue Stream contribute tooverall revenues?Source: Alex OsterwalderRevenue streams
Revenue StreamsThe different types of revenue streams Transaction revenues resulting from one-timecustomer payment Recurring revenues resulting from ongoingpayments to either deliver a value proposition tocustomers or provide post-purchase customersupportIkea?
The most important assets required to make abusiness model work.Source: Alex OsterwalderKey resources
What Key Resources do our Value Proposition require?Our Distribution Channels? Customer Relationship?Revenue Streams?Source: Alex OsterwalderKey resources
Source: Alex OsterwalderKey resourcesType of resources• Physical• Intellectual• Human• Financial Ikea?
The most important things a company must doto make its business model workSource: Alex OsterwalderKey activities
Source: Alex OsterwalderKey activitiesWhat Key Activities do our Value Proposition require?Our Distribution Channels? Customer Relationship?Revenue Streams?
Key activitiesSome categories Production Marketing Problem solving NetworkIkea?
Describes the network of suppliers and partners that makethe business model workSource: Alex OsterwalderKey partners
Who are our Key Partners/Suppliers? Which Keyresources/activities are we acquiring from partners?Source: Alex OsterwalderKey partners
Key partnersMotivation for creating partnerships Optimization and economy of scale Reduction of risk and uncertainty Acquisition of particular resources and activitiesIkea?
All costs incurred to operate a business modelSource: Alex OsterwalderCost structure
Source: Alex OsterwalderCost structureWhat are the most important costs in our business model?Which Key Resources/Activities are most expensive?Ikea?
Source: Alex Osterwalder
Source: Alex Osterwalder
Developed by Ash Maurya in2012 Documented in “Running Lean” Adaptation of BM canvas Focus on learning More actionable Designed for Web startups