Kus Pro: Module 5 - Business Model Canvas

This programme has been funded with
support from the European Commission
Business Model Canvas
MODULE 5 - Business
Model
"The support provided by the European Commission for the production of this publication does not constitute
an endorsement of its contents, which reflects the views only of the authors; the Commission cannot be held
responsible for any use which may be made of the information contained therein.

1 2 3 4
BACKING ENTREPRENEURIAL INITIATIVES IN THE CULINARY SECTOR
The proposal
of value
Contents
The clientele
The business
model
1.1 The
Business Model
Canvas
2.1 Flows
of income
3.1 The relationship
customer
3.2 Channels
of distribution
4.1 Partners
4.2 Resources
4.3 Costs
Key activities

Introduction
After having
• Analysed, your economic environment (global market, corporate market,
competition...),
• Defined the mission and vision of your company,
• and set your business strategy.
It is time to gather all this information in a synthesis document the BUSINESS MODEL.

1 - The business model - Definition
What is a business model?
The business model is the heart of the business
plan. It is the starting point, the original idea
that allows a company to stand out from the
competition and hope to make money.
Going further, the business plan

1 - The business model
Based on the business model, you can then translate your idea into your business plan,
which will include various elements: projected balance sheet, projected income
statement, cash flow plan, cash flow statement. This part is not covered in KUS Pro.
"A business model describes how your organisation creates, delivers and
collects value".

1.1 The CANVAS* business model
by Alexander Osterwalder
The Canvas business model is a tool that is used to simply transcribe a
company's business model. It is perfectly adapted to the creation phase,
and can also be used for the launch of a new product or service.
It allows you to map the key elements of your project and organise them
into a whole, firstly coherent, then relevant, and even innovative.
* "Matrix" in French

The CANVAS business model (Continued)
by Alexander Osterwalder
The CANVAS or MATRIX is the main visualization and modeling element of
the business model. It shows all the flows between the different
components of your company.
It is represented by 9 key components and elaborates on how your product
or service is distributed to your customers and how the revenue reaches
your business. It also shows the different cost structures, how each
component interacts with the others and highlights the key factors to
implement your business.

1.1 The Business Model Canvas
This representation provides an
overall view of the different
components of the business model.
All these elements cannot be
considered in isolation.
The canvas makes it possible to take
all these components into account
and to reveal the strengths and
weaknesses of the whole.

1.1 The Business Model Canvas
Three zones :
• Central part: the value
proposition.
• On the right: links with
customers.
• On the left, the key activities and
what produces the value
proposition
A change in channel, customer
target or pricing model impacts all
components of the model.

2 - The value proposition
Your value proposition is the element
central to your business. There is a
multitude of competing restaurants . Here you can
must answer several questions:
What does the customer gain by coming to your place to
consume?
• Is my offer varied?
• Do I have a speciality?
• Mon restaurant est-il innovant ? (wireless call button,
app...)
• Is my branding* attractive?
• Services (on-site, take-away, catering)
• Meals only at lunchtime or lunch and dinner or all day long.
* Brand image.

2.1 Income flows
Your projected revenue streams must be
consistent with your investments and the
time you will spend at work.
How will you charge for your products and
services :
• Sales of dishes on site
• Delivery
• Catering for birthdays and anniversaries,
corporate events.
What percentage of turnover do you wish to
generate from each of the above
consumption modes? Which offer generates
the most revenue?

3 - The clientele
Based on the customer survey, you have
identified one or more "segments" or
homogenous customer sets.
To differentiate between them, ask yourself the following questions:
• Do any of your customers require a separate offer?
• Are they served by different distribution channels?
• Do they all have the same level of profitability?
Please note that lunchtime customers may be a different target than evening
customers depending on the location of your business.

3.1 - Customer relations
It is a set of means
implemented to capture and
build customer loyalty.
• What types of relationships do your
What do customers want?
(Individualised, standardised, fast, "de luxe", basic, on loyalty...)
• What kind of relationships do you want to establish?
• At what price for the user and at what cost to you?
In order to define and implement this customer relationship you
need to know your customer, his expectations and challenges.

3.2 - Distribution channels
It is a set of means
implemented to deliver the
customer value proposition
Today it is important to
to get out of your premises to get
To know!
Check the real usage figures of your channels :
• How many customers use the web to find out about the catering offer, to compare, to buy,
to complain,...?
• Which channel combinations?
• Do you master these channels or are they sub-contracted to third parties (ubereat
deliverers, liferando..., platforms,...).
Please note that depending on your positioning, your delivery system must correspond to your
branding.

4 -Key activities
What are the key activities
essential to my production
of value?
• How do I get my supplies?
• How do I produce?
• How do I stock?
• How do I organise the service, packing, delivery and cleaning?
• These activities can be carried out internally (using key resources) or
externally through partnerships.

4. 1 - The partners
Who are your key partners?
Whether they are distributors, distributors
sub-contractors, intermediaries...list
those that are indispensable
(e.g.: suppliers, resellers...).
First, list those without whom you would not be able to
could not produce the same value proposition.
Be the best friend of your suppliers !!! they allow you to create
your value proposition without which there is no project. And
don't forget the partners for the maintenance of your equipment
(fridges, motorbikes, cars...), they are essential to be able to
continue to produce without long downtime.

4.2 Resources
What are the key resources
necessary for my production
value and which are held
by the company?
They can be material:
• equipment, buildings,
vehicle fleet
immaterial :
• trademarks, patents, licences, branding... Possibility of financing, credit
lines with suppliers...
and human :
• qualified personnel, subcontractors.

4.2 Costs
This is the total cost of your business model.
The aim here is not to give figures but to
analyse the following points: what are your
major costs? Are they fixed, variable,... Which
resources, activities, channels, partnerships,...
cost you the most?
See module 4: costing

It's up to you!
Business canvas to be completed
Business Plan Model

LEXICO [i][ii]
i]
Source 1: http://www.dictionnaire-commercial.com/, le 26 /06/2020
ii]
Source 2: https://www.definitions-marketing.com/ , on 29/06/2020
Value (Marketing Definition): This is the promise of value that you will deliver to
your users. It is the main reason your customers buy your products.
Branding or brand image: The term "branding" generally refers to a marketing
or advertising logic that seeks above all to position a brand favourably in the
mind of the consumer.

Kus Pro: Module 5 - Business Model Canvas

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