The Non-profit

Day Month Year

The Business Model Canvas

On:
Designed for: Designed by:

Business Model Canvas

No.
Iteration:

Key Partners
[people who do things that we don’t do ourselves]
Activities
Key Activities Value Propositions
Proposition Customer Relationships
Relations Customer
Co-creatorsSegments
Who are our Key Partners? What Key
What KeyActivities
Activitiesdo
doour
ourValue
ValuePropositions
Propositionsrequire?
require? value do we
What value we deliver
deliver to
to Co-creators?
the customer? What type
type of relationship do
does each
each of of
ourour Customer expect us
Co-creators For whom are we creating value?
Who are our key
Key suppliers?
Suppliers? Distribution Channels?
Our Channels? Which one
Which one of our Co-creators’
customer’s problems
problemsarearewe wehelping
helpingtotosolve?
solve? to establishexpect
Segments and maintain with them?
us to establish and maintain with them? Who are our most important customers?
Co-creators?
Which Key
Key Resources
Resources are
are we
we acquiring
acquiring from
from partners? Customer Relationships?
Co-creator Relationships? What services
What bundles(or,
of products and services
in some cases, products)areareweweoffering
offeringtotoeach
eachCustomer Segment?
Co-creator segment? ones have wehave
Which relationships established?
we established? ‘challenge’ (‘tough love’) examples
Mass Market
Businesses/corporations
Which Key
Key Activities
Activitiesdo
dopartners
partnersperform?
perform? Revenue streams?
Value-streams? Which Co-creator
Which customer needs
needsare
arewewesatisfying?
satisfying? How are they integrated with the rest of our business model?
engagement model? Niche Market
Governments
Segmented
motivations
motivations for
Optimization
for partnerships:
partnerships:
and needs
economy
categories
categories
Production
characteristics
examples
Newness
costly are
How costly are they?
they? (in terms of which values?) General public
Diversified
Multi-sided Platform
Addressing other in the enterprise Events/actions/campaigns Respectful/non-violent challenge ‘allies’ examples
Reduction of risk and uncertainty
Fundraising Problem
Direct Solving with co-creators
engagement Performance
Practical assistance towards ‘protecting and sustaining a green and peaceful world’ examples
examples
Other activists/NGOs
Acquisition of
of particular
particular resources
resources and
andactivities
activities Platform/Network
Legal action (including engagement in reframing of law) Customization Direct action
Personal assistance Supporters/fundraisers
Research/training “Getting the Job Done” Self-servicePersonal Assistance
Dedicated (also purchasers of Green products)
[in this context, Co-creators are often also Partners, and vice versa] Design Personal interaction
Self-Service
Brand/Status Communities
Automated Services
Price Communities
Cost Reduction Co-creation
Risk Reduction
Accessibility
Convenience/Usability

Key Resources
Resources Channels
What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments
What Key Resources do our Value Propositions require? Through which Channels can our Co-creators be reached,
Our Distribution Channels? Customer Relationships? want to to
or want be be
reached?
reached?
Our Channels?
Revenue Streams? How are we reaching them
How are we reaching them now?now?
Co-creator Relationships?
types of resources How are our Channels integrated?
How are our Channels integrated?
Value-streams?
Physical
Intellectual (brand patents, copyrights, data) Which ones work best?
Which Channels work best?
Human
types of resources
Financial
Physical Which ones are most cost-efficient?
Which Channels are most cost-efficient and/or value-effective?
Information
Human How are we integrating them with customer routines?
How are we integrating each Channel with the processes and
Financial channel phases:
Brand practices of our Co-creators?
1. Awareness
Trust How do we raise awareness about our company’s products and services?
channel phases:
2. Evaluation
1. Awareness
How
How do
do we
we help
raise customers
awareness evaluate
about ourour organization’s
organisation, Value
its aims andProposition?
its services?
3. Purchase
2. Evaluation
Howdo
How dowe
weallow
help Co-creators
customers evaluate our specific
to purchase impact? products and services?
3. Support
4. Delivery
How do we allow Co-creators to donate or purchase specific products and services?
How do we deliver a Value Proposition to customers?
4. Delivery
5. After
How dosales
we deliver a Value Proposition to Co-creators?
How do we provide
5. Ongoing post-purchase customer support?
relationship
How do we provide ongoing support?

Cost Structure outlay and costs

Value-streams: Revenue Streams
Value-streams: returns
What are the most important costs inherent in our business model? For what value are our customers really willing to pay?
Which Keythe
What are Resources are mostcosts
most important expensive?
inherent in our engagement model? – in terms of what values? For whatways
In what do they
willcurrently pay? return value? – in what forms of value?
our Co-creators
Which Key Resources
Which Key Activities are
aremost
most expensive?
expensive? – in terms of what values? How are they
For what currently
do they paying?
currently contribute?
Which Key Activities are most expensive? – in terms of what values?
is your business more:
Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)
How
How would
are theythey prefer contributing?
currently to pay?
Value
sampleDriven ( focused on value creation, premium value proposition)
characteristics: How
How much
woulddoes
they each
preferRevenue Stream contribute to overall revenues?
to contribute?
Fixed costs (salaries, rents, utilities)
sample
Variablecharacteristics:
Fixed
costs How much does each Value-stream
types:
Asset sale
contribute
fixed pricing
List Price
to overall success
dynamic pricing of the enterprise?
Negotiation( bargaining)
Economies of(salaries,
Costs scale rents, utilities)
Variable costs Usage
types:fee Product feature dependent Yield Management
Economies of scope Subscription Fees Customer segment dependent Real-time-Market
Economies
Activities thatscale
of place values at risk (e.g. confrontations that may turn violent, wastefulness, relations that may become needlessly confrontational) Supporter donations
Economies of scope Lending/Renting/Leasing
Campaign impact Volume dependent
Licensing
Changed behaviour
Brokerage fees
Media coverage
Advertising

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