Benson Garner PDF

BENSON GARNER, 
BUSINESS DESIGNER
Innovation Management for

Maximum Efficiency and Productivity
@BENSON GARNER 
BENSON@BENSONGARNER.COM
PRESENTED BY:
BENSON GARNER
LECTURE
1 2
tools and slides courtesy of  

Strategyzer Academy
C R E AT E D BY
S T R AT E GY Z E R . C O M
& THE BUSINESS MODEL FOUNDRY
LECTURE
3 4
Designed for: Designed by: Date: Version:
The Business Model Canvas

Key Partners Key Activities Value Propositions Customer Relationships Customer Segments
Key Resources Channels
Cost Structure Revenue Streams
designed by: Business Model Foundry AG

The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
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5 6
7 8
The Business Model Toolbox Strategyzer.com
iPad app Web app
9 10
The Value Proposition Canvas
Value Proposition Customer Segment
Gain Creators Gains
Products Customer
& Services Job(s)
Pain Relievers Pains
Copyright Business Model Foundry AG

The makers of Business Model Generation and Strategyzer strategyzer.com
11 12
time
machine....
13 14
[sources: Henry Chesbrough, photo: life.com] [sources: Henry Chesbrough, photo: xerox.com]
15 16
revenue growth of  
41%
compounded for the next
20 years
[sources: Henry Chesbrough, photo: xerox.com]
17 18
2012 revenue of $50.2

billion
($10.7 billion net income)
19 20
they focused on product innovation
Lessons alone
Learned they empower the product through
the business model
21 22
they simply copied from they could prove in advance

competitors that the model would work
they invented a new they had to take some risk and
business model experiment
23 24
decision
attitude:
it’s easy to
come up with
alternatives,
but difficult to
choose
between them
25 26
abc E D
PIR
Yesterdays
EX
dominant business models
and value propositions
existing choices
27 28
music RE D publishing
R E D
X P I X P I
E
industry E
industry
29 30
pharma
E X P I
industry
31
RE D
EX? PIR E D
What about
your industry?
32
deciding among
existing options is not
enough anymore
abcgko
existing choices designing alternatives
33 34
abcgko
making choices
How do you design business model

and value proposition alternatives?
35 36
?
how do (business) people
traditionally discuss
innovation and strategy?
37
(smart people sitting around a table)
38
39 40
41 42
43
?
do you know what this
phenomena is called?
44
the land of ...
blah
blah
blah 45 46
Version:
Date:
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Key Resources
Custome
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47 48
49 50
Zoom out
The
Environment Map
helps you understand the context
in which you create.
The
Business Model Canvas
helps you
create value for your business.
The
Value Proposition Canvas
helps you
create value for your customer.
Zoom in
51 52
proactively adapt and
evolve the business
model and value Are you creating value for your business?
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
proposition ?
?
?
?
Are you creating value for your business?

bigger picture to
Zoom out to the
? ? Zoom in to the
detailed picture to
analyze if you can investigate if the
-Zoom +Zoom
profitably create, customer value
deliver, and capture proposition in your
value around this business model
? ? particular customer really creates value
value proposition. for your customer.
?
? ?
Zoom out to the

bigger picture to
? ? Zoom in to the
detailed picture to
The Business Model Canvas makes explicit how you analyze if you can investigate if the
-Zoom +Zoom
? ?
particular customer really creates value
? value proposition. for your customer.
Are you creating value for your customer?
? ? The Value Proposition Canvas makes explicit how
you are creating value for your customers.
Zoom out to the
bigger picture to
? ? Zoom in to the
detailed picture to
-Zoom +Zoom
deliver, and capture proposition in your 169
particular customer really creates value * Working preview content for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos

The Value Proposition Canvas makes explicit how
Are you creating value for your customer? 169

* Working preview content for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos
169
53 54
To get beyond the “decision

Lessons attitude” we must design
multiple business model
Learned alternatives
55 56
The Business Model Generation
methods and tools create a visual
language that gets us beyond the
land of blah blah blah
57
?
how much did the cost of home
coffee consumption change for
Swiss households over the last
couple of years?
58
+600% +800%
Nespresso
changed the business model
for espresso
59 60
still one of the fastest-
average growth of 30%
growing businesses in
p.a. since 2000
the Nestlé group
61 62
approx. 4 billion CHF annual

revenue with 1 product line
(4.2B USD)
63
?
what is a business model?
64
def.
Business Model
(busi·ness-mo·del)
a business model
describes the rationale
for how an organization
creates, delivers, and
captures value
65 66

Business
Model
Canvas Cost Structure Revenue Streams

67 68
CUSTOMER SEGMENTS VALUE PROPOSITIONS
the different groups of people or organizations your organization describes the bundle of products and services that create
aims to help with getting a job done value for a specific customer segments
images by JAM images by JAM
69 70
CHANNELS CUSTOMER RELATIONSHIPS
outlines the customer touch points through which an organization describes how an organization gets, keeps, and grows
interacts with each of its customer segments to communicate and each customer segment and what type of
deliver a value proposition relationships it entertains with each of them
71 72
REVENUE STREAMS KEY RESOURCES
represents the type of revenues an organization generates from each describes the most important assets required to make a
customer segment for a specific value proposition business model work
73 74
KEY ACTIVITIES KEY PARTNERS
describes the most important things a company must perform outlines the network of suppliers and partners that make
to make its business model work the business model work
75 76
key activities value proposition customer relationships
COST STRUCTURE
key partners customer segments
cost structure revenue streams
key resources
describes all costs incurred to
operate a business model channels
77 78
key activities value proposition customer relationships
key partners customer segments
cost structure revenue streams
key resources
channels
79 80
CANVAS OVERLAY CANVAS OVERLAY
KEY KEY OFFER CUSTOMER CUSTOMER KEY KEY OFFER CUSTOMER CUSTOMER
PARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS PARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS
KEY CHANNELS KEY CHANNELS

RESOURCES RESOURCES
COST STRUCTURE REVENUE STREAMS COST STRUCTURE REVENUE STREAMS
81 82

building building
block block
building
block building building
block block
building
block
example:
building
block
building
Nespresso
block
building
block
building
block building
building
block block

BusinessModelGeneration.com/canvas
83 84
Nespresso Nespresso
Key Partners Key Activities Value Customer Customer Key Partners Key Activities Value Customer Customer
Proposition Relationships Segments Proposition Relationships Segments
club
Nespresso
facturer households facturer households

machine manu Nespresso machines machine manu Nespresso machines
retail retail
Key Resources Channels Key Resources Channels
so pods
Nespres Nespresso
business distribution channels
.com
mail order & call s

center Nespresso store
Cost Revenue Cost Revenue

Structure Streams Structure Streams
1 x machine 1 x machine
sales sales
85 86
Nespresso Nespresso
why different
channels? switching costs
club club
Nespresso Nespresso
broad
acquire and lock-in
Nespresso machines
distribution
patents
retail brand retail
so pods so pods
Nespres Nespresso Nespres Nespresso
distribution channels distribution channels
.com .com
mail order & call s mail order & call s

center Nespresso store center Nespresso store

sales sales
87 88
Nespresso Nespresso
switching costs
club club
Nespresso Nespresso
acquire and lock-in production acquire and lock-in

Nespresso machines Nespresso machines

patents patents
brand retail brand retail
coffee growers
so pods so pods
.com .com

center Nespresso store coffee production facilites center Nespresso store
recurring
revenues
direct sales = higher
Cost Revenue margins Cost Revenue
sales sales
production
repetitiv repetitiv
e pod sal e pod sal
es es
89 90
Nespresso Nespresso
B2C distribution B2C distribution
marketin g marketin g
brand Nespresso
club brand Nespresso
club
production acquire and lock-in production acquire and lock-in

Nespresso machines Nespresso machines

d patents d patents
bran brand retail bran brand retail
brand
Key Resources Channels brand
coffee growers coffee growers

so pods so pods
.com .com

coffee production facilites center Nespresso store coffee production facilites center Nespresso store

g& g&
marketin B2C dis
tribution
sales marketin B2C dis
tribution
sales
braing
nd production braing
nd production
brand repetitiv brand repetitiv
e pod sal e pod sal
es es
91 92
Each business model
building block reinforces
the others
93
!
Before their success, they had
the wrong business model and
almost went bankrupt!
94
Nespresso
Key Partners Key Activities Value Customer Customer

Proposition Relationships Segments
machine
turer offices
the right business model can
be the difference between
manufac
Nespresso system
joint venture with

manufacturer success and failure for the
same product
Cost Revenue
Structure Streams
95 96
97 98
they built a portfolio, which

sustained their growth and
diversified risk
99 100
def.
zooming into the value proposition Value Proposition

(val·ue-pro·po·si·tion)

a value proposition
describes the  
benefits customers
designed by: Business Model Foundry GmbH, Switzerland

www.businessmodelgeneration.com
can expect from a
Outcome
bundle of products and

If a Pain reliever or Gain creator doesn't Fit
anything, it may not be creating customer
value. Don't worry if not all pains/gains are
checked – you can't satisfy them all. Ask
yourself, how well does your Value Proposi-
tion really fit your Customer?
71
services
101 102
CUSTOMER JOBS
value map customer profile
CONCEPT
Job context
Customer jobs often depend on the specific
context in which they are performed. The context
may impose certain constraints or limitations. For
example, calling somebody on the fly is different
when you are traveling on the train or when you
are driving a car. Or, going to the movies with your
kids is different than going with your partner.
Outcome
Fit
Job importance
If a Pain reliever or Gain creator doesn't Fit
anything, it may not be creating customer
It is important to acknowledge that
not all jobs have the same impor-
+
important
value. Don't worry if not all pains/gains are tance to your customer. Some are
checked – you can't satisfy them all. Ask important in a customer’s work or
yourself, how well does your Value Proposi-
life because, for example, fail-
Create Observe
tion really fit your Customer?
-
ing to get them done could have insignificant
significant ramifications. Some are
insignificant because the customer cares about
The set of value proposition benefits that you design to attract customers. The set of customer characteristics that you assume, observe, and verify in the market.
other things more. Sometimes a customer might
find a job important because it occurs frequently
or because its bad or desired outcome can be
felt or experienced immediately. Customers
often, but not always perceive jobs as important
when the failure to get them done has significant
consequences.
30 31
71
what customers are trying to get done in their work and in their lives;  
tasks to perform, problems to solve, needs to satisfy * The “jobs-to-be-done” concept was invented, refined, and popu-
larized by two consulting companies, Innosight and Strategyn.
37
103 104
CUSTOMER PAINS CUSTOMER GAINS
The following list of trigger questions The following list of trigger questions
can help you think of different potential can help you think of different potential
customer pains: customer gains:
ǃɲ What does your customer find too costly? E.g. ǃɲ Which savings would make your customers
does it take them a lot of time, cost them too happy? E.g. which savings in terms of time,
much money, or require substantial efforts? money and effort would they value?
ǃɲ What makes your customer feel bad? E.g. what ǃɲ What quality levels do they expect and what
are their frustrations, annoyances, or the things would they wish for more or less of?
that give them a headache? ǃɲ How do current solutions delight your custom-
ǃɲ How are current solutions underperforming for ers? E.g. Which specific features do they enjoy,
your customer? E.g. which features are they what performance and quality do they expect?
missing, are there performance issues that ǃɲ What would make your customers’ jobs or life
annoy them, or malfunctions they mention? easier? E.g. Could there be a flatter learning
ǃɲ What are the main difficulties and challenges curve, more services, or lower costs of owner-
your customers encounter? E.g. do they under- ship?
stand how things work, do they have difficulties ǃɲ What positive social consequences do your
getting certain things done, or do they resist customers desire? E.g. what makes them look
certain jobs for specific reasons? good, increase their power or their status?
ǃɲ What negative social consequences do your ǃɲ What are customers looking for most? Are they
customers encounter or fear? E.g. Are they searching for good design, guarantees, specific
afraid of a loss of face, power, trust, or status. or more features?
ǃɲ What risks do your customers fear? E.g. Are ǃɲ What do customers dream about? E.g. What do
they afraid of financial, social, or technical risks, they aspire to achieve or what would be a big
or are they asking themselves what could go relief to them?
awfully wrong? ǃɲ How do your customers measure success and
ǃɲ What’s keeping your customers awake at night? failure? E.g. How do they measure performance
E.g. What are their big issues, concerns, and or cost?
worries? ǃɲ What would increase your customers’ likelihood
ǃɲ What common mistakes do your customers of adopting a solution? E.g. do they desire
make? E.g. Are they using a solution the wrong lower cost, less investment, lower risk, or better
way? quality?
ǃɲ What barriers are keeping your customers
from adopting a solution? E.g. Are there upfront Link to these trigger questions online:
investment costs, a steep learning curve, or are xxx
describe bad outcomes, risks, and obstacles related to customer jobs their other obstacles preventing adoption? describe the more or less expected benefits the customers are seeking
Link to these trigger questions online: 39 41
105 106
“The focus should

be on what jobs
“Jobs-to-be-done
offers a clear way to
customers are innovate.”
trying to get done. ” – Clay Christensen,
HBS
– Tony Ulwick, Founder
Strategyn
107 108
PRODUCTS & SERVICES PAIN RELIEVERS
CONCEPT CUSTOMER
CONCEPT VALUE PROPOSITION

a list of all the products and services a value proposition is built around describe how your products and services alleviate customer pains
52 54
109 110
?
GAIN CREATORS
CONCEPT VALUE PROPOSITION
Why do  
businesses fail?
describe how your products and services create customer gains

56
. Test those first!
111 112
Customers expect and desire a lot from products
and services. Yet, they also know they can’t have
it all. Focus on those gains that matter most to
customers and make a difference.
CONCEPT 1.3
Are you
addressing
essential
customer
gains?
Fit
You achieve fit when customers get Your customers are the judge,
excited about your value proposition jury and executioner of your
which happens when you address value proposition. They will be
important jobs, alleviate extreme
pains, and create essential gains
that customers care about. As we will
Fit merciless if you don’t find fit!
explain throughout the book, Fit is
http://media.100firsthits.com/2013/11/Startup-Mistakes-Infographics.png
hard to find and maintain. Striving for
fit is the essence of value proposition
design.
Are you
addressing
extreme
customer
pains?
Customers have a lot of pains. No organization
2014
can reasonably address all of them. Focus on
those “headaches” that matter most and are
insufficiently addressed.
66 67
113 114
3
Three kinds of fit Business Model Fit
Multiple Fits
rching for Fit
Customer Customers
2
Product-Market Fit
Stay Rent
Costs
1
Problem-Solution Fit
115 116
Design, Test, Repeat
CONCEPT 1.3
design
Key Partners Key Activities
Designed for:
Value Propositions
Key Partners
Designed by:
Key Activities
Customer Relationships
Date: Designed for:Version:
Value Propositions
Customer Segments Key Partners
Designed by:
Key Activities
Date: Designed for:
Version:
Value Propositions
Customer Segments
Designed by:
Date:
Customer Segments
Key Partners
Version:
Key Activities
Designed for:
Value Propositions
Designed by:
Date:
Customer Segments
Version:
Designed for:
Value Propositions
Designed by:
Gain Creators
Date:
Customer Segments
Version:
Designed for:
Value Propositions
Designed by:
Date:
Customer Segments
Version:
Gains
10m
Key Resources Channels Key Resources Channels Key Resources Channels Key Resources Channels Key Resources Channels Key Resources Channels
The Value Proposition Canvas The Value Proposition Canvas The Value Proposition Canvas The Value Proposition Canvas The Value Proposition Canvas The Value Proposition Canvas
Value Proposition Customer

Value Segment
Proposition Customer
Value
Segment
Proposition Customer Segment Value Proposition Customer Segment Value Proposition Customer Segment Value Proposition Customer Segment
Cost Structure CostRevenue

Structure
Streams Cost Structure
Revenue Streams Revenue Streams Cost Structure Revenue Streams Cost Structure Revenue Streams Cost Structure Revenue Streams
Gain Creators Gains Gain Creators Gains Gain Creators Gains Gain Creators Gains Gain Creators Gains Gain Creators Gains
or 1b+
Products Products Customer Products Customer Customer Products Customer Products Customer Products Customer
& Services & Services Job(s) & Services Job(s) Job(s) & Services Job(s) & Services Job(s) & Services Job(s)
designed by: Business Model Foundry GmbH, Switzerland designed by: Business Model Foundry GmbH, Switzerland designed by: Business Model Foundry GmbH, Switzerland designed by: Business Model Foundry GmbH, Switzerland designed by: Business Model Foundry GmbH, Switzerland designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com www.businessmodelgeneration.com www.businessmodelgeneration.com www.businessmodelgeneration.com www.businessmodelgeneration.com www.businessmodelgeneration.com
Products Customer
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Pain Relievers Pains Pain Relievers Pains Pain Relievers Pains Pain Relievers Pains Pain Relievers Pains Pain Relievers Pains

strategyzer.com
strategyzer.com strategyzer.com
strategyzer.com
& Services strategyzer.com
strategyzer.com
strategyzer.com
strategyzer.com
Job(s)
search execution
Pain Relievers Pains
test
design testing
strategyzer.com
[Source: design squiggle adapted from Damien Newman, Central]
84 85
117 118
Design, Test, Repeat
design
CONCEPT 1.3
design
Gain Creators Gains
ION TO G
RVAT IN
OBSE Products TEST Customer
ENT
& Services SSM Job(s)
ASSE
7Q
UES
M
FROING
TIO
TEST
NS
TS G
POIN PIN
TING TOTY Pain Relievers Pains
STAR PRO
L
DE
test
MO
ESS
SIN
BU
ED
FAIL
strategyzer.com
84 85
119 120
test
? ?
?
a business model or ? ?
? ?
value proposition
Zoom out to the Zoom in to the
bigger picture to detailed picture to
S
ES
CC
-Zoom +Zoom
SU
might look great  

HYP
OTH
ESIS
on paper...

169
121 122

customer development
ES
HYPOTHESIS ? HYPOTH ? HYPOTHESI
n
?
HYPOTHESIS ? ? HYPOTHESIS
HYPOTHESIS
but it’s really

en-
? ESIS H?YPOTHESI
re
Zoom out to the HYPOTH Zoom in to the
bigger picture to detailed spicture to
with customers
just a set of
ou
-Zoom +Zoom
hypotheses PIVOT
S
HYPOTHE HYPOTHE
S
customer customer customer company
discovery validation creation building
HYPOTHESIS
HYPOTHESI SEARCH EXECUTION
[Source: based on Startup Owner’s Manual (2013) Blank & Dorf]
169
123 124
Testing the circle Testing the square
Provide evidence Provide evidence
showing “what” showing that your
customers care about customers care about
(the circle) before how your products
focusing on “how” to and services kill pains
help them (the square) and create gains
125 126
Testing Overview
TESTING VALUE PROPOSTIONS

Testing the rectangle
Provide evidence
Business Model Canvas
Key Partnerships Key Activities Value Propositions Customer Customer

+
Relationships Segments
showing that the Test Card
way you intend to Key Resources Channels
create, deliver,
and capture value
-
is likely to work 15
Extract Hypotheses Prioritize Hypotheses Design Test
220 Design Testing
127 128
What needs to be
Value Proposition
true for this
Customer Segment
feature to work
+ and create value?
!
How Does it
Gain Creators Gains
Create Gains
Learning Card
Products Customer
& Services ature
Pu t Fe Job(s)
Here
-
Prioritize Tests Run Tests Capture Learnings Make Progress
How Does it
Pain Relievers
Kill Pains
Pains

strategyzer.com
221
129 130
Test Card Learning Card
customer segment X
wants to save 5% on Y
talk to 20 potential customers
and give them a trackable link
with more information
how many of the
interviewees clicked on
the follow-up link
50% clicked the
link
131 132
The 1 (6) 2
The 1 (6) 2
Testing Testing
(re)Shape your Extract (re)Shape your Extract
ideas your ideas your
Hypotheses Hypotheses
Process INVALIDATED
5C
iterate or pivot
5A
UNCERTAIN
test more
Build
Process INVALIDATED
5C
iterate or pivot
5A
UNCERTAIN
test more
Build
Learning Card Test Card Learning Card Test Card
5 4 3 5 4 3
Capture Enter Design Capture Enter Design
Learnings the Learning Your Learnings the Learning Your
and Next Loop Tests and Next Loop Tests
Actions Actions
5B
VALIDATED
Learn Measure progress towards Learn Measure
next element
6
Measure
Progress
Customer Customer Customer Company
Discovery Validation Creation Building
133 134
Measure Progress Progress Board

Steve Blan
k
(Kaban) 1 (5)
(re)Shape your
ideas
2
Hypotheses
3
back to the drawing
board: iterate or pivot
Idea Designed Customer Assumptions Validated Value Proposition Validated

your design Tests
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step 4: decisions and actions step 4: decisions and actions
Therefore we will Therefore we will
Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer
Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer
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Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer
Prototyped Willingness to
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step 1: hypothesis step 1: hypothesis
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step 2: observation step 2: observation
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Data Reliability: Data Reliability:
Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer
step 3: learnings and insights step 3: learnings and insights
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step 4: decisions and actions
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Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer Critical:
To verify that, we will
advance to next step:

Test Cost: Data Reliability:
And measure
Time Required:
We are right if
move on in your quest to Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer
turn your idea into reality
1 2 3 Customer
Discovery
4 5 6 7 Customer
Validation
8 Customer
Creation
9
Company
Building 269
5
Measure Progress
273
135 136
To get beyond the “decision
Lessons attitude” we must design
multiple business model and
Learned value proposition
alternatives
137 138
The Business Model Generation

methods and tools create a visual Great products and services
language that gets us beyond the can fail with the wrong
land of blah blah blah business model
139 140
A better understanding of
a better business model the customer profile leads to
almost always outcompetes better value propositions
a better technology
141 142
The Business Model Canvas We can use the canvases to

and Value Proposition map existing models,
Canvas work together improve them,
and invent new ones
143 144
we can use design
techniques to come up with
better alternatives
Further
Resources
145 146
Get a PDF of the canvases free at Get free chapters at

www.strategyzer.com/canvas  www.strategyzer.com/books 
147 148
Feel free to
reach out
with any
questions
Design business models  
digitally at www.strategyzer.com 
149 150
Thanks and Innovation Management for
good luck! Maximum Efficiency and Productivity

PRESENTED BY:
@BENSON GARNER
BENSON@BENSONGARNER.COM
LECTURE
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The Business Model Canvas

Key Resources Channels

Cost Structure Revenue Streams

designed by: Business Model Foundry AG

iPad app Web app

The Value Proposition Canvas

Value Proposition Customer Segment

Gain Creators Gains

Pain Relievers Pains

Copyright Business Model Foundry AG

[sources: Henry Chesbrough, photo: xerox.com]

2012 revenue of $50.2

they simply copied from they could prove in advance

How do you design business model

can be made Revenue Streams

– Dan Roam, Author

Are you creating value for your business?

Zoom out to the

Are you creating value for your customer?

Are you creating value for your customer? 169

To get beyond the “decision

approx. 4 billion CHF annual

Designed for: Designed by: Date: Version:

The Business Model Canvas

Canvas Cost Structure Revenue Streams

designed by: Business Model Foundry AG

images by JAM images by JAM

CHANNELS CUSTOMER RELATIONSHIPS

images by JAM images by JAM

images by JAM images by JAM

KEY ACTIVITIES KEY PARTNERS

images by JAM images by JAM

cost structure revenue streams

images by JAM images by JAM

key activities value proposition customer relationships

key partners customer segments

cost structure revenue streams

images by JAM images by JAM

KEY CHANNELS KEY CHANNELS

COST STRUCTURE REVENUE STREAMS COST STRUCTURE REVENUE STREAMS

images by JAM images by JAM

Designed for: Designed by: Date: Version:

The Business Model Canvas

Cost Structure Revenue Streams

designed by: Business Model Foundry AG

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Cost Revenue Cost Revenue

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Cost Revenue Cost Revenue

acquire and lock-in production acquire and lock-in

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BENSON GARNER, 

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