They love the interactive mindmap format together with the intuitive business canvas structure. Also found your worked example, and information on developing the customer persona extremely helpful in understanding how to start mapping out the customer. The personas we create often have this information embedded, but it’s not so explicit. I really like what you’ve done to the canvas, and the way you presented your thinking and changes in your post.
As suggested by Osterwalder, it’s true that your customer relationship might be community based and very hands off like Google. (I dare you to try and get a Googler on the phone to help you with you gmail account. ) So the Canvas supports that view of the world. Now when filling this out I’m going to start with Customer (“Who am I trying to help? ”) and work my way towards the Value Proposition (“What does the customer want? ”) Only then will I figure out how to produce that value.
I TOTALLY agree with the need to put customer first, and it’s one of the most important things I do when I use this tool. …the example use I’m writing can be a two sided market, but yes I’d still try to tackle one side first and fake the other side. I take Relationship to mean, “By what means does your Customer communicate and maintain a relationship with the company” I don’t want it to be about perceptions. We sound very intelligent when we do this, but it occasionally leads to incredibly stupid behavior. That was admittedly a lot of work for something relatively academic, but it’ll let me explain some practical applications faster in the next few posts where I explain how to create a Business Model Canvas for Renting Puppies.
Now we have a Business Modal Canvas which starts with the Customer. As we fill out the pieces, we’re forced to think about how we are building our Think-Make-Check loop (or Build-Measure-Learn if you prefer) into the Business Model itself. We also have a strong visual queue in the form of a massive arrow drawing our eyes back to the Customer as we think about production. So let’s just remove Key Partners all together and make some new shapes to more strongly stress the production nature of this quadrant. I work backwards from the Value Proposition step by step and construct a very basic production line of Key Activities with yellow sticky notes. Then I can just use another row of sticky notes underneath to note the Key Resources and Key Partners I need underneath that production line.
The first time I saw the canvas I just could not figure out why it was shaped the way it was no matter how hard I looked. Alexander Osterwalder’s Business Model Canvas is the tool of choice for a quick, one page dashboard of your business hypotheses.
The Business Model Canvas is organized chronologically because it’s made by business people, for business people, and it’s based on a supply chain. You’re reading this sentence left to right, the canvas is the same.