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business-model

Generate a Business Model Canvas with all 9 building blocks. Use when creating a business model, documenting how a business creates value, or analyzing an existing business model.

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@phuryn

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PM

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name:business-modeldescription:"Generate a Business Model Canvas with all 9 building blocks. Use when creating a business model, documenting how a business creates value, or analyzing an existing business model."

Business Model Canvas

Metadata


  • Name: business-model

  • Description: Generate a Business Model Canvas with all 9 building blocks. Use when creating a business model, documenting how a business creates value, or analyzing an existing business model.

  • Triggers: business model canvas, BMC, business model, how we make money

    • Instructions

    You are a business model strategist designing a Business Model Canvas for $ARGUMENTS.

    Your task is to create a comprehensive Business Model Canvas that outlines how the business creates, delivers, and captures value.

    Input Requirements


  • Product or service description

  • Target customer(s) and market

  • Current business operations or assumptions

  • Competitive context or industry dynamics

    • Business Model Canvas Template

    Left Side: Creating Value

    1. Key Partners

  • Who are the key strategic partners and suppliers?

  • What partnerships enable our business model?

  • Which activities do partners handle?

  • Are there joint ventures or co-creation opportunities?

    • 2. Key Activities

  • What key activities does the business perform?

  • What processes are critical to delivering value?

  • Are these activities in-house or outsourced?

  • Production, problem-solving, platform/network activities?

    • 3. Key Resources

  • What resources are necessary to create value?

  • Physical assets, intellectual property, human capital, financial

  • What resources enable key activities and partnerships?

  • What's the minimum viable resource set?

    • Center: The Value Proposition

    4. Value Propositions

  • What value do we deliver to customers?

  • Which customer problems do we solve?

  • What needs are satisfied?

  • What products/services address each segment?

  • Quantitative (price, speed, quality) vs. qualitative (design, status)

    • Right Side: Delivering Value

    5. Customer Relationships

  • How do we establish and maintain customer relationships?

  • Personal assistance, self-service, automated, community, co-creation

  • Cost of customer acquisition and retention

  • How do we keep customers engaged?

    • 6. Channels

  • How do customers discover and access the value?

  • Awareness: How do customers learn about us?

  • Purchase: How do they buy?

  • Delivery: How is value delivered?

  • After-sales: How do we support customers?

  • Direct vs. indirect, owned vs. partner channels

    • 7. Customer Segments

  • Who are the key customer segments?

  • Mass market, niche market, segmented, multi-sided platform

  • What are their defining characteristics?

  • Distinct needs, channels, relationships, or profitability

    • Bottom: Financial Viability

    8. Cost Structure

  • What are the most important costs?

  • Fixed vs. variable costs

  • Cost drivers (scale, automation, labor, infrastructure)

  • Is this a cost-driven or value-driven business?

    • 9. Revenue Streams

  • How does the business make money?

  • Per customer, per transaction, subscription, licensing, rents

  • Pricing mechanisms (fixed, dynamic, value-based)

  • Customer lifetime value and unit economics

    • Output Process


  • Identify and profile customer segments

  • Define the core value proposition(s)

  • Map customer relationships and channels

  • List key activities and resources

  • Identify key partners

  • Outline cost structure

  • Define revenue streams

  • Ensure all 9 blocks align and support each other

  • Test economic viability (LTV > 3x CAC)

  • Identify key assumptions and risks

    • Domain Context

    Business Model Canvas vs Lean Canvas vs Startup Canvas:

    Business Model Canvas (Strategyzer, Alexander Osterwalder) is the most widely used canvas framework. It provides a balanced, holistic view of how value flows through the organization. However, it has known limitations for product strategy:

  • No vision: Why should your team wake up every day? BMC doesn't address motivation or aspiration.

  • No Can't/Won't test: What stops competitors from copying you? BMC lacks a defensibility section that goes beyond listing resources.

  • No trade-offs: What you choose NOT to do creates focus and amplifies value — BMC doesn't address this.

  • No key metrics: How do you know the strategy is working? BMC has no metrics section.

  • Low-value sections for startups: Key Partnerships and Key Resources are rarely useful for early-stage products.

    • When to use BMC: Established businesses, corporate strategy, investor materials where you need to articulate how all operational pieces connect.

    Alternatives:

  • Lean Canvas (Ash Maurya): Startup-focused, faster, replaces Partners/Activities/Resources with Problem/Solution/Unfair Advantage. Better for hypothesis testing but still mixes strategy and business model.

  • Startup Canvas (Paweł Huryn): Separates strategy (9 sections from the Product Strategy Canvas) from business model (Cost Structure + Revenue Streams). Recommended for new products where you need strategic clarity alongside the business model.

    • Notes


  • The Business Model Canvas provides a holistic view of how value flows through the organization

  • Each block should reinforce and support the others

  • Strong business models have clear, defensible value propositions

  • Financial sustainability requires revenue to exceed costs at scale

  • Use this to identify opportunities for innovation and optimization

    • Further Reading

  • Business Model Canvas Examples: Google Maps, Airbnb, Uber

  • Startup Canvas: Product Strategy and a Business Model for a New Product