Business Templates For Pages 3 1 1

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What's the Business Model Canvas?

If you're already familiar, you can skip to the next section, ‘How do I get started?'.

The Business Model Canvas (BMC) gives you the structure of a business plan without the overhead and the improvisation of a ‘back of the napkin' sketch without the fuzziness (and coffee rings).

The Canvas has nine elements:

Together these elements provide a pretty coherent view of a business' key drivers–

1. Customer Segments: Who are the customers? What do they think? See? Feel? Do?
2. Value Propositions: What's compelling about the proposition? Why do customers buy, use?
3. Channels: How are these propositions promoted, sold and delivered? Why? Is it working?
4. Customer Relationships: How do you interact with the customer through their ‘journey'?
5. Revenue Streams: How does the business earn revenue from the value propositions?
6. Key Activities: What uniquely strategic things does the business do to deliver its proposition?
7. Key Resources: What unique strategic assets must the business have to compete?
8. Key Partnerships: What can the company not do so it can focus on its Key Activities?
9. Cost Structure: What are the business' major cost drivers? How are they linked to revenue?

The Canvas is popular with entrepreneurs and intrapreneurs for business model innovation. Fundamentally, I find it delivers three things:

1. Focus: Stripping away the 40+ pages of ‘stuff' in a traditional business plan, I've seen users of the BMC improve their clarify and focus on what's driving the business (and what's non-core and getting in the way).
2. Flexibility: It's alot easier to tweak the model and try things (from a planning perspective) with something that's sitting on a single page.
3. Transparency: Your team will have a much easier time understanding your business model and be much more likely to buy in to your vision when it's laid out on a single page.

How do I get started?

The first time you engage with the canvas, I recommend printing it out or projecting it on a whiteboard and going to town (see below for a PDF). Fill out the elements for your business and then ask yourself ‘Does this make sense?' ‘What are the most important linkages and components of the model?'

If you're ready to put together something a little more formal (for distribution, presentation, etc.) here's a Google App's template you can copy or download as MSFT PowerPoint:

LINK TO THE DOWNLOADABLE TEMPLATE
If the canvas is working for you, you'll probably end up editing it a lot and presenting it, so there are a few options below for documenting your canvas in an editable format:

*Omnigraffle a popular diagramming program for the Mac. It has a fairly easy to use layering environment which you may find handy as you want to tinker with and produce different views of the canvas. You can try Omnigraffle for free (the basic paid version is $99).

What if I want more structure to work through this?

If you'd like a little more structure, the link below will take you to a related curriculum item that has workshop slides, prep. items, and agenda.

Otherwise, the next sections (10 steps) offer a tutorial on how to use the template. The closing sections describe how to use the Google Doc's/PowerPoint and Omnigraffle templates.

Step 1 (of 10): Customer Segments

For purposes of using the canvas you should make sure you can answer these questions:
1. Segment Dimensions
Do you have a single or multi-sided market? If you have a multi-sided market you'll have at least as many segments as you have sides. An example of such a market is a media property like CNN.com: they have readers on the one side and advertisers on the other.
2. Segment Composition
If the segment dimensions are the ‘macro' analysis of your customer base, then looking within each segment at individual customer types as ‘Personas' is the ‘micro'. As with economics, this is where most of action happens. You should be able to visualize these Personas- what kind of shoes do they wear? And you should understand what they think, see, feel, and do in your product area. Be sure to list both buyers and users of your product (many Personas will be both). For coaching on this, check out: Tutorial- Personas.
3. Problems, Needs, Habits & Current Alternatives
What job are you doing for the customer? What need are you fulfilling? There are no new behaviors- make sure that you can identify an existing need/problem and identify specific alternatives that your customer uses today. If you're not sure, go out and observe, talk to some representative people. You'll want to be able to clearly link your Value Propositions back to these in the next section.

Output: a list of Personas, organized by Customer Segment if you have more than one segment. I recommend trying to prioritize them- Who would you pitch first if you could only pitch one? Who next? And so forth…

Notes: If you're spending a lot of time on this first item, that's OK (and it's probably good). The Canvas is a tool, not a strategy and not all the nine blocks are equal. The pairing of Customer Segments and Value Propositions is really the ‘independent variable' that should be driving everything else in your business model. When I use the Canvas in my Venture Design classes, we usually spend all of the first session (plus time for field research) on Customer Segments and Value Propositions.

Step 2 (of 10): Value Propositions

Which of the Problems or Needs that you identified in your Personas are you fulfilling? What is unique about your Value Propositions and why does your customer prefer them to their Current Alternatives? You may have a whole lot of these- and that's fine. When you're getting going with this, jot them all done on a whiteboard, index card, Post-It, etc. But then rank them and you'll probably want to winnow out all but the most critical. What things do you do that actually cause a customer to pick you over a competitor or alternative?

For example, at Leonid, an enterprise software company I founded, we thought our largest customers worked with us because of the cost savings we offered and our knowledge about best practices. It turned out that was mostly wrong- reducing their time and risk to get new services to market was the most important. It's not that the other things weren't important, but they weren't the top Value Proposition. That made a difference on how we sold the product and how we focused on operationalizing it for customers.

Once you've isolated these, try mapping them to the Customer Segments; it will look something like this:
LINK TO THE DOWNLOADABLE TEMPLATE

This mapping says ‘We have 3 personas. Persona 1 cares about VP 1 & 2. Persona 2 cares about VP 2; Persona 3 cares about VP3. (One segment only so segments not noted)'.

Output: a prioritized list of Value Propositions and linkages from each Personas to the VP's relevant to them.

Business Templates For Pages 3 1 10

Notes: Again, this pairing is the key driver for most business models and if you want more on how to describe and discovery what to put in this part of the canvas, I recommend this: Tutorial- Personas.

Maybe you feel like you're in good shape on understanding the customer's world but you don't have any validation on whether the Value Propositions are clicking because this is a new venture? If you're not sure, that's OK and good for you for acknowledging the uncertainty! It's the responsible thing to do. The key is to write down those assumptions, prioritize them, and figure out the quickest and cheapest way to prove or disprove them. That's what Lean/Startup is about and there are resources here to help you with that, if you'd like- Tutorial: Lean Startup.

Step 3 (of 10): Channels

Channels includes entities you use to communicate your proposition to your segments, as well as entities through which you sell product and later service customers (see AIDAOR journey below). For example, if you sell bulbs for light houses and there's a website all light house attendants purchase equipment, that site is a sales Channel. If you use Google AdWords, that's a Channel, too (for getting attention). If you use a third party company to service the bulbs when they break, that's also a Channel.

Output: a list of important Channels, linked to Personas or Segments if they differ substantially. Make notes on what steps are relevant for each- promotion, sales, service, etc. See Note this section for more structure on this.

Notes: Channels and the next item, Customer Relationships, define your interface with the Customer. It's important to think all the way through the customer ‘journey' in specific terms. For most businesses, the way they get a customer's attention is different than the way they onboard them or support them over the long term. For this, I recommend the AIDA.OR framework (attention-interest-desire-action-onboarding-retention) and storyboarding your way through it. Here's a post explaining all that- Storyboarding AIDA(OR). If you don't want to do the storyboards, I recommend at least making notes about your customer journey through the AIDA(OR) steps.

Another consideration is whether your channels will give you enough visibility into the user, including, for example, a way to follow up with users. Not sure? Document your assumptions Lean Startup style and figure out how you'll quickly prove or disprove them.

Step 4 (of 10): Customer Relationships

How does the customer interact with you through the sales and product lifecycle? Do they have a dedicated personal contact they see? Call? Is all the interaction over the web? Do they never see you at all but instead talk to a Channel? A few litmus test questions you may want to ask yourself at this point:
– Can the Value Proposition be delivered to the Customer this way? All the way through from promotion, to sale, to post-sale service? (See AIDAOR above on this.)
– Can you make the numbers work?
– Is there a premium support product you need to create/test? Many companies, like Apple, have rejected the false choice of ‘Do we provide phone support or not?' instead offering personal support for a reasonable charge.

Output: a description of Customer Relationships, with notes if they differ across Customers (between Segments or among Personas within a Segment) or across the customer journey.

Notes: If you're a startup, be sure to document and review critical assumptions here. Also, the focal items are in a kind of specific order- you should validate your Segments and their relationship to the Propositions above all else. If this means you provide personal support in the early days (a ‘concierge test' in Lean Startup terms) to do discovery and validation of Segments and Propositions, that's OK. You can subsequently test the Customer Relationship models. (Here's a post on using consulting as a concierge vehicle in B2B if you want more detail: Consulting as B2B Concierge Vehicle).

Step 5 (of 10): Revenue Streams

I won't bore you with proclamations about the importance of revenue- you get it. If you have an existing business, this will be self-evident.

At this point, you should map Segments to Propositions to Revenue Streams. The example below says ‘Revenue stream 1 is driven by Persona 1′s involvement with Propositions 1 & 2; Revenue Stream 2 is driven by Persona 2′s involvement with Proposition 2; and Revenue Stream 3 with Persona 3′s involvement with Proposition 3.' That's relatively diverse- yours may be much simpler and that's fine.
Output: a list of Revenue Streams, linked (mutually) to Personas (or Segments if the mappings are the same within a set of Personas) and Value Propositions

Notes: If you have a startup or are re-engineering the business, this is a time to look at where you're driving revenue and whether it aligns with the rest of your focal points. Are you charging on value? Perceived value? They say everyone loves their banker; hates their lawyer. Why is that? Is there an actionable analog in your business?

Congratulations on making it halfway! At this point, you may want to step back and look at the picture you've created about your Offering and Customers. The next four steps deal with your ‘Infrastructure', the plumbing you need to execute:

Step 6 (of 10): Key Activities

These are the crucial things the business needs to do to deliver on its propositions and make the rest of the business work- for example, if selling through 3^rd parties is part of the model, then activity around channel management is probably pretty important.

For a product-driven business, this probably includes ongoing learning about users and new techniques to build better product. If you're focused on doing a bunch of things for a particular set of customers (ex: comprehensive IT for law offices), this probably includes maintaining superior expertise on the segment(s) and creating or acquiring products and services that are a good fit, whatever that entails. For an infrastructure business (ex: electric utility), it probably includes keeping the infrastructure working reliably and making it more efficient.

You'll then want to consider how the Key Activities (and/or Key Resources) drive your Value Propositions:

Outputs: a list of Key Activities linked to your business' Value Propositions.

Notes: One question this analysis should raise for you is whether or not certain Activities and Resources are actually core, actually focal to your business, something you'll want to think through .

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Step 7 (of 10): Key Resources

Key resources are the strategic assets you need in place, and you need in place to a greater or more targeted degree than your competitors. The Business Model Canvas proposes that there are three core business types: product, scope, and infrastructure. These tend to have similar types of Key Resources.

The following diagram describes how Key Activities drive the accrual of Key Resources:

Outputs: a list of Key Resources linked to your business' Key Activities.

Notes: Product-driven businesses have a differentiated product of some sort. Rovio, the company that makes the popular app Angry Birds, is such a company. Key Resources in product-driven businesses are typically key talent in critical areas of expertise and accumulated intellectual property related to their offering.

Scope-driven businesses create some synergy around a particular Customer Segment. For example, if you started a business that would take care of all the IT needs for law firms, that would be a scope-driven business. These businesses typically have key knowledge about their segment, a repeatable set of processes, and sometimes infrastructure, like service centers.

Infrastructure-driven businesses achieve economies of scale in a specific, highly repeatable area. Telecommunications is traditionally an infrastructure business. Retailers focused on retail, like Walgreens or Costco, are primarily infrastructure-driven businesses. The Key Resources for this type of business are, you guessed it, various types of physical or virtual infrastructure.

Let's take a single product category: diapers. The Honest Company or another innovating around compostable or otherwise more environmentally friendly diapers would be a product-driven take on the category. Procter & Gamble which has a cradle-to-grave strategy for providing consumer products is a scope-based take; so are various baby-focused retailers. Kimberly-Clark (wood pulp) or DuPont (chemicals and polymers) are both infrastructure-based takes: diapers is just another way to sell something they produce at scale with relatively little differentiation.

Step 8 (of 10): Key Partnerships

At this point, hopefully the Canvas has helped you sharpen and articulate your business' focal points. What Activities and Resources are important but not aligned with what's uniquely strategy for you? What's outside of your business type? Could partners do some of those? Why? Which?

I recommend mapping Key Partners to Key Activities. If an activity is key, it's still part of your business model. This is a way to denote which specific Partners are handling various Key Activities for you.
Output: a list of Key Partnerships with notes on their relationship to Key Activities.

Step 9 (of 10): Cost Structure

You've worked to understand how your Key Activities drive your propositions and hence your revenue. How do they drive costs? Are those costs well aligned with the key Value Propositions? Are the costs more fixed or variable as you test different business models? Are they more linear with your scaling or more fixed? You'll want to have these in mind as you tweak your model.

For purposes of linking things together, I'd look at how your Key Activities drive your Cost Structure:

If there are major cost components that don't map to a Key Activity, I'd take a closer look at those costs.

Output: a list of Cost Structure elements with notes on their relationship to Key Activities.

Congratulations- you have a working canvas! The section below offers a few analytical ideas and suggestions for next steps.

Step 10 (of 10): Applications, Analysis & Next Steps

Core Applications
The most core and obvious applications of the Canvas are to ask:
– Does it make sense?
– Could it be better?
– Does the rest of my team understand and agree? Have additional ideas?
– (rinse and repeat at least quarterly)

Competitiveness
The canvas does a good job of helping you figure out your business, which is a good place to start. You also want to look at the competitive environment and think about if and how you have/maintain a long term competitive advantage.

For this, I like Michael Porter's Five Forces framework (Wikipedia Page; see also Chapter 2 of ‘Starting a Tech Business‘). Try walking through the Five Forces for your company and then bounce back to your canvas. How does it all hang together?

Next Steps
Every business is a work in progress (sorry, I try to avoid saying things like that but it seemed to fit here). As you go through the canvas, you may encounter areas that give you trouble. The table below summarizes a few of the most common that I see in my work as a mentor and coach:

Want to make innovation an everyday thing?

If you're already familiar, you can skip to the next section, ‘How do I get started?'.

The Business Model Canvas (BMC) gives you the structure of a business plan without the overhead and the improvisation of a ‘back of the napkin' sketch without the fuzziness (and coffee rings).

The Canvas has nine elements:

Together these elements provide a pretty coherent view of a business' key drivers–

1. Customer Segments: Who are the customers? What do they think? See? Feel? Do?
2. Value Propositions: What's compelling about the proposition? Why do customers buy, use?
3. Channels: How are these propositions promoted, sold and delivered? Why? Is it working?
4. Customer Relationships: How do you interact with the customer through their ‘journey'?
5. Revenue Streams: How does the business earn revenue from the value propositions?
6. Key Activities: What uniquely strategic things does the business do to deliver its proposition?
7. Key Resources: What unique strategic assets must the business have to compete?
8. Key Partnerships: What can the company not do so it can focus on its Key Activities?
9. Cost Structure: What are the business' major cost drivers? How are they linked to revenue?

The Canvas is popular with entrepreneurs and intrapreneurs for business model innovation. Fundamentally, I find it delivers three things:

1. Focus: Stripping away the 40+ pages of ‘stuff' in a traditional business plan, I've seen users of the BMC improve their clarify and focus on what's driving the business (and what's non-core and getting in the way).
2. Flexibility: It's alot easier to tweak the model and try things (from a planning perspective) with something that's sitting on a single page.
3. Transparency: Your team will have a much easier time understanding your business model and be much more likely to buy in to your vision when it's laid out on a single page.

How do I get started?

The first time you engage with the canvas, I recommend printing it out or projecting it on a whiteboard and going to town (see below for a PDF). Fill out the elements for your business and then ask yourself ‘Does this make sense?' ‘What are the most important linkages and components of the model?'

If you're ready to put together something a little more formal (for distribution, presentation, etc.) here's a Google App's template you can copy or download as MSFT PowerPoint:

LINK TO THE DOWNLOADABLE TEMPLATE
If the canvas is working for you, you'll probably end up editing it a lot and presenting it, so there are a few options below for documenting your canvas in an editable format:

*Omnigraffle a popular diagramming program for the Mac. It has a fairly easy to use layering environment which you may find handy as you want to tinker with and produce different views of the canvas. You can try Omnigraffle for free (the basic paid version is $99).

What if I want more structure to work through this?

If you'd like a little more structure, the link below will take you to a related curriculum item that has workshop slides, prep. items, and agenda.

Otherwise, the next sections (10 steps) offer a tutorial on how to use the template. The closing sections describe how to use the Google Doc's/PowerPoint and Omnigraffle templates.

Step 1 (of 10): Customer Segments

For purposes of using the canvas you should make sure you can answer these questions:
1. Segment Dimensions
Do you have a single or multi-sided market? If you have a multi-sided market you'll have at least as many segments as you have sides. An example of such a market is a media property like CNN.com: they have readers on the one side and advertisers on the other.
2. Segment Composition
If the segment dimensions are the ‘macro' analysis of your customer base, then looking within each segment at individual customer types as ‘Personas' is the ‘micro'. As with economics, this is where most of action happens. You should be able to visualize these Personas- what kind of shoes do they wear? And you should understand what they think, see, feel, and do in your product area. Be sure to list both buyers and users of your product (many Personas will be both). For coaching on this, check out: Tutorial- Personas.
3. Problems, Needs, Habits & Current Alternatives
What job are you doing for the customer? What need are you fulfilling? There are no new behaviors- make sure that you can identify an existing need/problem and identify specific alternatives that your customer uses today. If you're not sure, go out and observe, talk to some representative people. You'll want to be able to clearly link your Value Propositions back to these in the next section.

Output: a list of Personas, organized by Customer Segment if you have more than one segment. I recommend trying to prioritize them- Who would you pitch first if you could only pitch one? Who next? And so forth…

Notes: If you're spending a lot of time on this first item, that's OK (and it's probably good). The Canvas is a tool, not a strategy and not all the nine blocks are equal. The pairing of Customer Segments and Value Propositions is really the ‘independent variable' that should be driving everything else in your business model. When I use the Canvas in my Venture Design classes, we usually spend all of the first session (plus time for field research) on Customer Segments and Value Propositions.

Step 2 (of 10): Value Propositions

Which of the Problems or Needs that you identified in your Personas are you fulfilling? What is unique about your Value Propositions and why does your customer prefer them to their Current Alternatives? You may have a whole lot of these- and that's fine. When you're getting going with this, jot them all done on a whiteboard, index card, Post-It, etc. But then rank them and you'll probably want to winnow out all but the most critical. What things do you do that actually cause a customer to pick you over a competitor or alternative?

For example, at Leonid, an enterprise software company I founded, we thought our largest customers worked with us because of the cost savings we offered and our knowledge about best practices. It turned out that was mostly wrong- reducing their time and risk to get new services to market was the most important. It's not that the other things weren't important, but they weren't the top Value Proposition. That made a difference on how we sold the product and how we focused on operationalizing it for customers.

Once you've isolated these, try mapping them to the Customer Segments; it will look something like this:
LINK TO THE DOWNLOADABLE TEMPLATE

This mapping says ‘We have 3 personas. Persona 1 cares about VP 1 & 2. Persona 2 cares about VP 2; Persona 3 cares about VP3. (One segment only so segments not noted)'.

Output: a prioritized list of Value Propositions and linkages from each Personas to the VP's relevant to them.

Business Templates For Pages 3 1 10

Notes: Again, this pairing is the key driver for most business models and if you want more on how to describe and discovery what to put in this part of the canvas, I recommend this: Tutorial- Personas.

Maybe you feel like you're in good shape on understanding the customer's world but you don't have any validation on whether the Value Propositions are clicking because this is a new venture? If you're not sure, that's OK and good for you for acknowledging the uncertainty! It's the responsible thing to do. The key is to write down those assumptions, prioritize them, and figure out the quickest and cheapest way to prove or disprove them. That's what Lean/Startup is about and there are resources here to help you with that, if you'd like- Tutorial: Lean Startup.

Step 3 (of 10): Channels

Channels includes entities you use to communicate your proposition to your segments, as well as entities through which you sell product and later service customers (see AIDAOR journey below). For example, if you sell bulbs for light houses and there's a website all light house attendants purchase equipment, that site is a sales Channel. If you use Google AdWords, that's a Channel, too (for getting attention). If you use a third party company to service the bulbs when they break, that's also a Channel.

Output: a list of important Channels, linked to Personas or Segments if they differ substantially. Make notes on what steps are relevant for each- promotion, sales, service, etc. See Note this section for more structure on this.

Notes: Channels and the next item, Customer Relationships, define your interface with the Customer. It's important to think all the way through the customer ‘journey' in specific terms. For most businesses, the way they get a customer's attention is different than the way they onboard them or support them over the long term. For this, I recommend the AIDA.OR framework (attention-interest-desire-action-onboarding-retention) and storyboarding your way through it. Here's a post explaining all that- Storyboarding AIDA(OR). If you don't want to do the storyboards, I recommend at least making notes about your customer journey through the AIDA(OR) steps.

Another consideration is whether your channels will give you enough visibility into the user, including, for example, a way to follow up with users. Not sure? Document your assumptions Lean Startup style and figure out how you'll quickly prove or disprove them.

Step 4 (of 10): Customer Relationships

How does the customer interact with you through the sales and product lifecycle? Do they have a dedicated personal contact they see? Call? Is all the interaction over the web? Do they never see you at all but instead talk to a Channel? A few litmus test questions you may want to ask yourself at this point:
– Can the Value Proposition be delivered to the Customer this way? All the way through from promotion, to sale, to post-sale service? (See AIDAOR above on this.)
– Can you make the numbers work?
– Is there a premium support product you need to create/test? Many companies, like Apple, have rejected the false choice of ‘Do we provide phone support or not?' instead offering personal support for a reasonable charge.

Output: a description of Customer Relationships, with notes if they differ across Customers (between Segments or among Personas within a Segment) or across the customer journey.

Notes: If you're a startup, be sure to document and review critical assumptions here. Also, the focal items are in a kind of specific order- you should validate your Segments and their relationship to the Propositions above all else. If this means you provide personal support in the early days (a ‘concierge test' in Lean Startup terms) to do discovery and validation of Segments and Propositions, that's OK. You can subsequently test the Customer Relationship models. (Here's a post on using consulting as a concierge vehicle in B2B if you want more detail: Consulting as B2B Concierge Vehicle).

Step 5 (of 10): Revenue Streams

I won't bore you with proclamations about the importance of revenue- you get it. If you have an existing business, this will be self-evident.

At this point, you should map Segments to Propositions to Revenue Streams. The example below says ‘Revenue stream 1 is driven by Persona 1′s involvement with Propositions 1 & 2; Revenue Stream 2 is driven by Persona 2′s involvement with Proposition 2; and Revenue Stream 3 with Persona 3′s involvement with Proposition 3.' That's relatively diverse- yours may be much simpler and that's fine.
Output: a list of Revenue Streams, linked (mutually) to Personas (or Segments if the mappings are the same within a set of Personas) and Value Propositions

Notes: If you have a startup or are re-engineering the business, this is a time to look at where you're driving revenue and whether it aligns with the rest of your focal points. Are you charging on value? Perceived value? They say everyone loves their banker; hates their lawyer. Why is that? Is there an actionable analog in your business?

Congratulations on making it halfway! At this point, you may want to step back and look at the picture you've created about your Offering and Customers. The next four steps deal with your ‘Infrastructure', the plumbing you need to execute:

Step 6 (of 10): Key Activities

These are the crucial things the business needs to do to deliver on its propositions and make the rest of the business work- for example, if selling through 3^rd parties is part of the model, then activity around channel management is probably pretty important.

For a product-driven business, this probably includes ongoing learning about users and new techniques to build better product. If you're focused on doing a bunch of things for a particular set of customers (ex: comprehensive IT for law offices), this probably includes maintaining superior expertise on the segment(s) and creating or acquiring products and services that are a good fit, whatever that entails. For an infrastructure business (ex: electric utility), it probably includes keeping the infrastructure working reliably and making it more efficient.

You'll then want to consider how the Key Activities (and/or Key Resources) drive your Value Propositions:

Outputs: a list of Key Activities linked to your business' Value Propositions.

Notes: One question this analysis should raise for you is whether or not certain Activities and Resources are actually core, actually focal to your business, something you'll want to think through .

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Step 7 (of 10): Key Resources

Key resources are the strategic assets you need in place, and you need in place to a greater or more targeted degree than your competitors. The Business Model Canvas proposes that there are three core business types: product, scope, and infrastructure. These tend to have similar types of Key Resources.

The following diagram describes how Key Activities drive the accrual of Key Resources:

Outputs: a list of Key Resources linked to your business' Key Activities.

Notes: Product-driven businesses have a differentiated product of some sort. Rovio, the company that makes the popular app Angry Birds, is such a company. Key Resources in product-driven businesses are typically key talent in critical areas of expertise and accumulated intellectual property related to their offering.

Scope-driven businesses create some synergy around a particular Customer Segment. For example, if you started a business that would take care of all the IT needs for law firms, that would be a scope-driven business. These businesses typically have key knowledge about their segment, a repeatable set of processes, and sometimes infrastructure, like service centers.

Infrastructure-driven businesses achieve economies of scale in a specific, highly repeatable area. Telecommunications is traditionally an infrastructure business. Retailers focused on retail, like Walgreens or Costco, are primarily infrastructure-driven businesses. The Key Resources for this type of business are, you guessed it, various types of physical or virtual infrastructure.

Let's take a single product category: diapers. The Honest Company or another innovating around compostable or otherwise more environmentally friendly diapers would be a product-driven take on the category. Procter & Gamble which has a cradle-to-grave strategy for providing consumer products is a scope-based take; so are various baby-focused retailers. Kimberly-Clark (wood pulp) or DuPont (chemicals and polymers) are both infrastructure-based takes: diapers is just another way to sell something they produce at scale with relatively little differentiation.

Step 8 (of 10): Key Partnerships

At this point, hopefully the Canvas has helped you sharpen and articulate your business' focal points. What Activities and Resources are important but not aligned with what's uniquely strategy for you? What's outside of your business type? Could partners do some of those? Why? Which?

I recommend mapping Key Partners to Key Activities. If an activity is key, it's still part of your business model. This is a way to denote which specific Partners are handling various Key Activities for you.
Output: a list of Key Partnerships with notes on their relationship to Key Activities.

Step 9 (of 10): Cost Structure

You've worked to understand how your Key Activities drive your propositions and hence your revenue. How do they drive costs? Are those costs well aligned with the key Value Propositions? Are the costs more fixed or variable as you test different business models? Are they more linear with your scaling or more fixed? You'll want to have these in mind as you tweak your model.

For purposes of linking things together, I'd look at how your Key Activities drive your Cost Structure:

If there are major cost components that don't map to a Key Activity, I'd take a closer look at those costs.

Output: a list of Cost Structure elements with notes on their relationship to Key Activities.

Congratulations- you have a working canvas! The section below offers a few analytical ideas and suggestions for next steps.

Step 10 (of 10): Applications, Analysis & Next Steps

Core Applications
The most core and obvious applications of the Canvas are to ask:
– Does it make sense?
– Could it be better?
– Does the rest of my team understand and agree? Have additional ideas?
– (rinse and repeat at least quarterly)

Competitiveness
The canvas does a good job of helping you figure out your business, which is a good place to start. You also want to look at the competitive environment and think about if and how you have/maintain a long term competitive advantage.

For this, I like Michael Porter's Five Forces framework (Wikipedia Page; see also Chapter 2 of ‘Starting a Tech Business‘). Try walking through the Five Forces for your company and then bounce back to your canvas. How does it all hang together?

Next Steps
Every business is a work in progress (sorry, I try to avoid saying things like that but it seemed to fit here). As you go through the canvas, you may encounter areas that give you trouble. The table below summarizes a few of the most common that I see in my work as a mentor and coach:

Want to make innovation an everyday thing?

Using the Google Doc's/PowerPoint Template

If you're not familiar with it, Google Doc's is a web-based office suite, similar to MS Office. If you have a gmail account, you can access it (no guarantees- that was the case last time I checked).

Business Templates For Pages 3 1 1st

First, you'll want to link to the template file: BUSINESS MODEL CANVAS TEMPLATE IN GOOGLE DOC'S.

Once you're accessed the file, you can make make it your own by going to the File menu and either ‘Make a copy…', creating a copy in your own Google App's domain or you can use the ‘Download as…' option to download it as PowerPoint (and a few other formats).

Probably the most key thing here is that I set it up so you edit the list of Canvas items (Segments, Relationships, etc.) in the Slide Master. I know what you're thinking- I hate those Master things and I never use them. Generally, neither do I. But in this case it's a good way to achieve some rudimentary layering, allowing you to do show things on top of the Canvas without having to recopy all the elements. You'll see what I mean on the file. The key thing is that to edit the list of Canvas items: Go to the ‘View' menu, then go to ‘Master' and edit the first slide you see under the Layout label over on the left:

Last note: The lines with multiple bends that you see are called a ‘Polyline' in Google Doc's. If you click the downward arrow on the line item in the menu bar, you'll see it.

Talk Back

What's your experience with the Canvas? How have you used it? What worked? What didn't? Please consider posting a comment!

In this article, we've gathered a variety of free, one-page business plan templates for you to download in Excel, Word, and PDF formats.

Included on this page, you'll find a one-page business plan template for a service business, business plan template for a product business, business plan for a real estate agent, a Lean business plan template, and more. To help get you started, we've also included an example of a one-page business plan, and a quick guide on how to create your one-page business plan.

One-Page Business Plan Template

Download One-Page Business Plan Template

Excel | Word | PDF | Smartsheet

Use this one-page business plan template — designed to be simple, organized, and easy to use — to immediately get started on your plan. Write down your thoughts and key ideas as you decide if your business concept is viable, and adjust it as circumstances change. You can also use this template as a basis to build a more detailed and elaborate plan.

One-Page Business Plan for a Service Business Template

Download One-Page Business Plan for a Service Business Template

Excel | Word | PDF

This business plan template is designed specifically for businesses that provide a service. The one-page plan provides space to list the essential information about your strategy, including the service you offer, the problem you are solving for customers, your mission and vision statements, target audience, staffing requirements, key objectives, and much more. This template also includes a timeline at the bottom for you to add key milestones.

One-Page Business Plan for a Product Business Template

Download One-Page Business Plan for a Product Business Template

Excel | Word | PDF

Use this one-page template to develop a strategic roadmap for your organization's product offerings. This template provides space for you to include a business overview, a description of your target market, your competitive advantage, a list of marketing channels and materials you plan to utilize, as well as your pricing strategy, distribution channels, and success metrics. You can also use the visual timeline of milestones at the bottom to enter key dates and events.

One-Page Business Plan for Real Estate Agents Template

Download One-Page Business Plan for Real Estate Agents Template

Excel | Word | PDF

This one-page business plan template is created for real estate agents to set objectives and put together an action plan. Enter your overarching goal at the top of the template, and establish three high-level activities you need to complete to achieve the goal. The template also includes a strategic action plan that breaks down each high-level activity into tasks and deadlines, with an accompanying visual timeline to ensure you stay on track.

One-Page Business Plan for Nonprofit Organization Template

Download One-Page Business Plan for Nonprofit Organization Template

Excel | Word | PDF

This one-page business plan is designed for a nonprofit organization, with space to detail your mission, vision, and purpose statements, as well as who you serve, the problem(s) you solve, and programs and resources you offer. Additionally, the template includes space to detail your financial plan, marketing activities, costs, and more.

One-Page Business Plan for Startup Template

Download One-Page Business Plan for Startup Template

Excel | Word | PDF

This one-page business plan template is intended for an entrepreneur or a small startup business to document a plan as they determine if an idea is feasible. This template provides space to describe the problem and solution, the product or service, the target customer, existing alternatives, the unique value proposition, a marketing and sales plan, success metrics, and other information. You'll also find room to detail sources of funding and how the funds will be used.

One-Page Business Plan for Small Business Template

Download One-Page Business Plan for Small Business

Excel | Word | PDF

Use this one-page small business plan template to outline the essential aspects of your business strategy. Provide details on your organization's vision, mission, product or service offering, and management team. Then identify the target audience, market size, competitor offerings, and your competitive advantage. This plan also includes room to detail your marketing and sales strategy, key objectives, and financial plan.

One-Page Lean Business Plan Template

Download One-Page Lean Business Plan Template

Excel | Word | PDF

This one-page template uses a Lean approach to develop your business plan. Use this customizable template to detail the crucial elements of your strategy, including a brief business and industry overview, your product or service offering, options from your competitors, and your competitive advantage. Plus, this template includes room to detail your marketing plan, success metrics, financial plan, and a visual timeline of milestones.

One-Page Business Planning Template with Timeline

Download One-Page Business Planning Template with Timeline

Automounter 1 4 2. Excel | Smartsheet Meta 1960 lab coat.

Use this business planning template to organize and schedule key activities for your business. Fill in the cells according to the due dates, and color-code the cells by phase, owner, or category to provide a visual timeline of progress.

One-Page Business Plan Example

This one-page business plan covers all the essential elements and offers a visually appealing presentation. Information for each aspect of the plan is concise, with details about the business mission, management team, product offerings, key marketing activities, competitors, and financial projections. This plan also provides links to additional resources so that stakeholders can easily find information to support the specifics of the plan.

How to Write a One-Page Business Plan (with Sample Outline)

A one-page business plan takes a standard business plan and extracts the fundamental aspects, then condenses the essential information down to one page. To determine the key elements to emphasize in your one-page plan, consider the type of business you operate, as well as the financial (and other resources) needs of your business.

To streamline your business plan into a one-page document, follow the steps below.

• Create a simple outline for your plan using bullet points.
  Below, you'll find an example of an outline for a one-page business plan. You can add or remove sections according to the needs of your business.
• Plan Summary
  • Business mission
  • Problem you are solving
  • Funds needed (if applicable)
• Offerings
  • Product or service positioning statement
  • Unique value proposition
• Market Analysis
  • Target customers
  • Market size
• Competitive Analysis
  • Direct competitors
  • Existing alternatives
  • Competitive advantage
• Marketing and Sales Plan
  • Key marketing strategy (e.g., channel or method that will yield the best results)
  • Key sales strategy
• Operations Plan
  • Specialized equipment or facilities
  • Staffing requirements (e.g., key personnel, skills, and training needs)
  • Distribution method
• Financial Plan
  • Sales projection
  • Profit and loss projection
• Gather all your findings on your business and industry.

Compile all the current information you have gleaned from market research, interviews, surveys, and various teams in your business (e.g., the marketing and finance teams). Comb through each document and extract the information that is fundamental to your business's operation and relevant to the bullet points on your outline.

• Write two to three brief sentences for each main bullet point.

Once you create your outline and gather information, write two to three sentences for each main bullet point that expands on and summarizes the sub-bullet points for that section. For example, the plan summary section could say the following:

Donny's Food Truck will offer a variety of fresh food at an affordable price in a convenient location. Increased traffic in the Hungry Town area, combined with severely limited dining options, provides an opportunity to offer customers a quick, nutritious meal at a competitive price. A food truck with the necessary equipment has already been acquired, so we are seeking $200,000 to cover wages, emergency repairs, and licenses needed to fund our first year of operations.

• Ensure you are able to support all the information provided in your plan.

Since a one-page plan omits many of the details provided in a traditional business plan, be sure you have market research and other supporting documentation on hand to show stakeholders in case they have questions as they review your plan. In addition, make sure you thoroughly understand the supporting information and know how to restate it in your own words before you disburse the plan.

• Ensure your plan answers all the vital questions.

At a minimum, an effective one-page business plan should answer the following questions:

• What product or service do we offer?
• Who will use the product or service?
• What problem does our offering solve?
• How will the product or service get to our customers?
• What alternatives do our customers use, and why are we superior?
• What is our unique value proposition?
• What strengths and opportunities can we use to our advantage?
• What resources do we need to get up and running?
• What will our sales look like for the first few years?
• When do we expect to be profitable?

In addition to the steps provided above, you can save time and get started on your plan by downloading one of the templates provided on this page. You can also check out 'Free Executive Summary Templates,' which can serve the same purpose as a one-page business plan.

Benefits of a One-Page Business Plan

Organizations and stakeholders can unite behind a strategic direction when they have a business plan in place. Developing a traditional business plan can be a daunting task, so many entrepreneurs, small startups, graphic designers, freelancers, and consultants find a one-page business plan a less intimidating place to start.

Creating a one-page business plan benefits your organization in the following ways:

• Push you to prioritize and focus on key ideas.
• Enable your audience to quickly scan and grasp the core concepts of your plan.
• Allow you to easily share and pitch your business idea to prospective investors and stakeholders (e.g., email attachment, single piece of paper).
• Accelerate business setup, especially businesses that don't need a loan or investment to get going.
• Provide a solid starting point to expand upon at a later time.
• Enable you to document your thoughts and ideas to see if you have a feasible plan.

Tips for Creating a One-Page Business Plan

Now that you know how to create a one-page plan and the benefits in doing so, here are some tips to get you started:

• Set a time limit (up to one hour) to focus and work on your plan.
• Use a one-page business plan template (you can choose from the options above), or refer to the sample outline provided on this page.
• Ensure your plan details only the core aspects that are fundamental to running and operating your business.
• Remember that this is a living document — continue to revisit and adjust it as strategies and objectives change.
• Expand on your plan as your business size and needs grow.

When the time comes that you need more space to lay out your goals and strategies, choose from our variety of free simple business plan templates.

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