I often encounter misconceptions in the canvas business model. If you understand as a mere diagnosis of current situation, It will be unhelpful. Ideally raise it as a diagnostic + strategic model to develop a plan of action. Let's go by parts.
What is a business model? What is it for?
Expansion design thinking He has brought us many canvases to work with multiple strategic facets. The canvas business model most known and used is the Business Model Canvas, and personal application, the Business Model You.
essentially, the canvas business model It is a great tool to help you understand a business model in a simple and structured way. Using this canvas It will help you better understand the customers you serve, which offer value propositions through what channels and how to make money your company or personal business.
Utility work this canvas goes beyond understanding your business model, to analyze the models competitors.
The canvas business model It was created by Alexander Osterwalder, but Strategyzer. The Osterwalder with Yves Pigneur own published in 2010 the book Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers (Wiley). In 2011 the Spanish translation of the book was published under the title Generation business models (Deusto).
It's about a model lean or light based on a principle: imperfect better faster than paralysis by analysis the old "Business Plan" 800 pages and 12 months of work. It is designed for small businesses, departments of large companies, collaborative projects and individuals.
In the case of private individuals, on 2012 the authors of the previous alongside Tim Clark launched Tu modelo de negocio (Deusto), a "must" management management. This book is a great facilitator of ideas, as it includes actual cases of more than 400 professionals around the world.
The diagnostic phase of your business model
Knowing where you are today is essential to understand the changes you require to achieve your goals. So, I think also essential to define your projection lens personal brand: what area of business you want to be a reference, what specialty, in what format (presential, online, mixed…) and what geographical area. Without setting a clear objective not know if your diagnosis requires an action plan to improve.
I often see that the diagnosis format developed without knowing before the goal, and therefore can be read as an exercise in self-knowledge. Big mistake. I think the original spirit of the model is strategic, not only diagnosis.
If I see a lot of notes Post-it the same color, I understand that the work done is pure diagnosis; a missed opportunity.
The strategic phase of your business model
This phase of that we have a projection defined key personal brand objective. This will allow us a very precise definition of the value proposition, our relevant difference.
To better understand the model, Ideally, work with sticky notes (or virtual) two colors: one for the place where I am today (and I want to keep) and another for where I want to be tomorrow (and what I need to activate, create…).
That enables us to create two action plans naked eye color: the maintenance plan shares and plan of new shares to create, develop and implement. We will have a strategy defending (we want to keep) and another attack (what we want to incorporate). And remember that any action plan must be measurable, for what we can work with objectives SMART that allow us to analyze the evolution of the indicators of success.
Everything revolves around the value proposition
I often say that if they do not contribute, you don't matter. Work on your relevant difference it is imperative to differentiate yourself by offering value and growth potential for your customers, whether internal or external. That's the value proposition, the core of the canvas business model.
It is very important to set the work order canvas. Although some authors recommend defining the first customer segment, I think that It is more useful to start by the value proposition. Then, see what the customer profile who may be interested in the value proposition. After, what kind of relations we bring to our customers, what channels We use to move the value proposition to customers.
The second part of the canvas (the left side thereof) defines the activities which we take to realize the value proposition. Also they means necessary, and key partners we will need to access more easily to our customers.
And the third part concerns the economic aspects. model expenses and model income. The current and future, which marks the target worked.
The business model is dynamic. From one day to another all you can change
Classical formats like business plan They offered no flexibility. Maybe it's because the markets were moving so slow today.
The canvas business model it is flexible, and considers that in 24h can produce a change radical.
Imagine your value proposition is the creation, production, sale and distribution of custom shoes. Imagine also that the 6 months starting your business you receive an offer from a major manufacturer in the industry to buy your business. This implies a major change, do you agree?
Also imagine your revenue model is based on the personal commitment of your time to your customers (limited model). Suddenly you propose an improvement through machine learning you allow a scalable online income and not dependent on your time.
In all these changes, it is easier to adapt the canvas business model a plan 800 pages. Canvases Business models with strategic format they are alive, They are dynamic, and it is good for us to review every six months or whenever a change occurs.
I hope I've helped. A good tip is to read these two books referenced, find a couple of friends or consultants who can help you and dedicate one morning to work on your own canvas business model: an essential step in managing your personal brand if you turn it into an action plan, Be, you measure and improvements.