A complete product, service and information flow system, including the role of each participant in it, as well as the potential benefits of each participant and the corresponding revenue sources.

Identify the roles and relationships among product flows, information flows, currency flows, and participants' primary interests among a company's customers, alliances, and suppliers.

customer value proposition

Resources and production processes

Profit method

able to achieve profitability

Able to provide value to customers

Able to form a system closed loop

It must be legal

When there is little conflict between the two business models, but the strategic similarity is high, it is necessary to integrate this business with the current business model.

When there is little conflict between the two business models, but the strategic similarity is not high, the business can be operated independently without spinning it off.

When the conflict between the two business models is great and the strategic similarity is not high, the new business model can be separated from the operating entity at this time.

effect

In a clear strategic business model and a specific market, enterprises classify customers based on factors such as customer attributes, behaviors, needs, preferences, and values, and provide targeted products, services, and sales models.

Demographic factors

psychological factors

geographical factors

behavioral factors

An in-depth description of the customer’s true needs

performance

custom made

Serve

design

innovation

price

cost cutting

brand status

risk control

Convenience and practicality

accessibility

The process by which goods and services are transferred from producers to distributors, and then from distributors to consumers

Building awareness

Promote value proposition

consumer purchases

Deliver value proposition

A certain relationship that an enterprise proactively establishes with customers in order to achieve its business goals.

personal assistant

Dedicated personal assistant

self service

Automation services

Community

co-creation

Resulting from successfully delivering value propositions to customers

operating income

investment income

asset income

Revenue from billed usage of products or services

Advertising charges

Membership fee revenue

Agency fees

A critical resource that enables organizations to create and deliver value propositions, reach markets, build relationships with customer segments, and earn revenue.

production resources, physical resources

financial resources

knowledge resources

Human resources, talent resources

The business links required for the enterprise to achieve strategic positioning, the roles played by each partner, and the cooperation methods of stakeholders

Production

provide the solution

Build a platform

supplier

Suppliers who build optimized enterprises

Establish high-standard performance goals and evaluate suppliers

Introducing business ethics into supplier rating metrics

Reward suppliers with outstanding performance

Establish a supplier certification system

The proportion of each cost item in the costs incurred by the enterprise to the total cost amount

fixed costs

Variable costs

economies of scale

economies of scope

Establish a thorough connection with customers and base business model design on this understanding

Try to avoid focusing too much on existing customer segments and instead focus on new and unmet customer segments

Empathy Map

Prototyping makes concepts more vivid, concrete and intuitive

Prototyping avoids misunderstandings caused by imagination

Prototyping is suitable for testing

Prototyping facilitates experimentation and iteration

Prototyping creates significant cost savings

sketch prototype

canvas prototype

spreadsheet prototype

Tested prototype

company management

Investors

staff

market driven

action impact

Macroeconomics

development trend

Develop a set of future scenarios based on two or more key metrics

Tell each scenario in the form of a story and provide an overview of their main features and elements

Design one or more appropriate business models for each scenario and conduct discussions

Use visual tools such as pictures, sketches, diagrams, or sticky notes to structure and discuss things

Use sticky notes

Combined with the business model canvas sketch

understand the essence

promote dialogue

Explore ideas

Promote communication

idea generation

creative synthesis

Use the business model canvas

Use “what if questions” to generate ideas

Build a team

Whole-heartedly

creative stage

Conditional filtering

Draw the business model canvas

Conduct SWOT

stay focused

enforce rules

visual thinking

Prepare in advance

client subdivision

value proposition

channel access

customer relations

Source of income

core resources

key business

important cooperation

cost structure

EDraw Max

Visual Paradigm

Who are we creating value for?

Who are our most important customers?

What value should we deliver to our customers?

We are helping customers solve that type of problem

What customer needs are we meeting?

What series of products and services are we providing to customer segments?

Through which channels can we reach customer segments?

How to reach them now

How to integrate channels

Which channels are most effective

Which channels are most cost-effective

How to integrate channels with customers’ routines

What relationships do we want to build and maintain with each customer segment?

What relationships have we established?

What are the costs of these relationships?

How to integrate them with the rest of the business model

What kind of value makes customers willing to pay

What are they paying for now?

How do they pay for it?

How they prefer to pay

What core resources does our value proposition require?

What core resources do our channels need?

What core resources do our customer relationships require?

What core resources do our revenue streams require?

What business-critical aspects does our value proposition require?

What key businesses do our channel channels need?

What business-critical aspects do our customer relationships require?

What key operations do our revenue streams require?

Who are our important partners?

Who are our important suppliers

What core resources are we getting from our partners?

What key businesses do partners perform?

What are the most important costs inherent in our business model?

Which core resources cost the most

Which key businesses cost the most

customer relations

Key business, core resources and important cooperation are juxtaposed

Propose value propositions, find customer segments, and open up channels

Measure core resources and capabilities, design key businesses, and find partners

Determine cost structure

Adjust revenue methods based on cost structure

trading model

fit mode

About its revenue sources and cost structure

Know your customers

wrap up meeting

Orientation training

Establish evaluation dimensions

Analysis using SWOT tools

User segmentation

value proposition

channel access

customer relations

Source of income

core resources

key business

important partner

cost structure