Created originally for a workshop at Industrial Management Institute and inspired by Cowan Publishing, this presentation provides a standard tool for conducting a Business Model Canvas. The canvas will help to-be entrepreneurs to ideate. describe and discuss a business model.

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OBJECTIVES• Ability to substantially ideate, describe, evaluate and
discuss a business model using the Business Model
Canvas
• Hands-on understanding of user personas and problem
scenarios to articulate the Offer’s key drivers
• Hands-on understanding of how to use the AIDA(OR)
framework to evaluate the effectiveness of Customer
Relationships and Channels
• Understanding of business type and how to evaluate
Key Activities, Resources, and Partnerships in this
context

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Partners Customer
Segments
Value
Propositions
Key Activities Customer
Relationships
ChannelsKey Resources
Cost Structure Revenue Streams

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Partners Customer
Segments
Value
Propositions
Key Activities Customer
Relationships
ChannelsKey Resources
Cost Structure Revenue Streams
Infrastructure CustomersOffering

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Partners Customer
Segments
Value
Propositions
Key Activities Customer
Relationships
ChannelsKey Resources
Cost Structure Revenue Streams

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Partners
Revenue Streams
Channels
Value
Propositions
Problem
Scenarios
Alternatives
Your Value
Propositions
Customer
Segments
Key Activities Customer
Relationships
Key Resources
Cost Structure
SEE
FEEL
DO
THINK
A
I
D
A
O
R
A
I
D
A
O
R
Infrastructure
Customer
Product
Infrastructure
Customer
Product
Infrastructure
Customer
Product

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Partners Customer
Segments
Value
Propositions
Key Activities Customer
Relationships
ChannelsKey Resources
Cost Structure Revenue Streams

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Partners Customer
Segments
Value
Propositions
Key Activities Customer
Relationships
ChannelsKey Resources
Cost Structure Revenue Streams
SEE
FEEL
DO
THINK

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EXERCISE
PERSONA CREATION
• List at least 3 personas
• Hassan the middle manager
• Maryam the working mom
• Majid the sales mane
• Which are Buyers? Users? Both?
• Can you think of 5 real examples for each?
• Which have the most compelling need? sort top to
bottom

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Partners Customer
Segments
Value
Propositions
Key Activities Customer
Relationships
ChannelsKey Resources
Cost Structure Revenue Streams
SEE
FEEL
DO
THINK

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Partners Customer
Segments
Value
Propositions
Problem
Scenarios
Alternatives
Your Value
Propositions
Key Activities Customer
Relationships
ChannelsKey Resources
Cost Structure Revenue Streams
SEE
FEEL
DO
THINK

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EXERCISE
VALUE PROPOSITIONS
• Brainstorm Problem Scenario-Alternative-Value
Propositions Trios
• Problem: Maryam would like to be more structured
and consistent in her use of allowances to teach the
link between work and financial rewards.
• Alternative: Track the completion of chores,
homework, etc, manually using paper, boards, notes
on her phone.
• Value Proposition: Use our app to easily and
consistently implement best practices tailored to your
situation.

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PEER PRESENTATION
• For [target customer] who [statement of the need or
opportunity], the [product name] is a [product
category] that [statement of key benefit/ key reason to
buy]. unlike [primary alternative], our product
[statement of primary differentiation].
• EXAMPLE: For [hiring managers] who [need to
evaluate technical talent], [EnableQuiz] is a [talent
assessment system] that [allows for quick and easy
assessment of topical understanding in key
engineering topics]. Unlike [formal certifications or ad
hoc questions], our product [allows for lightweight
but consistent assessments of technical talent].

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Value
Propositions
Problem
Scenarios
Alternatives
Your Value
Propositions
Partners Customer
Segments
Key Activities Customer
Relationships
ChannelsKey Resources
Cost Structure Revenue Streams
SEE
FEEL
DO
THINK

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Value
Propositions
Problem
Scenarios
Alternatives
Your Value
Propositions
Partners Customer
Segments
Key Activities Customer
Relationships
ChannelsKey Resources
Cost Structure Revenue Streams
SEE
FEEL
DO
THINK
A
I
D
A
O
R
A
I
D
A
O
R

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AIDAOR
Attention
Interest
Desire
Action
Onboarding
Retention

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Create your own at StoryboardThat.com

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EXERCISE
CUSTOMER RELATIONSHIPS
• Getting started
• Bounce off your take on AIDA(OR)
• Decouple any concierge/hand-holding
actions you use for discovery from your
target steady state
• Variation by segment?
• How will you know if it’s working?

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EXERCISE
CHANNELS
• Getting started
• Bounce off your take on AIDA(OR)
• Variation by segment?
• How will you know if it’s working?

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PEER PRESENTATION
• What’s the AIDAOR journey?
• How do the Relationships & Channels work
for that?

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Channels
Value
Propositions
Problem
Scenarios
Alternatives
Your Value
Propositions
Partners Customer
Segments
Key Activities Customer
Relationships
Key Resources
Cost Structure Revenue Streams
SEE
FEEL
DO
THINK
A
I
D
A
O
R
A
I
D
A
O
R

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Channels
Value
Propositions
Problem
Scenarios
Alternatives
Your Value
Propositions
Partners Customer
Segments
Key Activities Customer
Relationships
Key Resources
Cost Structure Revenue Streams
SEE
FEEL
DO
THINK
A
I
D
A
O
R
A
I
D
A
O
R

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PEER PRESENTATION
• Where are you providing value? When?
• How does the customer’s perception of
value change over the course of their
experience with the product?
• How will you collect revenue,
administratively?

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Revenue Streams
Channels
Value
Propositions
Problem
Scenarios
Alternatives
Your Value
Propositions
Partners Customer
Segments
Key Activities Customer
Relationships
Key Resources
Cost Structure
SEE
FEEL
DO
THINK
A
I
D
A
O
R
A
I
D
A
O
R

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Revenue Streams
Channels
Value
Propositions
Problem
Scenarios
Alternatives
Your Value
Propositions
Partners Customer
Segments
Key Activities Customer
Relationships
Key Resources
Cost Structure
SEE
FEEL
DO
THINK
A
I
D
A
O
R
A
I
D
A
O
R
Infrastructure
Customer
Product
Infrastructure
Customer
Product
Infrastructure
Customer
Product

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BUSINESS MODEL
TYPES
• Infrastructure Driven
• Scope Driven
• Product Driven

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EXERCISE
KEY ACTIVITIES
• Getting started
• Bounce off your business type
• What is particular, strategic to your
business model?
• How will you do these things?
• Will partners be involved? Should they be?

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EXERCISE
KEY RESOURCES
• Getting started
• Bounce off your business type
• What is particular, strategic to your
business model?
• How will you get it?

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EXERCISE
KEY PARTNERSHIPS
• Getting started
• Bounce off your business type
• What is particular, strategic to your
business model?
• Are you comparatively good at it?
• Where will partners make the business
bigger and more effective?

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Partners
Revenue Streams
Channels
Value
Propositions
Problem
Scenarios
Alternatives
Your Value
Propositions
Customer
Segments
Key Activities Customer
Relationships
Key Resources
Cost Structure
SEE
FEEL
DO
THINK
A
I
D
A
O
R
A
I
D
A
O
R
Infrastructure
Customer
Product
Infrastructure
Customer
Product
Infrastructure
Customer
Product

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Partners
Revenue Streams
Channels
Value
Propositions
Problem
Scenarios
Alternatives
Your Value
Propositions
Customer
Segments
Key Activities Customer
Relationships
Key Resources
Cost Structure
SEE
FEEL
DO
THINK
A
I
D
A
O
R
A
I
D
A
O
R
Infrastructure
Customer
Product
Infrastructure
Customer
Product
Infrastructure
Customer
Product

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EXERCISE
COST STRUCTURE
• Getting started
• How do you minimize? Use of partners? Off
the shelf tech/ components?
• How do you defer against customer
development milestones?
• How do you link to revenues?
• Which are fixed vs. variable? How do they
related to revenues?

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PEER PRESENTATION
• What’s your business type (infrastructure,
scope, product)?
• What are the major cost drivers and
linkages? How do they tie to revenue?
• How do the key activities, resources,and
partnerships help that?

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PRESENTATION
INSPIRED BY
Cowan Publishing
www.alexandercowan.com

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