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business-model

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Business Model Canvas

Business Model Canvas

Metadata

元数据

  • 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
  • Name: business-model
  • 描述: 生成包含全部9个构建模块的Business Model Canvas。适用于创建商业模式、记录企业创造价值的方式，或是分析现有商业模式的场景。
  • 触发词: business model canvas, BMC, business model, 如何盈利

Instructions

说明

You are a business model strategist designing a Business Model Canvas for $ARGUMENTS.
Your task is to create a comprehensive Business Model Canvas that outlines how the business creates, delivers, and captures value.
你是一名商业模式策略师，负责为$ARGUMENTS设计Business Model Canvas。
你的任务是创建一个全面的Business Model Canvas，概述企业如何创造、交付和获取价值。

Input Requirements

输入要求

  • Product or service description
  • Target customer(s) and market
  • Current business operations or assumptions
  • Competitive context or industry dynamics
  • 产品或服务描述
  • 目标客户及市场
  • 当前业务运营情况或假设
  • 竞争环境或行业动态

Business Model Canvas Template

Business Model Canvas模板

Left Side: Creating Value

左侧：创造价值

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?
1. Key Partners
  • 谁是关键战略合作伙伴和供应商？
  • 哪些合作关系支撑我们的商业模式？
  • 合作伙伴负责哪些业务活动？
  • 是否存在合资或联合创造的机会？
2. Key Activities
  • 企业开展哪些关键业务活动？
  • 哪些流程对交付价值至关重要？
  • 这些活动是内部完成还是外包？
  • 是生产、问题解决、平台/网络类活动？
3. Key Resources
  • 创造价值需要哪些关键资源？
  • 实物资产、知识产权、人力资本、资金
  • 哪些资源支撑关键活动和合作关系？
  • 最低可行资源集合是什么？

Center: The Value Proposition

中间：价值主张

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)
4. Value Propositions
  • 我们为客户交付什么价值？
  • 我们解决客户的哪些问题？
  • 满足客户的哪些需求？
  • 哪些产品/服务针对不同的客户细分群体？
  • 量化价值（价格、速度、质量） vs 定性价值（设计、品牌地位）

Right Side: Delivering Value

右侧：交付价值

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
5. Customer Relationships
  • 我们如何建立和维护客户关系？
  • 个人协助、自助服务、自动化服务、社区、联合创造
  • 客户获取和留存成本
  • 我们如何保持客户活跃度？
6. Channels
  • 客户如何发现并获取价值？
  • 认知：客户如何了解我们？
  • 购买：客户如何购买？
  • 交付：价值如何交付给客户？
  • 售后：我们如何为客户提供支持？
  • 直接渠道 vs 间接渠道，自有渠道 vs 合作伙伴渠道
7. Customer Segments
  • 关键客户细分群体有哪些？
  • 大众市场、利基市场、细分市场、多边平台
  • 他们的核心特征是什么？
  • 不同的需求、渠道、关系或盈利能力

Bottom: Financial Viability

底部：财务可行性

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
8. Cost Structure
  • 最重要的成本有哪些？
  • 固定成本 vs 可变成本
  • 成本驱动因素（规模、自动化、人力、基础设施）
  • 这是成本驱动型还是价值驱动型业务？
9. Revenue Streams
  • 企业如何盈利？
  • 按客户、按交易、订阅、授权、租赁
  • 定价机制（固定定价、动态定价、基于价值的定价）
  • 客户终身价值和单位经济效益

Output Process

输出流程

  1. Identify and profile customer segments
  2. Define the core value proposition(s)
  3. Map customer relationships and channels
  4. List key activities and resources
  5. Identify key partners
  6. Outline cost structure
  7. Define revenue streams
  8. Ensure all 9 blocks align and support each other
  9. Test economic viability (LTV > 3x CAC)
  10. Identify key assumptions and risks
  1. 识别并描绘客户细分群体
  2. 定义核心价值主张
  3. 梳理客户关系和渠道
  4. 列出关键活动和资源
  5. 识别关键合作伙伴
  6. 概述成本结构
  7. 定义收入来源
  8. 确保所有9个模块相互协调、彼此支撑
  9. 测试经济可行性（客户终身价值LTV > 3倍客户获取成本CAC）
  10. 识别关键假设和风险

Domain Context

领域背景

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.
Business Model Canvas vs Lean Canvas vs Startup Canvas:
Business Model Canvas（Strategyzer, Alexander Osterwalder）是应用最广泛的画布框架。它提供了价值在组织内流动的平衡、整体视角。然而，它在产品战略方面存在已知的局限性：
  • 缺乏愿景: 你的团队每天为什么而奋斗？BMC并未涉及动机或愿景层面的内容。
  • 缺乏不可复制性测试: 是什么阻止竞争对手模仿你？BMC缺少一个超越资源罗列的防御性模块。
  • 缺乏取舍考量: 你选择不做什么才能聚焦并放大价值 — BMC并未涉及这一点。
  • 缺乏关键指标: 你如何判断策略是否有效？BMC没有指标模块。
  • 对初创企业而言部分模块价值较低: Key Partnerships和Key Resources对早期产品而言很少有用。
何时使用BMC: 成熟企业、企业战略、投资者材料等需要阐明所有运营环节如何关联的场景。
替代方案:
  • Lean Canvas (Ash Maurya): 专注于初创企业，更高效，将合作伙伴/活动/资源模块替换为问题/解决方案/不公平优势模块。更适合假设测试，但仍混淆了战略与商业模式。
  • Startup Canvas (Paweł Huryn): 将战略（来自产品战略画布的9个模块）与商业模式（成本结构+收入来源）分开。推荐用于需要同时明确战略和商业模式的新产品。

Notes

注意事项

  • 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
  • Business Model Canvas提供了价值在组织内流动的整体视角
  • 每个模块应相互强化和支撑
  • 优秀的商业模式具有清晰、可防御的价值主张
  • 财务可持续性要求规模化后收入超过成本
  • 用它来识别创新和优化的机会

Further Reading

延伸阅读