Business Model Canvas
Connect customers, value, delivery and economics across nine blocks, then identify the assumptions that need evidence.
Use the canvas to examine one business model at a time. Start with the customers and their needs, then check whether the proposed value has the activities, resources and partners it requires. Revisit the other blocks whenever one part changes.
What is known about the customers, offer, channels, relationships, payments, resources, activities, partners and costs. Identify assumptions and missing evidence.
An editable nine-block draft and a short list of assumptions to investigate before expanding the business.
How to use it
- Choose the business and customer group in scope, then describe the problem and proposed value.
- Connect that value to how customers discover, receive, use and pay for the offer.
- Identify the activities, resources and partners needed to deliver it, and the costs they create.
- Check for conflicts between blocks. Mark assumptions and choose the next evidence to collect.
Keep its limits in mind
A complete canvas is not proof of demand or profitability. It does not replace a business plan, financial model or customer research. Revenue is money earned from customers; gross margin is a separate measure after product costs.
Check whether a household replenishment service can work
Fictional retail example. An existing store is considering an ongoing replenishment service, starting with 30 households paying per order. It already has a store, supplier contacts and a mini program. The canvas describes a proposed model, not proven demand or profitability.
On a small screen, scroll across the diagram to read it.
Delivery constraint: An anytime-delivery promise conflicts with the small team's schedule. Fixed delivery windows are the proposed adjustment, not a measured improvement.
Economic check: Gross margin, full fulfillment cost per order and repeat-purchase frequency are still assumptions to investigate. No prices, revenue totals or profit estimates are supplied.
Next step: Record the full fulfillment cost of each trial order and compare it with the money received before deciding whether to expand.
Check your work
- Each value proposition addresses a named customer group and need.
- Channels and relationships describe different roles: reaching and serving customers, and maintaining the relationship.
- Delivery promises have matching activities, resources and partner capacity.
- Revenue sources are separate from costs and margin; amounts are not invented.
- Assumptions remain visible and are tied to a practical next check.
Method references
Put the method to work
Use this framework in the English Workspace with early access. Local generation copies clearly labeled fields; you can edit the diagram afterwards.
Open in WorkspacePractice with an example
Use a historical Nespresso example to connect business model blocks while keeping sourced facts, assumptions, and unknowns separate.
What Nespresso illustrates about business model dependencies →