See also: Business Model Canvas Tutorial.
In this Business Model Canvas workshop, you’ll learn how to frame and answer key questions about a business model and its execution.
- Ability to substantially ideate, describe, evaluate and discuss a business model using the Business Model Canvas
- Hands-on understanding of how to user personas and problem scenarios to articulate the Offer’s key drivers
- Hands-on understanding of how to use the AIDA(OR) framework and storyboards 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
The workshop slides:
[scribd id=237914517 key=key-keyGhvGNXA05zzTeNEO9 mode=scroll]
The workshop, on Youtube:
Preparation & Prerequisites
The casual user can simply print out the Canvas using the PDF below, grab a few index cards (or sheets of paper) and follow the agenda below.
Instructor notes: The checklists below describe ‘minimum viable preparation’ and additional related preparation.
Minimum Viable Preparation
- Review the slides and materials below
- Review the Business Model Canvas Tutorial (skip the slides- they’re the same as below)
- Print an organize the storyboarding squares for use in the AIDA(OR) exericse (Three copies of each page per student is what I’d recommend if you have a group over 5. Otherwise, you can just print a quantity of them and let the students grab what they want, buffet style.). You can skip this exercise if you don’t want to prep. the squares but: a) I find participants end up with pretty arbitrary output for Channels and Relationships otherwise and b) it’s an easy intro. to a powerful technique you may find useful. See the Storyboarding Workshop for more detail.
- I recommend pens or ideally sharpies for writing and colored pencils for creating notes on linkages between items on the canvas (but a simple pen or pencil will do fine)
- Review the tutorials on the underlying tools and frameworks from the exercises:
If you’re interested in the surrounding body of work on Venture Design, see that link and if you’re interested in a structure program for product design & entre/intra-preneurship, check out Startup Sprints.
PDF of the Canvas
BUSINESS MODEL CANVAS PDF
This links to a printable worksheet for the Business Model Canvas. I produce two copies per participant in case they want to split it up or start over.
For workshops, group exercises, and generally getting started with storyboarding, I like to use these paper squares and a sharpie/pen. The PDF you can download here has a set of typical scenes which you can print out and use. They do need to be cut or ripped since there are two/page. You’ll find cutting marks and the individual pages and what I actually like to do is use a metal ruler and just rip them (see left).
Google Doc (Post-Workshop)
I DO NOT recommend using the Google Doc during the workshop- students will spend much more time than is allocated to work with the Google Doc application (vs. paper and pen/cil). But, depending on your format, you may want to make students aware of the resource for follow-up presentations and distribution of their canvas.
I: INTRO, CUSTOMERS, OFFERING & REVENUE (~90 min.)
|Item||Time (min.)||Materials & Technique|
|Intro talk on Business Model Canvas & the Venture Design curriculum||5||Slides: 1-20|
|Importance of the Customer Segment to Value Proposition pairing(s) as primary ‘independent’ variable for a business model and use of design thinking as a tool to focus and improve that pairing||10||Slides: 21-40|
|Exercise: Write Down as many personas as you can for your venture/product||5||Slide: 41
|Exercise: Are they buyers, users, or both? Note on each Post-It with a ‘B’, and/or ‘U’||1||Slide 42
Materials: Use those same index cards, annotating each with a ‘B’ and/or ‘U’.
|Exercise: Can you think of 5 real people for each?||2||Slide 43
Materials: use the back of the existing index cards
|Exercise: Sort the personas. Which have the most compelling need, desire? Why?||1||Slide: 44|
:: problem scenarios
:: your value propositions
|Exercise: Prioritize problem scenario to VP trios||2||Slide: 46
|Exercise: Map Personas to Value Propositions on Canvas||3||Slide: 47
|Exercise: Create a positioning statement||4||Slide: 48
Materials: index card/sNotes:
|Peer Presentations||8||Slide: 49
|The importance of describing the customer journey for evaluating Customer Relationships and Channels. The use of AIDA(OR) as a framework for this and storyboarding as a visualization/narration tool.||5||Slides: 50-58|
|Exercise: Storyboarding AIDAOR||10||Slide: 59
Materials: storyboarding squares: 3/type/student
|Exercise: Describe Customer Relationships||5||Slide: 60
Materials:Canvas (Customer Relationships block)Notes: see key points and examples on slide
|Exercise: Channels||5||Slide: 61
Materials: Canvas (Channels block)
|Exercise: Peer Presentations||5||Slide: 62|
|Exercise: Describe Revenue Streams||3||Slide: 63-64
Materials: Canvas (Revenue Streams block)
|Exercise: Map Revenue Streams to Personas and VP’s||2||Slide: 65
Notes: Basically, this is extending the Personas to VP mappings to one or more Revenue Streams each (if applicable)
II: INFRASTRUCTURE & COST (~30 min.)
|Item||Time (min.)||Materials & Technique|
|Business model type and corporate focus. Its relationship to evaluation of Key Activities, Key Resources, Partnerships and ultimately cost drivers (Cost Structure)||5||-Slides: 66-70|
|Exercise: Describe Key Activities||3||Slide: 71|
|Exercise: Describe Key Resources||3||Slide: 72|
|Exercise: Describe Key Partnerships||3||Slide: 73|
|Talk: Managing cost drivers in a new venture||3||Slides: 74-75|
|Exercise: Describe Cost Structure||3||Slide: 76|
|Exercise: Describe cost drivers relative to Key Activities and Revenue Streams||3||Slide: 77
Materials: colored pencils (optional) or pen/sharpieNotes:The basic idea here is to answer the question: ‘How do your Key Activities & Resources drive cost? Are the costs fixed or variable (note on description of cost)? How do those in turn drive revenue?’
|Exercise: Peer presentations||4||Slide: 78|
|Closing notes||2||Slides: 79-81|