Make your Business Model

1 What are you selling?
2 To whom are you selling?
3 For how much are you selling?
4 Review & Send to your email
  • What are you selling?

    The starting point for all product development should be to analyze the needs of current and potential customers, their levels of satisfaction with what the competition is offering, their consumption habits and the technical possibilities for improving existing products.  

    Taking into account the following subquestions, answer and write your Business Model online directly in the empty boxes below.

    The Value Proposition Canvas

    • – Which products and services are in your existing value proposition?
      A value proposition is related to a product, service or feature intended to make a company or product attractive to customers.
       
    • – Which products and services you offer to help your customer functional/ social/ emotional job done
      Functional/social/emotional jobs aim to investigate about customers’ practical, social and personal aspects.
       
    • – Which products and services you offer to help your customer to satisfy his/her basic needs?
      Bear in mind that a product/service should aim to solve a customer’s need.
    • – Could your products and services create savings that make your customers happy in terms of time/ money/ effort
      Remember that your product/service should be able to get better your customers’ lives.
    • – Does your product or services copy current solutions regarding specific features/ performance/quality?
      In order to gain value in customers’ eyes, your product/service should have original traits in comparison to existing ones.
    • – Could your products and services outperform current delight solutions that delight your customers regarding specific features/ performance/quality?
      In order to gain value in customers’ eyes, your product/service should have original traits in comparison to existing ones.
    • – Which savings would make your customer happy in terms of time/ money /effort would they value/ quality level
      Remember that your product/service should be able to get better your customers’ lives.
    • – What outcomes does your customer expect in terms of more of something/ less of something/ quality level?
      Have an idea of customers’ expectations is important to cover them.
    • – What outcomes would go beyond your customers’ expectations in terms of more of something/ less of something/ quality level?
      Have an idea of customers’ expectations is important to overcome them.
    • – What do customers dream about?
      Taking into account customers’ dream, you can have an idea about what they consider valuable.
    • – What do your customers aspire to achieve?
      Taking into account customers’ ambitions, you can have an idea about which kind of goals they aim to achieve.
    • – What would be a big relief to your customers?
      Considering customers’ practical, social and personal aspects, you would be able to understand which features could actually help them in their daily life.
    • – What is the one thing that your customer couldn’t live without accomplishing?
      Investigating customers’ real needs can help you to create the best product/service for them.
    • – What are the stepping stones that could help your customer achieve this key job?
      Your main objective should be to help customers at each step of achieving their activities.
    • – What are the different contexts that your customers might be in?
      Knowing your customers lifestyle can help you to provide them a customized solution to their needs.
    • – How do their activities and goals change depending on these different contexts?
    • – What does your customer need to accomplish that involves interaction with others?
    • – Could your products and services produce savings in terms of time/ money/ efforts?
      Bear in mind that your product/service should bring an advantage in customers’ life.
    • – Could your products and services make your customers feel better by killing frustrations/ annoyances/ other things that give customers a headache?
      Your product/service should keep things easier for your customers.
    • – Could your products and services fix underperforming solutions by introducing new features/ better performance/ enhanced quality?
      You should point out the value of your product/service in order to provide customers higher quality solutions.
    • – Could your products and services put an end to difficulties and challenges your customers encounter by making things easier/ eliminating obstacles?
      Your product/service should solve a problem or a disadvantage in customers’ life.
    • – Could your products and services wipe out negative social consequences your customers encounter or fear in terms of loss of face/ lost power/ lost trust/ lost status?
      Your product/service should provide social benefits in customers’ life.
    • – Could your products and services eliminate risks your customers fair in terms of financial/social/ technical/ risks?
      Your product/service should provide economical benefits in customers’ life.
    • – What do your customers define too costly?
      Investigate your customers’ pains mean to have a clear idea about what they don’t want.
    • – Does too costly for your customers mean “it takes a lot of time”/“requires substantial efforts”?
      Being aware of your customers vision mean to be sure about what they perceive as valuable.
    • – What makes your customers feel bad?
      Knowing that mean to be aware of what you have to avoid.
    • – How are current solutions underperforming for your customers?
      Bear in mind to provide better solutions in comparison to current ones.
    • – Which features current solutions are missing?
      Explore the competitive arena to discover what you can offer what your competitors haven’t provided yet.
    • – What risks do your customers fear?
      Knowing your customers’ fears mean to avoid them.
  • GOING BEYOND THE VALUE PROPOSITION CANVAS

    • -For your value proposition to work properly what competences do you need/ kind of activities do you need to be developed?
      Focusing on your product/service features, you will be able to understand which kind of resources you need in order to develop them.
    • -What distribution channels do you need to develop?
      You have to decide how you aim to reach your clients: through small, medium or big distribution channel.
    • -What kind of activities are key to your distribution channels?
      Define the details on how you aim to reach your clients within the distribution channel/s.
    • -What client relations activities do you need to employ?
      Think about how you intend to get in touch and build up relationships with your clients.
    • -What kind of activities are important if you want to maintain your customer relationships?
      Think about how you can make your customers loyal to your product/service.
    • -What kind of activities are fundamental to your revenue streams?
      Think about your business considering which activities are more profitable.
    • -Do you need IT system? Specify what exactly do you need?
      Taking into account your business peculiarities, think about which kind of resources you need.
    • -Do you need Human Resources?
      Taking into account your business peculiarities, consider if you need Human Resources or not.
    • -What roles will your Human Resources have?
      Going in depth, which professional roles you need to carry out your business activities?
    • -Do you plan to outsource some services?
    • -Do you need tangible equipment? Specify what exactly do you need?
      Taking into account your business peculiarities, you may need specific instruments to achieve your business goals.
    • -Do you need the place? Specify what do you need as the infrastructure.
      Taking into account your business peculiarities, consider which kind of location you need to achieve your business goals.
    • - Who are your key partners?
      Consider your partnership and which is the value each member give to your business.
    • What key resources do you get from partners?
      Consider your business and point out partners’ competences.
    • - What key activities do your partners carry out?
      Consider your business and point out partners’ solution within your business.
    • - What can motivate these partnerships?
      Point out the reasons of building up a partnership. 
    • - What do you bring to partners?
      Point out your strong point within the partnership.
    • - What do partners bring you?
      Point out partners’ strong point within the partnership.
    • - Who influence your customers/ opinion leaders/ stakeholders/users?
      Consider if within your partnership some members have a stronger influence in building up your business reputation.
    • - What value proposition you could find in your idea for the society?
      In building up your social business, try to solve a social issue by providing real value to the community.
    • - What key activities/key resources you need to implement your promise to the society?
      Thinking about the social problem you aim to solve, think about what you need and how in order to do that.
    • - Make the list of key partners, which you would like to attract to make the easier implementation of your promise?
      If you think you need more resources or specific activities, you may need to create a partnership. Taking into account your social business, think about which kind of synergies you need to create within you partnership to approach the social issue you aim to solve.