Structure business model into different components to effectively manage startup and razor focus on value proposition

Different components of business model

Examples to show how different companies use business model canvas

how to fill up business model canvas

Tips on writing business plans

Previous classes on this startup finance series

It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances. It assists firms in aligning their activities by illustrating potential trade-offs.

The nine "building blocks" of the business model design template that came to be called the Business Model Canvas were initially proposed in 2005 by Alexander Osterwalder[4] based on his earlier work on business model ontology. Since the release of Osterwalder's work around 2008, new canvases for specific niches have appeared.

This course was recorded during a live class with startup founders who do not have any formal background in accounting and finance. Course contents, speed, and explanations are designed keeping in mind those users, hence other users may find it slow and somes repetitive. I repeated a few things just to make my audience understand and absorb concepts.

Deriving financial plan and blending with business models

· Business Model - Components

· how each business model component is represented in financial plan

· Interwind different components to make a complete business plan.

· Case Study - Alibaba, IKEA and new startup

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Infrastructure

Key Activities: The most important activities in executing a company's value proposition. An example for Bic, the pen manufacturer, would be creating an efficient supply chain to drive down costs.

Key Resources: The resources that are necessary to create value for the customer. They are considered assets to a company that are needed to sustain and support the business. These resources could be human, financial, physical and intellectual.

Partner Network: In order to optimize operations and reduce risks of a business model, organizations usually cultivate buyer-supplier relationships so they can focus on their core activity. Complementary business alliances also can be considered through joint ventures or strat alliances between competitors or non-competitors.



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