Canvasset also helps you to set up different business model scenarios in a systematic way. It includes the entire business and keeps you, among other things, focused on the fact that your idea can ultimately also bring you an income.

The model is good when you want to:

• renew your company's business model – what does e.g. a change in quality, market or price for your business plan?
• improve an existing business model
• create an overview of the large group's many different business models
• find out if there is money in your business idea - can I make money from this?
• find financing. With a well-thought-out business model, it becomes easier to convince a potential investor or alliance partner

The Business Model Canvas consists of 9 building blocks, which are divided into sales and delivery. The blocks create a business model, and form a framework for talking about building one.

The Business Model Canvas –Business_Model_Canvas

Hent en redigerbar pdf-version her: business-model-canvas-skabelon

On the sales side, we have:

• The customers and the segments that your company targets.
• The products that include the services that you sell and thus create value for the customers.
• Distribution channels are also here, and they do not describe ordinary logistics, but how you spread knowledge of your products in a broad sense. Where can you buy them, how do customers get the products delivered, and where can they advertise if they don't live up to expectations?
• Relationships are also part of sales, which is about your relationship as a producer with customers. A distinction is made between products on the degree of relationship, and there may be a zero relationship, where the customer does not expect to be called and asked if he has had a good experience with the product. In other cases, the customer expects the manufacturer to follow up on the product he has purchased. It can, for example, be a new IT system. Here the relationship is very close and is called co-creation, and must be considered the closest relationship. It is important to find the right balance when it comes to relationships with customers. You must not overdo it and thereby scare customers away, but you must also be there for them so that they do not go to the competitor.
• Finally, there is the development of revenue models. How do we get paid for our goods and how should the price be calculated? Is it payment per unit, kilo, hour, materials we supply or something else entirely. This item is important as, in light of the crisis, there is an increased focus on liquidity.

On the delivery page you will find:

• Key activities that you must be good at in order for your products to succeed.
• Assets are unique knowledge, patents, buildings, machines and other special things that are prerequisites for you to be able to produce your products. Typically, these are also the things that have value if the company is to be sold.
• Partners, who are a fundamental prerequisite for being able to deliver your product, are included in the model. That is the strategic partners.
• Cost is the driver of the business model. Every day you must practice becoming better at saving money. You must find the large costs in the balance sheet and work with them completely systematically. If you can deliver a slightly worse product at a low cost, it is worth looking at. Ryan Air is a good example of that.

Advantages of working with business model development

The business models have different applications depending on the type of business.

The entrepreneur should think through the entire business model at start-up rather than focusing only on the product, as many tend to do. It is important to look at where the earnings lie and which sales channels are possible. A well-worked business model also provides a better breeding ground for good and useful sparring, when you, as a start-up, can say that it is the whole business model that you come up with, and not just the good idea. Many start-up companies also need capital, and it is therefore good to be able to show an investor that you have thought it all through. The model can give the entrepreneur a picture of whether the business idea is worth betting on altogether, or whether the energy should be spent on something completely different.

The growth company with 50-100 employees can use the business model to describe the foundation of the company, so that all employees work from the same starting point. All departments are aware of the common model, and everyone can help improve the model at all levels. The model is the basis for a joint discussion, and different scenarios can be set up with different themes; what if we were to sell our products to the moon, to the young, to the old or only make a discount? Here you have the opportunity to see the strength and find the good in all of them and work on it. A growth company often tends to get a lot of ideas. They can all be held up to the model and tested by.

The big group with several thousand employees can lose track of the business model because there are so many different layers in it and because the employees often wear several hats. Here it can be an advantage to make several models for each service or each area, so that everyone knows which seats they have. It is also easier to separate the areas and work separately on making them better. In the large groups, there are often one or more departments that are not doing well, even if you have had the best people in charge of the department, things have not improved. Here there is good reason to look at the business model and find the places where you can change something. Do you have to change the customer segment, sales channels or something else?

There are therefore many possibilities when creating business models that are built according to the Business Model Canvas.

Here you can see an introduction to how to get started using the Business Model Canvas >