Perhaps the community can help you address some of the key challenges you face in using the canvas to describe and communicate your business, create innovation or new products and services, or get better strategic alignment.

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Okay - to do that you have to go back to the underlying concepts of the canvas structure.

One of the sources of inspiration for the canvas (actually the phd model that preceded the canvas) was Porter's value chain model. 

The Porter construct begins with inputs (raw materials, suppliers) on the left hand side and moves through value creation (operations, processes) to delivery (targeting, marketing, fulfillment) to the customers (target segments) which are on the right end of the model. Thus the infrastructure (KA KR and KP) on the left side of the canvas and the customer facing components (CR CH and CS) on the right. The value you create (VP) being the fulcrum of the model.

So the CR and CH components represent that 'connection' and marketing to the customers. These two elements should not be seen as separate entities but should be seen in tandem, two aspects of connecting - strategies and mechanisms. Eliminating one of them leaves an incomplete picture.

Hope this helps clarify the logic of the canvas.

I read your presentation on slideshare ... and that made things much clearer.

And of course this response showing roots of MBC from Porter's value chain is a god-send. Thank you!!

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