Solopreneur Business Model Pyramid

A "solopreneur" is different than other types of business owners.  You're a "solopreneur" if you prefer running your own shop. You like being in charge, handling things yourself and understanding how everything works. You don't like meetings, working in large companies or wasting time.

If solopreneurs are different then I think a business model for solopreneurs should also be different.  I have either worked with or been a solopreneur for nearly 30 years and I think the following model works best for helping a solopreneur start and run their business.  Over the next number of posts I will explain each section of the model and I welcome any and all comments and insights from members. 


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Comment by Mike Lachapelle on February 18, 2015 at 5:28pm

That's a very interesting observation. I can relate that effectively to my own 'solopreneurship' context. In the past year my business model has taken a decisive shift as I have put emphasis on my network connections for both customer acquisition and new expertise in resources. Over the last few months Key Partners have had the most significant role in my business model.

Learning new approaches and tools as well as making connection for new customers through referrals or collaborations can be a strong component of a solo business model. I also agree, that there is much that can be learned from your competitors, just a lot harder to do than your partners.

Comment by Tim Rudkins on February 18, 2015 at 5:18pm

Thanks Mike and yes, competitors would be the initial part.  However, for solopreneurs it is less about who the competitors are as opposed to what they are doing.  Most solopreneurs have lots of competitors and rarely compete directly against them (which is odd given the word :-)).  Instead, competitors give them insight on how to do the work differently or better and apply it to their own niche customers. 

Comment by Mike Lachapelle on February 12, 2015 at 12:41pm

I like this model as a strategy model. It makes a great pre-cursor to the BM canvas.

By understanding these components, one can be in a position to develop the canvas view of how the business would be designed to address the strategies needed in each of these areas. A phrase we often use for the BM canvas is the blueprint of the business strategy - the later being well defined in this model.

Products I take it is a statement on the kinds of products and services initially planned for the business - can define the type of business: value added (retail, manufacturing, application development), solution (consulting, medical, legal, custom solutions), or network (platforms, marketplaces, knowledge exchange). The type then defining where the Key Activities have to be focussed.

Would competitors be the initial competitive analysis of the marketplace including alternate solution provides?

Some of these items could be further detailed out as part of the environment analysis of the business model.

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