Day Month Year

Designed for: Designed by: On: 29 Aug 2016

Global WASH Andrew Schranck
THE B USI NE SS MODEL CA NVAS Iteration:
No.
1

Key Partners Key Activities Value Propositions Customer Relationships Customer Segments
Who are our Key Partners? What Key Activities do our Value What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?
Who are our key suppliers? Propositions require? Which one of our customers problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?
Which Key Resources are we acquiring from partners? Our Distribution Channels? CATEGORIES
What bundles of products and services are we offering to Which ones have we established? Mass Market
Which Key Activities do partners perform? Customer Relationships? Production each Customer Segment? How are they integrated with the rest of our business model? Niche Market
Problem Solving Segmented
MOTIVATIONS FOR PARTNERSHIPS: Revenue streams? Platform/Network Which customer needs are we satisfying? How costly are they? Diversified
Optimization and economy Multi-sided Platform
Reduction of risk and uncertainty CHARACTERISTICS EXAMPLES
Acquisition of particular resources and activities Newness Personal assistance
Performance Dedicated Personal Assistance
Customization Self-Service

KEY PARTNERS: This product will be We must employ a highly skilled team of Getting the Job Done Automated Services
Communities
Design
Co-creation Anyone who is explicitly affected by WASH
socially driven by motivated/interested WASH professionals, advertisers, web
Brand/Status
Price
Cost Reduction
the enterprise seeks to have a presence around the world, but most notably those in
WASH professionals as well as lay people designers, and programmers to establish a Risk Reduction
Accessibility
Convenience/Usability
within the communications plaform and web the developing world. This inlcludes
self reporting about WASH issues all around web based communications platform that is
service, but does not seek to drive too much customers, salespeople, engineers,
the world. The support team at WASH Global easy to use, highly adaptive, and effective at
We deliver our customers the ability to of the data itself, allowing for the community development workers. The aim for the
will likely need to partner with WASH bringing solutions to WASH problems. We
quickly and efficiently find solutions to WASH to drive the traffice to the service and provide product is for global use, with a potentially
professionals to make this a successful will have a highly available and well trained
problems whether by advice, services, or information/data. The business will provide different site or different manifestations/
venture. support staff to address all user questions
products. We also deliver the opportunity for live message chat and email assistance to pages for different countries.
and establish/build user reltationships.
KEY SUPPLIERS: The suppliers will in users of the product to use citizen science to provide feedback and customer service to
essence come in two forms: the suppliers of report data and help build the body of users.
the platform for the product (i.e., the web knowledge that will be the major driver of this
based WASH communication platform), and service.
the suppliers of the information/data that
drives the product. The former will be We are atttempting help WASH workers do
employed by the business, and the latter will their jobs more effectively.
likely be citizen scientists who self report for Key Resources We are attempting to help everyday people
Channels
the good of the community.
What Key Resources do our feel empowered to help solve WASH Through which Channels do our Customer Segments
want to be reached?
KEY RESOURCES: We are acquiring data
Value Propositions require? problems for themselves and their neighbors How are we reaching them now?
Our Distribution Channels?
from partners that are loosely identified as Customer Relationships?
TYPES OF RESOURCES
Physical
Intellectual (brand patents, copyrights, data)
more effectively. How are our Channels integrated?
Human Which ones work best?
WASH professionals and self reporting lay Revenue Streams? Financial
Which ones are most cost-efficient?
people affected by WASH issues. The platform will have different components How are we integrating them with customer routines?
including a jobs portal, a products portal, a CHANNEL PHASES:
Our value propositions require competent 1. Awareness 4. Delivery

KEY ACTIVITIES: WASH professionals will data entry and viewing portal for statistics, How do we raise awareness about our companys products and services? How do we deliver a Value Proposition to customers?

employees that work well together as an 2. Evaluation 5. After sales

help establish the platform layout that will be and a communications portal for openly How do we help customers evaluate our organizations Value Proposition? How do we provide post-purchase customer support?

interdsiplinary team. 3. Purchase

How do we allow customers to purchase specific products and services?

most conducive for collecting data and discussing issues with the community at
establishing communication between WASH large. All will be bundled together into one Customers will be reached via email for
We must be adaptive to user feedback and
professionals and people in need of WASH site for all to use. customers service and newsletter updates.
questions. We must partner with
related products, services, and advice. professionals with experience and work in
We are satisfying the customers' need for Market advertising on the internet, television,
every continent with low income status
quicker, affordale, easier access to WASH radio, and email will be used to promote the
countries and significant WASH issues.
solutions. service.

Email and internet adverts will likely be the

most effective and cost efficient.

Cost Structure Paying the employees to develop the original prototype of the
web based platform will be the most costly.
Revenue Streams Customers may or may not have to pay for this service.
There may be a fee structure built into the different types of
What are the most important costs inherent in our business model? For what value are our customers really willing to pay?
Which Key Resources are most expensive? For what do they currently pay?
usage, with reporting being free, but with goods and services
Which Key Activities are most expensive? Key Resources/Activities: The web designers and How are they currently paying? transfer portals requiring a small fee structure. This may be
IS YOUR BUSINESS MORE:
Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)
programmers will likely be the most expensive resources, but How would they prefer to pay? avoided with advertising and crowdfunding initiatives.
How much does each Revenue Stream contribute to overall revenues?
Value Driven (focused on value creation, premium value proposition)

SAMPLE CHARACTERISTICS:
once the platform is active, the customer service team will TYPES:
Fixed Costs (salaries, rents, utilities)
Variable costs take on a much larger role. The designers and programmers Asset sale
Usage fee

will be much more expensive than the customers service

Economies of scale Subscription Fees
Economies of scope Lending/Renting/Leasing
Licensing

costs. Brokerage fees

Advertising

FIXED PRICING
List Price

Servers may be a large cost depending on the data storage Product feature dependent
Customer segment dependent
Volume dependent
but that me be outsourced to lower costs if possible. Web
DYNAMIC PRICING
domains, graphic design, and contracting with WASH Negotiation( bargaining)
Yield Management

professionals will be other but not all other necessary costs. Real-time-Market

v.2 Re-design: methodkit.com Original Framework & PDF: businessmodelgeneration.com

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