0 Bewertungen0% fanden dieses Dokument nützlich (0 Abstimmungen)
21 Ansichten2 Seiten
The document discusses the limitations of the Business Model Canvas as a tool for analyzing and designing business models. Specifically, it notes that the Canvas does not explicitly show the three sub-models (provider, customer, and performance models) that make up a full business model. Additionally, the static Canvas does not illustrate the relationships and causal links between the different elements. While the Canvas is useful for visualizing and managing business model ideas at a basic level, it falls short in providing comprehensive predictive and analytical capabilities for strategic planning.
The document discusses the limitations of the Business Model Canvas as a tool for analyzing and designing business models. Specifically, it notes that the Canvas does not explicitly show the three sub-models (provider, customer, and performance models) that make up a full business model. Additionally, the static Canvas does not illustrate the relationships and causal links between the different elements. While the Canvas is useful for visualizing and managing business model ideas at a basic level, it falls short in providing comprehensive predictive and analytical capabilities for strategic planning.
The document discusses the limitations of the Business Model Canvas as a tool for analyzing and designing business models. Specifically, it notes that the Canvas does not explicitly show the three sub-models (provider, customer, and performance models) that make up a full business model. Additionally, the static Canvas does not illustrate the relationships and causal links between the different elements. While the Canvas is useful for visualizing and managing business model ideas at a basic level, it falls short in providing comprehensive predictive and analytical capabilities for strategic planning.
STRUCTURE
THE
BUSINESS
MODEL
CANVAS
LINKAGES
(FUNCTIONAL
ANALYSIS)
The
Business
Model
Canvas
is
largely
a
It
is
difficult
to
observe
and
understand
visual
(non-‐linear)
outline
or
checklist
cause-‐and-‐effect
relaOonships
on
a
of
9
topics
–
“building
blocks”
-‐
of
an
Business
Model
Canvas.
archetypal
business
model
(system).
The
3
sub-‐models
or
modules
of
a
In
parOcular,
the
staOc
Business
Model
Canvas
ignores
relaOonships
between
business
model
are
not
made
explicit:
the
blocks
(as
well
as
in
their
q Provider
(Supply)
Model
for
environment).
So,
the
Business
Model
crea&ng
value
Canvas
is
not
a
network
(funcOonal
q Customer
(Demand)
Model
or
analysis)
diagram
that
illustrates
Source:
Growth
Engine
for
delivering
value
exchange
of
resources
between
h0p://en.wikipedia.org/wiki/ q Performance
(Profit)
Model
or
Business_Model_Canvas
building
blocks
(as
well
as
in
their
Value
Engine
for
sharing
value
environment).
A
Business
Model
Canvas
is
good
as
a
Also,
techniques
such
as
Premortem
So,
the
Business
Model
Canvas
does
not
Business
Model
Form,
Checklist,
and
Score-‐ (Failure
Analysis)
and
Hypothesis
facilitate
modular
(mulOlevel)
analysis
card
for
rapidly
visualizing,
prototyping,
GeneraOon
cannot
be
simply
carried
and
design
of
a
given
Business
Model.
and
managing
a
business
model
but
…
out
using
the
Business
Model
Canvas.
LOGIC
(PREDICTIVE
CAPABILITY)
From
an
academic
perspecOve,
the
Business
Model
Canvas
does
not
adequately
describe
a
business
model,
the
Business
Model
Canvas
does
not
really
describe
the
logic
of
how
an
organizaOon
creates,
delivers,
and
captures
or
shares
value.
Rather,
the
Business
Model
Canvas
presents
a
tessellaOon
of
discrete
elements,
components,
or
parts
of
a
business
model.
The
Business
Model
Canvas
does
not
even
explicitly
consider
a
performance
output
such
as
profit
or
shared
value.
So,
the
Business
Model
Canvas
cannot
easily
be
used
for
outcome-‐based
planning
such
as
in
Discovery-‐driven
Planning.
A
fi^ng
saying
might
be:
"The
blocks
are
not
the
building
or
business
model.”
Just
the
blocks
of
a
building
(system)
do
not
enOrely
show
the
logic
of
how
the
structure,
subsystems,
and
relaOonships
come
together
to
make
a
building
(system)
funcOon,
stand,
or
deliver
value.
Finally,
the
Business
Model
Canvas
omits
the
micro-‐logic
&
macro-‐logic
of
a
business
model.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h8p://businessmodels.ning.com
&
h8p://twi8er.com/RodKuhnKing
“Good”
vs
“Great”
Business
Model
Canvas
REQUIREMENTS
“Good”
“Great”
(TASKS/FUNCTIONS)
FOR
Business
Model
Canvas
Business
Model
Canvas
BUSINESS
MODEL
PLANNING,
STRATEGY,
PERFORMANCE
MANAGEMENT,
AND
GAMIFICATION
1)
Can
be
carried
in
pocket/wallet:
ultra-‐portability;
modularity
ü
2)
Visualize
archetypal
parts
or
elements
of
a
business
model
(system):
Business
Model
Outline
(Form/Checklist/TreeMap)
ü
ü
3)
Organize
and
manage
ideas
regarding
the
parts
or
elements
of
a
business
model
(system):
Business
Model
Scorecard
ü
ü
4)
Illustrate
the
3
macro-‐modules
or
engines
of
a
business
model:
Provider
(Supply)
Model;
Customer
(Demand)
Model;
Value
ü
(Performance/Profit)
Model:
Mul`level
(Aggregate)
Analysis
5)
Comprehensively
show
how
cause-‐and-‐effect
relaOonships
that
illustrate
how
a
business
model
works
to
deliver
value:
Business
ü
Model
Strategy
Map;
Func`onal
Analysis
Diagram
6)
Illustrate
Problem-‐SoluOon
Fit
&
Product-‐Market
Fit:
Lean
Startup
method;
Engine
of
Growth
ü
7)
Facilitate
generaOon
and
management
of
business
model
hypotheses
as
well
as
strategy:
Business
Model
Strategy
ü
ü
8)
Facilitate
Premortem
(Failure
Analysis):
Root-‐cause
Analysis
ü
9)
Facilitate
problem
solving,
innovaOon,
and
performance
mngt
as
well
as
Outcome-‐driven
Planning,
including
Discovery-‐driven
ü
Planning:
Universal
Project
Management
(UPM)
Dashboard
10)
Can
be
deployed
as
a
boardgame
with
“naOve”
game
pieces
(cards)
&
board:
Business
Model
Jigsaw
(BMJ)
Game
ü