Business Model Generation Canvas
In order to create a successful business model three related facets have to be explored, the way of thinking, operational system and capacity for value generation. The business model canvas takes into account these three facets and creates an overall business model for the organization (Charharbaghi, Fendt, & Willis, 2003). To translate the ideas into a business there must be an operational system to produce and sustain the goals of the business model. The interaction of what people are thinking into an operating system enables the business to create value (Charharbaghi, Fendt, & Willis, 2003). There are numerous plans and strategies in which organizations plan to create value. The business model canvas created by Osterwalder and Pigneur is a versatile framework which enables the user to interact with ideas and create value. The canvas is separated into nine categories they are customer segments, customer relationships, channels, value proposition, key activities, key resources, key partners, cost structure, and revenue streams (Osterwalder & Pigneur, 2013). Osterwalder and Pigneur state in their book Business Model Generation “A business model describes the rationale of how any organization creates, delivers, and captures value” (Osterwalder & Pigneur, 2013). The business canvas enables the organization the opportunity to brainstorm ideas relevant to the specific segments of the canvas. This enables the way of thinking as a team to be displayed and business decisions to be made (Leschke, 2013). The canvas segments are divided to allow each area of the business to be represented and decisions to be made to enable the best possible outcome. Customer segments, customer relationships and the channels sections will determine what customers are the true target market, what type of relationship the company will maintain and