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T H E U N I T E E X T E N D E D B U S I N E S S M O D E L C A N VA S

DRIVERS

Business Intentions & Objectives Massive Transformative Purpose

› What is your ultimate Business Intention? What do you ultimately want to achieve? › Have you set a Massive Transformative Purpose/an ambition that provides
› What is your motivation? (describing what you want to leave behind you?) a clear long-term direction?
› What is your Vision (describing where you want to go)? › Does this ambition inspire and drive your team, stakeholders and customers towards action, increase
› What are your key objectives (describing the concrete goals you want to achieve)? commitment and motivate everyone to do their best?

UNFAIR ADVANTAGE OPER ATING MODEL VALUE MODEL EXPERIENCE MODEL CUSTOMERS

Points of Differentiation Value Chain Value Proposition Brand Customer Segments

› Are we operating in a blue ocean? › What are our values chains and key processes? › What is our value proposition (high-level)? › What is your core brand promise that attracts buyers and conveys a distinct › For whom are we creating value? Which segments &
› How are we leveraging existing strengths What are our key value creating activities? › What value do we deliver to the customer? identity? What do you ultimately stand for? representative personas?
(assets & capabilities, both internal to the firm as well as customer- Do we have several key value chains? › Does this Value Proposition solve their Jobs-to-be-Done? › How are you perceived today vs. how you want to be perceived in the future? › Who are our most important customers?
facing) to support our differentiation? › Which activities in the value chain are we responsible for and which › Which products & services are we offering to each Customer › To what degree does your brand help you in the marketplace, and how can you › Who is the final user of our products & services?
› Is this source of differentiation long-lasting, difficult to buy or copy, are our partners responsible for? Segment? improve your brand equity? › Who are the early adopters?
and does it create a significant barrier to entry? › Can we leverage the customer? Do we want them to carry out certain › Beyond this, what value do we propose to our stakeholders & key › How can you implement your brand experience across all touchpoints?
› What can we do to improve our differentiation steps in the value chain by themselves? partners?
& unfair advantage?

Key Resources Product System Customer Relationships

› What are the key resources we need to create our value proposition?
› Which assets and capabilities do we need?
› Which complementary products & services can you create?
› How are your complementary products & services connected or
& -Engagement
› Which of these capabilities are non-core? Which capabilities are core bundled to create a robust and scalable system? › What type of relationships could you have with your customers?
to our business? › How can you increase interoperability, modularity and integration
› Which capabilities truly support our differentiation?
› What should we insource vs. outsource?
between your offerings?
› How can you build a true ecosystems that captivates & delights
› How can you ensure that every interaction with your customer makes them
want to come back?
› Based on your understanding of the JTBD of your customers, how can you
Jobs-to-be-Done
customers while defending against competitors? develop meaningful connections between them and your company? › What key functional jobs do our customers have?
› How can you ensure that your customers want to tell their friends about › What other key psychological needs do our customers have?
your offering? › What additional, more detailed or complementary jobs do our
customers have?

SERVICE MODEL
Key Partners Channels
› Who are our key partners? › Through which channels do our customer segments want to be reached?
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Who are our key suppliers?
Which key resources are we acquiring from partners? Service Model ›
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How are we reaching them now?
How are our Channels integrated?
› Which key activities outside of our value chain do partners perform? › Which ones work best?
› Which differentiating, core and supporting services could you deliver? › Which ones are most cost-efficient?
› How does your service model help you differentiate in the market,
and can it create barriers to entry for other players/increase switching
costs for your customers?
› Can your service model help you increase loyalty and Customer
Lifetime Value (CLV)?

COST MODEL REVENUE MODEL

Costs for value creation Income from customers

› What are the most important costs inherent in our business model? › How do we earn money? What are our revenue streams?
› Which key resources (assets & capabilities) and which key activities in our value chain are most expensive? › For what value are our customers really willing to pay?
› Which of our costs are fixed vs. variable? Can we turn fixed into variable costs? › How much are our customers currently paying to satisfying this JTBD?
› How much money do we require to get going? Can we minimize that? What are the trade-offs? What are the main substitutes for our product?
› How much does each revenue stream contribute to overall revenue?
› What other benefits are we getting?

TEAM

People & Structure Values & Culture

› Who is on our team? › What values do we pursue?
› What competencies do we need on the team? Which do we have already? › How do we interact with each other and with customers?
› How do we bridge gaps in our team?

T H E U N I T E I N N OVAT I O N & T R A N S F O R M AT I O N M O D E L S
Proudly made available OpenSource. This work is licensed under the Creative Commons Attribution 4.0 International (CC BY-SA 4.0) license.
Designed by: Digital Leadership AG – digitalleadership.com. Based on the original Business Model Canvas of Alexander Osterwalder / Strategyzer.com, the LEAN Canvas and the thinking of Patrick Stähler. digitalleadership.com/UNITE