How to build the Osterwalder Business Model Canvas: key stages

1. Customer Segments. Defining the target client groups your products or services are aimed at.
2. Value Propositions. Articulating the unique advantages that set your company apart from competitors.
3. Channels. The routes and methods by which your products or services reach your clients.
4. Customer Relationships. Your strategy for engaging with clients, aimed at acquisition and retention.
5. Revenue Streams. The company’s main sources of income.
6. Key Resources. The critical assets the company needs in order to operate successfully.
7. Key Activities. The core processes and tasks that deliver the value propositions.
8. Key Partners. External companies or organisations that support your operations.
9. Cost Structure. An analysis of the expenses involved in running the business.

1. Who are our clients? Describe who the products, services, or goods are being created for. This could be individuals, companies, or specific groups with particular interests.
2. What characteristics does our target audience have? Put together a brief client profile: age, profession, income level, interests, geographic location, and so on.
3. Is it easy to reach target clients? Assess how straightforward it is to reach your target audience through advertising, social media, or other channels.
4. Which client group matters most to the business? Identify the primary segment that generates the most profit or holds the greatest value for the business.

1. What value do we create for clients? Identify the key benefits of your product or service — this could be time saved, cost reduction, convenience, or exclusivity. или услуги. Это могут быть экономия времени, снижение затрат, удобство или эксклюзивность.
2. What client problems do we solve? Identify the specific challenges or pain points of your target audience that your product helps to remove.
3. What client needs do we satisfy? Ask yourself what your clients actually want, and how your product helps them get there.
4. What does our offer consist of? List every element that makes up your offer — services, products, support, and so on.

The main stages of working with channels:

1. Awareness. How do you get information about your product or service in front of your target audience? This could be advertising campaigns, social media posts, email newsletters, trade shows, or partnerships.
2. Evaluation. How do clients find out what sets your product apart from competitors? Use your website, reviews, demos, and free trials to highlight your advantages.
3. Purchase. How does the buying process actually work? This could be an online store, a physical shop, marketplaces, or personal consultations. Simplicity and ease of process are key here.
4. Delivery and onboarding. How is the product delivered or the service provided? Fast delivery, quality packaging, and an easy onboarding experience create a strong first impression.
5. After-sales support. What do you do to support clients after the purchase? This could include a support line, warranty service, a loyalty programme, or ongoing communication.

• Which channels are most effective for connecting with clients?
• How do we currently interact with clients, and how effective is it?
• Which of the channels we use are most cost-effective?
• How can the client experience be improved at every stage of interaction?

1. Personal assistance. Carried out through direct contact with the client — consultations, technical support, or help at every stage of the deal.
2. Self-service. The client can independently get all the information they need or make a purchase through a website, chatbot, or automated system.
3. Free or freemium use. Basic services or features are provided free of charge, with the option to purchase additional features. This approach is often used in SaaS models.
4. Co-creation. Clients take part in shaping the product or service by providing feedback, ideas, or content — for example, reviews, photos, or videos that the company uses in its marketing.
5. Individual or group training. Teaching clients how to use the product or service through seminars, courses, webinars, or training materials.

• Acquisition for a one-off purchase. Suited to businesses with infrequent purchases, where it matters to quickly engage the client, demonstrate the product’s value, and close the deal.
• Retention for long-term engagement. Used by businesses oriented around repeat sales or long-term contracts — loyalty programmes, bonus schemes, or strong after-sales support.
• Specialisation for specific client categories. The relationship is adapted to the unique needs of particular groups — owners of luxury cars, for instance, or clients with a specific set of requirements.

• What kind of relationship do clients expect, given your product or service?
• Which engagement model are you currently using?
• Does the current relationship model align with your business strategy?
• Which tools could help improve the client experience?

1. Asset sale. The classic model, where the business earns money by selling physical or digital products to end users, distributors, or dealers.
2. Usage fee. Revenue is based on the volume or duration of service use. Example: web development services, where pricing is calculated based on the scope of work or the hours spent on the project.
3. Subscription fee. A fixed fee for access to a product or service over a set period. Commonly used in SaaS, streaming services, or gym memberships.
4. Lending/renting. Temporary use of an asset in exchange for a set fee. Example: renting equipment, vehicles, or servers.
5. Licensing. Revenue from granting the right to use intellectual property — patents, copyrights, software — for a limited period.
6. Brokerage fee. The business earns money as an intermediary, taking a percentage of the transaction. Example: marketplaces that charge sellers a commission on every successful transaction.
7. Advertising. Generating revenue by placing ads on the company’s platform — banners on a website, for example, or in-app advertising.

• Fixed pricing (for example, a subscription).
• Dynamic pricing (for example, auction-based pricing).
• Differentiated pricing (depending on purchase volume, loyalty, or client specifics).

• Which products or services are clients willing to pay for?
• What value do they get in return for paying for your product?
• How do they pay now, and how would they prefer to pay?
• Which payment channels are most convenient for your audience?
• How does each revenue stream contribute to the company’s overall profit?

1. Physical resources: tangible assets such as equipment, raw materials, vehicles, retail outlets, offices, and warehouses.
2. Intellectual resources: intangible assets such as brands, patents, copyrights, technology, databases, and software.
3. Human resources: a team of specialists with the knowledge and skills needed to carry out the business’s tasks — managers, developers, marketers, and others.
4. Financial resources: cash, working capital, credit, investment, and other sources of funding.

• Which resources are needed to create the value proposition?
• Which assets are needed for client relationships and for the channels to function?
• Which resources help sustain competitive advantage?

1. Production: for companies that manufacture goods, this includes procuring raw materials, logistics, production processes, quality control, and delivery.
2. Problem solving: relevant for service companies. Includes diagnostics, knowledge management, employee training, research, and analysis of client satisfaction.
3. Platform/network management: for platforms, apps, and services — this includes development, testing, technical support, managing the user experience, and planning new features.

• Which actions are needed to create the value proposition?
• Which processes are essential for keeping the company running?
• What is done on an ongoing basis to improve quality and retain clients?

• Which partnerships allow us to operate more effectively?
• What resources or services do we get from our partners?
• Which tasks can be handed over to partners without sacrificing quality?

1. Strategic alliances: working with other companies to achieve shared goals — co-branding or joint product development, for example.
2. Suppliers: companies that provide the materials, equipment, or services your business needs.
3. Outsourcing: handing specific processes — logistics, accounting, or marketing, for example — to outside companies to improve efficiency.
4. Platforms or networks: using third-party platforms to extend your reach — marketplaces or advertising networks, for example.

1. What are the main costs involved in producing the product or service?
   For example, raw materials, labour, rent.
2. Which resources cost us the most?
   This could be technology, infrastructure, people, or materials.
3. Which activities require the largest investment?
   Identify the processes that demand the most resources — production, marketing, logistics, research.

1. Fixed costs:
   Ongoing expenses that don’t depend on output volume.
   • Office or production facility rent.
   • Employee salaries (administrative staff).
   • Equipment depreciation.
   • Licensing fees.
2. Variable costs:
   Expenses that change depending on production or sales volume.
   • Raw materials and supplies.
   • Wages for temporary staff.
   • Logistics and delivery.
   • Commissions paid to partners or platforms.