Co-creation management
Introduction
Business Model Canvas, translated as business model canvas, is a strategic management template for developing new business models or documenting existing ones. It is a visual graph with elements that describe the company's product or value propositions, infrastructure, customers, and finances. Helps companies align their activities by illustrating potential trade-offs.
The business model canvas was initially proposed by Alexander Osterwalder")[1] based on his previous work on the ontology of business models. Since the publication of Osterwalder's work in 2009, new canvases have appeared for specific niches. It has been adapted to different contexts, such as the Business Model You, also by Osterwalder, under the objective of professional reorientation. Or the Learning Canvas Model, used to define learning models. The Gamification Model Canvas created by Mora, intended for the design of gamification actions, the Lean Canvas for entrepreneurship, devised by Maurya, or the Platform Design Canvas, by Cicero, 2013, which is aimed at the design of value creation platforms, and the WebSite Canvas Model, for the strategic ideation of websites (Sanabre, 2018).[2].
Formal business descriptions become the building blocks for your activities. There are different conceptualizations of business; Osterwalder's work and thesis (2010, 2004) propose a single reference model based on the similarities of a wide range of business model conceptualizations. With its business model design, a company can easily describe its business model.
The canvas business model consists of 9 key pieces, common for the graphical representation of a business.
Infrastructure
1. - Key Activities: These are the most important tasks in the execution of a company's value proposition. An example would be creating an efficient supply chain to reduce costs.
2. - Key resources: are the means necessary to create value for the customer. They are considered an asset for a company, which needs them to sustain and support the business. These resources could be human, financial, physical and intellectual.
3. - Key partners: in order to optimize operations and reduce the risks of a business model, the organization usually cultivates buyer-supplier relationships in order to develop its core activity. Complementary business alliances can also be considered through , strategic alliances between competitors or non-competitors.