Solutions: Business Models

A business model canvas graphically represents the structure and relationships used to create, deliver and capture value. This answers the question, “How will we get there?”


The canvas creates a common understanding and shared language for startups to multinationals, who use the canvas to describe, design, challenge, and pivot their business model(s).


Is your business model complete? Have you evaluated it for weaknesses? Have you assessed external factors in relation to the model? Has it been validated by stakeholders? Could you make it stronger?


Let’s find out.

Do You Have Validated Business Models To Implement Strategy?
Getting clarity
  • Have you articulated gains, pains and jobs to be done for each customer segment?
  • How do you use business models to innovate and test alternative strategies?
  • How do you use business models for competitors to find relative advantages?
  • Are your business models used to orient and train staff and executives?
  • Have you addressed weaknesses in each model element to assure overall performance?
  • Are you developing aligned business models for programs or divisions?
  • How do you leverage business models to align culture, language and collaboration?
Let Us Help With Business Models
  • Building and Validating a Business Model Canvas

    The Business Model Canvas is a graphical representation of the interrelated elements of a business responsible to dreaming, delivery and capture of value. When developed by a management team, a canvas creates a common understanding and shared language of the business.  Given the adage that, “No business plan ever survives first contact with a customer,” a canvas serves as the basis for validation and pivoting. Used for whole businesses, divisions and projects, the canvas is used by every company from startups to multinationals to nonprofits. Click to download a template.

  • Articulating and Validating a Value Proposition Canvas

    Many strategies and business models fail because they start with existing products or services in search of a market – the result of which is often creating a product or service no one wants.  The more effective way is to identify your target customer segments and then define these customers’ gains and pains. Ask what is the “job to be done” to create gains and relieve pains. You do not need to satisfy every customer need, but once you understand these, you can hypothesize pain relievers and gain creators that can be turned into products or services. Click to download a template.

  • Creating a Portfolio of Business Models

    Most businesses are more complex than can be represented by a single business model canvas. Different product lines for significantly different customer segments may require distinct canvases. Furthermore, you benefit from creating a canvas for your company as it currently is (whether satisfactory or not) and another one for the business you desire. Many companies are moving away from portfolios of product to portfolios of business models, each based on a shared technology or channel platform but a different model.

  • Identifying Environmental Factors and Business Model Viability

    The business model canvas characterizes internal factors necessary to create, deliver and capture value. However, companies must also evaluate the external environment, and use a more structured and directed process than a traditional SWOT analysis.  This analysis should identify a range of factors in areas such as key trends, market forces, macroeconomic forces and industry forces. With unexpected changes in technology, social preferences, and competitors, each company must be agile enough to anticipate and respond to a possible need to change business models. Click to download a template.

  • Building an Innovation Mechanism

    The canvas is a powerful tool to define, explore and validate alternative models for your company, division or product. You innovate to increase ROI or impact. If you define each new idea in the format of a business model canvas, it assures comparability whether innovation is for an entirely new service, a product extension, or a new market, company structure or channel strategy. Every idea can be evaluated on a common basis and the most impactful choice(es) made. Click for an article on how to explore innovation.

  • Conducting a Competitor Analysis

    Leverage your competitive advantage by creating and implementing a business model superior to those of your competitors. Your validated business model canvas and environmental evaluation will reveal weaknesses, some of which you will work to reduce. However, on which deficits to focus requires creating business models for your competitor companies or products. This will direct you to the highest ROI or impact improvements to make such that you can take advantage of their internal or external weaknesses.

Business Models Is Only One Of Four Key Elements