Best start your own matchmaking business model canvas template

best start your own matchmaking business model canvas template

Utilizing a business model canvas template will make the business model present in a professional way. Editable Business Model Canvas. Well we know that a model canvas is only required when one wants to set up an example and a demo of the Business with certain goals and objectives. With the help of the Editable Business Model Canvas template setting up a better model becomes easy and also lessen the workload too. Download. Printable Business Model Canvas. Well these templates are one of the finest templates as all you need to do is just modify and customize .

best start your own matchmaking business model canvas template

Are you looking for a business model canvas template? At the Ākina Foundation, we recommend that people use the to develop their social enterprise idea. The social lean canvas provides a structure that allows you to break your idea down into its key parts and evaluate where the risks and assumptions are. It’s important to identify the risks and assumptions as they are the things that are most likely to get in the way of your venture succeeding.

The more you can reduce risk before launch, the better your chances are of building a social enterprise that will survive. Business model canvas template: Here's What a Social Lean Canvas Looks Like There is a specific order that you use to create your social lean canvas. As you work through your own canvas we will use an example.

In our example, our purpose is to create meaningful employment opportunities for young people so they can feel good about their future. We have the idea that we might do this through a cafe that provides training opportunities, but we need to look at how that would work in practice. The first step in building a Social Lean Canvas is to start with the customer, because every business model needs customers to survive.

The customer box needs to include all the key people we need to move to make our business work. Not all customers need to be paying us, but at least one segment does. Groups who might end up in this box include customers, funders and end-users. In our example we might have three key customers: • Hungry/thirsty people who work near our cafe and want to spend their money in a way that makes a difference (cafe customers) • Young people who want to improve their lives by getting training and a job • A government department that has a vested interest in reducing unemployment among youth Next we jump to the opposite side of the canvas and look at the problem box.

Customers and problems come in pairs. If a customer doesn’t have a problem we think we are solving, then we need to rethink their role in our business model. We also phrase our customer’s problems in their own words, which helps us understand where they are coming from. The other reason we do this is because it is important that this is actually a problem the customer faces. If our customer doesn’t think they have a problem then it’s going to be challenging to convince them that they do.

In our example each customer has the following problems: • Cafe Customers – I need a coffee and I don’t want to buy it from a generic chain store. • Young people – I feel like I don’t have a future because no one will give me a job.

• Government – Unemployed young people cost us a lot of money. We’d like more of them to be employed. After looking at our customer’s problems we need to think about how we entice them to engage with us.

We do this by crafting a unique value proposition (UVP). The UVP is the benefit you offering to your customers, not the features. For example, a movie theatre might have the biggest speakers in town, but you don’t go to that theatre because of the exact size of the speakers. You go because you want to feel it when the alien spaceship crashes to earth. Each customer will have a matching value proposition because they each have individual problems you are solving for them.

Often the UVP will be a reframing of the problem expressed by the customer. For our cafe we might have the following UVPs: • Cafe Customers – Unique coffee that makes you feel good and the world a better place.

• Young people – A place that gives you a chance and a future. • Government – An opportunity to change the lives of young people and better spend tax dollars. Once we’ve done the UVP we can propose a solution. This solution is the business we think we are going to create. We need to keep the solution reasonably high-level and clear.

We also need to remember to hold our solution lightly. As we work through our canvas we may find that we need to change our solution based on what we learn. In our example: Our solution is a cafe that employs people with no work experience who are struggling to get into the workforce. We are going to provide them with training on the job, and then help them get a job in hospitality so we can continue to train new people.

Each social enterprise needs an unfair advantage. This advantage is the thing that will make you successful where others have failed. Your unique advantage might be a world expert on your subject matter, a celebrity, or a patent.

Knowing you unique advantage is vital because it will be a key part of getting other people on board with your vision. It will also be the thing that makes your venture different from all the others out there. As you establish and grow your venture you’re going to need to measure some key factors. Knowing how you are going on these key factors will help you assess whether you are going in the right direction.

When choosing key metrics make sure you choose metrics that actual tell you something, rather than just ones that make you feel good. You shouldn’t only be measuring new customers, but also how many customers you are retaining over time. You will also want to have some measures that indicate how well you are achieving your impact. For example, you might want to count how many people you are training, or helping, or what changes occur in your end user’s lives.

In the channels box you will list the routes you use to market and sell to your customers. This might include online, face to face, or via distributors. Different channels have different impacts on your business model.

For example, a business that just sells through its own website will have very different cost structures and personnel needs compared to a business that sells door to door. With a clear idea of what our solution is, we can start to look at how the business works financially. There are two key areas that affect the finance of a business; how much money comes in and how much money goes out.

We break these into two different boxes, costs and financial sustainability (revenue). In the costs box, you need to think about what the set-up costs will be and what the ongoing costs will be. In the financial sustainability box we put down all the sources of income we will have. It’s best if you can put actual numbers in these boxes. The numbers don’t have to be exactly right, but if you put in a rough approximation you can start to work out how viable your business looks.

Err on the side of caution and assume that your costs will be higher than you think and your income will be lower than you think. For our cafe we might have to spend $250,000 on fit-out and equipment before we even start. If it’s not going to be possible to find that much money we might have to think about an alternative solution that still fulfills our purpose. Also, if we know that we can only sell a coffee for $3 in our town, but it’s going to cost us $4 in training and ingredients then we would need to be sure that the government training grant would cover the difference.

Finally, we look at our impact. In this box, we need to write a summary of what changes because of the social enterprise we have created. For our cafe we can say “Young people have successfully completed training that has led to them getting long-term employment. As a result of that employment, they reduce the burden in welfare and health costs and live happier, longer lives.

To download a template of the canvas, click . If you want to learn more about impact then read our

best start your own matchmaking business model canvas template

best start your own matchmaking business model canvas template - Create a new Business Model Canvas

best start your own matchmaking business model canvas template

To build up new strategies for your company free PSD business model canvas templates are very helpful. They help the businessmen to analyze and judge the current models that are running in the business.

The templates can be easily downloaded and designed On MS Word so that the models are done for free. It is not difficult but time consuming for many people to build up the model from scratch. You can also see • • Business • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

best start your own matchmaking business model canvas template

There are many…many ways to use a Business Model Canvas (BMC). Often we see people employ the BMC to better understand how their company creates, delivers, and captures value today.

And, just as often it’s used to make an idea (for the future) more concrete. However, in between those two things is ideation. In other words, if you know where you are today and you’re looking for ways to create business models for tomorrow, you must ideate. While there are plenty of really great methodologies and frameworks, like open brainstorming and the Creative Matrix, designed specifically for ideation, the BMC can also be a really powerful tool to get the creative (ideation) juices flowing.

The key to using the BMC for ideation is that it’s best to start with your current business model. In other words, if you’re starting from zero, there are probably better methods for ideation. FRESHWATCHING Need a jumpstart to start ideating based on your current business model? Why not use another company’s business model to start your creative engine.

This is the purpose of the freshwatching ideation technique. Freshwatching – a made-up term invented in The Netherlands – is an ideation method by which you mix and match (or overlay) business models from other companies, often totally outside of your business or industry, with your own business model to see what you can come up with.

For instance, say you’re current business model is one by which you sell accounting software to accountants through an extensive reseller channel to other business (i.e. B2B). What might happen if you applied Uber’s business model to your own? How would it change things? How would you go about making money in a different way? How would your company change operationally?

Uber’s Business Model Freshwatching: what might happen when you overlay Uber’s business model on top of your own? It doesn’t matter if the company is an online business, an offline retailer, or even a massively popular one. With Freshwatching you’re simply looking at your company through the lens of another. REMOVE YOUR CORE Look at your business model, and find the one thing you are absolutely certain is how your company creates, delivers, or captures value (it’s your special sauce).

For instance, if you’re running a business wherein you make and sell cars, like BMW, this might be the core value proposition, “The Ultimate Driving Machine ®” (i.e.

nice, German-engineered cars built for people who love to drive). It could also be an irreplaceable partner or a specific customer segment. BMW’s current business model: what if you removed its core?

Now, remove that sticky note. Chances are your business model now has a big hole in it. Your task: try to fix it. No cheating: don’t sneak the removed sticky note back in! This constraint will definitely give you new ideas. EPICENTERS If you’re familiar with the BMC, then you know that this tool represents a dynamic system, whereby there is interplay – cause and effect – between each and every block; changing an element in one block will affect another.

This lends itself well a technique called epicenter-based ideation. With epicenter-based ideation, you effectively have nine different boxes, or epicenters, to play with in order to generate more ideas. One way this works is to clear your business model of eight boxes, leaving the focus on one. What would you build if you kept that one? For instance, what if you were able to bring to bear your company’s resources to create an entirely new business model?

Amazon did just this when it figured out that it could use its cloud-infrastructure to generate revenue. If again, we were BMW, and we removed everything but the key resources, we might be left with a shiny brand, a pool of really talented people, manufacturing facilities, and perhaps a bunch of IP.

Now what? What else could we do with such resources? Epicenter-based innovation: what if we removed everything but BMW’s key resources? Other areas to place focus on using this method might be your customer segments (what else could you offer them); your value proposition (what other customer segments could you address?); revenue streams (what other ways might you sell, lease, or rent your product/service?); or even your channels (what else could you leverage your channels to do?).

FOLLOW PATTERNS When you scan the landscape of existing business models, one thing you’ll notice is that there exist lots of business model patterns. Business model patterns are like formulas that can be applied to a business model to address a new customer need, or create a new revenue stream, etc. Some well-known examples of business model patterns are ones that use subscription revenue streams and/or have product platforms whereby one part of the product relies on the other to make money (think cheap handles, expensive blades, or cheap printers, expensive ink), often called bait-and-hook.

If you’re BMW, how might you apply a bait-and-hook pattern to our business model? ASK TRIGGER QUESTIONS Asking “what if?” is a powerful way to help a team come up with great ideas.

The key to doing this with the BMC is to come up with a list of questions that challenges what you do today…perhaps for each box of your business model. If, for instance, you’re BMW and you sell your product today through dealers, what would happen if you sold it directly to customers through an online channel?

What would that look like? You get the picture. As the trigger questions are asked by a facilitator in 10-15 second intervals (which is important that they are), each person will simply write whatever comes to mind on a sticky note using a permanent marker.

By the end of this exercise, there should be a pile of at least as many sticky notes as there are questions in front of each participant. BRINGING IT ALL TOGETHER The above ideation (and innovation) techniques are meant to give you concrete starting points for coming up with new ideas. The best way to use these is to do so with a group of people brought together to create novel, new options for your company or product. The keys to making these, and other ideation/innovation techniques, work for you are the following: • When ideating always wear a yellow hat.

Not necessarily literally. Rather, using Edward De Bono’s “” metaphor, everyone must be optimistic while ideating. Anything is possible at this moment…until it’s invalidated later on in the process. • Having a strong facilitator will make all the difference. We all know how hard it is to work on your company while in your company.

Bringing in someone from outside your company or even outside your group will help to keep the energy high and the yellow hats on. • Use the above techniques as prompts during a workshop. While you might get interesting ideas from people by sending them the prompts ahead of time, more likely everyone will overthink everything. The best way to get people’s creative juices flowing is to have the moderator use these techniques as prompts during a live workshop. • Gamify the ideation process.

The facilitator should get people to eke out every last idea…to the very last one. A good way to do this is to create a contest out of the ideation process, whereby the person with the most unique ideas on sticky notes wins. • Cluster the ideas and apply them to BMCs. Having a bunch of sticky notes with half-baked ideas is…well…not even worth the sticky notes the ideas were written on. To make ideas concrete, cluster all of the ideas into a few bigger categories then have teams of 3-5 people build new business models based on the clusters.

What other techniques have you used for business model innovation/ideation? Filed Under: , Tagged With: , Share this • Twitter • LinkedIn • Facebook By Justin Lokitz - Author Justin is an experienced strategy designer and MD of the Business Models Inc. San Francisco office. He leverages his experience across a wide range of industry sectors to help companies design innovative, sustainable business models and strategies for the future.

• Twitter • LinkedIn When people think of running a business or working together, the last thing they would think of is storytelling as a major driver for the success of the business or the success of a team. Often time when we start a new project, the team is assembled

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