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Business Model Canvas (BMC)

Autor: JUAN LOUIS SANTO DOMINGO



Respuesta:

The Business Model Canvas (BMC) is a strategic tool that helps you to understand the different components necessary for your enterprise to take off.  It illustrates what a business does, for and with whom, the resources it needs to do that and how money flows in and out of the business. Your business model essentially covers 4 areas: Customer, Offers, Infrastructure, and Financial Viability. There are 9 building blocks that make up the BMC:  Customer Segments, Value Propositions, Customer Relationships, Channels, Revenue Streams, Cost Structure, Key Partners, Key Resources, and Key Activities. These building blocks can be used to develop opportunities and ideas into new business models. The following video series demonstrates how the BMC may be used in enterprise development: The BMC not only allows you to visually represent your business model in one-page, it also allows you to conceptually experiment with different business models by varying the contents of each box.


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The Business Model Canvas (BMC) is a strategic tool that helps you to understand the different components necessary for your enterprise to take off.  It illustrates what a business does, for and with whom, the resources it needs to do that and how money flows in and out of the business.

Your business model essentially covers 4 areas: Customer, Offers, Infrastructure, and Financial Viability.

There are 9 building blocks that make up the BMC:  Customer Segments, Value Propositions, Customer Relationships, Channels, Revenue Streams, Cost Structure, Key Partners, Key Resources, and Key Activities.

These building blocks can be used to develop opportunities and ideas into new business models. The following video series demonstrates how the BMC may be used in enterprise development:

The BMC not only allows you to visually represent your business model in one-page, it also allows you to conceptually experiment with different business models by varying the contents of each box.
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