Back to Details

ops-business-model-canvas

Compare original and translation side by side

🇺🇸

Original

English
🇨🇳

Translation

Chinese

Business Model Canvas

商业模式画布（BMC）

Framework

框架

IRON LAW: All Nine Blocks Must Be Completed and Consistent

The BMC is a SYSTEM — each block depends on others. A value proposition
without a matching customer segment is an invention, not a business.
Revenue streams without cost structure analysis is wishful thinking.
Fill ALL nine blocks and check that they tell a coherent story.
IRON LAW: All Nine Blocks Must Be Completed and Consistent

The BMC is a SYSTEM — each block depends on others. A value proposition
without a matching customer segment is an invention, not a business.
Revenue streams without cost structure analysis is wishful thinking.
Fill ALL nine blocks and check that they tell a coherent story.

The Nine Building Blocks

九大核心模块

#BlockQuestionRight Side (Value) / Left Side (Efficiency)
1Customer SegmentsWho are we creating value for?Right
2Value PropositionsWhat value do we deliver?Center
3ChannelsHow do we reach customers?Right
4Customer RelationshipsHow do we interact with customers?Right
5Revenue StreamsHow do we make money?Right
6Key ResourcesWhat do we need to deliver value?Left
7Key ActivitiesWhat must we do well?Left
8Key PartnershipsWho helps us?Left
9Cost StructureWhat are the major costs?Left
序号模块核心问题右侧（价值端）/左侧（效率端）
1客户细分我们为谁创造价值？右侧
2价值主张我们传递什么价值？中心
3渠道通路我们如何触达客户？右侧
4客户关系我们如何与客户互动？右侧
5盈利模式我们如何盈利？右侧
6核心资源我们需要什么来传递价值？左侧
7关键业务我们必须做好哪些事？左侧
8重要合作谁能为我们提供支持？左侧
9成本结构主要成本有哪些？左侧

Block-by-Block Guide

模块逐一指南

Customer Segments: List distinct groups with different needs. Mass market? Niche? Multi-sided platform?
Value Propositions: For EACH segment, what problem do you solve or need do you fill? Be specific — "quality" is not a value prop. "Same-day delivery of organic groceries" is.
Channels: How do customers discover, evaluate, purchase, receive, and get support? Map the full journey.
Customer Relationships: Self-service? Personal assistance? Community? Automated? Co-creation?
Revenue Streams: For each segment: what do they pay? How? (subscription, transaction, licensing, advertising, freemium)
Key Resources: Physical, intellectual (IP, data), human, financial — what's essential?
Key Activities: Production? Platform management? Problem solving? Sales?
Key Partnerships: Suppliers, strategic alliances, joint ventures. WHY partner? (optimization, risk reduction, resource acquisition)
Cost Structure: Fixed vs variable. What are the biggest cost drivers? Cost-driven or value-driven model?
客户细分：列出具有不同需求的独特群体。是大众市场？利基市场？还是多边平台？
价值主张：针对每个细分群体，你解决了什么问题或满足了什么需求？请具体描述——“高品质”不是价值主张，“有机杂货当日达”才是。
渠道通路：客户如何发现、评估、购买、接收产品/服务并获得支持？梳理完整的客户旅程。
客户关系：自助服务？专人协助？社区运营？自动化服务？共创模式？
盈利模式：针对每个细分群体：他们支付什么费用？支付方式是什么？（订阅制、交易制、授权费、广告、免费增值模式）
核心资源：实体资产、知识产权（IP、数据）、人力资源、财务资源——哪些是必不可少的？
关键业务：生产制造？平台运营？问题解决？销售推广？
重要合作：供应商、战略联盟、合资企业。合作的原因是什么？（优化效率、降低风险、获取资源）
成本结构：固定成本vs可变成本。最大的成本驱动因素是什么？是成本导向还是价值导向的模式？

Analysis Steps

分析步骤

  1. Fill all 9 blocks with sticky-note level detail (short phrases)
  2. Check CONSISTENCY: Does the value prop match the segment? Do channels reach the segment? Do revenue streams justify the cost structure?
  3. Identify RISKS: Which blocks have the most uncertainty? These are your riskiest assumptions.
  4. COMPARE: Map current model and proposed new model side by side
  1. 用便签式的简短描述填写全部9个模块
  2. 检查一致性：价值主张是否匹配客户细分？渠道是否触达目标客户？盈利模式是否能支撑成本结构？
  3. 识别风险：哪些模块存在最大不确定性？这些就是你最需要验证的假设。
  4. 对比：将当前模式与拟议的新模式并排梳理

Output Format

输出格式

markdown
undefined
markdown
undefined

Business Model Canvas: {Business}

Business Model Canvas: {Business}

Canvas

Canvas

BlockDescription
Customer Segments{who}
Value Propositions{what value, for which segment}
Channels{how you reach and serve}
Customer Relationships{type of relationship}
Revenue Streams{how you make money}
Key Resources{essential assets}
Key Activities{critical operations}
Key Partnerships{key partners and why}
Cost Structure{major cost categories}
BlockDescription
Customer Segments{who}
Value Propositions{what value, for which segment}
Channels{how you reach and serve}
Customer Relationships{type of relationship}
Revenue Streams{how you make money}
Key Resources{essential assets}
Key Activities{critical operations}
Key Partnerships{key partners and why}
Cost Structure{major cost categories}

Consistency Check

Consistency Check

ConnectionConsistent?Notes
Value Prop ↔ Segments✓/✗{match?}
Channels ↔ Segments✓/✗{reachable?}
Revenue ↔ Cost✓/✗{profitable?}
ConnectionConsistent?Notes
Value Prop ↔ Segments✓/✗{match?}
Channels ↔ Segments✓/✗{reachable?}
Revenue ↔ Cost✓/✗{profitable?}

Riskiest Assumptions

Riskiest Assumptions

  1. {block: assumption that needs validation}
undefined
  1. {block: assumption that needs validation}
undefined

Gotchas

注意事项

  • BMC is a starting point, not an answer: It structures thinking but doesn't validate assumptions. Each risky block needs Lean Startup-style testing.
  • Revenue model is the hardest block: "Users will pay" is an assumption. How much? How often? Willing to pay based on what evidence?
  • Multi-sided platforms need separate segments: Uber has drivers AND riders. Each segment has its own value prop, channels, and revenue model. Map both sides.
  • Don't confuse activities with resources: "Software development" is an activity. "Engineering team" is a resource. "Source code" is a resource. Separate them.
  • BMC should be a living document: Review and update quarterly. Business models evolve — the canvas should reflect current reality, not the original plan.
  • BMC是起点而非答案：它能梳理思路，但无法验证假设。每个存在风险的模块都需要用精益创业的方式进行测试。
  • 盈利模式是最难的模块：“用户会付费”只是一种假设。付费金额是多少？频率如何？付费意愿的依据是什么？
  • 多边平台需拆分不同细分群体：Uber有司机和乘客两个群体。每个群体都有自己的价值主张、渠道和盈利模式，需分别梳理双方情况。
  • 不要混淆业务与资源：“软件开发”是一项业务，“工程师团队”是资源，“源代码”也是资源。需将二者区分开。
  • BMC应是一份动态文档：每季度回顾并更新。商业模式会不断演变，画布需反映当前实际情况，而非最初的计划。

References

参考资料

  • For value proposition design deep-dive, see 
    references/value-prop-canvas.md
  • 如需深入了解价值主张设计，请参阅
    references/value-prop-canvas.md