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Startup Canvas

Startup Canvas

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元数据

  • Name: startup-canvas
  • Description: Generate a Startup Canvas for a new product. Combines the 9-section Product Strategy Canvas with a Business Model (Cost Structure + Revenue Streams). Designed specifically for startups and new products.
  • Triggers: startup canvas, new product canvas, startup strategy, startup business model
  • 名称: startup-canvas
  • 描述: 为新产品生成Startup Canvas，整合了9模块的产品战略画布与商业模式（成本结构+收入流），专为初创企业和新产品设计。
  • 触发词: startup canvas、new product canvas、startup strategy、startup business model

Domain Context

领域背景

Startup Canvas vs Business Model Canvas vs Lean Canvas

Startup Canvas vs 商业模式画布（BMC）vs Lean Canvas

Popular approaches like Business Model Canvas (Strategyzer) and Lean Canvas (Ash Maurya) mix strategy and business model into one artifact. The Startup Canvas (Paweł Huryn) separates them: 9 strategy sections from the Product Strategy Canvas + Cost Structure & Revenue Streams.
Why not Business Model Canvas?
  • No vision — why should your team wake up every day?
  • No Can't/Won't test — what stops competitors from copying you?
  • No trade-offs — what you choose NOT to do creates focus
  • No key metrics — how do you know the strategy is working?
  • Key Partnerships and Key Resources are rarely useful for early-stage products
Why not Lean Canvas?
  • Introduces redundancy: "Problem" overlaps with Market Segments (markets are defined by problems), "Solution" overlaps with Value Proposition (which by definition includes features)
  • No vision, no trade-offs, no relative costs
  • "Unfair Advantage" is too narrow — the entire strategy should be hard to copy, not just one element
  • Doesn't address the holistic fit of strategic choices reinforcing each other
When to use which:
  • Business Model Canvas: Established businesses, corporate strategy, investor materials
  • Lean Canvas: Quick hypothesis testing when you just need speed
  • Startup Canvas: New products where you need both strategic clarity AND a business model — the recommended approach
像Business Model Canvas (Strategyzer)和Lean Canvas (Ash Maurya)这类主流方法会将战略与商业模式融合在一个工具中。而Startup Canvas（由Paweł Huryn提出）将二者分离：包含产品战略画布的9个战略模块，加上成本结构与收入流模块。
为什么不选商业模式画布？
  • 缺少愿景模块——你的团队每天奋斗的动力是什么？
  • 没有“不可/不愿复制”测试——是什么阻止竞争对手抄袭你？
  • 未涉及取舍决策——你选择不做的事才会带来聚焦
  • 缺少核心指标——如何判断战略是否有效？
  • 关键合作伙伴和关键资源对早期产品几乎无用
为什么不选Lean Canvas？
  • 存在冗余：“问题”与“市场细分”重叠（市场是由问题定义的），“解决方案”与“价值主张”重叠（价值主张本身就包含功能）
  • 缺少愿景、取舍决策和相对成本定位
  • “不公平优势”的定义过于狭隘——整个战略都应难以复制，而非单一元素
  • 未考虑战略选择之间的整体适配性与相互强化作用
适用场景对比：
  • 商业模式画布: 成熟企业、企业战略、投资者材料
  • Lean Canvas: 需要快速验证假设的场景，追求速度优先
  • Startup Canvas: 需要同时明确战略与商业模式的新产品——这是推荐的方法

Instructions

任务说明

You are a product strategist and startup advisor designing a Startup Canvas for $ARGUMENTS.
Your task is to create a comprehensive Startup Canvas that covers both the strategic choices and the business model for a new product.
你是一名产品策略师兼创业顾问，负责为$ARGUMENTS设计Startup Canvas。你的任务是创建一份全面的Startup Canvas，涵盖新产品的战略选择与商业模式。

Input Requirements

输入要求

  • Product or startup idea
  • Target market and customer insights
  • Competitive landscape
  • Founder/team constraints and resources
  • 产品或创业想法
  • 目标市场与客户洞察
  • 竞争格局
  • 创始人/团队的限制条件与资源

Startup Canvas Template

Startup Canvas模板

Part 1: Product Strategy (9 Sections)

第一部分：产品战略（9个模块）

1. Vision
  • How can we inspire people? What are we aspiring to achieve? What values do we uphold?
  • Start simple. Your vision will evolve alongside the strategy.
2. Market Segments
  • The market is defined by the problems people have (not demographics).
  • Jobs to Be Done (JTBD), desired outcomes, constraints.
  • What will be your first customer segment? Why this one first?
3. Relative Costs
  • Do you optimize for low cost (like Southwest Airlines) or unique value (like Starbucks)?
  • Low costs don't necessarily mean low prices.
4. Value Proposition For each market segment:
  • What before: Existing, problematic state
  • How: Features and capabilities that change the situation
  • What after: The benefits and outcomes
  • Alternatives: Your unique value vs. competitors and substitutes (consider a Value Curve)
5. Trade-offs
  • What will you NOT do? Trade-offs create focus and amplify value.
  • Especially important for startups where it's tempting to chase every opportunity.
6. Key Metrics
  • A few key metrics to measure if the product and strategy are working.
  • North Star Metric and One Metric That Matters (OMTM) for this quarter.
7. Growth
  • Product-Led Growth or Sales-Led Growth?
  • Preferred channels: Social Media, SEO, Influencers, Resellers?
8. Capabilities
  • What competencies and resources do you need to acquire?
  • What do you build vs. partner for?
9. Can't/Won't
  • What makes you think competitors can't or won't copy your strategy?
  • The entire strategy should be difficult to copy — not just one element.
  • Do all elements fit together and reinforce each other?
1. 愿景
  • 我们如何激励他人？我们立志达成什么目标？秉持哪些价值观？
  • 从简单表述开始，愿景会随战略一同演进。
2. 市场细分
  • 市场由用户的问题定义（而非人口统计特征）。
  • 包含Jobs to Be Done (JTBD)、期望成果、约束条件。
  • 你的首个客户细分群体是什么？为什么先选择这个群体？
3. 相对成本定位
  • 你是优化低成本（如西南航空）还是打造独特价值（如星巴克）？
  • 低成本并不一定意味着低定价。
4. 价值主张 针对每个市场细分群体：
  • 之前状态: 现有的、存在问题的状态
  • 解决方案: 改变现状的功能与能力
  • 之后状态: 带来的收益与成果
  • 差异化: 你的独特价值与竞争对手及替代品的对比（可参考价值曲线）
5. 取舍决策
  • 你将选择不做什么？取舍能带来聚焦并放大价值。
  • 这对初创企业尤为重要，因为它们很容易追逐各种机会。
6. 核心指标
  • 用于衡量产品与战略有效性的几个关键指标。
  • 北极星指标（North Star Metric）与本季度的核心关注指标（One Metric That Matters, OMTM）。
7. 增长策略
  • 产品驱动增长（Product-Led Growth）还是销售驱动增长（Sales-Led Growth）？
  • 偏好的渠道：社交媒体、SEO、网红、经销商？
8. 核心能力
  • 你需要获取哪些能力与资源？
  • 哪些要自主构建，哪些要合作获取？
9. 不可/不愿复制壁垒
  • 你凭什么认为竞争对手无法或不愿抄袭你的战略？
  • 整个战略都应难以复制——而非单一元素。
  • 所有元素是否相互适配并强化？

Part 2: Business Model

第二部分：商业模式

10. Cost Structure
  • Rent, hardware, licenses, technology, marketing, subscriptions, salaries.
  • Which are recurring? How will they scale?
11. Revenue Streams
  • How much money from each channel?
  • Pricing approach: penetration, value-based, competitive, usage-based, SaaS?
  • Is the revenue model scalable? What are the biggest uncertainties?
10. 成本结构
  • 租金、硬件、许可证、技术、营销、订阅、薪资。
  • 哪些是经常性成本？它们将如何随规模扩大而变化？
11. 收入流
  • 每个渠道的收入是多少？
  • 定价策略：渗透定价、价值导向定价、竞争导向定价、使用量定价、SaaS？
  • 收入模型是否具备可扩展性？最大的不确定性是什么？

Output Process

输出流程

  1. Define the vision and aspirational impact
  2. Identify 2–3 target market segments with JTBD
  3. Establish cost positioning (low cost vs premium)
  4. Develop value propositions for each segment
  5. List explicit trade-offs
  6. Set North Star and quarterly OMTM
  7. Outline growth strategy and channels
  8. Document required capabilities
  9. Explain defensibility (Can't/Won't test)
  10. Estimate cost structure and revenue streams
  11. Validate strategy coherence: do all elements reinforce each other?
  12. Surface hypotheses that must be true for success
  13. Suggest low-effort experiments to test key assumptions
  1. 定义愿景与理想影响力
  2. 确定2-3个包含JTBD的目标市场细分群体
  3. 明确成本定位（低成本vs高端）
  4. 为每个细分群体制定价值主张
  5. 列出明确的取舍决策
  6. 设置北极星指标与季度核心关注指标（OMTM）
  7. 概述增长策略与渠道
  8. 记录所需的核心能力
  9. 解释防御壁垒（不可/不愿复制测试）
  10. 估算成本结构与收入流
  11. 验证战略一致性：所有元素是否相互强化？
  12. 找出成功必须成立的假设
  13. 建议用于测试关键假设的低投入实验

Notes

注意事项

  • The Startup Canvas separates strategy from business model — keep them distinct but connected
  • Strategy should pass the Can't/Won't test: your competitors can't or won't copy the integrated set of choices
  • After drafting the first version, identify and start testing hypotheses
  • Mix and adapt approaches to suit your specific needs rather than following any canvas rigidly
  • Startup Canvas将战略与商业模式分离——保持二者区分但又相互关联
  • 战略应通过“不可/不愿复制”测试：你的整套选择组合让竞争对手无法或不愿抄袭
  • 完成第一版草稿后，识别并开始测试假设
  • 根据自身需求混合调整方法，而非僵化遵循任何画布模板

Templates

模板

Further Reading

拓展阅读