Designed for: Designed by: Date: Version: Documentation:

The Lean Canvas Read Instructions

Watch YouTube video

Problem Solution Unique Value Prop. Unfair Advantage Customer Segments This is a post it! Copy
and paste it to the
- Lack of knowledge and time to manage to - Provide social media management service to Reasonable prices without compromising the - Business actors with a lack of time to manage canvas.
business on social media to help business owners maintain their social quality of the work done their enterprises, lack of knowledge regarding
- Lack of resourses and expertises to take media accounts social media marketing and lack of specialized
visually appealing product photographs - Offer affordable price for caliber of the product human resources to manage social media
- High cost for product photography photos. - Sellers with lack of camera-use expertise

Existing Alternatives Key Metrics High-Level Concept Channels Early Adopters This is a post it! Copy
and paste it to the
canvas.

Cost Structure Revenue Streams

Investment Costs: all expenses required to buy industrial machinery, including laptops, cameras, studio lighting, and - Product Photography: IDR 100,000 - IDR 300,000
photo-supporting ornaments - Digital branding costs: IDR 200,000 - IDR 500,000
- Fixed Costs: member cost - Social media management costs: IDR 700,000 - IDR 2,000,000
- Variable Cost: marketing and incidental expenses - Other marketing requirements, such as advertising, creating corporate profiles on video, and
graphic design

Lean Canvas is adapted from The Business Model Canvas (www.businessmodelgeneration.com/canvas)

This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
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Excel implementation by: Neos Chronos Limited (https://neoschronos.com/)

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http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
 Designed for: Designed by: Date: Version: Documentation:

The Business Model Canvas Read Instructions

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Key Partners Key Activities Value Propositions Customer Relationships Customer Segments This is a post it! Copy
and paste it to the
Who are our Key Partners? What Key Activities do our Value Propositions What value do we deliver to the customer? What type of relationship does each of our For whom are we creating value? canvas.
Who are our key suppliers? require? Which one of our customer’s problems are we Customer Segments expect us to establish and Who are our most important customers?
Which Key Resources are we acquiring from Our Distribution Channels? helping to solve? maintain with them?
partners? Customer Relationships? What bundles of products and services are we Which ones have we established? Mass Market
Which Key Activities do partners perform? Revenue streams? offering to each Customer Segment? How are they integrated with the rest of our Niche Market
Which customer needs are we satisfying? business model? Segmented
MOTIVATIONS FOR PARTNERSHIPS CATEGORIES How costly are they? Diversified
Optimization and economy Production CHARACTERISTICS Multi-sided Platform
Reduction of risk and uncertainty Problem Solving Newness EXAMPLES
Acquisition of particular resources and activities Platform/Network Performance Personal assistance This is a post it! Copy
Customization Dedicated Personal Assistance
“Getting the Job Done” Self-Service
and paste it to the
Design Automated Services canvas.
Brand/Status Communities
Price Co-creation
Cost Reduction
Risk Reduction
Accessibility
Convenience/Usability

Key Resources Channels This is a post it! Copy

and paste it to the
What Key Resources do our Value Through which Channels do our Customer
Propositions require? Segments want to be reached? canvas.
Our Distribution Channels? Customer How are we reaching them now?
Relationships? How are our Channels integrated?
Revenue Streams? Which ones work best?
Which ones are most cost-efficient?
TYPES OF RESOURCES How are we integrating them with customer
Physical routines?
Intellectual (brand patents, copyrights, data)
Human CHANNEL PHASES
Financial 1. Awareness This is a post it! Copy
2. Evaluation and paste it to the
3. Purchase canvas.
4. Delivery
5. After sales

Cost Structure Revenue Streams

What are the most important costs inherent in our business model? For what value are our customers really willing to pay?
Which Key Resources are most expensive? For what do they currently pay?
Which Key Activities are most expensive? How are they currently paying?
How would they prefer to pay?
IS YOUR BUSINESS MORE How much does each Revenue Stream contribute to overall revenues?
Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)
Value Driven (focused on value creation, premium value proposition) TYPES: Asset sale, Usage fee, Subscription Fees, Lending/Renting/Leasing, Licensing, Brokerage fees, Advertising
FIXED PRICING: List Price, Product feature dependent, Customer segment dependent, Volume dependent
SAMPLE CHARACTERISTICS DYNAMIC PRICING: Negotiation (bargaining), Yield Management, Real-time-Market
Fixed Costs (salaries, rents, utilities), Variable costs, Economies of scale, Economies of scope

Designed by: Business Model Foundry AG (www.businessmodelgeneration.com/canvas)

This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

Excel implementation by: Neos Chronos Limited (https://neoschronos.com/)

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http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
 Designed for: Designed by: Date: Version:

Customer Personas

Persona Name Persona Name Persona Name

Provide here a one line description of the persona: job title, Provide here a one line description of the persona: job title, Provide here a one line description of the persona: job title,
demographic, business information, ... demographic, business information, ... demographic, business information, ...

Attributes DESCRIPTION DESCRIPTION DESCRIPTION

A1 A1 A1

A2 A2 A2

A3 A3 A3

A4 A4 A4

A5 A5 A5

A6 A6 A6

A7 A7 A7

A8 A8 A8

A9 A9 A9

A10 A10 A10

A11 A11 A11

A12 A12 A12

A13 A13 A13

A14 A14 A14

A15 A15 A15

Designed by: Neos Chronos Limited

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Excel implementation by: Neos Chronos Limited (https://neoschronos.com/)

 Designed for: Designed by: Date: Version:

Channel Implementation Canvas

Segment Segment Segment

Provide here a one line description of the segment. Provide here a one line description of the segment. Provide here a one line description of the segment.

CHANNEL KEY ACTIVITIES KEY RESOURCES KEY PARTNERS KEY ACTIVITIES KEY RESOURCES KEY PARTNERS KEY ACTIVITIES KEY RESOURCES KEY PARTNERS

AWARENESS

EVALUATION

PURCHASE

DELIVERY

AFTER SALES

Designed by: Neos Chronos Limited

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Excel implementation by: Neos Chronos Limited (https://neoschronos.com/)

 Designed for: Designed by: Date: Version:

Value Proposition Canvas

Benefits Experience Wants Fears

A benefit is what your product does for the The emotional drivers of decision making are
customer. The benefits are the ways that the things that we want to be, do or have. Our
features make your customer’s life easier by wants are usually conscious (but aspirational)
increasing pleasure or decreasing pain. The thoughts about how we’d like to improve our
benefits of your product are the core of your lives. They sometimes seem like daydreams
value proposition. The best way to list out the but they can be powerful motivators of action.
benefits of your product is to imagine all the The wants speak more to the pull of our hearts
ways that your product makes your customer’s and our emotions. I may need a car to get from
life better. A to B, but I want a BMW.

The dark side of making a decision is that it

Features
A feature is a factual description of how your
product works. The features are the functioning
attributes of your product. The features also
provide the ‘reasons to believe’. Many FMCG
marketers deride the importance of features
because features are no longer a point of
difference in most FMCG marketing. But for
technology products and innovative new
services the features can still be important.
The product experience is the way that owning
your product makes the customer feel. It’s the
sum total of the combined features and
benefits. Product epxierence is different to
features and benefits because it’s more about
the emotional reasons why people buy your Needs
product. The product experience is the kernel The customer’s needs are the rational things
that will help identify the market positioning and that the customer needs to get done.
brand essence that is usually built out of the Interestingly, needs are not always conscious.
value proposition. Customers can have needs that they may not
know about yet. Designers call these “latent
needs“. The best example is that none of us
knew that we needed a portable music player
until we saw an iPod for the first time (we also
then suddenly wanted an iPod rather than any
other perfectly good music player). The needs
speak more to the pull of our heads and
rational motivations.
carries fear. Fear of making a mistake, fear of
missing out, fear of loss and dozens of other
related fears. Fears can be a strong driver of
purchasing behaviour and can be the hidden
source of wants and needs. Customer fears are
often the secret reason that no one is buying
your widget. For any product there is a secret
“pain of switching“. Even if your product is
better than the competition, it might not be a
big enough improvement to overcome the
inertia of the status quo.

PRODUCT CUSTOMER
Company Enter value in the -- Designed for: -- box Substitutes
These aren’t the obvious competitors, instead look for the existing coping behaviours. This is on the
canvas because it shocks us into remembering that our customers are real people with daily lives who
have made it this far in life without our product. No matter how much better your product is than the
competition, if it isn’t better than the existing solutions then you don’t have a real world value
proposition.
Value Proposition

Ideal Customer

By Peter J. Thomson, based on the work of Steve Blank, Clayton Christensen, Seth Godin, Yves Pigneur and Alex Osterwalder. Released under creative commons license to encourage adaption and iteration. No rights asserted.

This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

Excel implementation by: Neos Chronos Limited (https://neoschronos.com/)

This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
 Designed for: Designed by: Date: Version: Documentation:

The Value Proposition Canvas Read Instructions

Product
This is a post it! Copy
Customer and paste it to the
canvas.

This is a post it! Copy

and paste it to the
canvas.

Benefits Wants
This is a post it! Copy
Experience Fears and paste it to the
canvas.
Features Needs

This is a post it! Copy

and paste it to the
canvas.

Enter value in the -- Designed for: -- box

Company Substitutes

Product

Ideal Customer
Based on the work of Steve Blank, Clayton Christensen, Seth Godin, Yves Pigneur and Alex Osterwalder. Released under creative commons license to encourage adaption and iteration. No rights asserted.

This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

Excel implementation by: Neos Chronos Limited (https://neoschronos.com/)

This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
 Designed for: Designed by: Date: Version: Documentation:

The Lean Canvas Lean Canvas Ash Maurya 01 January 2010 1.0
Read Instructions
Watch YouTube video

Problem Solution Unique Value Prop. Unfair Advantage Customer Segments This is a post it! Copy
and paste it to the
Business models Lean Canvas Helps startups raise Personal Authority canvas.
Startup Founder (Creators)
needs to be more theirs odds of success
portable Advisors / Investors (Collaborators)
Measuring progress is Progress Dashboard
"Expert"
hard work
endorsements
Communicating Sharing Learning
learning is critical This is a post it! Copy
and paste it to the
canvas.

Existing Alternatives Key Metrics High-Level Concept Channels Early Adopters This is a post it! Copy
and paste it to the
Create Lean Canvas Github meets Weight- 1. Blog / Book / Workshops Familiarity with Lean Startups,
canvas.
Intuition, business watchers for business
plan, spreadsheets Track Experiment models. 2. Startup / Acelerators / Investors Customer Development,

Invite Collaborator Startup report card Business Model Canvas.

This is a post it! Copy

and paste it to the
canvas.

Cost Structure Revenue Streams

Hosting Costs - heroku (currently $0) 30-day Free trial @ $14/mo
People Costs - 40hrs & $65/hr - $10K/month (1 private canvas / 3 collaborators)

Break-even point: 743 customers

Lean Canvas is adapted from The Business Model Canvas (www.businessmodelgeneration.com/canvas)

This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

Excel implementation by: Neos Chronos Limited (https://neoschronos.com/)

This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.