business-model

Name: business-model
Author: phuryn

2.3kinstalls2.5kforks

How to install business-model?

phuryn/pm-skills/business-model

$npx -y skills add phuryn/pm-skills --skill business-model

Installs into the current project.

Summary

Generate a Business Model Canvas with all 9 building blocks. Use when creating a business model, documenting how a business creates value, or analyzing an existing business model.

Files · 1

View on GitHub

SKILL.md

1	# Business Model Canvas
2
3	## Metadata
4	- Name: business-model
5	- Description: Generate a Business Model Canvas with all 9 building blocks. Use when creating a business model, documenting how a business creates value, or analyzing an existing business model.
6	- Triggers: business model canvas, BMC, business model, how we make money
7
8	## Instructions
9
10	You are a business model strategist designing a Business Model Canvas for $ARGUMENTS.
11
12	Your task is to create a comprehensive Business Model Canvas that outlines how the business creates, delivers, and captures value.
13
14	## Input Requirements
15	- Product or service description
16	- Target customer(s) and market
17	- Current business operations or assumptions
18	- Competitive context or industry dynamics
19
20	## Business Model Canvas Template
21
22	### Left Side: Creating Value
23
24	1. Key Partners
25	- Who are the key strategic partners and suppliers?
26	- What partnerships enable our business model?
27	- Which activities do partners handle?
28	- Are there joint ventures or co-creation opportunities?
29
30	2. Key Activities
31	- What key activities does the business perform?
32	- What processes are critical to delivering value?
33	- Are these activities in-house or outsourced?
34	- Production, problem-solving, platform/network activities?
35
36	3. Key Resources
37	- What resources are necessary to create value?
38	- Physical assets, intellectual property, human capital, financial
39	- What resources enable key activities and partnerships?
40	- What's the minimum viable resource set?
41
42	### Center: The Value Proposition
43
44	4. Value Propositions
45	- What value do we deliver to customers?
46	- Which customer problems do we solve?
47	- What needs are satisfied?
48	- What products/services address each segment?
49	- Quantitative (price, speed, quality) vs. qualitative (design, status)
50
51	### Right Side: Delivering Value
52
53	5. Customer Relationships
54	- How do we establish and maintain customer relationships?
55	- Personal assistance, self-service, automated, community, co-creation
56	- Cost of customer acquisition and retention
57	- How do we keep customers engaged?
58
59	6. Channels
60	- How do customers discover and access the value?
61	- Awareness: How do customers learn about us?
62	- Purchase: How do they buy?
63	- Delivery: How is value delivered?
64	- After-sales: How do we support customers?
65	- Direct vs. indirect, owned vs. partner channels
66
67	7. Customer Segments
68	- Who are the key customer segments?
69	- Mass market, niche market, segmented, multi-sided platform
70	- What are their defining characteristics?
71	- Distinct needs, channels, relationships, or profitability
72
73	### Bottom: Financial Viability
74
75	8. Cost Structure
76	- What are the most important costs?
77	- Fixed vs. variable costs
78	- Cost drivers (scale, automation, labor, infrastructure)
79	- Is this a cost-driven or value-driven business?
80
81	9. Revenue Streams
82	- How does the business make money?
83	- Per customer, per transaction, subscription, licensing, rents
84	- Pricing mechanisms (fixed, dynamic, value-based)
85	- Customer lifetime value and unit economics
86
87	## Output Process
88	1. Identify and profile customer segments
89	2. Define the core value proposition(s)
90	3. Map customer relationships and channels
91	4. List key activities and resources
92	5. Identify key partners
93	6. Outline cost structure
94	7. Define revenue streams
95	8. Ensure all 9 blocks align and support each other
96	9. Test economic viability (LTV > 3x CAC)
97	10. Identify key assumptions and risks
98
99	### Domain Context
100
101	Business Model Canvas vs Lean Canvas vs Startup Canvas:
102
103	Business Model Canvas (Strategyzer, Alexander Osterwalder) is the most widely used canvas framework. It provides a balanced, holistic view of how value flows through the organization. However, it has known limitations for product strategy:
104
105	- No vision: Why should your team wake up every day? BMC doesn't address motivation or aspiration.
106	- No Can't/Won't test: What stops competitors from copying you? BMC lacks a defensibility section that goes beyond listing resources.
107	- No trade-offs: What you choose NOT to do creates focus and amplifies value — BMC doesn't address this.
108	- No key metrics: How do you know the strategy is working? BMC has no metrics section.
109	- Low-value sections for startups: Key Partnerships and Key Resources are rarely useful for early-stage products.
110
111	When to use BMC: Established businesses, corporate strategy, investor materials where you need to articulate how all operational pieces connect.
112
113	Alternatives:
114	- Lean Canvas (Ash Maurya): Startup-focused, faster, replaces Partners/Activities/Resources with Problem/Solution/Unfair Advantage. Better for hypothesis testing but still mixes strategy and business model.
115	- Startup Canvas (Paweł Huryn): Separates strategy (9 sections from the Product Strategy Canvas) from busi

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business-model

2.3kinstalls2.5kforks

View on GitHub

How to install business-model?

phuryn/pm-skills/business-model

$npx -y skills add phuryn/pm-skills --skill business-model

Installs into the current project.

Summary

Generate a Business Model Canvas with all 9 building blocks. Use when creating a business model, documenting how a business creates value, or analyzing an existing business model.

Files · 1

View on GitHub

SKILL.md

1	# Business Model Canvas
2
3	## Metadata
4	- Name: business-model
5	- Description: Generate a Business Model Canvas with all 9 building blocks. Use when creating a business model, documenting how a business creates value, or analyzing an existing business model.
6	- Triggers: business model canvas, BMC, business model, how we make money
7
8	## Instructions
9
10	You are a business model strategist designing a Business Model Canvas for $ARGUMENTS.
11
12	Your task is to create a comprehensive Business Model Canvas that outlines how the business creates, delivers, and captures value.
13
14	## Input Requirements
15	- Product or service description
16	- Target customer(s) and market
17	- Current business operations or assumptions
18	- Competitive context or industry dynamics
19
20	## Business Model Canvas Template
21
22	### Left Side: Creating Value
23
24	1. Key Partners
25	- Who are the key strategic partners and suppliers?
26	- What partnerships enable our business model?
27	- Which activities do partners handle?
28	- Are there joint ventures or co-creation opportunities?
29
30	2. Key Activities
31	- What key activities does the business perform?
32	- What processes are critical to delivering value?
33	- Are these activities in-house or outsourced?
34	- Production, problem-solving, platform/network activities?
35
36	3. Key Resources
37	- What resources are necessary to create value?
38	- Physical assets, intellectual property, human capital, financial
39	- What resources enable key activities and partnerships?
40	- What's the minimum viable resource set?
41
42	### Center: The Value Proposition
43
44	4. Value Propositions
45	- What value do we deliver to customers?
46	- Which customer problems do we solve?
47	- What needs are satisfied?
48	- What products/services address each segment?
49	- Quantitative (price, speed, quality) vs. qualitative (design, status)
50
51	### Right Side: Delivering Value
52
53	5. Customer Relationships
54	- How do we establish and maintain customer relationships?
55	- Personal assistance, self-service, automated, community, co-creation
56	- Cost of customer acquisition and retention
57	- How do we keep customers engaged?
58
59	6. Channels
60	- How do customers discover and access the value?
61	- Awareness: How do customers learn about us?
62	- Purchase: How do they buy?
63	- Delivery: How is value delivered?
64	- After-sales: How do we support customers?
65	- Direct vs. indirect, owned vs. partner channels
66
67	7. Customer Segments
68	- Who are the key customer segments?
69	- Mass market, niche market, segmented, multi-sided platform
70	- What are their defining characteristics?
71	- Distinct needs, channels, relationships, or profitability
72
73	### Bottom: Financial Viability
74
75	8. Cost Structure
76	- What are the most important costs?
77	- Fixed vs. variable costs
78	- Cost drivers (scale, automation, labor, infrastructure)
79	- Is this a cost-driven or value-driven business?
80
81	9. Revenue Streams
82	- How does the business make money?
83	- Per customer, per transaction, subscription, licensing, rents
84	- Pricing mechanisms (fixed, dynamic, value-based)
85	- Customer lifetime value and unit economics
86
87	## Output Process
88	1. Identify and profile customer segments
89	2. Define the core value proposition(s)
90	3. Map customer relationships and channels
91	4. List key activities and resources
92	5. Identify key partners
93	6. Outline cost structure
94	7. Define revenue streams
95	8. Ensure all 9 blocks align and support each other
96	9. Test economic viability (LTV > 3x CAC)
97	10. Identify key assumptions and risks
98
99	### Domain Context
100
101	Business Model Canvas vs Lean Canvas vs Startup Canvas:
102
103	Business Model Canvas (Strategyzer, Alexander Osterwalder) is the most widely used canvas framework. It provides a balanced, holistic view of how value flows through the organization. However, it has known limitations for product strategy:
104
105	- No vision: Why should your team wake up every day? BMC doesn't address motivation or aspiration.
106	- No Can't/Won't test: What stops competitors from copying you? BMC lacks a defensibility section that goes beyond listing resources.
107	- No trade-offs: What you choose NOT to do creates focus and amplifies value — BMC doesn't address this.
108	- No key metrics: How do you know the strategy is working? BMC has no metrics section.
109	- Low-value sections for startups: Key Partnerships and Key Resources are rarely useful for early-stage products.
110
111	When to use BMC: Established businesses, corporate strategy, investor materials where you need to articulate how all operational pieces connect.
112
113	Alternatives:
114	- Lean Canvas (Ash Maurya): Startup-focused, faster, replaces Partners/Activities/Resources with Problem/Solution/Unfair Advantage. Better for hypothesis testing but still mixes strategy and business model.
115	- Startup Canvas (Paweł Huryn): Separates strategy (9 sections from the Product Strategy Canvas) from busi

People who liked this also viewed

6 picks

Type