The key activities and resources boxes in the BMC list what needs to happen in order to achieve your value proposition, maximize your distribution channel and drive your revenue streams. Key Activities / Key Resources → Most important things to learn For example, if you’re going to partner with CNN for content then this is something that will end up in a product hypothesis downstream and worth adding to the Lean UX Canvas. If the materials they supply end up being customer-facing then some of these partners could end up in Box 5, Solutions, of the Lean UX Canvas. It’s critical to understand if you’ll need partners, suppliers and other vendors in order to be successful. This is another unique BMC question and an appropriate one to ask when considering if there’s even a viable business opportunity to pursue. You’ll also want to add the benefits of these channels and relationships in Box 4, User Outcomes and Benefits, in the Lean UX Canvas. When you get to Box 5 in the Lean UX Canvas you’ll want to ensure that mobile features are reflected there. For example, you might decide that you’ll distribute and provide customer service for your product using a mobile app. While there isn’t a direct correlation between these boxes and the Lean UX Canvas, some of these ideas will likely end up in Box 5, Solutions. The Channels and Customer Relationships boxes in the BMC ask for ways you will reach and service your audience. Channels / Customer Relationships → Solutions Here you can refine your team’s thinking about the qualities and merits of this persona and decide if, indeed, they should be the first folks you seek to influence. Box 3 in the Lean UX Canvas challenges you to create a proto-persona for that slice of your target audience. Once you’ve created a list of potential target audiences you prioritize it into the ones you believe you should attract first. The BMC asks you to list the various customer segments you will serve. Once you have a value proposition, you can refine it into a more specific issue you’d like to solve in Box 1 and position it at a level your team can influence. What customer needs are we meeting? What gap are we filling in the market? Often this is articulated as a high-level statement, for example, “Make it dead-simple to apply for a mortgage.” In the Lean UX Canvas Box 1 we ask you to write a business problem statement. Value Proposition → Problem StatementĪt the center of the BMC is the value proposition of your service. Here’s a box-by-box breakdown of how to use the two as complementary tools in your business and product development process. It should be done first and have enough of the assumptions in it validated before proceeding to a product or feature level discussion using the Lean UX Canvas. The work you do in the BMC creates context and foundation for the discussions you’ll have working through the Lean UX Canvas. The BMC was always designed to test the viability of a business idea while the Lean UX Canvas was designed to test the viability of a product, service or feature to help deliver business value. Can the Business Model Canvas and Lean UX Canvas be used together? Here’s a short video on how to use the Lean UX Canvas. Like the BMC, we designed it as a facilitation tool for teams working to ensure a customer-centered and agile perspective to product and feature design and development. With the success of the Lean UX framework and an increased consistency in the way we were implementing and teaching it, we created the Lean UX Canvas a few years ago. The Lean UX Canvas The Lean UX Canvas (v2) In fact, a business model can determine the difference between a successful product and a failed one. The BMC visualizes that and helps reduce the risk of implementing the wrong business model for your product. If a product or service creates value in a market, the business model determines who captures it and how it’s captured. The Business Model Canvas The Business Model Canvas from StrategyzerĬreated by Alex Osterwalder and the team at Strategyzer and immortalized in the best selling book, Business Model Generation, the BMC has helped countless organizations take an entrepreneurial, assumptions-based look at their business ideas and initiatives before investing heavily. Perhaps the most popular canvas, and the one that started the canvas craze in the first place, is Strategyzer’s Business Model Canvas. They are single-page facilitation tools that enable teams to have the right conversation about an initiative they are about to undertake. I mean, if you haven’t developed a canvas for your framework or idea are you even really a consultant? I kid! I kid! (only a little). Our product development world is filled with canvases.
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