Business Model Canvas: A Tool for Entrepreneurs and Innovators (Project-Centered Course)

Start Date: 02/23/2020

Course Type: Common Course

Course Link:

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About Course

What you’ll achieve: In this project-centered course*, you will use the Business Model Canvas innovation tool to approach either a personal or corporate challenge or opportunity. You’ll learn to identify and communicate the nine key elements of a business model: Customer Segments, Value Proposition, Channels, Customer Relationships, Key Resources, Key Activities, Key Partners, Revenue Streams, and Cost Structure. Your completed project will be a polished Business Model Canvas that outlines the business case for a new product or service to address your selected challenge or opportunity. You’ll present your case in both a one-page document and a 10-minute video presentation. What you need to get started: This project-centered course is designed for anyone who wants to understand innovation best practices and the intra-corporate entrepreneurial (intrapreneur) skills needed to lead innovation projects, teams, and strategies. Entry- and senior-level professionals in a variety of industries - including education, healthcare, business, and not-for-profit - will benefit from the course materials and project experience. The only prerequisite is a strong desire to understand best practices in innovation and to master the skills needed to transform a new idea into a profitable reality. To complete the project, you’ll need to access the Business Model Canvas from either the Kauffman Foundation ( or (, or via the Creative Commons license offered by Strategyzer AG ( *About Project-Centered Courses: Coursera's project-centered courses are designed to help you complete a personally meaningful real-world project, with your instructor and a community of like-minded learners providing guidance and suggestions along the way. By actively applying new concepts as you learn, you’ll master the course content more efficiently; you’ll also get a head start on using the skills you gain to make positive changes in your life and career. When you complete the course, you’ll have a finished project that you’ll be proud to use and share.

Course Syllabus

Are you interested in starting your own business? Are you an entrepreneur who wants to accelerate profitable growth by improving your business model? Are you an intrapreneur, inside of an organization, who has a new idea that could make your customers smile and your competitors cry? If yes, then the Business Model Canvas is the best place to start. It is a proven tool for creating, assessing or reinventing a business model.

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Course Introduction

Business Model Canvas: A Tool for Entrepreneurs and Innovators (Project-Centered Course) Are you an entrepreneur or an entrepreneur in search of a business model? This project-centered course will give you the opportunity to learn how to build a Business Model Canvas using the Business Model Canvas feature of the D3.js library. You will learn by doing step-by-step, step-by-step advice on how to build a Business Model Canvas using the Business Model Canvas feature of the D3.js library. You will learn by doing the following: - Writing and revising your own Canvas, which you will call a Business Model Canvas - Integrating the Business Model Canvas with D3.js - Optimizing the Business Model Canvas with D3.js - Manipulating the HTML with the DataCanvas This course is designed to help you build the Business Model Canvas. We will take you through the different steps needed to do this, step-wise, and you will have a chance to learn by doing. After completing this course, you will be able to: 1. Write your own Canvas: Business Model Canvas 2. Use the Business Model Canvas as a tool for finding and implementing business opportunities 3. Use the Business Model Canvas to prioritize and control your business 4. Transform the Canvas with customized content 5. Manipulate the HTML with the DataCanvas This course is designed to help you build the Business Model Canvas

Course Tag

Business Plan Business Model Business Modeling Value Proposition

Related Wiki Topic

Article Example
Business Model Canvas The Business Model Canvas can be printed out on a large surface so groups of people can jointly start sketching and discussing business model elements with post-it note notes or board markers. It is a hands-on tool that fosters understanding, discussion, creativity, and analysis. It is distributed under a Creative Commons license from Strategyzer AG and can be used without any restrictions for modeling businesses.
Business Model Canvas The Business Model Canvas has been used and adapted to suit specific business scenarios and applications. Examples include:
Business Model Canvas The Business Model Canvas was initially proposed by Alexander Osterwalder based on his earlier work on Business Model Ontology. Since the release of Osterwalder's work in 2008, new canvases for specific niches have appeared.
Business Model Canvas The Business Model Canvas is also available in web-based software format.
Business Model Canvas The Business Model Canvas is a strategic management and lean startup template for developing new or documenting existing business models. It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances. It assists firms in aligning their activities by illustrating potential trade-offs.
Business Model Canvas Formal descriptions of the business become the building blocks for its activities. Many different business conceptualizations exist; Osterwalder's work and thesis (2010, 2004) propose a "single reference model" based on the similarities of a wide range of business model conceptualizations. With his "business model design template", an enterprise can easily describe their business model.
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Business model Design logic views the business model as an outcome of creating new organizational structures or changing existing structures to pursue a new opportunity. Gerry George and Adam Bock (2011) conducted a comprehensive literature review and surveyed managers to understand how they perceived the components of a business model. In that analysis these authors show that there is a design logic behind how entrepreneurs and managers perceive and explain their business model. In further extensions to the design logic, George and Bock (2012) use case studies and the IBM survey data on business models in large companies, to describe how CEOs and entrepreneurs create narratives or stories in a coherent manner to move the business from one opportunity to another. They also show that when the narrative is incoherent or the components of the story are misaligned, that these businesses tend to fail. They recommend ways in which the entrepreneur or CEO can create strong narratives for change.
Business Process Model and Notation Business Process Model and Notation (BPMN) is a graphical representation for specifying business processes in a business process model.
Customer Development Alexander Osterwalder and Yves Pigneur designed the Business Model Canvas. The Canvas is a tool to help entrepreneurs structure and plan their business models. It is designed to change rapidly, highlight alternatives, promote a customer focus and encourage testing. It can also be used to set up Customer Development hypotheses and to visually track iterations.
Service-Dominant Strategy Canvas The Service-Dominant Strategy Canvas is a management tool for designing Service-Dominant Strategies by following a Service-Dominant Logic way to do business. The tool is part of the PhD thesis form Egon Lüftenegger titled: Service-Dominant Business Design.
Business model Both IASB and FASB have proposed using the concept of business model in the context of reporting a lessor's lease income and lease expense within their joint project on accounting for leases. In its 2016 lease accounting model, IFRS 16, the IASB chose not to include a criterion of "stand alone utility" in its lease definition because "entities might reach different conclusions for contracts that contain the same rights of use, depending on differences between customers' resources or suppliers' business models." The concept has also been proposed as an approach for determining the measurement and classification when accounting for insurance contracts. As a result of the increasing prominence the concept of business model has received in the context of financial reporting, the European Financial Reporting Advisory Group (EFRAG), which advises the European Union on endorsement of financial reporting standards, commenced a project on the "Role of the Business Model in Financial Reporting" in 2011.
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