Idea: Program and Group Group members Group number : Documentation:

The Lean Canvas Read Instructions

Watch YouTube video

Problem/Problema Solution/Solución Unique Value Prop./Propuesta Unfair Advantage/Ventaja Esp Customer Segments/Segmento
Top 3 problems
-Dificultad para obtener Top 3 features
-Crear un mapa de Single, clear and compelling message that Can't be easily copied or bought. Target Customers
states why you are different and worth buying. Target Users
recomendaciones de alojamientos
alojamientos - Permitir calificar y -Creacion de un nuevo
-Estrategias de promoción clasificar los servicios canal de promoción,
arcaicas de los alojamientos que unifica los
-No poder visualizar todas -Crear pequeñas alojamientos y
las pensiones con cupos reseñas de los además permite
existentes alojamientos calificar y clasificar sus
-Creacion de una servicios This is a post it! Copy
Aplicación móvil and paste it to the
canvas.

1 3 5
Existing Alternatives/Alternat Key Metrics/ Métricas Clave High-Level Concept Channels/ Canales de distrib Early Adopters/Adoptadores I This is a post it! Copy
and paste it to the
- List
Redeshow sociales
these problems are solved today. Key activities you measure List your X for Y analogy Path to customers List the characteristics of your ideal
canvas.
(e.g. YouTube = Flickr for videos) customers.
-Voz a voz
- Dueños o
- Buscar el
administradores de
alojamiento de forma
alojamientos que esten
directa
dispuestos a invertir en
jn nuevo canal de
promoción
-Personas, estudiantes
que estén buscando un
servicio de
alojamientos

2 4
Cost Structure/Estructura de Costos Revenue Streams/Flujo de Ingresos
List your fixed and variable costs. List your sources of revenue.
Customer acquisition costs Revenue Model
Distribution costs Life Time Value
Hosting Revenue
People Gross Margin
Etc.

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

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

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 Idea: Program and Group Group members Group number : Documentation:

The Business Model Canvas Ej: Ing. Industrial grupo 5

Read Instructions
Watch YouTube video

Key Partners/ Socios Clave Key Activities/Actividades Clav Value Propositions/Propuesta Customer Relationships/Relac Customer Segments/Segmeent
Who are our Key Partners? What Key Activities do our Value Propositions What value
Creación dedounwe deliver to the customer? What type of relationship does each of our
-excelente For whom are we creating value?
Who are our key suppliers? require? Which canal
nuevo one of de
our customer’s problems are we Customer Segments expect us to establish Who are our most important customers?
Which Key Resources are we acquiring from Our Distribution Channels? helping to solve?
comunicacion
and maintain with them?
partners? Customer Relationships? promoción
What bundles queof products and services are we -Respaldo
Which a loswe established?
ones have Mass Market
Which Key Activities do partners perform? Revenue streams? consiste eneach Customer Segment?
offering to clientes
How are they integrated with the rest of our Niche Market
- estudiantes que estén
elaboración
Which customerde una
needs are we satisfying? -Cumplirmodel?
business expectativas Segmented
buscando un servicio
MOTIVATIONS FOR PARTNERSHIPS CATEGORIES aplicación que How costly are they? Diversified
de alojamiento
Optimization and economy Production CHARACTERISTICS
permite unificar, Multi-sided Platform
Reduction of risk and uncertainty Problem Solving Newness EXAMPLES - Dueños o
calificar y clasificar administradores de
Acquisition of particular resources and Platform/Network Performance Personal assistance
activities los alojamientos y
Customization Dedicated Personal Assistance alojamientos
sus servicios
“Getting the Job Done” Self-Service interesados en un
Design Automated Services nuevo canal de
-Dueños o
Brand/Status Communities
administradores de Price Co-creation
promoción
alojamientos
- Dueños o
administradores de 7
Cost Reduction
Risk Reduction
Accessibility
Convenience/Usability
4
locales con actividades
relacionadas a la vida
universitaria Key Resources/Recursos Clave Channels/Canales de distribu This is a post it! Copy
and paste it to the
What Key Resources
-Encargado de do our Value Propositions Through which Channels do our Customer
require? Segments want to be reached? canvas.
desarrollar
Our la Channels? Customer
Distribution How are we reaching them now?
aplicacion
Relationships? How are our Channels integrated?
-servidorStreams?
Revenue Which ones work best?
-Infraestrucura virtual Which ones are most cost-efficient?
TYPES
-AportesOF de
RESOURCES
socios. How are we integrating them with customer
Physical
Intellectual (brand patents, copyrights, data)
Human
1 routines?

CHANNEL PHASES
2
Financial 1. Awareness
2. Evaluation
3. Purchase
4. Delivery
5. After sales

8 6 3 This is a post it! Copy

and paste it to the
canvas.

Cost Structure/Estructura de Costos Revenue Streams/Fuente de Ingresos

What are the most important costs inherent in our business model?
-Obtención y mantenimiento del servidor
Which Key Resources are most expensive?
-Mantenimiento
Which Key Activities y actualización de la App
are most expensive?
9 For what value mensual
-Suscripcion are our customers really willing to pay?
For what do they currently pay?
cobrada a los dueños o
How are they currently paying? 5
-Personal encargado de servicio al cliente y administradores
How would they prefer to pay?
verificación
IS YOUR BUSINESS MORE de los datos 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/)

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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 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
This is a post it! Copy
learning is critical
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.
 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

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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

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 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
life better. from A to B, but I want a BMW.

The dark side of making a decision is that it

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

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

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Product 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.