Your key activities are those that allow you to maintain and improve the attractiveness of your value propositions over

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In this step, you must define the essential activities of your business, those that you absolutely must manage to run your business and deliver your value propositions to your customers. For example, if you sell your products on marketplaces, managing your account on these marketplaces is an essential activity. If you offer a customer area and this area plays a central role in your Customer Relations and for the management of your services by the user, optimizing this customer area is an activity that you cannot escape. If you offer a very specialized service, strengthening your expertise on this service is essential. If the main interface between you and your customers is the website, you must seek to constantly optimize it by improving its design, adding features, simplifying navigation, etc.

Your key activities are those that allow you to maintain and improve the attractiveness of your value propositions over time.

#7 Key Resources
In this step, you will define the key resources that you need, that you must invest in order to run your business and do better than your competitors! This item is inseparable from the previous one. The list of resources to be engaged depends closely on the list of key activities that you determined above. Resources should be taken in the broad sense: they can be human, intellectual, financial, physical and technical in nature. This directory of necessary resources will allow you to calculate the costs to be incurred to bring your project to life and develop it.

Please note that this is less about listing all the resources needed than those that are truly essential to running your business.

#8 Key Partnerships
At this stage, you already have a very clear vision of your business and your business model. This involves identifying the activities and resources that are not essential for your company and for the value propositions that it intends to offer – that is, the activities that can be partially or totally outsourced to partners, to suppliers. The list of key partners must be produced from the list of key activities. A key activity must be an integral part of your business model. You must manage it: it is an activity that allows estonia whatsapp list your company to differentiate itself from your competitors, that allows you to illustrate your added value. The activities that are not key are those that are outside your core business, those on which you are less essential, less productive. They can be outsourced, so that you can focus on your core skills, on the activities that directly serve your value propositions.

#9 The Cost Structure
You have, so far, worked on understanding your key activities and how they contribute to delivering your value propositions and generating revenue. But these activities generate costs for your company. Your business model involves a series of costs. It is a question of defining and quantifying them clearly. Several approaches are possible. You can seek to focus on cost control (via automation, outsourcing, wage control, etc.). You can focus on optimizing investments. You can focus on value, on customer satisfaction, on your ability to offer them what they expect.

You need to determine your cost structure, by identifying:

Your fixed costs, those that always remain the same, that do not change with the development of your business. For example: the rent for your premises.
Your variable costs, which vary in the same direction as your production. For example: the cost of purchasing raw materials (if you have a craft/industrial activity), goods (if you have a commercial activity).
Your economies of scale, that is, costs that decrease as production increases.
It is obviously essential to take the time to identify all the costs associated with your business and to understand the nature of these costs (variable, fixed, etc.). A business model, to be coherent and relevant, must be based on a fair assessment of costs. In this step, you must identify and list all the costs so that they are immediately visible when you read the canvas.

Make sure these costs are well aligned with your value propositions. Test different business models and, for each, identify the costs that are variable and those that are fixed. This will allow you to predict the overall evolution of your costs as your business grows. Make connections between your key activities and your cost structure to ensure the right proportionality between your cost items and the importance of your different key activities. If a relatively secondary activity generates very high costs, analyze these costs more precisely to judge their legitimacy.