商业模型图

商业模型图（英语：Business Model Canvas，缩写：BMC），或称商业模型九宫格，是用于描述企业组织开发新商业模型以及记录现有商业模型的战略管理范本图^[2]^[3]。它提供了一个视觉图表，其中包含描述公司或产品的价值主张（英语：Value proposition）元素、基础设施、客户及财务^[1]，通过说明潜在的权衡，帮助企业调整其活动。被称为商业模型图的商业模型设计范本的9个构面最初是由亚历山大·奥斯特瓦德（英语：Alexander Osterwalder）在2005年提出的^[4]，基于在伊夫·皮尼厄（英语：Yves Pigneur）之商业模型本体指导下工作^[5]。自2008年左右奥斯特瓦德发布的作品以来^[6]，他开发了一些相关工具，如价值主张图和文化地图^[7]，并且还出现了针对特定领域市场的新画图。

导向和构面

在商业模型图设计范本的9个构面中，又区分成4大导向^[8]：

More information 导向, 构面 ...

导向	构面	说明^[9]
供给或资源导向	关键合作伙伴	让商业模型运作的重要外部供应商、伙伴网络，可分为无竞争关系的战略联盟、竞合关系伙伴、合资对象、以及上下游的供应商与客户。
	关键活动	让商业模型能运作的重要活动，能为客户创造价值的重要活动，分为生产型活动、解决问题型活动，平台或网络活动等，企业必须有关键活动才能创造并传递价值主张、进入市场、维系顾客关系，并获取利润。
	关键资源	让商业模型运作的重要资源，关键资源让企业得以创造并提供价值主张、接触市场与目标客层维系关系，然后赚得收益，包含实体资源、智能资产、人力与财务资源等。
价值导向	价值主张	能解决与满足顾客的需要，可能是产品、服务或两者组合，简单来说就是顾客为什么找上这家企业而不找别人的最主要原因，也是企业存在市场的最主要根本价值。
需求导向	顾客关系	企业希望与目标客群建立的关系类型与方式，也是维系目标客群的一种方式，关系可为个人、社群或自动化，而针对不同客群可建立不同的顾客关系。
	通路	企业传达价值主张给目标客群的管道，让顾客能了解与购买商品或服务，并提供售后服务，通路包含自有与合伙、直接与间接通路等。
	目标客群	一个企业或组织所要服务的一个或数个客户群，针对特定客户群提供专属的解决方案，并带来获利，若无可带来利润的客群，则企业无法稳定经营。
财务导向	成本结构	运作商业模型所产生的成本，分为固定成本与变动成本两种类型，以成本驱动之商业模型聚焦于规模经济、外包或自动化，以价值驱动之商业模型则强调价值创造与定制服务。
财务导向	收入来源/营收来源/收益流	企业来自目标客群产生的现金，营收的类型可以分为资产销售、服务收入、会员收入、授权金、中介费与广告费等。设计时应考虑到目标客群可以接受的价格是多少、付费的方式以及所有收入来源对整体营收与获利的贡献度。

Close

应用

商业模型图可以在大表面上打印出来，以便一群人可以共同开始草图和讨论带有便利贴或电路板标记讨论商业模型元素。它是根据Strategyzer AG的知识共享许可协议授权条款分发，可以不受任何限制地用于建造模式业务^[10]。

替代形式

商业模型图已被使用和调整，以适应特定的业务场景和应用程序^[11]^[12]^[13]。举例包括：产品市场媒合度（英语：Product/market fit）、供应链、现金流量和内部沟通（英语：Internal communications）等。

批评

商业模型图的特点是静态的，因为它没有即时捕捉战略的变化或模型的演变^[14]、没有关于组件之间的交互以及如何使这个模式工作的详细信息^[15]。范本的一些限制是它专注于组织，以及随之而来的概念与环境的隔离^[16]，这与行业结构或社会和自然环境等利益相关者有关^[17]^[18]。

参见

商业计划
独特销售主张
业务流程模型（英语：Business process modeling）
业务参考模型（英语：Business reference model）
产品市场媒合度（英语：Product/market fit）

参考资料

[1]
Osterwalder, Alexander; Pigneur, Yves; Clark, Tim. Business Model Generation: A Handbook For Visionaries, Game Changers, and Challengers. Strategyzer series. Hoboken, NJ: John Wiley & Sons. 2010. ISBN 9780470876411. OCLC 648031756. With contributions from 470 practitioners from 45 countries.
[2]
Barquet, Ana Paula B., et al. "Business model elements for product-service system". Functional Thinking for Value Creation. Springer Berlin Heidelberg, 2011. 332–337: They stated that "The Canvas business model was applied and tested in many organizations (eg IBM and Ericsson), being successfully used to easily describe and manipulate business models to create new strategic alternatives."
[3]
De Reuver, Mark, Harry Bouwman, and Timber Haaker. "Business model roadmapping: A practical approach to come from an existing to a desired business model". International Journal of Innovation Management 17.01 (2013): They described the business model canvas as the "Most prominent... popular tool that makes it simple for practitioners to design business models in a creative session."
[4]
Osterwalder, Alexander. What is a business model?. business-model-design.blogspot.com. 2005-11-05 [2019-06-19]. （原始内容存档于2006-12-13）. ... we could define a business model as a simplified description of how a company does business without having to go into the complex details of all its strategy, processes, units, rules, hierarchies, workflows, and systems. However, now that we know that the business model is a simplified representation of how we do business, we still have to decide which elements to describe. A synthesis of literature shows that there are mainly 9 building blocks to help us describe a business model ...
[5]
Osterwalder, Alexander. The Business Model Ontology: A Proposition In A Design Science Approach (PDF) (学位论文). Lausanne: University of Lausanne. 2004 [2022-10-26]. OCLC 717647749. （原始内容 (PDF)存档于2011-05-11）. See also: Osterwalder, Alexander; Pigneur, Yves; Tucci, Christopher L. Clarifying business models: origins, present, and future of the concept. Communications of the Association for Information Systems. 2005, 16 (1): 1. doi:10.17705/1CAIS.01601 .
[6]
Osterwalder, Alexander. What is a business model?. business-model-design.blogspot.com. 2008-07-02 [2018-10-17]. （原始内容存档于2008-09-06）.
[7]
Carton, Guillaume. The Story Behind the Business Model Canvas. Entrepreneur & Innovation Exchange. 2021-08-02 [2022-10-26]. （原始内容存档于2022-10-09）（英语）.
[8]
完整掌握商業模式圖：圖文解析、案例練習及模式圖沒告訴你的事！. 零一营销. 2019-11-28 [2020-12-04]. （原始内容存档于2020-12-04）.
[9]
吴建铭、林灵. 臺中區農業專訊第105期(108年06月)-農業傳播與行銷資訊出刊了！. 行政院农业委员会台中区农业改良场. 2019-06: 17–18 [2020-08-12]. （原始内容存档于2020-08-12）.
[10]
Can I use the Business Model Canvas or Value Proposition Canvas in my own teachings or public projects?. support.strategyzer.com. [2015-03-22]. （原始内容存档于2018-04-02）.
[11]
Business Model Canvas for User Experience. grasshopperherder.com. 2012-06-19 [2012-06-20]. （原始内容存档于2019-11-04）.
[12]
Lean Model Canvas vs. Business Model Canvas. practicetrumpstheory.com. [2014-04-25]. （原始内容存档于2014-04-26）.
[13]
Internal Communication Canvas. eee.do. 2016-04-28 [2016-05-28]. （原始内容存档于2022-12-03）.
[14]
Sinkovics, Noemi; Sinkovics, Rudolf R.; Yamin, Mo. The Role of Social Value Creation in Business Model Formulation at the Bottom of the Pyramid – Implications for MNEs?. International Business Review. 2014, 23 (4): 692–707. doi:10.1016/j.ibusrev.2013.12.004 .
[15]
Romero, María Camila; Sánchez, Mario; Villalobos, Jorge. Business model loom: a pattern-based approach towards the definition of business models. Hammoudi, Slimane; Maciaszek, Leszek A.; Missikoff, Michele M.; Camp, Olivier; Cordeiro, José (编). Enterprise Information Systems: 18th International Conference, ICEIS 2016, Rome, Italy, April 25–28, 2016, Revised Selected Papers. Lecture Notes in Business Information Processing 291. Cham: Springer-Verlag. 2017: 463–487. ISBN 9783319623856. OCLC 992990130. doi:10.1007/978-3-319-62386-3_21. The critical problem with current business model representations is the focus on a structural dimension (e.g., Osterwalder's Canvas, or Gordijn's e3-value). In particular, they leave (mostly) aside the specification of how business models components interact and behave in order to make the model work. Therefore, only a partial understanding of the business can be achieved with these business models.
[16]
Searle, Nicola; White, Gregor. Towse, Ruth; Handke, Christian , 编. Business Models. In Handbook on the Digital Creative Economy (Cheltenham, UK and Northampton, MA, USA: Edward Elgar Publishing). 2013: 45–56. ISBN 9781781004876. doi:10.4337/9781781004876.00014.
[17]
Bocken, N.M.P.; Rana, P.; Short, S.W. Value mapping for sustainable business thinking. Journal of Industrial and Production Engineering. 2015, 32 (1): 67–81. doi:10.1080/21681015.2014.1000399 .
[18]
Sparviero, Sergio. The Case for a Socially Oriented Business Model Canvas: The Social Enterprise Model Canvas. Journal of Social Entrepreneurship. 2019, 10 (2): 232–251. doi:10.1080/19420676.2018.1541011 .

[Osterwalder2010-1] [1]
Osterwalder, Alexander; Pigneur, Yves; Clark, Tim. Business Model Generation: A Handbook For Visionaries, Game Changers, and Challengers. Strategyzer series. Hoboken, NJ: John Wiley & Sons. 2010. ISBN 9780470876411. OCLC 648031756. With contributions from 470 practitioners from 45 countries.

[2] [2]
Barquet, Ana Paula B., et al. "Business model elements for product-service system". Functional Thinking for Value Creation. Springer Berlin Heidelberg, 2011. 332–337: They stated that "The Canvas business model was applied and tested in many organizations (eg IBM and Ericsson), being successfully used to easily describe and manipulate business models to create new strategic alternatives."

[3] [3]
De Reuver, Mark, Harry Bouwman, and Timber Haaker. "Business model roadmapping: A practical approach to come from an existing to a desired business model". International Journal of Innovation Management 17.01 (2013): They described the business model canvas as the "Most prominent... popular tool that makes it simple for practitioners to design business models in a creative session."

[4] [4]
Osterwalder, Alexander. What is a business model?. business-model-design.blogspot.com. 2005-11-05 [2019-06-19]. （原始内容存档于2006-12-13）. ... we could define a business model as a simplified description of how a company does business without having to go into the complex details of all its strategy, processes, units, rules, hierarchies, workflows, and systems. However, now that we know that the business model is a simplified representation of how we do business, we still have to decide which elements to describe. A synthesis of literature shows that there are mainly 9 building blocks to help us describe a business model ...

[Osterwalder2004-5] [5]
Osterwalder, Alexander. The Business Model Ontology: A Proposition In A Design Science Approach (PDF) (学位论文). Lausanne: University of Lausanne. 2004 [2022-10-26]. OCLC 717647749. （原始内容 (PDF)存档于2011-05-11）. See also: Osterwalder, Alexander; Pigneur, Yves; Tucci, Christopher L. Clarifying business models: origins, present, and future of the concept. Communications of the Association for Information Systems. 2005, 16 (1): 1. doi:10.17705/1CAIS.01601 .

[6] [6]
Osterwalder, Alexander. What is a business model?. business-model-design.blogspot.com. 2008-07-02 [2018-10-17]. （原始内容存档于2008-09-06）.

[7] [7]
Carton, Guillaume. The Story Behind the Business Model Canvas. Entrepreneur & Innovation Exchange. 2021-08-02 [2022-10-26]. （原始内容存档于2022-10-09）（英语）.

[8] [8]
完整掌握商業模式圖：圖文解析、案例練習及模式圖沒告訴你的事！. 零一营销. 2019-11-28 [2020-12-04]. （原始内容存档于2020-12-04）.

[9] [9]
吴建铭、林灵. 臺中區農業專訊第105期(108年06月)-農業傳播與行銷資訊出刊了！. 行政院农业委员会台中区农业改良场. 2019-06: 17–18 [2020-08-12]. （原始内容存档于2020-08-12）.

[10] [10]
Can I use the Business Model Canvas or Value Proposition Canvas in my own teachings or public projects?. support.strategyzer.com. [2015-03-22]. （原始内容存档于2018-04-02）.

[11] [11]
Business Model Canvas for User Experience. grasshopperherder.com. 2012-06-19 [2012-06-20]. （原始内容存档于2019-11-04）.

[12] [12]
Lean Model Canvas vs. Business Model Canvas. practicetrumpstheory.com. [2014-04-25]. （原始内容存档于2014-04-26）.

[13] [13]
Internal Communication Canvas. eee.do. 2016-04-28 [2016-05-28]. （原始内容存档于2022-12-03）.

[14] [14]
Sinkovics, Noemi; Sinkovics, Rudolf R.; Yamin, Mo. The Role of Social Value Creation in Business Model Formulation at the Bottom of the Pyramid – Implications for MNEs?. International Business Review. 2014, 23 (4): 692–707. doi:10.1016/j.ibusrev.2013.12.004 .

[15] [15]
Romero, María Camila; Sánchez, Mario; Villalobos, Jorge. Business model loom: a pattern-based approach towards the definition of business models. Hammoudi, Slimane; Maciaszek, Leszek A.; Missikoff, Michele M.; Camp, Olivier; Cordeiro, José (编). Enterprise Information Systems: 18th International Conference, ICEIS 2016, Rome, Italy, April 25–28, 2016, Revised Selected Papers. Lecture Notes in Business Information Processing 291. Cham: Springer-Verlag. 2017: 463–487. ISBN 9783319623856. OCLC 992990130. doi:10.1007/978-3-319-62386-3_21. The critical problem with current business model representations is the focus on a structural dimension (e.g., Osterwalder's Canvas, or Gordijn's e3-value). In particular, they leave (mostly) aside the specification of how business models components interact and behave in order to make the model work. Therefore, only a partial understanding of the business can be achieved with these business models.

[16] [16]
Searle, Nicola; White, Gregor. Towse, Ruth; Handke, Christian , 编. Business Models. In Handbook on the Digital Creative Economy (Cheltenham, UK and Northampton, MA, USA: Edward Elgar Publishing). 2013: 45–56. ISBN 9781781004876. doi:10.4337/9781781004876.00014.

[17] [17]
Bocken, N.M.P.; Rana, P.; Short, S.W. Value mapping for sustainable business thinking. Journal of Industrial and Production Engineering. 2015, 32 (1): 67–81. doi:10.1080/21681015.2014.1000399 .

[18] [18]
Sparviero, Sergio. The Case for a Socially Oriented Business Model Canvas: The Social Enterprise Model Canvas. Journal of Social Entrepreneurship. 2019, 10 (2): 232–251. doi:10.1080/19420676.2018.1541011 .

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