Business

Model Analysis
z
EDELYN S. ALBISO, DBA
 z
Learning Outcome
 Define a Business Model

 Explain the key components of a successful business

model
 Evaluate and compare different business models used by
real-world companies
 Develop a basic business model canvass for a new venture

or existing organization
 A business model
describes
z
the Business Model
rationale of how a
business creates,
delivers, and
captures value.
 It is a
hypothesis
about how an
organization
can create
sustainable
economic value.
It serves as a guide for making critical decisions
and setting strategic direction.
 z Business Model
 A business model refers to the way in which a company operates
and generates revenue.

 A business model is a fundamental concept

that underpins the success of any
organization.
 It serves as a blueprint for how a company creates,
delivers, and captures value in the marketplace.
 z

Types of
Business Model
 Types of Business Model
z Business to consumer (B2C)

 It refers to the
process of selling
products and services
directly between a
business and
consumers who are
the end-users of its
products or services.
 Types of Business Model
z Direct to consumer (DTC)

 DTC model
describes
individual
brands or
manufacturers
that sell to
consumers.
 Types of Business Model
z Business to Business (B2B)

 B2B supports commerce transactions that involve products, services, or

information between two businesses or parties. Typical B2B transactions
occur between buyers, suppliers, manufacturers, resellers, distributors, and
trading partners.
 z
Types of Business Model
Consumer to

Consumers (C2C)
C2C, meaning consumer-to-consumer commerce, is a business
model often defined as one consumer selling goods or services
to another consumer. When done online, C2C becomes a type of
eCommerce.
 EBay is an excellent example where consumers sell items to
other consumers online, starting as a true customer-to-customer
environment. It was the first customer-to-customer auction site
on the web, even though Buy It Now listings currently eclipse
those of timed auctions.
 When people come together to buy, sell or trade items online, they're taking part
in consumer-to-consumer (C2C) e-commerce.
 z Types of Business Model
Consumer to
 Business
The rise in the creator economy (C2B)
led to a spike in
consumer-to-business (C2B) companies. This
business model refers to when a consumer sells
their own products or services to a business or
organization. If you want to become an influencer
who partners with brands or a photographer who
sells photos online, C2B is the type of business
model you’d use.
z

PARTS of a
Business
Model
 z
The Four PARTS of a
Business Model
1) the offering,
2) the customers,
3) the infrastructure, and
4) the financial viability.

Each part has the potential to give the

organization advantage over the competition.
 z The Four Parts of a Business Model
THE OFFERING
 It identifies what you are offering to a
Imperfect Foods’
particular customer segment, the value CVP is to deliver
generated for those customers, and how
seasonal produce to
you will reach and communicate with
consumers that
them.
costs 30% less than
 The offering includes the customer value that of the grocery
proposition (CVP) , which explains how stores. Not only
your products and services can help does it save
customers do something more customers money,
inexpensively, easily, effectively, or quickly but it also adds
than before. value by saving
customers the time
 z The Four Parts of a Business Model
THE CUSTOMERS
 The Customers are the people who populate the The majority of
segments of a market that your offering is Imperfect Foods
serving.
customers are
 They are the individuals or businesses willing to people in their 20s,
pay for what you are offering. 30s, and 40s who
 As you won’t be able to serve everyone, you will want to play their
need to choose the customers you most want to part in tackling
target, determine how you will reach them, and climate change by
figure out how you will build and maintain a eliminating food
relationship with them.
waste. Imperfect
Foods supplies food
 z The Four Parts of a Business Model
THE INFRASTRUCTURE

Imperfect Foods’
 Infrastructure generally includes infrastructure
all the key resources (people, comprises customer
technology, products, suppliers, data, employees
(office staff and
partners, facilities) that an
delivery drivers), an
entrepreneur must have to drive office based in San
the value proposition. Francisco,
distribution, and
local producers
from across the
 z The Four Parts of a Business Model
THE FINANCIAL VIABILITY
 Financial viability defines the Imperfect Foods
generates revenue by
revenue and cost structures a
running a subscription-
business needs to meet its operating based model that offers
expenses and financial obligations. its customers a 30%
discount on produce. But
 It helps entrepreneurs to assess how
the business model is
much it will cost to deliver the more than just about how
offering to their customers and the to make money. It is a
amount of revenue that can be fundamental way for
entrepreneurs to assess
generated from customers.
why customers would buy
from you in the first
 z

Key Elements/
Components
of a Business
Model
 Key Elements of a Business
z Model
 Key Elements of a Business
z VALUE
ModelPROPOSITION
 The unique value that the products or services offer to customers. A compelling
value proposition sets a company apart from competitors and attracts
customers. It should address customer pain points and provide solutions that
are superior to what is currently available in the market.
 It is a unique combination of products, services, and benefits that a company
offers to its customers.
 It articulates why customers should choose a particular brand over competitors.

 A compelling value proposition addresses customer needs and pain points,

solves problems, and creates tangible value.
 Understanding the role of the value proposition is crucial for designing an
effective business model. It provides the basis for differentiation, customer
acquisition, and long-term customer relationships. Companies should
continuously refine and enhance their value propositions to stay relevant in the
market.
 Key Elements of a Business
z Model
CUSTOMER SEGMENTS AND MARKET
ANALYSIS

 Identifying the target customer segments is another critical element

of a business model.
 Companies must analyze the market and understand the
characteristics, needs, and preferences of their target audience. By
segmenting the market, companies can tailor their offerings and
marketing efforts to specific customer groups.
 Market analysis involves gathering relevant data, such as
demographic information, purchasing behavior, and market trends.
This information helps companies make informed decisions and
create effective marketing strategies. By understanding their
customers, companies can deliver products and services that meet
their needs and exceed their expectations.
 Key Elements of a Business
z Model
CHANNELS FOR DISTRIBUTION AND
COMMUNICATION
 Effective distribution and communication channels are
essential for reaching customers and delivering value.
Companies must identify the most efficient channels for
getting their products or services into the hands of customers.
This may involve direct sales, partnerships with retailers, e-
commerce platforms, or digital marketing.
 Communication channels play a vital role in building brand
awareness, engaging customers, and conveying the value
proposition. Companies should leverage various
communication channels, such as social media, email
marketing, content marketing, and traditional advertising, to
establish strong relationships with customers and drive sales.
 Key Elements of a
z REVENUE STREAMS
Business AND COST
Model
STRUCTURE
 Revenue streams are the sources of income for a company.
It is essential to identify and diversify revenue streams to
ensure long-term sustainability. Companies may generate
revenue through product sales, subscription fees, licensing,
advertising, or other monetization strategies.
 the cost structure of a business model. Understanding the
costs associated with producing and delivering products or
services is crucial for financial viability. By optimizing costs
and managing expenses efficiently, companies can
improve profitability and maximize value creation.
z
 z

 The Business Model Canvas is a strategic

management and entrepreneurial tool. It allows you
to describe, design, challenge, invent, and pivot your
business model.
 This method from the bestselling management book
Business Model Generation is applied in leading
organizations and start-ups worldwide.
 THE BUSINESS MODEL CANVASS
z
 z The Business Model Canvas
enables you to:
• Visualize and communicate a simple story of your
existing business model.
• Use the canvas to design new business models,
whether you are a start-up or an existing business
• Manage a portfolio of business models

• You can use the canvas to easily juggle between

"Explore" and "Exploit" business models.
z

IMPORTANCE
OF A BUSINESS
MODEL
 Importance of A Successful Business Model
z
 It helps to clarify the company's value proposition - the
unique value that the products or services offer to
customers. A compelling value proposition sets a company
apart from competitors and attracts customers.
 It enables efficient resource allocation. By defining the
target market and customer segments, companies can
focus their efforts on serving the right audience. This leads
to cost savings and higher profitability.
 It facilitates effective decision-making. It provides a structured framework
for evaluating opportunities and making strategic choices. By aligning
actions with the business model, companies can enhance their chances of
success and manage risks.
 Importance of A Successful Business Model
z

 A successful business model aligns with the company's

overall goals and objectives. It should support the
organization's mission, vision, and values. By integrating
the business model into the broader strategic framework,
companies can ensure consistency and focus.
 When designing or refining a business model, it is crucial
to assess how each component contributes to the
achievement of company goals. This alignment enables
companies to make resource allocation decisions,
set performance metrics, and establish a clear
direction for growth.
 Adapting Your Business Model to Market Changes
z

 Business models should be flexible and adaptable to market

changes. Companies must monitor industry trends,
competitors, and customer preferences to identify
opportunities and challenges. By regularly assessing the
external environment, companies can make necessary
adjustments to their business models.
 Adapting to market changes may involve modifying the value
proposition, expanding into new customer segments,
exploring alternative distribution channels, or exploring
innovative revenue streams. By staying ahead of the curve,
companies can maintain their competitive edge and capitalize
z

BUSINESS MODEL
ANALYSIS
 Business Model Analysis
z

 It involves taking a high-level look at the business as

a whole and then focusing on areas which are
perceived to indicate significant potential for
performance improvement.
 The starting point is the preparation of a Business
Model Canvas which is an internationally recognized
tool for developing and evaluating business models.
 SOME TOOLS AND TECHNIQUES FOR
z
BUSINESS MODEL ANALYSIS
• Benchmarking
• Financial Health Analysis
• Organization Structure
• Ecosystem Analysis
• Process Review
• Work Study
• Skills & Competencies
 Tools And Techniques For Business Model Analysis
z BENCHMARKING

• Benchmarking against other companies across a comprehensive

range of criteria allows organizations to put their performance into
context with a like-for-like comparison with similar types and/or
sizes of companies and to prioritize areas for improvement.

• This can be a useful starting point for a company-wide

performance improvement drive as it casts a wide net and
promotes collaboration between individuals and groups within the
organization.

• It is particularly useful where a company is in danger of becoming

stagnant in terms of its results and wishes to challenge itself to
achieve more.
 Tools And Techniques For Business Model Analysis
z FINANCIAL HEALTH ANALYSIS

• A comprehensive Financial Ratio Analysis is a useful approach which

allows one to evaluate the financial results of the Business Model and
to shed lights on areas of the model which may need to be improved,
or which show promising opportunities for performance improvement.

• While it is a narrower focus than Benchmarking as it does not involve a

comparison with other companies, the analysis provides the Client with
a comprehensive assessment through expert eyes which are
experienced in challenging existing perceptions and assumptions in
the search for sources of improvement.

• Typically, the period of analysis is between 3 and 5 years.

 Tools And Techniques For Business Model Analysis
ORGANIZATION STRUCTURE
z

• How an organization is structured and which functions are

outsourced can greatly influence, for better and for worse, the
results of a Business Model.
 Very often the structure of an organization lags behind changes
in the Business Model and in time can lower performance or, it
can prevent the organization from taking opportunities or from
making the most of opportunities over time.
 An analysis of the Organization Structure provides a Client with
a rigorous assessment of how good a fit a particular
organization structure is in the context of a particular Business
Model, and identifies opportunities for improvement and the
expected benefits.
 Tools And Techniques For Business Model Analysis
z ECOSYSTEM ANALYSIS

 The Ecosystem Analysis is an extension of the Organization

Structure/Outsourcing Partner Analysis which looks at all of the
actors interacting with the Organization and impacting on, or
with the potential to impact on the Business Model.
 Such Actors would include Regulators, Quality Assurance
Companies, amongst others.
 The purpose of the analysis is to understand the relationships
between the various ecosystem elements and how they might
be reconfigured to facilitate improvements in the functioning of
the Business Model.
 Tools And Techniques For Business Model Analysis
z PROCESS REVIEW
 A Process Review can range from a review of a specific well-defined
process to an end-to-end process review such as ‘Order-to-Cash’,
‘Purchase-to-Pay’ or other such extended processes.
 Depending on the processes and the context of the change, such as
whether it involves a limited scope and a small number of people, or
whether it is a wide scope of work involving large numbers of people will
determine how the work is carried out. Typical outputs of a Process Flow
Review include:
• A Clearly Defined and Clearly Described Process
• User Critiques
• User Stories
• Evaluated User Stories
• Prioritized Implementation Plan
 Tools And Techniques For Business Model Analysis
z WORK STUDY
 Work Study analysis of an Area or a Process may be used to
identify bottlenecks, to generate and evaluate change
options, such as automation, addition of plant and
equipment, changes to Layout and other such changes
where time and cost in a process are critical.
 Based on Observations and/or using Video uploaded by the
Client, a comprehensive current state picture is constructed,
 Value Creation, Waste and Flows are analyzed and Change
Options are incorporated to visualize and evaluate what a
Future State Picture might look like and at what cost.
 Tools And Techniques For Business Model Analysis
z SKILLS & COMPETENCIES
• No matter how good the design of a Business Model and the
Organization Structure, if the profile of skills and competencies
required to adequately perform the tasks required of resources in
the defined roles, whether that is at an Operator, Staff or
Management level, in house or an external resource, are below
what they need to be, the performance generated through the
business model cannot be at its best.

• A Skills and Competencies analysis involves defining tasks

corresponding to the roles falling within the scope of the
assignment, and scoring the performance of those tasks for each
individual involved in the analysis.

• The analysis will highlight the tasks and the roles where deficiencies
exist and options for improvement.
z

LIST OF
BUSINESS
MODELS
1. Franchise model
2. Multi-sided platform model 26. Blockchain-based business models
z
3. Cash machine business model 27. Vertically integrated supply chain business model
4. Freemium business model 28. Combination of chains and franchise business model
5. Subscription business model 29. Data licensing business model
6. Peer-to-peer business model 30. Attention merchant business model
7. One-for-one business model 31. Discount with high-quality business model
8. Hidden revenue business model 32. Pyramid Scheme Business model
9. Razor and blade business model 33. Nickel and Dime business Model
10. Reverse Razor and Blade business model 34. Aggregator Business Model
11. Direct sales business model 35. API licensing Business Model
12. Affiliate marketing business model 36. Crowd Source Business Model
13. Consulting business model 37. High Touch Business Model
38. Low Touch Business Model
14. Agency-based business model
39. Flex Pricing Business Model
15. User-generated content business model 40. Auction-Based Business Models
16. Online educational business model 41. Reverse Auction Business Model
17. Instant news business model 42. Brokerage Business Model
18. Multi-brand business model 43. Bundling Business Model
19. E-Commerce business model 44. Disintermediation Model
20. Distribution based business model 45. Fractionalization business model
46. Pay as Go (Utility) Business Model
21. Drop-shipping business model
47. Product as a service
22. Enterprise business model 48. Standardization business model
23. Social enterprise business model 49. User Base Communities
24. Direct-to-consumers business model 50. Leasing business model
25. Family-owned business model
 PERFORMANCE TASK/EVALUATION
z
1) Choose from the list above a Business Model on or before 5 PM of February
17, 2025. Avoid duplication by updating in the GC the chosen model. You may
also choose other business model that is not in the list. (Don’t forget to write the
Model No., the model and your name. Ex. 50-Leasing Business Model-Albiso.
Make sure also to insert your number in order from 1
2) Prepare a PPT containing the Following Slides:
1) Title Page (include your name)
2) Description/Features of the model (include in your description the type
of the Business Model)
3) Illustration of the Model
4) Advantages and Disadvantages of the Model
5) Name or give examples of companies or firms following/adopting the
business model
3) Record your presentation and submit/upload to this link not later than 9:00PM,
February 18, 2025)
4) Note: This requires an individual output.
 Rubrics on the Recorded Presentation
z (Business Model)
Not Approaching Standards Meets Standards Exceeds Standards
(N/A) (N/A) (N/A)

Subject Knowledge Not Approaching Standards Meets Standards Exceeds Standards

30 pts
* Launch Checklist Presenter does not understand their Each presenter understands their position The presenter has a complete
* Product position on the Business Model on the Business Model understanding of "Business Model
* Sources

Script Not Approaching Standards Meets Standards Exceeds Standards

30 pts
* Sequence Organization Slide presentation out of sequential order, Slide presentation follows a sequential Well thought out Slide design, follows a
* Transition slide transition does not flow and proper order, slide transition flows and proper sequential order, slide transition flows and
* Grammar/Spelling grammar, spelling slide organization grammar, spelling slide organization. proper grammar, spelling slide organization.
missing. All target referenced customer included.

Delivery Not Approaching Standards Meets Standards Exceeds Standards

30 pts
* Oral Poor oral delivery, presentation not tying Presenters oral skills well practiced, slides Excellent presentation oral skills well
* Graphics into slides, not prepared for client tided into presentation, and proper attire for practiced, slides tided into presentation,
* General presentation. Unable to respond to clients the event. Thought out responses for client and proper attire for the event. Well thought
questions. questions. out responses for client questions with data
support for answers.

Sources Not Approaching Standards Meets Standards Exceeds Standards

10 pts
* APA Citations list of sources with out proper APA citations Complete list of sources with proper APA Extensive list of sources with proper APA
for presentation slides citations for presentation slides citations for presentation slides
 z
PERFORMANCE TASK/EVALUATION

INSTRUCTION:

1) Using the Business Model Canvass (BMC):

A) CREATE A BUSINESS MODEL OF YOUR PROPOSED PRODUCT OF SERVICE, OR;
B) ANALYZE AND UPDATE EXISTING BUSINESS MODEL (You may identify and existing
business model in the locality to analyze and update by coming up with your own
proposition. Present the existing business model with different font or color
with your proposed enhancement. Also state the objectives of your
propositions.

2) The business Model Canvass shall be made using a full-sheet of cartolina. You
may use various colors for different box/component of the BMC.

3) Submit not later than 2:30 pm of February 20, 2025.

THE BUSINESS MODEL CANVASS TEMPLATE
z
 z
GROUP PERFORMANCE TASK

INSTRUCTION:

1) Organize your group with not more 5 members per group.

2) Using the Business Model Canvass (BMC):

A) Discuss among your group a business/product or
service idea.
B) Prepare a business Model Canvass

2) Prepare a PPT for presentation of February 25, 2025 during our class.

3) The presentation should be limited to not more than 10 minutes per

group.
 The Business Model Canvass(Decision Making tool)
Not Approaching Standards Meets Standards Exceeds Standards
z (N/A) (N/A) (N/A)

Not Approaching Standards Meets Standards Exceeds Standards

1) Product/Service/Business Idea
10 pts Poorly considered and presented product that A creative product that is/ may be viable in the Well thought out, creative, and unique product
* Minimum Viable Product may not be practical in the market place. Little to market place. Some thought was given to the that is viable to the market place. It is evident
no thought or consideration was put in to MVP MVP creation of the product idea. that extensive thought was put in to the MVP
idea. idea.

Not Approaching Standards Meets Standards Exceeds Standards

2) Value Proposition
10 pts Vague specific customer problems cited and Specific customer problems cited and needs with Specific customer problems cited and needs with
* Customer's problems solving needs with lack of back up data to show market back up data to show market potential. Specific extensive back up data to show MULTIPLE
* Customer Needs potential. Specific key features of product that key features of product that match the market potential. Specific key features of product
* Key features of product does not match the customers problems/needs. customers problems/needs. that match the customers problems/needs.
* Match customers problems

Not Approaching Standards Meets Standards Exceeds Standards

3. Customer Segments
10 pts Clear understanding of specific customers Clear understanding of specific customers with Clear understanding of specific customers in
* Most important customer missing potential size of market . General lor potential size of market. Specific business model MULTIPLE markets. Specific business model
* Archetypes missing business model archetypes for archetypes for customer. Complete archetypes for each market. Multiple jobs we are
* Job we are doing for customer customer. Missing or to general of an understanding of the job we are handling for the handling for the customer specific to the market.
understanding of the job we are handling for the customer
customer.

Not Approaching Standards Meets Standards Exceeds Standards

4. Channels
10 pts Unclear B2B/B2C channel understanding. Specific B2B/B2C channels of distribution with Extensive research of B2B/B2C channels of
* B2B Missing specific channels and alternative citations for each specific and alternative distribution with citations for each specific and
* B2C channels. channels. alternative channels.
* Specific Channels
* Alternative Channels

Not Approaching Standards Meets Standards Exceeds Standards

5. Customer Relationships
10 pts Missing steps to attract, keep and grow the Three part plan to attract, keep and grow In depth three part plan to attract, keep and grow
* How to attract customer customer. Missing understanding of needed customers with specific benchmarks.Clear customers with specific benchmarks. Specific
* How to keep customer relationship with customer. understanding of the complete customer understanding of the complete customer
* How to grow customer relationship needs. relationship needs.
 Not Approaching Standards Meets Standards Exceeds Standards
(N/A) (N/A) (N/A)
z
Not Approaching Standards Meets Standards Exceeds Standards
6. Revenue Streams
10 pts A general understanding of the profit stream for the Clear understanding of the profit stream for the Clear understanding of the profit stream for the
* How do we make money product/service. A partial revenue model based on product/service. A complete revenue model based product/service in MULTIPLE markets. A complete
* Revenue Model customer segments. General pricing tactics for on customer segments. Specific pricing tactics for revenue model based on MULTIPLE customer
* Pricing tactics customer segment. customer segment. segments. Specific pricing tactics for each
customer segment.

Not Approaching Standards Meets Standards Exceeds Standards

7. Key Partners
10 pts Incomplete of missing list of key partners, A complete list of key partners, suppliers, An extensive list of key partners, suppliers,
* Key Partners suppliers, resources required of each key partner. resources required of each key partner. Key resources required of each key partner. Key
* Key Suppliers Key partners expected return missing or to general, partners expected return from your side of the partners expected return from your side of the
* Resource from partners and suppliers from your side of the venture. venture. venture with monetary value
* What are we giving key partners

Not Approaching Standards Meets Standards Exceeds Standards

8. Key Activities
10 pts Missing or general listof key activities without List of key activities with backup data on needs to List of key activities with backup data on needs to
* Required key activities backup data on needs to achieve key activities. achieve key activities. Detailed tasks for achieve key activities for MULTIPLE markets.
* Manufacturing? Missing detailed tasks for manufacturing, manufacturing, technology, supply chain and other Detailed tasks for manufacturing, technology,
* Technology? technology, supply chain and other activities activities specific to product/service. supply chain and other activities specific to
*Supply Chain? specific to product/service. product/service.

Not Approaching Standards Meets Standards Exceeds Standards

9. Key Resources
10 pts General list of resources needed with out citations Complete list of resources needed with citations for Complete list of resources needed with citations
* Financial for connecting with the resources, and and missing connecting with the resources, and sorted by for connecting with the resources, and sorted by
* Physical prioritization. prioritization. prioritization by MULTIPLE markets.
* Intellectual property
* Human resources
* Other

Not Approaching Standards Meets Standards Exceeds Standards

10) Cost Structure
10 pts Missing or general critical costs for product/service Explanation of critical costs for product/service with Explanation of critical costs for product/service
* Critical Costs with out sources. In-complete spreadsheet with sources. Complete spreadsheet with detailed fixed with sources for MULTIPLE markets. Complete
* Fixed Costs detailed fixed and variable for a startup or in house and variable for a startup or in house resource spreadsheet with detailed fixed and variable for a
* Variable Costs resource requirement. requirement. startup or in house resource requirement by
MARKET.
 Presentation (Including Recorded
z Presentation)

Not Approaching Standards Meets Standards Exceeds Standards

(N/A) (N/A) (N/A)

Subject Knowledge Not Approaching Standards Meets Standards Exceeds Standards

30 pts
* Launch Checklist Presenter does not understand their Each presenter understands their position Ties presentator has a complete
* Product position on the Business Model Canvas, on the Business Model Canvas product understanding of "Business Model
* Sources product knowledge, and sources knowledge, and sources referenced in Canvas", product and customer segment
referenced in executive summary and executive summary and slides. in the executive summary and
slides. presentation.

Script Not Approaching Standards Meets Standards Exceeds Standards

30 pts
* Sequence Organization Slide presentation out of sequential order, Slide presentation follows a sequential Well thought out Slide design, follows a
* Transition slide transition does not flow and proper order, slide transition flows and proper sequential order, slide transition flows and
* Grammar/Spelling grammar, spelling slide organization grammar, spelling slide organization. proper grammar, spelling slide
missing. organization. All target referenced
customer included.

Delivery Not Approaching Standards Meets Standards Exceeds Standards

30 pts
* Oral Poor oral delivery, presentation not tying Presenters oral skills well practiced, slides Excellent presentation oral skills well
* Graphics into slides, not prepared for client tided into presentation, and proper attire practiced, slides tided into presentation,
* General presentation. Unable to respond to clients for the event. Thought out responses for and proper attire for the event. Well
questions. client questions. thought out responses for client questions
with data support for answers.

Sources Not Approaching Standards Meets Standards Exceeds Standards

10 pts
* APA Citations list of sources with out proper APA Complete list of sources with proper APA Extensive list of sources with proper APA
citations for presentation slides citations for presentation slides citations for presentation slides
Further
z
Instruction:

 1) Your presence inside the class

(February 18 and 20 at 1:00-2:30 is not
necessary. However, your attendance will
be checked by submitting a screenshot of
your initial output (Individual output) not
later than 2:30 pm of the scheduled
meeting.
To guide
z you in the preparation of the Business
Model Canvass, you may refer to the following:
 https://bstrategyhub.com/50-types-of-business-models-the-best-examples-of-companies-using
-it/#1_Franchise_model

 https://canvanizer.com/downloads/business_model_canvas_poster.pdf

 https://case.edu/provostscholars/sites/default/files/2018-03/Business-Model-Canvas.pdf

 https://www.ecommerce-nation.com/business-model-canvas-examples-step-guide/

Upload your outputs to the respective folders provided in this link:

https://drive.google.com/drive/folders/1jNJ1BZOhrK1Zsw1oxg10hi
FODt1zxgYp?usp=drive_link
 Rename your files following this format:
 For individual : Albiso-Edelyn-Business Model; Albiso-Edelyn-BMC
 For Group : Name of the Group-BMC