Business growth requires a choice that fits the main constraint at that point: demand, capacity, cash or organisation. Test the choice described in “The differences between lean canvas and business model canvas” against current terms and your own measurements. A plan becomes useful when the team defines the desired result and acceptable risk in advance.
The Business Model Canvas and Lean Canvas both map a business model, but they answer different questions. The former shows the wider value-creation system; the latter emphasises problem, solution, metrics and early risks. Neither canvas is evidence by itself.The topics and the differences between business model canvas and lean canvas
Each of the models is broken down into six topics or elements:
Target
The business model canvas is aimed at new and existing businesses. The lean canvas is aimed at startup businesses only.
Focus
The business model canvas is aimed at customers, investors, entrepreneurs, consultants and advisors. The lean canvas is only aimed at entrepreneurs.
Customers
The business model canvas emphasises customer channels and relationships. The lean canvas does not emphasise customer segments since startups may not have any customers yet.
Approach
The business model canvas looks at existing infrastructure, finance sources and anticipated revenue streams. The lean canvas takes a problem-focused approach followed by a proposed solution, the channels required to achieve this solution, how much it will cost and the anticipated revenue streams.
Competition
The business model canvas focuses on ways to remain active in the market using quantitative and qualitative methodologies. The lean canvas analyses whether or not the startup business has an advantage over its potential competition and if so, how best to capitalise on it.
Application
When applied, the business model aims to foster an environment of understanding, frank discussions and constructive analysis-based feedback. When applied, the lean canvas takes a step-by-step approach to guide startups through a problem-solution oriented development cycle.
Turn assumptions into testable questions
Mark each box as evidenced, assumed or unknown. Convert the riskiest assumptions into tests with an audience, method, threshold and deadline. Update the canvas after interviews, usage, sales and cost evidence rather than internal agreement alone.
Make the next step testable
State one assumption behind the growth decision and decide what evidence would support or challenge it. Start with a defined market, role or customer group and set a review date. Include cash flow and additional workload so that revenue growth does not weaken delivery or continuity.
