Workshop Title
The learner is expected to build an organization capable of creating value

Step by step instructions for the preparation and implementation of the workshop

The PBMC is a very powerful but also a complex tool. You can have multiple level (team, personnel and entire company). This could lead to confusion in reading the canvas until you have sufficient mastery. Make it clear by linking together with lines of different colors or by writing directly in different colors the value propositions and connections with the various rooms of the PBMC. it is a visual technique and it is very important to work with order and clarity


Step 1:  Who helps you?

Room 1 CUSTOMERS (Who are you useful to)

Who do you create value for? Who are your most important customers? Who depends on you to do their job? 




-Employers, managers, colleagues, users, etc.

In a company, the transformation of the raw material (in the services the production relationship with the customer) makes the utility that is made available to those who follow in the production cycle evident and perceivable. For whom is the utility being created and what are the benefits that the resource must produce?

Room 2 PROPOSAL OF VALUE (What he/they need)

How could you help yourself? How could the position you are investigating solve the client’s problems? What value must be produced? What is the problem being solved? What is the important task to perform perfectly to help the customer? What are the specific benefits that customers get as a result of your / their work? What is the effective distinctive value that the person must offer to the beneficiaries of his activity and what are the effects of him?

CONSIDER THE CONSEQUENCES OF THE PROPOSALS. THEY ARE USEFUL IF: Reduces risk – Decreases costs – Increases convenience or usability – Improves performance – Increases pleasure or satisfies basic needs – Satisfy a social need (brand, status, recognition, etc.) – Satisfy a emotional need etc.

What happens if the activity is done incorrectly? What are the possible errors and what are the consequences?


What you do/what they do

The key activities are the things the resource we are looking at must be able to do. The key activities are linked to the key activities expressed in the BMC in order to allow a continuity of judgment.

Step 2:


Who you are and what you have

Unlike a corporate business model, the key resource here is the person. Here the characteristics that he/you /they distinguish must be identified. The set of skills they possess (skills, knowledge, skills) and the tools that are functional to the role that people must fill in the company

List the main personal elements that must be brought into play in the task/profession by the employees. What must be present in the organization.

Describe what can be most exciting about doing that task describe what characteristics you have or should have the people who will be doing that task. For example:

  • interact with people;
  • dealing with information/ideas
  • take care of things and objects, work outdoors. Also describe talents (things you naturally do without effort) and skills (things you have learned to do). Finally, list some of the other resources you need: values, personal network, reputation, personal brand, industry experience, manual skills, material assets, tools, etc.

Step 4:

Room 5 Channels (How does it make itself known and in what way it makes available the utility produced)

The analysis carried out in this room allows us to understand how the resource can be useful to its “internal customers”, how it reaches them and how it brings and makes available the value produced. What are the moments in which the parties come into contact with each other or, even physically, how they must be presented (deposit methods, packaging, etc.) to the beneficiary.

Room 6  Customer relationship (how they interact with each other)

The ways of interaction between the resource and its customers are numerous and range from the most direct relationships to the mediated and impersonal ones. it is important to define what information must necessarily circulate in order to make resources responsible for a careful observation of what surrounds them and what happens. The observation does not only concern the interior but also the external environment that surrounds the company. The whole organization is an antenna that watches, collects data and processes information.

Room 7

External resources (Who help you?)

Who are your most important partners?

Who are the suppliers of the value in the internal customer-supplier model?

What key assets do you acquire from partners?

What key activities do your partners perform?

Who are the colleagues, suppliers or other resources that revolve around the life of the company and who put resources in a position to produce utility at their best. How they integrate with complementary resources or activities (support functions cf. Porter) necessary to support individual or team production.

Output: a list of key partnerships with notes on their relationship to key activities

Step 5: Investigate how cost and revenue flows are created

Room 8.

Revenue or benefits

(What you get)

It is not a question of highlighting only the economic remuneration of the work but, much more essential and motivating, all the situations in which the resources will feel valued, appreciated and considered important for the development of the company activity and for its affirmation. Non-economic gratification is often more remunerative than pay but, of course, the gratification and assignment of responsibility (power and authority) must also be accompanied by economic recognition


Room 9.

Costs (what they give)

Every activity requires investments of time and energy, attention and concentration on what you are doing. There are therefore some findings that are difficult to quantify because they are immaterial in nature. The company should also be a place where the well-being of those who collaborate is sought (to be well) because the malaise affects the quality of work and the business model of the team and individuals.

It is therefore necessary to identify how people can also be assisted in their private life (free time, community life within the company, family support, etc.). These costs must be considered in the same way as investments in tools and training.