Guest editorial

David Hansen, Joe Giglierano, Peter S. Whalen
2018 Journal of Research in Marketing and Entrepreneurship  
Introduction to the special issue: the business model canvas and customer development A business model is a framework to assist in developing and communicating how an organization creates, delivers and captures value from customers. Osterwalder and Pigneur (2010) published the business model canvas (BMC or "canvas") to help organizations articulate their business model. The canvas evolved from the dissertation work done by Osterwalder (2004) . The essence of his dissertation was to find
more » ... ities across the disparate business models that had previously appeared in the literature. The BMC ultimately unites the fragmented business model literature using nine elements that appeared across the various models in the literature: customer segment, value proposition, customer relationships, channels, key activities, key resources, key partnerships, revenue streams and cost structure. The design of the canvas, with key partnerships on the left and customer segments on the right, follows Porter's (1985) value chain framework. While the BMC was initially developed primarily to help existing companies, it became rapidly (and almost rabidly) adopted by the entrepreneurship community. At the turn of the millennium, the prevailing concept of the new venture development process followed the traditional, large company, waterfall or Stage-Gate (Cooper, 1990) development process. It started with developing a product around an initial idea, conducting a feasibility analysis, writing a new venture business plan, raising capital to produce and promote the product and eventually launch. Marketing was a function that fully depended upon product development and, maybe, market research done toward the end of the business planning process. Outcomes of this process generally had a low chance of success. In the first decade of the 2000s, Blank (2005 Blank ( , 2013) ) challenged this existing dominant view, suggesting that it did not handle the high level of market uncertainty that exists in many new ventures, particularly in software and technology. Blank (2005) articulated a "customer development" process, which combines the new product development process and market/customer research. The customer development process (also known as Lean Startup) involves iterative, rather than sequential, product development and customer testing. Upon learning about Osterwalder's BMC, Blank and Dorf (2012) adopted it as the framework for organizing the customer development process. This customer development process involves back-and-forth interaction with prospective customers and other market participants. It seeks to iteratively test hypotheses about every aspect of the business model, beginning with understanding customer needs and testing potential product and service ideas to meet those needs, using prototypes or minimum viable products. Insights from these tests lead to reworking designs of these offerings, which are then subsequently retested. Thus, it is an iterative process of finding product-market fit. Why this special edition The efforts of Blank and Dorf (2012 ), Reis (2011 ), Osterwalder and Pigneur (2010 ), Osterwalder et al. (2014) and many others to disseminate customer development and BMC have resulted in widespread adoption and dissemination among academics and practitioners; however, they have received little research attention in the academic community. This special edition of the Journal of Research in Marketing and Entrepreneurship (JRME) seeks to strengthen the theoretical base, as well as the practitioner implications, of JRME 20,1
doi:10.1108/jrme-07-2018-051 fatcat:wrbkybqlv5gn5ciul3jxpccchq