failed nursing dissertation

What Happens if You Fail Your Nursing Dissertation?

Failing your nursing dissertation can feel like a heavy blow – but before despair sets in, it’s crucial to understand the potential reasons behind it. This article delves into the common pitfalls that can lead to a failing project, from lack of focus to sloppy errors. In addition, it explores the question “What happens if you fail your nursing dissertation?”

While a failed dissertation is undoubtedly unwelcome, it’s vital to remember that there are often avenues for recovery, including resubmission, retake options, and even appeal processes. So, breathe, learn from the misstep, and equip yourself with the knowledge to navigate this unexpected turn in your academic journey.

What Does it Mean to Fail a Dissertation?

Failing a dissertation paper means scoring below the minimum passing grade the institution sets, typically 40 percent. Most students can surpass the cutoff score by a slim margin, so intentionally failing is unlikely. If you fail your dissertation, you cannot graduate. In fact, graduating with a failing grade would be celebrating failure.

Most universities allow retakes, after which students can graduate if they achieve the required score. Therefore, to be included on the graduation roster, you must work diligently to avoid failing your dissertation. While the minimum target is 40 percent, it is best to aim higher since the bare minimum does not have to be the limit. The key is putting in the effort to pass your dissertation so you can graduate.

What are the Reasons that Result in a Failing Nursing Dissertation Project?

A failing nursing dissertation project can be a disheartening experience, but comprehending the potential reasons can assist in preventing similar situations in the future. Below are some key factors that might contribute to a failure, including :

• Lack of undivided focus
• Lengthy abstract
• Sloppy mistakes and errors
• Creating too much suspense
• Lack of evidence to defend your claim
• Submitting a plagiarized dissertation

Lack of Undivided Focus

There are other assessments and course modules that you need to focus on along with the dissertation project. Unfortunately, the coursework might often distract the scholar from conducting extensive research, producing an unimpressive dissertation and, hence, failure.

Lengthy Abstract

Overenthusiasm to share your findings is a strict no-no. An abstract is the first thing you write after completing the research work, so naturally, you start pouring out words, not understanding where to stop. Therefore, this causes the chapter to stretch beyond what is acceptable.

A dissertation is meant to be a lengthy document, but each chapter has its own significance and word limit. Therefore, a wordy abstract damages your research paper and causes the experts to mark it negatively.

Sloppy Mistakes and Errors

Prevention is always better than cure. Errors in the dissertation can cost you significant grades. Therefore, save your efforts by giving a good read to your paper and checking it under the lens of spelling checker software. In addition, silly spelling mistakes, misplaced words, inappropriate words, etc., are a big turn-off for the examiners.

Creating too Much Suspense

Building up suspense in your dissertation can be nice, but only if it doesn’t ruin the examiners’ interest. Therefore, an exciting dissertation should be presented in storytelling, but too much drama gets frustrating.

Moreover, if you keep the purpose of your dissertation hidden for too long, the examiners and the readers might abandon your work and focus on something else.

Lack of Evidence to Defend Your Claim

A dissertation project’s significance is that the examiners tend to check and investigate every written word and claim thoroughly. Therefore, you need to add enough proof in your dissertation that it successfully defends your claims and thoughts.

In addition, citing plays a crucial role in presenting evidence for your claims, but it should be done systematically. Moreover, following the institute’s rules and regulations regarding citation formatting is vital. Lack of proof will land you in an unfortunate situation.

Chapters not Compiled Properly

Writing a dissertation is quite tedious and time-consuming. In addition, you want to finish it as soon as possible to focus on other assessments. However, in this rush and hurry, you often miss and leave out chapters from the project, leading to the submission of an incomplete dissertation.

Therefore, the outcomes of this mistake are not unknown to any of us. Therefore, it is crucial to cross-check the entire dissertation project before the final submission. After all, it is a matter of your entire academic grade.

Submitting a Plagiarized Dissertation

Using ideas for inspiration is a typical and expected part of your dissertation, but trying to copy and present someone else’s idea as your own is unacceptable. In addition, plagiarism while writing a dissertation is treated very seriously and has substantial penalties varying according to your institution.

The  consequences of failing a nursing dissertation project  vary depending on the educational institution. Furthermore, it can vary depending on the specific program and the circumstances surrounding the failure.

However, some possible consequences commonly associated with failing a nursing dissertation project are below.

• Reassessment or resubmission
• Academic probation
• Retake the course or project
• Delay in graduation
• Consultation or remediation
• Appeal process
• Academic disqualification

Reassessment or Resubmission

Reassessment or resubmission is a procedure that occurs when you do not pass your dissertation project in some institutions. In this situation, you are given another chance to enhance your work and demonstrate your comprehension of your subject matter.

Additionally, you are typically given feedback on what went wrong and where improvements are needed. Furthermore, you can revise and rework your project according to the feedback you received.

In addition, this process allows you to address the shortcomings that resulted in your initial failure and hopefully achieve a passing grade upon resubmission.

Academic Probation

Academic probation occurs when you fail an essential academic project like a dissertation. Failing a dissertation project shows that you did not meet the required standards or demonstrate the appropriate competence.

As a consequence, you may be placed on academic probation. This means you are given a warning period to enhance your academic performance. During this period, you may experience some restrictions or additional requirements to fulfill. These restrictions may include meeting with an advisor regularly or achieving specific grades in subsequent courses.

Failure to meet these restrictions can also lead to more severe consequences. Some severe consequences may include academic suspension or dismissal from the institution.

Retake the Course or Project

Depending on the program’s structure, you may be required to retake the dissertation course or project. You must first redo the entire course or project to improve your understanding and skills.

However, it allows you to learn the material and effectively demonstrate your knowledge. In addition, it aims to ensure that you grasp the crucial concepts and apply them effectively. Eventually, it helps you achieve the required level of competence for your academic goals.

Delay in Graduation

A delay in graduation occurs when you take longer to complete your degree due to not completing a dissertation project. Failing to complete the dissertation project means you have not met the required academic standards, resulting in an inability to graduate on time.

This setback necessitates additional time and effort to rectify the situation. In addition, it potentially involves redoing the project, retaking courses, or meeting specific academic requirements before being eligible for graduation. Eventually, this results in a delay in obtaining the degree.

Consultation or Remediation

Consultation or remediation following the failure of a dissertation project is the process where you receive additional support and guidance. The support and guidance address the shortcomings that led to the project’s failure.

During a consultation , you work closely with instructors or mentors to analyze what went wrong. In addition, you identify areas that need enhancement and develop a plan to rectify the issues. Remediation involves taking specific actions like revising the project, conducting additional research, or acquiring new skills. This helps you meet the necessary standards and complete the dissertation project successfully.

Such measures aim to give you a second chance to showcase your comprehension and mastery of the subject matter. In addition, it ensures that you gain valuable learning experience from the setback.

Appeal Process

The  appeal  procedure is a step you can take if you fail a dissertation project. This is like a second chance to indicate that there might have been a misunderstanding or mistake in the examination. You can submit a formal request explaining why your project deserves a passing grade. A higher authority reviews this request.

The authority again considers your reasons and project to decide if the failure decision changes them. Furthermore, it is a way of ensuring that everyone gets a fair chance and mistakes are corrected.

Academic Disqualification

Academic disqualification happens when you do not effectively complete your dissertation project. A dissertation project is a form of a final test or assignment showcasing your inclusive knowledge and skills in your chosen study area.

Therefore, when you fail this project, you do not meet the required standards or demonstrate your understanding adequately. As an outcome, the institution may decide that you have not met the appropriate academic requirements and are not eligible to continue your studies at that particular organization. The decision is made to ensure the organization maintains its academic standards and that you can enhance or explore other educational paths.

In conclusion, failing a nursing dissertation can be discouraging, but it does not have to derail your academic journey. You can navigate this challenge by understanding the potential reasons behind the failure and knowing the possible consequences.

Key steps include reviewing feedback, addressing weaknesses through consultation or remediation, and exploring options like revision or appeals. Most importantly, reflect on it as a learning experience to grow.

Moreover, approach setbacks with resilience, refine your skills, and keep striving towards your goals. Failing a dissertation does not define you or your capabilities; instead, it presents an opportunity to emerge even more determined and capable on your path to becoming a nurse. However, if you are looking for the highest quality nursing essays and nursing dissertations, you can place your order  here

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Failed Dissertation, Coursework, Report, or Exam – What to Do?

Published by Alvin Nicolas at August 13th, 2021 , Revised On August 22, 2023

Each year several hundreds of university students end up failing their dissertation, coursework, exam, or assignment. Receipt of a failing mark can be the most devastating experience for students in the UK.

Failing a dissertation, essay, or assignment can have a devastating effect on your life – from being shocked by hearing the news of their failure to the mental sufferings that follow.

Have you recently failed your  dissertation ,  assignment , exam or  coursework ? If yes, then be calm because you are not alone. There are several ways of tackling such a situation. This article presents several options for students who have failed an exam, dissertation, or assignment.

So, please sit back and relax because it’s not the world’s end.

Possible Reasons for Failure

Often students do not get enough help from their tutors  to pass an exam, dissertation or coursework, which results in a situation where they start to wait for things to resolve on their own until their problems become too large.

Fortunately, failing mark is not the end of the world, and students can change their circumstances.

There could be numerous reasons as to why you may have failed your dissertation, exam,  essay , or  report . Some students cannot keep up with course reading during the semester, while others do not have a sufficient understanding of their subject-related theories and knowledge due to various reasons.

The inability to understand key concepts, missing lectures regularly, and lack of understanding of course content are some of the most common reasons for a failing mark.

A sensible thing to do would be to  have your paper edited and proofread by an expert to eliminate any grammatical, structural, and spelling errors.

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Avoiding Failure Before you Even Begin

If you want to avoid failure before it happens, you must take some pre-emptive actions before your problems become too large.

Achieving a graduate or postgraduate qualification is not a walk in the park. Therefore, it is vitally important for students to make sure that they meet their challenges head-on to prevent them from turning into potential failures.

Here are some tips for you to avoid failure before you even start.

• If you know that you are struggling with your  dissertation ,  coursework , or  assignment , then take out the time to discuss your problems with your academic supervisor. An academic supervisor or mentor is a member of the faculty assigned to you at your degree course.

Meet with them regularly and let them know of any problems you are facing so they can help you address them promptly.

• Meet the challenges head-on. Don’t wait for your problems to become too large. A small issue can turn into a major crisis if you keep on ignoring it for too long. For example, if you are struggling to  collect primary data for your dissertation , it will be appropriate to consult with your mentor to avoid falling behind on deadlines.

Most universities understand that students may face unforeseen challenges now and then due to their finances, family problems, personal limitations, and prolonged sickness. Therefore, it is possible to minimise the damage by filing for extenuating circumstances.

• By completing and submitting the extenuating circumstances form, you will be formally notifying your university that you are lagging on your dissertation or coursework. And do not forget to attach a formal plan to let them know how you will make sure to meet your new deadline so you can be granted an extension to your coursework, exam, or dissertation deadline.

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Opportunities for Reassessment

Even if you end up receiving a failing mark, you will have several options to choose from to clean the mess. However, before making any decisions, you must determine whether you have failed the entire module, just an element of a module or the dissertation.

Failing Dissertation

if you have forgotten your dissertation because you will be allowed to resubmit it by the deadline agreed upon by yourself and the university.

However, the marks awarded for a resubmitted dissertation are usually caped to a minimum passing mark as a penalty for your failure in the first place.

A complete dissertation failure in UK universities will only occur if you cannot achieve the minimum passing mark even on your second attempt.

To improve your situation, you should regularly meet with your supervisor and avoid overlooking mandatory draft submissions.

Failing Module

You will be required to either re-sit an exam or re-submit the coursework (in some cases) if you have failed an entire module.

Each module that you take the exam for usually has a unique set of module guidelines associated with it. How you will be reassessed is taken by the board of examiners and the lecturers only after considering these guidelines.

Again, the maximum obtainable mark is usually capped to a bare pass level if you are re-siting an exam or resubmitting coursework.

Failing an Element of Module

If you only failed one piece of an exam or coursework and managed to achieve high marks for other modules, you may not need to resubmit that element.

The bottom line is that if your average coursework mark is above the bare minimum passing mark, you will pass that module even if you failed one piece of it.

For example, receive a failing mark of 35 in one essay coursework that counts for 25% of the overall module mark but pass the remaining 75% module assessment (which can be in the form of an exam or coursework). You can still give the entire module.

However, depending on your university’s regulations, you may have the opportunity to resubmit the failed coursework to improve your overall course grade.

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Plagiarism – A Serious Offence

All UK universities have strict rules and penalties against students who are caught plagiarising. If you receive a failing mark due to  plagiarism , you may not be able to resubmit your dissertation/coursework or re-sit an exam.

So make sure to cite others’ ideas and  avoid copying work from other academic sources  to prevent your case from being sent to the University Ethics Board, which usually has the power to take a range of measures against you. In most cases, you will not be able to appeal the decision being taken if you are found guilty of plagiarising. So, refrain from it.

To help bring the point home, you can check out the comments and guidelines made by Reading, UK , regarding plagiarism.

Interesting watch: Check out a student’s account of how and why their dissertation went badly (UK institution).

Also read:   Consequences of Plagiarism 

How to Appeal Against a Failing Mark?

If you believe that you have been disadvantaged in some way or your university did not consider your financial or family problems while awarding you a failing mark. You may have the grounds to appeal against the mark awarded to you.

All UK universities have their own set of rules for lodging student academic appeals. Generally, this is a very lengthy procedure. Make sure that you provide documentary evidence along with the appropriate forms to justify your appeal.

The university exam board will review your case, and you will be allowed to resubmit your work or  resit the exam  if your application is successful.

Detailed information on appealing procedures is usually available on the university’s website and provided to students before starting their degree.

While no student ever wants to fail an exam, coursework, assignment or dissertation, the unthinkable sometimes can happen. But it would help if you did not get discouraged by the disastrous situation because most universities offer another chance to students who have genuine reasons.

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ResearchProspect is a UK-registered firm to provides academic support to students around the world. We specialise in completing design projects,  literature reviews ,  essays ,  reports ,  coursework ,  exam notes ,  statistical analysis , primary and empirical research,  dissertations , case studies,  academic posters , and much more. Getting help from our expert academics is quick and simple. All you have to do is complete our online order form and get your paper delivered to your email address well before your due deadline.

Winning Dissertation Presentations

Don’t let all the paranoia get to you. If you don’t want your dissertation to fail, make sure to take steps to prevent that thing from happening.

Alternatively, checking out some real-life instances of students defending their dissertational research might help, too:

Three Minute Thesis (3MT) 2011 Winner – Matthew Thompson

2014 Three Minute Thesis winning presentation by Emily Johnston

Oxford University’s graduate’s advice for an award-nominated, A-graded dissertation

Furthermore, you can also check out real-life students’ advice about writing a winning dissertation, advice they wish someone had given them.

Further still, if you want to take every last measure, you could also check out what institutions in the UK, such as Birmingham University, require in your dissertation .

Frequently Asked Questions

What does it mean if you fail your dissertation.

Failing a dissertation means not meeting required standards. It may lead to retaking or resubmitting. Understand feedback, identify weaknesses, and seek support to improve and succeed next time.

You May Also Like

Your dissertation introduction chapter provides detailed information on the research problem, significance of research, and research aim & objectives.

If your dissertation includes many abbreviations, it would make sense to define all these abbreviations in a list of abbreviations in alphabetical order.

Make sure that your selected topic is intriguing, manageable, and relevant. Here are some guidelines to help understand how to find a good dissertation topic.

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What Happens If You Fail Your Dissertation?

If you are on the brink of failure over your final year research, then don’t worry, you are not alone. It is no doubt that every year, several students go through a failing dissertation which is a traumatizing experience for anyone, thinking what will happen if you fail your dissertation?

Opportunity or Exhaustive?

It is a fact that the degree will not be awarded with a failed dissertation, no matter which academic program a student is enrolled in. The nightmares of ‘what happens if I fail my dissertation’ are completely fair.

When it comes to Ph.D., the dissertation failure rate is about 40% to 50% which increases the thoughts of what happens if you fail dissertation. Some don’t even make it to their final defense and are rejected over their proposal presentation. And gets in the list of fail dissertation UK professors manage.

With a figure like this of Ph.D. students who are comparatively professionals at what they do, think about the failed undergraduate dissertation rates that students might go through every year. In fact, before submission they are surrounded with one question; how bad does a dissertation have to be to fail? and try to conquer it.

The question arises, are facing such results an opportunity or exhaustive? That depends upon the student and how they perceive it. Many get motivated by their failures while others do breakdown and cry thinking I ‘failed my dissertation’. To have a say, it should be taken no less than an opportunity to improve a failing dissertation.

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So What’s Next?

“What happens if I fail my dissertation?” or “what happens if you don’t submit your dissertation” is a common question. Students with this unfortunate situation will be given another opportunity to re-submit their dissertation within a given deadline.

Strictly keeping in mind, the marks will be kept to a minimum passing line during the resubmission, which is an academic probatory method practiced for certain reasons. Anyhow, it is somewhat a good news, better than wondering wondering ‘what happens if you fail your undergraduate dissertation?’ A passing grade would even work.

I Failed My Dissertation on Second Attempt

If the second attempt turns out to be unsuccessful, then you can re-submit your dissertation the next semester of your university. Doesn’t need to brag ‘I failed my dissertation’

Can you resit a dissertation again after the second attempt? That depends upon the regulation that the university has set forth. However, such situations are rare and are less likely to occur but might be possible to some extent when you failed undergraduate dissertation.

How to Avoid Possible Dissertation Failure?

Before starting your  dissertation writing  and possibly avoid the chance of saying: “I failed my dissertation”, it is necessary to keep certain practices in check.

Keep communication with your supervisors regular

The dissertation supervisor is the key to achieving a passing grade. Every help should be taken from the supervisors as they have the academic insider of all the do’s and don’t. Even ask what happens if you fail dissertation UK standard has rejected. This is a student’s guide to achieve perfection, let alone just passing.

Look for immediate help from other sources

Look for immediate help to overcome minor research issues. Avoid delaying as it might become last-minute trouble to fix a failed dissertation (what every student thinks). Yet again, it is not wise to disturb your supervisor over and over again so don’t be shy to seek help from your friends, or anyone professional, if you think you are on the edge to fail dissertation this year.

Have a maintained flow

Can you fail a dissertation? Failure is possible when it comes to not proposing a proper presentation. This may be caused due to not having a strong enough literature review, research methods, variables, or the research statement itself. Furthermore, there has to be a connection from one chapter to another. Without a connection, the judging panel might find it difficult to understand which can lead to rejection and failing a dissertation might become your fate.

The submission of hard copy needs to be structured properly with relevant and up-to-date citations used within the plagiarism percentage criteria. In this case, ‘can you resit a dissertation’ thoughts becomes void.

This is a glimpse of how bad does a dissertation have to be to fail, where following these guidelines are just the basics for passing on the borderline and resist ‘what happens if you fail a  dissertation’ thoughts.

Keeping in Mind!

These are the basic understanding as to what happens if you fail your dissertation on any academic level. But keep in mind, you can always appeal to your university for re-checking any unfair corrections that might have occurred in your failed masters dissertation or so. Universities around the world do facilitate such procedures where you can provide strong evidence to avoid such failure.

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Some of the common questions asked by students regarding this matter are:

You will need to submit a new application in the next semester for your dissertation and repeat the research credit hours all over again from scratch.

That varies from university to university and the regulations they might have set forth. However, it is required to complete the full credit hours of the final dissertation again.

Not much compared to the dissertation failure rate of Ph.D. students . The key is to follow all the advice of your supervisor as they usually carry most of the dissertation mark weightage.

To understand the procedure and to know what happens if you fail your dissertation on the first attempt, you will generally be given another opportunity to resubmit your dissertation on another given deadline.

To some extent, yes. It possible; judging by the dissertation failure rate which exists. However, there could be numerous reasons for failing your dissertation. This possibility exists and many students tend to go through the horror thoughts of ‘what if I fail my dissertation’ and it is completely fair to fear.

What to Do if You Fail Your Essay, Assignment, Exam or Dissertation

One of the most difficult experiences for students in the UK is the receipt of a failing mark (usually anything marked 39 or below is a fail). It is important to understand that there are many reasons why this can happen to students, and there are usually several options to change the failing mark. Whether you fail an exam , coursework or even the dissertation itself, you have options available so it’s not necessarily the end of the world!

Common Reasons for Failure

Students fail elements of their degree for a number of reasons. The most common issues are not attending lectures, not keeping up with course reading, confusion or lack of understanding of course content, and personal problems that distract students.

How to Avoid Failure Before it Happens

With all of the problems noted above, students can usually avoid failing simply by taking pre-emptive action before the problem spirals out of control. There are several steps to take to ensure that small issues don’t become potential failures.

• Talk to your Academic Tutor. This is a member of the faculty assigned to you at the beginning of your degree programme, who you meet with regularly to discuss your progress. You can contact this person at any time and they can advise you on how to address any challenges you are facing.
• Don’t wait until problems become large. It is always best to be aware that a small issue can quickly become a crisis if you neglect to address it. For example, if you are struggling to understand the course material one week, you will be unlikely to follow along as the course progresses. It is far better to consult with your lecturer early to avoid falling seriously behind later.
• File for ‘Extenuating Circumstances’. Most UK universities understand that students will sometimes face unavoidable difficulties due to prolonged sickness, family problems or financial issues. If you experience one of these problems you can file an ‘Extenuating Circumstances’ form, which formally notifies the university about your problem. Your Academic Tutor will sign this form and together you will construct a plan to catch up on any missed coursework or exams, and you will possibly be granted extensions to normal coursework deadlines.

Re-Assessment Opportunities

If the worst happens and you do receive a failing mark, you have several options. First, you need to understand whether you have failed an element of a module, the entire module, or the dissertation.

Failed Module Element

If you’ve failed one piece of coursework or an exam, it may not be necessary to re-submit that element. If your marks for other module elements are high enough that your averaged course mark is 40 or above, you will pass the module overall regardless of the one failure. In other words, if you receive a mark of 35 on an essay that counts for 40% of your module mark, you can still pass the module if you receive an average mark of 45 on the remaining 60% of the module assessment. However, you may wish to re-submit anyway, in order to achieve a higher overall degree average. The opportunities to allow this vary among Universities, so check the regulations at your own institution.

Failed Module

If you fail an entire module you are usually required to re-sit the assessments, either by re-submitting the coursework or, in some cases, by resitting an exam. The form of the assessment will be decided according to the existing module guidelines, university regulations, and the decisions of the lecturer and board of examiners. The resulting mark is usually capped at a bare pass level, which is typically in the 40-50 range.

Failed Dissertation

If you fail a dissertation, you will usually be given an opportunity to re-submit it by an agreed-upon date. As with a module failure, the marks awarded for a re-submitted dissertation will usually be capped at a bare pass level. It is worth noting that a complete failure of a dissertation is rare at UK universities, and typically occurs only if a student has neglected to meet with their supervisor at regular intervals, or neglected to submit drafts in advance of the final submission.

A Note on Plagiarism

Although university regulations usually allow a student to re-sit exams and assessments, as described above, there are special procedures in place in cases of failure due to plagiarism. If a student is found to have copied work from another source or used the ideas of others without citing their sources appropriately, they may receive a failing mark. In serious cases the matter can be referred to a University Ethics Board, that will have the authority to take a range of measures against the student. In many cases, students found guilty of plagiarising will not be provided with an opportunity to improve their marks, though they could potentially appeal the decision. In short, don’t do it!

Appeal Procedures

In addition to re-submitting assessment elements, you may have grounds appeal the marks awarded to you. This can happen if your university has neglected to take your Extenuating Circumstances into account, or if you were unfairly disadvantaged in any way. Each university has its own procedures for student academic appeals, and in general, it requires a somewhat lengthy process. You must be certain to file the appropriate forms before the deadlines, and fully document the reasons you feel justified in appealing your marks. Your case will be considered by a university exam board, and if you are successful you will be offered options for re-sitting or re-submitting work without restrictions on the potential marks you can earn. Full details of your university’s appeal procedures will be given to you at the start of your degree programme.

While every student hopes to avoid failing or even coming close to failing, sometimes the unthinkable does happen and a failing mark results. These situations can seem terribly disheartening for students, but it is important to remember that universities do offer second chances for genuinely honest and hard-working students!

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What Happens if You Fail Your Dissertation And How To Avoid It?

Writing a dissertation is one of the most fulfilling experiences, yet one of the most dreadful too. It is fulfilling in that it marks the climax of your college or university venture. However, the dread comes in when one thinks about the results. What happens if you fail to defend your dissertation? Does it mean that is the end for you?

Our expert writers have collated several options available for you. Read to the end to clear all your doubts and fears about what happens if you fail your dissertation defense.

I Failed My Dissertation, What Might Have Caused That?

To start with, many would rather bury their faces in the sand than admitting their failure. For those bold enough to reveal it, the recovery process is fast, and soon, they are walking head held high. But what are the possible reasons for a failed dissertation?

• One of the reasons can be inadequate help from your supervisor. Most professors are too busy, and finding time for their students becomes a nightmare. The result of this is the student lacking the necessary support, especially for a technical course.
• Another reason might be on the student himself – lacking enough time for their academic studies. Most college and university students are pre-occupied with other activities such as work or family. These might lessen the time one has for research, thus the failure.
• Plagiarism is a killer of many dissertations. Once proven beyond doubt that you have taken someone else’s work as your own, a Fail would be inevitable. In most universities, this is the first thing that they look at when you submit your paper.
• Others include missing lectures, laziness on the student’s part, or inability to access the relevant reading sources during research. All these and many others are possible reasons for a failed undergraduate dissertation.

How Bad Does a Dissertation Have To Be To Fail?

Technically speaking, it is rare for one to fail a dissertation because it’s not a paper one writes for two hours or one week. Such a paper takes months or even years to complete. Therefore, one can identify the mistakes in the course of this long period. Furthermore, the report is assessed chapter by chapter so, by the time you’re concluding, your supervisor would have identified a couple of errors and told you to correct.

However, some may still fail because of a couple of reasons. One of them would be missing sections in the final paper. If, for instance, the research methodology or abstract is missing, then you might stand a chance of failing.

A poor layout may also cost you a lot. Failure to follow the right structure may cause your paper to be marked down – for instance, bringing the conclusion before the results and findings.

If technical terms or proper research methods are missing, then you can forget about your degree. These show a lack of knowledge, which is the essence of the dissertation.

Can You Re-sit a Dissertation?

So what next after a failed Master’s dissertation? Can one take a re-sit just like any other college or university exam?

To fail a dissertation paper, you will have scored below the cut mark that is typically 40 for most institutions. That is why the dissertation failure rate is lower. Most students can beat the cut-off points even by one point. When you fail your dissertation, there is a chance for you to take a reassessment. But before you start rejoicing, there is something you need to know about this retake. The pass mark is caped lower to a minimum mark because of your first failure.

Therefore, even if you give it your best shot, it would take a miracle for you to attain anything closer to grade B. And if you fail the second attempt, it will be considered a complete failure. Need I mention the repercussions of that last statement?

Can You Graduate if You Fail Your Dissertation?

No! Graduating with a Fail would be like celebrating your failure. Most institutions allow for re-sits, after which one can graduate if they pass the set mark. Therefore, you should strive for a high-quality paper if you want to secure a spot on the graduation list.

Is There Room for Appeal After I Failed My Degree?

At times, circumstances might be the cause of failure. After all, nobody wants to spend three or more years in school to fail in the end. Therefore, if you feel that you have compelling reasons that caused you to fail, you can always appeal.

You might have genuine reasons like being hospitalized and not studying well or financial constraints in the family. All you have to do is draft a letter appealing for the Fail while stating the reasons behind it.

After submitting the letter, the university council will look at it with the attached evidence. Upon a successful review, you can re-sit the exam or resubmit your paper. Different universities have their way of dealing with such cases.

How To Avoid The ‘I Failed My Dissertation’ Regrets

Are you aware that you can avoid failing your dissertation? Here are pro tips for an exceptional dissertation paper:

• Review your paper before submission : It will help you detect typos, weird formatting, or wrong structure. Check to ensure that each section is supposed to be and that no part is missing.
• Run your paper through a superior plagiarism software : If your dissertation is 100% original, you can confidently submit it. You should also check your referencing and citations to prevent penalties for plagiarism.
• Consult with your supervisor every time : When you complete a section, check whether everything you’ve written is in tandem with the paper’s overall goal. In case of any challenges, raise them earlier before they become too great for you to handle.
• Research extensively : Any research paper aims to test your knowledge on a particular topic. You can only achieve this by reading widely and consulting a variety of sources.
• Seek writing help from dissertation experts : These come in handy to give you the essential tips and tricks for cracking a dissertation. They also offer writing help, especially when you are rushing against time to submit your paper.

You do not have to be a victim of failing a dissertation. Take the words of counsel from our gurus and graduate with top grades. Our professional dissertation writing services are affordable for all.

Hit us up today and get a quality dissertation delivered to you in no time!

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Digital Commons @ USF > College of Nursing > Theses and Dissertations

Nursing Theses and Dissertations

Theses/dissertations from 2023 2023.

Psychological Distress, Resilience, and the Impact on Quality of Life in Breast Cancer Survivors With Taxane-Induced Peripheral Neuropathy , Lauren Schwab

Theses/Dissertations from 2022 2022

Medication-Assisted Treatment Versus 12-Step Group Therapy: A Comparative Analysis of Adherence and Abstinence In Patients With Opioid Use Disorder , Derrick C. Glymph

Theses/Dissertations from 2021 2021

Quality of Life of Older Adults with Complicated Grief Receiving Accelerated Resolution Therapy: A Mixed Methods Study , Tina M. Mason

Theses/Dissertations from 2020 2020

In Post-Extubated Patients What are the Preferred Methods of Communication During Their Experience of Endotracheal Intubation with Mechanical Ventilation , Lanette Dumas

The Effect of Hope on the Relationship between Personal and Disease Characteristics and Anxiety and Depression in Adolescents and Young Adults with Cancer , Sharon B. McNeil

Predictors of Nonadherence to Radiation Therapy Schedules Among Head and Neck Cancer Patients , Jennifer Lynn Miller

Theses/Dissertations from 2019 2019

Perceived Discrimination and Cardiovascular Outcomes in Blacks: A Secondary Data Analysis of the Heart SCORE Study , Marilyn Aluoch

Exploration of Gratitude in Cardiovascular Health: Mediators, Medication Adherence and Psychometrics , Lakeshia A. Cousin

Theses/Dissertations from 2018 2018

Fatigue-related Symptom Clusters and their Relationship with Depression, and Functional Status in Older Adults Hospice Patients with Cancer. , Suzan Fouad Abduljawad

Genetic Moderation of Pain and Fatigue Symptoms Resulting from the Mindfulness-Based Stress Reduction for Breast Cancer Program , Carissa Bea Alinat

The Moderating Effect of Religion on Death Distress and Quality of Life between Christian Cancer patients in the United States with Muslim cancer patients in Saudi Arabia , Doaa Almostadi

Prevention of Post Intensive Care Syndrome-Family with Sensation Awareness Focused Training Intervention: A Randomized Controlled Trial Pilot Study , Paula L. Cairns

Assessing Abstinence in Infants Greater Than 28 Days Old , Genieveve J. Cline

The Relationship Between Sleep Quality and Motor Function in Hospitalized Older Adult Survivors of Critical Illness , Maya N. Elías

The Role of Migration-Related Stress in Depression Among Haitian Immigrants in Florida: A Mixed Method Sequential Explanatory Approach , Dany Amanda C. Fanfan

The Effect of Depression, Inflammation and Sleep Quality on Risk for Cardiovascular Disease , Catherine L. O'Neil

Adapting SafeMedicate (Medication Dosage Calculation Skills software) For Use In Brazil , Samia Valeria Ozorio Dutra

Theses/Dissertations from 2017 2017

The Relationship Between Total Neuropathy Score-reduced, Neuropathy Symptoms and Function. , Ashraf Abulhaija

Validation of the Electronic Kids Dietary Index (E-KINDEX) Screening Tool for Early Identification of Risk for Overweight/Obesity (OW/OB) in a Pediatric Population: Associations with Quality of Life Perceptions , Patricia A. Hall

Theses/Dissertations from 2016 2016

The Effectiveness of an Intervention Designed to Improve Chlorhexidine (CHG) Bathing Technique in Adults Hospitalized in Medical Surgical Units , Janette Echemendia Denny

Levels of Distress Among Women Veterans Attending a Women’s Health Specialty Clinic in the VA Healthcare System , Debbie T. Devine

Examination of the Use of Accelerated Resolution Therapy (ART) in the Treatment of Symptoms of PTSD and Sleep Dysfunction in Veterans and Civilians , Marian Jevone Hardwick

Investigating the Mutual Effects of Depression and Spiritual Well-being on Quality of Life in Hospice Patients with Cancer and Family Caregivers Using the Actor-Partner Interdependence Model , Li-Ting Huang

The Change in Nutritional Status in Traumatic Brain Injury Patients: A Retrospective Descriptive A Retrospective Descriptive Study , Dina A. Masha'al

Exploring the Relationship Between Severity of Illness and Human Milk Volume in Very Low Birth Weight and Extremely Low Birth Weight Infants Over Six Weeks , Shannon Leigh Morse

Cardiovascular Disease Risk Scores and Novel Risk Factors in Relation to Race and Gender , Johanna Wilson

Theses/Dissertations from 2015 2015

A Comparative Evaluation of the Learner Centered Grading Debriefing Method in Nursing Education , Marisa J. Belote

Sleep, Depressive Symptoms and Cognition in Older Adults and Caregivers of Persons with Dementia , Glenna Shemida Brewster

The Relationship between Hearing Status and Cognitive Performance and the Influence of Depressive Symptoms in the Older Adult , Julie A. Daugherty

Basal Salivary Oxytocin and Skin to Skin Contact among Lactating Mothers of Premature Infants , Jessica Marie Gordon

The Relationship Between Nurses' Emotional Intelligence and Patient Outcomes , Mary Kutash

Sexual Functioning and Body Image in Younger Breast Cancer Survivors , Carly Lynn Paterson

Cognitive Load of Registered Nurses During Medication Administration , Sarah Faith Perron

A Comparison of Quality of Life between Intense and Non-Intense Treatment for Patients with Acute Myeloid Leukemia and High-Risk Myelodysplastic Syndrome , Sara Marie Tinsley

Theses/Dissertations from 2014 2014

Acculturation, Self-Efficacy and Breastfeeding Behavior in a Sample of Hispanic Women , Ivonne F. Hernandez

Knowledge and Acceptance of HPV and the HPV Vaccine in Young Men and Their Intention to be Vaccinated , Brenda Renee Jasper

The Relationships Between Sleep Disturbances, Depression, Inflammatory Markers, and Sexual Trauma in Female Veterans , Ellen Marcolongo

Examination of Possible Protective Effect of Rhesus D Positive Blood Factor on Toxoplasma-related Depressive Symptoms in Pregnancy , Lisa Lynn Parnell

Knowledge, Attitudes, and Practice of Primary Care Nurse Practitioners Regarding Skin Cancer Assessmnets: Validity and Reliability of a New Instrument , Debra Michelle Shelby

Theses/Dissertations from 2013 2013

Knowledge and Practice of Reproductive Health among Mothers and their Impact on Fetal Birth Outcomes: A Case of Eritrea , Winta Negusse Araya

Race/Ethnicity, Subjective and Objective Sleep Quality, Physical and Psychological Symptoms in Breast Cancer Survivors , Pinky H. Budhrani

Factors Predicting Pap Smear Adherence in HIV-infected Women: Using the Health Belief Model , Crystal L. Chapman Lambert

The Relationship Between Socioeconomic Status and Body Mass Index on Vitamin D Levels in African American Women with and without Diabetes Living in Areas with Abundant Sunshine , Shani Vann Davis

Predictors of Quality of Life in Patients with Cutaneous T cell Lymphoma , Darcie Marie Deaver

Relationship between dysphoric moods, risk-taking behaviors, and Toxoplasma gondii antibody titers in female veterans , Allyson Radford Duffy

Prenatal Stress, Depression, and Herpes Viral Titers , Pao-Chu Hsu

Factors Associated with Fear of Breast Cancer Recurrence Among Survivors , Jean Marie Lucas

Sickle Cell Disease: The Role of Self-Care Management , Nadine Matthie

Factors Influencing Vaccination Decisions in African American Mothers of Preschool Age Children , Chauntel Mckenzie Mcnair

The Strong Black Woman, Depression, and Emotional Eating , Michelle Renee Offutt

Development of an Investigator-designed Questionnaire Concerning Childbirth Delivery Options based on the Theory of Planned Behavior , Chun-Yi Tai

Theses/Dissertations from 2012 2012

The Mediating Effect of Distress Caused by Constipation on Predictors of Quality of Life of Hospice Patients with Cancer. , Abdel Alkhalouf

Testing a Model of Bacterial Vaginosis among Black Women , Jessica Brumley

The Effect of Tight Glycemic Control on Surgical Site Infection Rates in Patients Undergoing Open Heart Surgery , Sierra Gower

Development of a Tool for Pressure Ulcer Risk Assessment and Preventive Interventions in Ancillary Services Patients , Monica Shutts Messer

Hospice Nurses- Attitudes and Knowledge about Pain Management , Amie Jacqueline Miller

Theses/Dissertations from 2011 2011

Literacy and Hazard Communication Comprehension of Employees Presenting to an Occupational Health Clinic , Christine Bouchard

A Meta-Analysis of Cultural Competence Education in Professional Nurses and Nursing Students , Ruth Wilmer Gallagher

Relationship Between Cancer-Related Fatigue and Depression: A Pilot Study , Gloria Michelle Guess

A Comparison of Oncology and Non-Oncology Nurses in Their Knowledge of Cancer Pain Management , Nicole Houle

Evaluating Knowledge and Attitudes of Graduate Nursing Students Regarding Pain , Eric Bartholomew Jackson

Bone Marrow Transplant Nurses' Attitudes about Caring for Patients Who are Near the End of Life: A Quality Improvement Project , Leslie Lauersdorf

Translation and Adaptation of the Center for Epidemiologic Studies-Depression (CES-D) Scale Into Tigrigna Language for Tigrigna Speaking Eritrean Immigrants in the United States , Mulubrhan Fisseha Mogos

Nurse Manager Emotional Intelligence as a Predictor to Registered Nurse Job Satisfaction and RN Perceptions of the Practice Environment and the Relationship to Patient, Nursing and Hospital Outcomes , Jacqueline Cecilia Munro

The Relationship of Mid-Pregnancy Levels of Cytokines, Stress, and Depression with Gestational Age at Delivery , Melissa Molinari Shelton

Prophylactic, Risk-Reducing Surgery in Unaffected BRCA-Positive Women: Quality Of Life, Sexual Functioning and Psychological Well-Being , Sharon Tollin

Theses/Dissertations from 2010 2010

The Relationship Between FAM5C SNP (rs10920501) Variability, Metabolic Syndrome, and Inflammation, in Women with Coronary Heart Disease , Jennifer L. Cline

Women’s Perceptions of Postpartum Stress: A Narrative Analysis , Nancy Gilbert Crist

Lived Experience: Near-Fatal Adolescent Suicide Attempt , Phyllis Ann Dougherty

Exploring the Relationships among Work-Related Stress, Quality of Life, Job Satisfaction, and Anticipated Turnover on Nursing Units with Clinical Nurse Leaders , Mary Kohler

A Comparative Study of Knowledge of Pain Management in Certified and Non-Certified Oncology Nurses , Sherrie A. LaLande

Evaluating Knowledge and Attitudes of Undergraduate Nursing Students Regarding Pain Management , Jessica Latchman

Evaluation of Oncology Nurses' Knowledge, Practice Behaviors, and Confidence Specific to Chemotherapy Induced Peripheral Neuropathy , Rebecca Denise McAllister

Moderating the Effectiveness of Messages to Promote Physical Activity in Type 2 Diabetes , Rachel E. Myers

Factors Affecting the Process of Clinical Decision-Making in Pediatric Pain Management by Emergency Department Nurses , Teresa A. Russo

The Correlation Between Neuropathy Limitations and Depression in Chemotherapy Patients , Melissa Thebeau

Theses/Dissertations from 2009 2009

Fatigue Symptom Distress and Its Relationship with Quality Of Life in Adult Stem Cell Transplant Survivors , Suzan Fouad Abduljawad R.N., B.S.N.

Nursing Advocacy and the Accuracy of Intravenous to Oral Opioid Conversion at Discharge in the Cancer Patient , Maria L. Gallo R.N., O.C.N.

Transitional Care for Adolescents with HIV: Characteristics and Current Practices of the Adolescent Trials Network Systems of Care , Patricia Gilliam

The Effect of Ethical Ideology and Professional Values on Registered Nurses’ Intentions to Act Accountably , Susan R. Hartranft

Falls in Bone Marrow Transplant Patients: A Retrospective Study , Lura Henderson R.N., B.S.N.

Predictors of cancer caregiver depression symptomatology , Henry R. Rivera

Psychosocial outcomes of weight stigma among college students , Sabrina Joann Robinson

The Experience of Fatigue and Quality of Life in Patients with Advanced Lung Cancer , Andrea Shaffer

The Relationship Between Uncertainty in Illness and Anxiety in Patients With Cancer , Naima Vera

Shifting Paradigms: The Development of Nursing Identity in Foreign-Educated Physicians Retrained as Nurses Practicing in the United States , Liwliwa Reyes Villagomeza

Theses/Dissertations from 2008 2008

Prostate Cancer Screening Intention Among African American Men: An Instrument Development Study , Susan Anita Baker

The Geriatric Cancer Experience in End of Life: Model Adaptation and Testing , Harleah G. Buck

Communication Systems and HIV/AIDS Sexual Decision Making in Older Adolescent and Young Adult Females , Rasheeta D. Chandler MS, ARNP, FNP-BC

Relationship of Anger Trait and Anger Expression to C-Reactive Protein in Post-Menopausal Women , Rosalyn Gross

Identifying Patients with Cancer at Risk of Experiencing a Fall While Hospitalized , Joann M. Heaton

Modulation of Monocyte-Derived Dendritic Cell Maturation and Function by Cigarette Smoke Condensate in a Bronchial Epithelial Cell Co-Culture Model , Alison J. Montpetit

Cancer Patients with Pain: Examination of the Role of the Spouse/Partner Relationship In Mediating Quality of Life Outcomes for the Couple , Mary Ann Morgan

Development of an Ecological Model to Predict Risk for Acquisition of Clostridium difficile -Associated Diarrhea During Acute Care Hospitalization , Susan Elaine Steele

Development and Psychometric Evaluation of the Chemotherapy Induced Peripheral Neuropathy Assessment Tool , Cindy S. Tofthagen

Health Decision Behaviors: Appropriateness of Dietary Choice , Daryle Hermelin Wane

Theses/Dissertations from 2007 2007

The Relationship Between Sleep-Wake Disturbance and Pain in Cancer Patients Admitted to Hospice Home Care , Marjorie Acierno

Wheelchair Positioning and Pulmonary Function in Children with Cerebral Palsy , Lee Barks

Structural Equation Model of Exercise in Women Utilizing the Theory of Unpleasant Symptoms and Social Cognitive Variables , Sarah Elizabeth Cobb

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business model business plan business case

Business plan vs business case: what's the difference.

Do a business case and a business plan sound pretty similar to you? We think so, too! However, those two words don't mean the same thing at all. So it's vital to understand the difference between a business case and a business plan.

What kind of entrepreneur would you be if you didn't know how to differentiate the two? In this guide on business plan vs business case, The Business Plan Shop helps you get your facts right.

What is a business case?

A business case is a document that provides the necessary justification to invest time or money in a new project, generally within a company.

Commonly used in bigger companies, the business case helps the decision-making process in the prioritisation of one project over another.

Big companies often have a vast variety of teams, and with all of them likely believing that their project is top priority, the company's money needs to be used carefully.

The difference between a business case and a business plan here is that the business case will be used for decision making inside the company.

What is the business case's purpose?

The business case must answer 4 questions:

What is the project?

Why should this project get picked over another?

Who will be involved?

How much will it cost?

The business case presents the project in detail. Whether it's a product or a service, a business case demonstrates what the project will achieve for the company.

The business case highlights the project's benefits, and how valuable it is for the company.

It could be a business opportunity, such as adding a feature to an existing product to boost sales, or implementing an organisational improvement, such as changing the customer support software to gain in productivity and serve customers better.

The business case introduces the people involved in the project, whether they're in the company or not.

It also gives an approximative value of how much the project will cost from start to end, including which team will be in charge and if external support or a third party will be used.

The business case should also underline that the team has the required skills to complete the project.

The business case gives an accurate overall cost of the project, as well as how much profit or cost savings it will bring.

This section shows how long the project will last, and what equipment, financial, and human resources will be needed.

Business case sample

When deciphering the difference between a business plan and a business case, looking at a short sample version of what a business case should look like might help:

The management is looking at improving Coventry's factory production line. The project would involve replacing the equipment on production lines 3 and 4 which were installed in 2004 with more recent equipment.

The cost for this modernisation is estimated at £150k, and would reduce the production cost by 5%, along with reducing the yearly maintenance cost by £5k, which would result in a total gain of £175k, taking into account the expected production volume in the yearly budget.

The replacement should take 3 days and line 3 and 4 will have to cease production during this period. The rest of the lines should continue to run as normal.

Business plans and business cases are not too dissimilar, but it's important to discern why they're not the same.

They both highlight an opportunity. The business case, however, is a short-term gain, whereas the business plan takes on a global and long-term approach.

The difference between a business case and a business plan also derives from the fact that the business case usually refers to a project and one aspect of the business, whereas the business plan presents a detailed plan of action for the entire organisation over several years.

The business plan cannot be completely accurate, as it cannot predict the future and will evolve regularly based on market trends and inflation.

The business plan is based on a series of hypothesis, action plans, and a long-term calendar. Contrastingly, a business case is concrete - mainly because it's aimed at creating a short-term gain for the business with a well defined return on investment.

To sum-up: a business plan is a strategic document, whereas a business plan is a tactical one.

We hope this article helped you in understand the difference between the two. Please do not hesitate to get in touch if you have any questions.

Also on The Business Plan Shop

• What is a business plan and how do I create one?
• Download our free business plan template
• Business model vs business plan: what's the difference?

Founder & CEO at The Business Plan Shop Ltd

Guillaume Le Brouster is a seasoned entrepreneur and financier.

Guillaume has been an entrepreneur for more than a decade and has first-hand experience of starting, running, and growing a successful business.

Prior to being a business owner, Guillaume worked in investment banking and private equity, where he spent most of his time creating complex financial forecasts, writing business plans, and analysing financial statements to make financing and investment decisions.

Guillaume holds a Master's Degree in Finance from ESCP Business School and a Bachelor of Science in Business & Management from Paris Dauphine University.

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Difference between business model, business plan, business case

The business model

The business plan, the business case, the chronological order.

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How to Write a Business Case (Template Included)

Table of Contents

What is a business case, how to write a business case, business case template, watch our business case training video, key elements of a business case, how projectmanager helps with your business case.

A business case is a project management document that explains how the benefits of a project overweigh its costs and why it should be executed. Business cases are prepared during the project initiation phase and their purpose is to include all the project’s objectives, costs and benefits to convince stakeholders of its value.

A business case is an important project document to prove to your client, customer or stakeholder that the project proposal you’re pitching is a sound investment. Below, we illustrate the steps to writing one that will sway them.

The need for a business case is that it collects the financial appraisal, proposal, strategy and marketing plan in one document and offers a full look at how the project will benefit the organization. Once your business case is approved by the project stakeholders, you can begin the project planning phase.

Projects fail without having a solid business case to rest on, as this project document is the base for the project charter and project plan. But if a project business case is not anchored to reality, and doesn’t address a need that aligns with the larger business objectives of the organization, then it is irrelevant.

Get your free

Use this free Business Case Template for Word to manage your projects better.

The research you’ll need to create a strong business case is the why, what, how and who of your project. This must be clearly communicated. The elements of your business case will address the why but in greater detail. Think of the business case as a document that is created during the project initiation phase but will be used as a reference throughout the project life cycle.

Whether you’re starting a new project or mid-way through one, take time to write up a business case to justify the project expenditure by identifying the business benefits your project will deliver and that your stakeholders are most interested in reaping from the work. The following four steps will show you how to write a business case.

Step 1: Identify the Business Problem

Projects aren’t created for projects’ sake. They should always be aligned with business goals . Usually, they’re initiated to solve a specific business problem or create a business opportunity.

You should “Lead with the need.” Your first job is to figure out what that problem or opportunity is, describe it, find out where it comes from and then address the time frame needed to deal with it.

This can be a simple statement but is best articulated with some research into the economic climate and the competitive landscape to justify the timing of the project.

Step 2: Identify the Alternative Solutions

How do you know whether the project you’re undertaking is the best possible solution to the problem defined above? Naturally, prioritizing projects is hard, and the path to success is not paved with unfounded assumptions.

One way to narrow down the focus to make the right solution clear is to follow these six steps (after the relevant research, of course):

• Note the alternative solutions.
• For each solution, quantify its benefits.
• Also, forecast the costs involved in each solution.
• Then figure out its feasibility .
• Discern the risks and issues associated with each solution.
• Finally, document all this in your business case.

Step 3: Recommend a Preferred Solution

You’ll next need to rank the solutions, but before doing that it’s best to set up criteria, maybe have a scoring mechanism such as a decision matrix to help you prioritize the solutions to best choose the right one.

Some methodologies you can apply include:

• Depending on the solution’s cost and benefit , give it a score of 1-10.
• Base your score on what’s important to you.
• Add more complexity to your ranking to cover all bases.

Regardless of your approach, once you’ve added up your numbers, the best solution to your problem will become evident. Again, you’ll want to have this process also documented in your business case.

Step 4: Describe the Implementation Approach

So, you’ve identified your business problem or opportunity and how to reach it, now you have to convince your stakeholders that you’re right and have the best way to implement a process to achieve your goals. That’s why documentation is so important; it offers a practical path to solve the core problem you identified.

Now, it’s not just an exercise to appease senior leadership. Who knows what you might uncover in the research you put into exploring the underlying problem and determining alternative solutions? You might save the organization millions with an alternate solution than the one initially proposed. When you put in the work on a strong business case, you’re able to get your sponsors or organizational leadership on board with you and have a clear vision as to how to ensure the delivery of the business benefits they expect.

Our business case template for Word is the perfect tool to start writing a business case. It has 9 key business case areas you can customize as needed. Download the template for free and follow the steps below to create a great business case for all your projects.

One of the key steps to starting a business case is to have a business case checklist. The following is a detailed outline to follow when developing your business case. You can choose which of these elements are the most relevant to your project stakeholders and add them to our business case template. Then once your business case is approved, start managing your projects with a robust project management software such as ProjectManager.

1. Executive Summary

The executive summary is a short version of each section of your business case. It’s used to give stakeholders a quick overview of your project.

2. Project Definition

This section is meant to provide general information about your projects, such as the business objectives that will be achieved and the project plan outline.

3. Vision, Goals and Objectives

First, you have to figure out what you’re trying to do and what is the problem you want to solve. You’ll need to define your project vision, goals and objectives. This will help you shape your project scope and identify project deliverables.

4. Project Scope

The project scope determines all the tasks and deliverables that will be executed in your project to reach your business objectives.

5. Background Information

Here you can provide a context for your project, explaining the problem that it’s meant to solve, and how it aligns with your organization’s vision and strategic plan.

6. Success Criteria and Stakeholder Requirements

Depending on what kind of project you’re working on, the quality requirements will differ, but they are critical to the project’s success. Collect all of them, figure out what determines if you’ve successfully met them and report on the results .

7. Project Plan

It’s time to create the project plan. Figure out the tasks you’ll have to take to get the project done. You can use a work breakdown structure template  to make sure you are through. Once you have all the tasks collected, estimate how long it will take to complete each one.

Project management software makes creating a project plan significantly easier. ProjectManager can upload your work breakdown structure template and all your tasks are populated in our tool. You can organize them according to your production cycle with our kanban board view, or use our Gantt chart view to create a project schedule.

8. Project Budget

Your budget is an estimate of everything in your project plan and what it will cost to complete the project over the scheduled time allotted.

9. Project Schedule

Make a timeline for the project by estimating how long it will take to get each task completed. For a more impactful project schedule , use a tool to make a Gantt chart, and print it out. This will provide that extra flourish of data visualization and skill that Excel sheets lack.

10. Project Governance

Project governance refers to all the project management rules and procedures that apply to your project. For example, it defines the roles and responsibilities of the project team members and the framework for decision-making.

11. Communication Plan

Have milestones for check-ins and status updates, as well as determine how stakeholders will stay aware of the progress over the project life cycle.

12. Progress Reports

Have a plan in place to monitor and track your progress during the project to compare planned to actual progress. There are project tracking tools that can help you monitor progress and performance.

Again, using a project management tool improves your ability to see what’s happening in your project. ProjectManager has tracking tools like dashboards and status reports that give you a high-level view and more detail, respectively. Unlike light-weight apps that make you set up a dashboard, ours is embedded in the tool. Better still, our cloud-based software gives you real-time data for more insightful decision-making. Also, get reports on more than just status updates, but timesheets, workload, portfolio status and much more, all with just one click. Then filter the reports and share them with stakeholders to keep them updated.

13. Financial Appraisal

This is a very important section of your business case because this is where you explain how the financial benefits outweigh the project costs . Compare the financial costs and benefits of your project. You can do this by doing a sensitivity analysis and a cost-benefit analysis.

14. Market Assessment

Research your market, competitors and industry, to find opportunities and threats

15. Competitor Analysis

Identify direct and indirect competitors and do an assessment of their products, strengths, competitive advantages and their business strategy.

16. SWOT Analysis

A SWOT analysis helps you identify your organization’s strengths, weaknesses, opportunities and threats. The strengths and weaknesses are internal, while the opportunities and threats are external.

17. Marketing Strategy

Describe your product, distribution channels, pricing, target customers among other aspects of your marketing plan or strategy.

18. Risk Assessment

There are many risk categories that can impact your project. The first step to mitigating them is to identify and analyze the risks associated with your project activities.

ProjectManager , an award-winning project management software, can collect and assemble all the various data you’ll be collecting, and then easily share it both with your team and project sponsors.

Once you have a spreadsheet with all your tasks listed, you can import it into our software. Then it’s instantly populated into a Gantt chart . Simply set the duration for each of the tasks, add any dependencies, and your project is now spread across a timeline. You can set milestones, but there is so much more you can do.

You have a project plan now, and from the online Gantt chart, you can assign team members to tasks. Then they can comment directly on the tasks they’re working on, adding as many documents and images as needed, fostering a collaborative environment. You can track their progress and change task durations as needed by dragging and dropping the start and end dates.

But that’s only a taste of what ProjectManager offers. We have kanban boards that visualize your workflow and a real-time dashboard that tracks six project metrics for the most accurate view of your project possible.

Try ProjectManager and see for yourself with this 30-day free trial .

If you want more business case advice, take a moment to watch Jennifer Bridges, PMP, in this short training video. She explains the steps you have to take in order to write a good business case.

Here’s a screenshot for your reference.

Transcription:

Today we’re talking about how to write a business case. Well, over the past few years, we’ve seen the market, or maybe organizations, companies or even projects, move away from doing business cases. But, these days, companies, organizations, and those same projects are scrutinizing the investments and they’re really seeking a rate of return.

So now, think of the business case as your opportunity to package your project, your idea, your opportunity, and show what it means and what the benefits are and how other people can benefit.

We want to take a look today to see what’s in the business case and how to write one. I want to be clear that when you look for information on a business case, it’s not a briefcase.

Someone called the other day and they were confused because they were looking for something, and they kept pulling up briefcases. That’s not what we’re talking about today. What we’re talking about are business cases, and they include information about your strategies, about your goals. It is your business proposal. It has your business outline, your business strategy, and even your marketing plan.

Why Do You Need a Business Case?

And so, why is that so important today? Again, companies are seeking not only their project managers but their team members to have a better understanding of business and more of an idea business acumen. So this business case provides the justification for the proposed business change or plan. It outlines the allocation of capital that you may be seeking and the resources required to implement it. Then, it can be an action plan . It may just serve as a unified vision. And then it also provides the decision-makers with different options.

So let’s look more at the steps required to put these business cases together. There are four main steps. One, you want to research your market. Really look at what’s out there, where are the needs, where are the gaps that you can serve? Look at your competition. How are they approaching this, and how can you maybe provide some other alternatives?

You want to compare and finalize different approaches that you can use to go to market. Then you compile that data and you present strategies, your goals and other options to be considered.

And then you literally document it.

So what does the document look like? Well, there are templates out there today. The components vary, but these are the common ones. And then these are what I consider essential. So there’s the executive summary. This is just a summary of your company, what your management team may look like, a summary of your product and service and your market.

The business description gives a little bit more history about your company and the mission statement and really what your company is about and how this product or service fits in.

Then, you outline the details of the product or service that you’re looking to either expand or roll out or implement. You may even include in their patents may be that you have pending or other trademarks.

Then, you want to identify and lay out your marketing strategy. Like, how are you gonna take this to your customers? Are you going to have a brick-and-mortar store? Are you gonna do this online? And, what are your plans to take it to market?

You also want to include detailed information about your competitor analysis. How are they doing things? And, how are you planning on, I guess, beating your competition?

You also want to look at and identify your SWOT. And the SWOT is your strength. What are the strengths that you have in going to market? And where are the weaknesses? Maybe some of your gaps. And further, where are your opportunities and maybe threats that you need to plan for? Then the overview of the operation includes operational information like your production, even human resources, information about the day-to-day operations of your company.

And then, your financial plan includes your profit statement, your profit and loss, any of your financials, any collateral that you may have, and any kind of investments that you may be seeking.

So these are the components of your business case. This is why it’s so important. And if you need a tool that can help you manage and track this process, then sign up for our software now at ProjectManager .

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What is a business case and how to write one (with template)

In this guide, we’ll define what a business case is, help you determine when you need one (and when you don’t), and walk you through a four-step process for creating a business case.

We’ll also outline what you should include in a business case and provide a free template you can use when writing a business case to secure stakeholder support for your next big project.

Every project needs the support and approval of key stakeholders before it can launch. Many project and product leaders use a project plan or charter to communicate pertinent details to those involved.

Similarly, for large initiatives that require significant resources, potential investors are presented a business case outlining the costs, benefits, business need, and risks involved.

A business case is a document that defines the value it will deliver if executed and benefits the company over the costs involved. With a thorough understanding of the components to be included and necessary resources, it is possible to create a compelling business plan.

Why do you need a business case?

If a project is green-lit without a business case, it can lead to serious issues down the road. A project without clearly articulated expectations and goals can go on endlessly and aimlessly. This leads to wasted resources, money, and time with no outcome in the end.

A business case enables you to:

Align with strategy

Gain stakeholder support, prioritize projects, track outcomes.

A business case helps to showcase how a project is aligned with the overall strategy and goals of the organization. It clearly defines the problem or opportunity that the project is intended to address.

A business case also enables you to determine expected benefits and outcomes before you start a project or initiatives, thus projecting how the project contribute to achieving the organization’s goals.

A business case is a useful tool to provide a clear rationale for pursuing the project. A thorough business case can help key stakeholders decide whether to invest in the project by evaluating the feasibility, costs, risks and potential returns. A business case presentation gives stakeholders an opportunity to ask questions and address concerns.

A business case defines the value that the project is expected to deliver. Based on the value delivered by each project, business and product leaders can prioritize projects for budget cuts or further investments. Proper prioritization helps the organization achieve the goals aligned with the business strategy.

A business case provides a roadmap for the project, including the goals, milestones, and key deliverables. Once the project starts, a roadmap helps you keep track of your progress toward project goals, including what has already been achieved and what will be delivered at the end. Providing a timely update on the project to the key stakeholders is critical for setting expectations.

When you don’t need a business case

A business case is certainly helpful for large initiatives requiring support from key stakeholders, but there are some situations where creating a business case might be a waste of time.

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For instance, small or low-risk projects that would not impact the organization in any negative way do not require a business case because it would not make sense to spend that much effort on a low-scale project.

A business case might also be considered superfluous for a project that is already ongoing. It can be tempting to create a business case post-launch for the sole purpose of documenting decisions made and milestones achieved. However, it’s typically not worth the time investment because such a business case rarely adds any value or insights.

Before you take on the task of creating a business case, it’s important to carefully consider the need and to ensure that doing so would produce valuable insights to the decision-making process. It is in the best interest of everyone to forgo the business case creation process in situations where it does not provide any additional value and to focus instead on other activities that directly impact the project.

Business case vs. business plan

A business plan is not the same thing as a business case.

A business case outlines a proposed project and its potential benefits to convince key stakeholders to invest. It typically includes analysis of costs, value to be delivered, and associated risks, along with ROI.

A business plan, on the other hand, outlines the overall strategy and goals for an entire organization. It defines the what, why, and who for the business, covering the products and services offered, target segment, marketing and sales strategy, and operational and financial projections over a period of time. A business plan is designed to help potential outside investors make informed decisions about whether the business is worth investing in.

The table below breaks down the differences between a business plan and a business case:

How to write a business case

Before we dive into steps to create a business case, let’s review what we’ve learned so far:

• A business case is a document created during the initiation of the project but is referred throughout the project lifecycle
• A strong business case helps in building confidence and gaining support of key stakeholders
• A business case also helps you track a project’s progress over time
• A weak business case that is not aligned with strategy can lead to project failure

To write a business case, follow this four-step process:

• Identify the business need
• Explore all possible solutions
• Propose the best approach
• Outline the implementation process

1. Identify the business need

Projects are initiated to solve a business need and achieve a value or a benefit aligned to the goals of the organization.

The first step to create a business case is to identify the business problem and define it clearly. Market research and any available data to justify the business need is helpful to include in the business case.

2. Explore all possible solutions

Once the business problem has been identified, the next step is to explore all the possible solutions for that problem. You can do this systematically by listing out all the possible solutions along with other parameters, such as:

• The benefits of each approach
• Feasibility
• Time period
• Assumptions

A detailed analysis of each option predicting the cash flows, ROI, and value delivered would help key stakeholders understand each solution and cross-question the assumptions, feasibility, and other parameters.

3. Propose the best approach

Set a criteria to showcase how you evaluate each solution and then come up with the best out of the list.

To set the criteria, identify attributes that closely align to the organization’s strategy. For example, if the organization’s goal is to increase revenue in the next year, then an important criterion might be the solution with maximum revenue projection.

List the top three-to-five attributes to evaluate alternative solutions against and rank each solution 1–5. Once you rank all of them, total the ranks for all the attributes to indicate a clear winner.

Document this process and present it to stakeholders to ensure they are on the same page with the selection process of the best solution.

4. Outline the implementation process

Once the best solution has been proposed, the next step is to think about how it will be implemented.

When it comes to planning the implementation process, you need to define:

• Resources needed
• Timeline from initiation till the end
• Risks and how to mitigate
• Milestones and when they will be achieved
• Total cost involved and how much will be used by when

These four steps, when captured in detail, can help you win the support of key stakeholders and kick off your project with a solid foundation and a clear objective.

What is included in a business case?

Now that we’ve walked through the steps of how to create a business case, let us also take a look at what to include in the business case document to support the four steps outlined above.

Here’s what to include in a business case:

• Executive summary — A quick overview of the project and the topics being covered in the business case
• Business problem — A description of the business problem and why it is important to solve it
• Possible solutions — A list of possible solutions and how the best possible solution is identified
• Project definition — Define the business objectives to be achieved along with general information about the project
• Project plan — Create the project plan with key elements your team needs to accomplish to successfully achieve your project goals
• Project scope — Clearly define what would be covered as a part of the project and what is out of scope to avoid any confusion
• Project budget — Estimated cost involved to complete the project needs to be captured with a detailed breakdown
• Project roadmap — Projection of the estimated timeline for each stage of the project to be done. Be sure to include any important project milestones
• Project financials — Financial metrics depicting the cash flow, such as NPV, IRR, ROI, and payback period to help stakeholders understand the financial value the project can bring in over a period of time
• Risk assessment — Capture the risks involved and the steps planned to mitigate the risks
• Project stakeholders — A list of key stakeholders involved can help anyone looking at the document to reach out to them when needed. The list can include the project team, sponsoring executives, and any external stakeholders who might be involved

Business case template

To help you get started writing a business case for your next big project or initiative, we created a business case template that you can download and customize for free.

You can access this simple business case template by clicking here (be sure to select File > Make a copy from the main menu bar before editing the template).

Preparing the business case is only half the journey of initiating a project. The next step is to present the business plan to key stakeholders , answer their queries, and compel them to support the project.

Lastly, be sure to follow up with the attendees to make sure all the stakeholders are on the same page and aligned to support the project.

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HDD & More from Me

The 20 Minute Business Plan: Business Model Canvas Made Easy

What’s the business model canvas.

How do you get started, why use the business model canvas, when should you use the business model canvas, how do you use the canvas to facilitate alignment and focus, step 1 (of 10): customer segments, step 2 (of 10): value propositions, step 3 (of 10): channels, step 4 (of 10): customer relationships, step 5 (of 10): revenue streams, step 6 (of 10): key activities, step 7 (of 10): key resources, step 8 (of 10): key partnerships, step 9 (of 10): cost structure, step 10 (of 10): applications, analysis & next steps, example a: enable quiz (startup), example b: hvac in a hurry (enterprise), using the google doc’s/powerpoint template.

If you’re already familiar, you can skip to the next section, ‘ How do I get started ?’.

The Business Model Canvas (BMC) gives you the structure of a business plan without the overhead and the improvisation of a ‘back of the napkin’ sketch without  the fuzziness (and coffee rings).

Together these elements provide a pretty coherent view of a business’ key drivers–

• Customer Segments : Who are the customers? What do they think? See? Feel? Do?
• Value Propositions : What’s compelling about the proposition? Why do customers buy, use?
• Channels : How are these propositions promoted, sold and delivered? Why? Is it working?
• Customer Relationships : How do you interact with the customer through their ‘journey’?
• Revenue Streams : How does the business earn revenue from the value propositions?
• Key Activities : What uniquely strategic things does the business do to deliver its proposition?
• Key Resources : What unique strategic assets must the business have to compete?
• Key Partnerships : What can the company not do so it can focus on its Key Activities?
• Cost Structure : What are the business’ major cost drivers? How are they linked to revenue?

The Canvas is popular with entrepreneurs and intrapreneurs for business model innovation. Fundamentally, it delivers three things:

• Focus : Stripping away the 40+ pages of ‘stuff’ in a traditional business plan, I’ve seen users of the BMC improve their clarify and focus on what’s driving the business (and what’s non-core and getting in the way).
• Flexibility : It’s easier to facilitate alignment by tweaking the model and trying things (from a planning perspective) with something that’s sitting on a single page.
• Transparency: Your team will have a much easier time understanding your business model and be much more likely to buy in to your vision when it’s laid out on a single page.

The first time you engage with the canvas, I recommend printing it out or projecting it on a whiteboard and going to town (see below for a PDF). However, if you’re ready to put together something a little more formal (for distribution, presentation, etc.) here’s a Google App’s template you can copy or download as MSFT PowerPoint:

*Omnigraffle a popular diagramming program for the Mac. It has a fairly easy to use layering environment which you may find handy as you want to tinker with and produce different views of the canvas. You can try Omnigraffle for free (the basic paid version is $99).

The short answer is this: because it’s simple yet focused and that means more of your audience is likely to pay attention to it. Also, it’s highly amenable to change on the margins.

This matters a lot- more than most people think. A company that wants to innovate has to be ready to be wrong . A good VC in early stage investments succeeds with a prevalence of something like a 1/10. If you think you’re doing a lot better than that with substantial new innovation investments (a startup or a new line of business inside an enterprise) you’re probably throwing good money after bad.

Transparency, simplicity, and focus are great facilitators of the ‘creative destruction’ a good innovation program needs, and the Canvas does a nice job of delivering that across lines of business. For a large corporation with multiple lines of business at various levels of maturity, I actually prefer the Corporate Innovation Canvas as a starting point. However, from there, the Business Model Canvas does an excellent job of bringing clarity to the questions of how, for example, a given line of business creates focus and then implements it in an innovation-friendly way with, for example, ‘objectives and key results’ OKR’s . It’s a central element in the ‘innovation stack’ where an enterprise is able to go from priority innovation areas (with the Corporate Innovation Canvas) to testable business model designs (with the Business Model Canvas) to product charters (with an agile team charter ) to individual learning pathways to cultivate the talent they need to execute.

Even more important than the top down cascading of objectives with testable results and KPI’s is the improvement in the feedback in outcomes that helps the overall innovation program learn and adapt quickly. With layer appropriate innovation metrics, it’s much easier for the achievements of individuals to cohere (or not) to the job of teams and in turn from there to lines of business back up to corporate objectives. This helps both help the company’s talent understand where they might benefit from more practice and learning as well as what constitutes success in their individual roles and collaborations.

Anytime you want to have a focused discussion about what matters to a given line of business, the Business Model Canvas is a good place to start. The Canvas has received a lot of attention as a tool for startup entrepreneurship. While this may be one of the ‘sexier’ and more ostensibly simple applications of the Canvas, I actually think it’s one of the least compelling. For a startup, the only thing that matters is product/market fit, which the Canvas represents as a set of relationships between Customer Segments and Value Propositions. The Canvas doesn’t do a bad job of describing this, but it’s kind of overkill- the whole left side of the Canvas which describes the delivery infrastructure is mostly irrelevant for startups that are still finding product market fit, since all that’s provisional about where (and whether) they arrive at product/market fit.

Where the Canvas really shines is describing an existing line of business to answer questions like: a) What does product/market fit mean for this business? b) Where have we focused our company building and is it still relevant to ‘a’? c) What are our key revenue, cost, and profit drivers, and how do we improve those?

Now we’re taking! Whether you’re an ‘intrapreneur’ exploring a new extension to the business or a ‘digital transformation’/IT consultant trying to facilitate a discussion about what ‘strategic IT’ means and how you’ll know if you achieve it, the Canvas is a quick and productive place to anchor such a discussion.

First and foremost, I’d try it out for yourself. Fill out the elements the business you’re working on and then ask yourself ‘Does this make sense?’ ‘What are the most important linkages and components of the model?’

From there, you may just want to use the Canvas you sketch to facilitate alignment on some other topic. However, if you’re working with a team on a new venture or with a client on a new project, you may then want to take it from the top and facilitate a workshop where you facilitate a fresh take on the Canvas, levering your experience thinking through it once. The link below will take you to a related curriculum item that has workshop slides, prep. items, and agenda.

LINK TO WORKSHOP PAGE

Otherwise, the next sections (10 steps) offer a tutorial on how to think through a business model design with the Canvas. The closing sections offer notes on how to use the Google Doc’s/PowerPoint and Omnigraffle templates.

Output : a list of Personas, organized by Customer Segment if you have more than one segment. I recommend trying to prioritize them- Who would you pitch first if you could only pitch one? Who next? And so forth…

Notes : If you’re spending a lot of time on this first item, that’s OK (and it’s probably good). The Canvas is a tool, not a strategy and not all the nine blocks are equal. The pairing of Customer Segments and Value Propositions is really the ‘independent variable’ that should be driving everything else in your business model. When I use the Canvas in my Venture Design classes, we usually spend all of the first session (plus time for field research) on Customer Segments and Value Propositions.

For example, at Leonid, an enterprise software company I founded, we thought our largest customers worked with us because of the cost savings we offered and our knowledge about best practices. It turned out that was mostly wrong- reducing their time and risk to get new services to market was the most important. It’s not that the other things weren’t important, but they weren’t the top Value Proposition. That made a difference on how we sold the product and how we focused on operationalizing it for customers.

This mapping says ‘We have 3 personas. Persona 1 cares about VP 1 & 2. Persona 2 cares about VP 2; Persona 3 cares about VP3. (One segment only so segments not noted)’.

Output : a prioritized list of Value Propositions and linkages from each Personas to the VP’s relevant to them.

Notes: Again, this pairing is the key driver for most business models and if you want more on how to describe and discovery what to put in this part of the canvas, I recommend this: Tutorial- Personas .

Maybe you feel like you’re in good shape on understanding the customer’s world but you don’t have any validation on whether the Value Propositions are clicking because this is a new venture? If you’re not sure, that’s OK and good for you for acknowledging the uncertainty! It’s the responsible thing to do. The key is to write down those assumptions, prioritize them, and figure out the quickest and cheapest way to prove or disprove them. That’s what Lean/Startup is about and there are resources here to help you with that, if you’d like- Tutorial: Lean Startup .

Channels includes entities you use to communicate your proposition to your segments, as well as entities through which you sell product and later service customers (see AIDAOR journey below). For example, if you sell bulbs for light houses and there’s a website all light house attendants purchase equipment, that site is a sales Channel. If you use Google AdWords, that’s a Channel, too (for getting attention). If you use a third party company to service the bulbs when they break, that’s also a Channel.

Output : a list of important Channels, linked to Personas or Segments if they differ substantially. Make notes on what steps are relevant for each- promotion, sales, service, etc. See Note this section for more structure on this.

Notes: Channels and the next item, Customer Relationships, define your interface with the Customer. It’s important to think all the way through the customer ‘journey’ in specific terms. For most businesses, the way they get a customer’s attention is different than the way they onboard them or support them over the long term. For this, I recommend the AIDA.OR framework (attention-interest-desire-action-onboarding-retention) and storyboarding your way through it. Here’s a post explaining all that- Storyboarding AIDA(OR) . If you don’t want to do the storyboards, I recommend at least making notes about your customer journey through the AIDA(OR) steps.

Another consideration is whether your channels will give you enough visibility into the user, including, for example, a way to follow up with users. Not sure? Document your assumptions Lean Startup style and figure out how you’ll quickly prove or disprove them.

Output : a description of Customer Relationships, with notes if they differ across Customers (between Segments or among Personas within a Segment) or across the customer journey.

Notes: If you’re a startup, be sure to document and review critical assumptions here. Also, the focal items are in a kind of specific order- you should validate your Segments and their relationship to the Propositions above all else. If this means you provide personal support in the early days (a ‘concierge test’ in Lean Startup terms) to do discovery and validation of Segments and Propositions, that’s OK. You can subsequently test the Customer Relationship models. (Here’s a post on using consulting as a concierge vehicle in B2B if you want more detail: Consulting as B2B Concierge Vehicle ).

Notes : If you have a startup or are re-engineering the business, this is a time to look at where you’re driving revenue and whether it aligns with the rest of your focal points. Are you charging on value? Perceived value? They say everyone loves their banker; hates their lawyer. Why is that? Is there an actionable analog in your business?

For a product-driven business, this probably includes ongoing learning about users and new techniques to build better product. If you’re focused on doing a bunch of things for a particular set of customers (ex: comprehensive IT for law offices), this probably includes maintaining superior expertise on the segment(s) and creating or acquiring products and services that are a good fit, whatever that entails. For an infrastructure business (ex: electric utility), it probably includes keeping the infrastructure working reliably and making it more efficient.

Outputs : a list of Key Activities linked to your business’ Value Propositions.

Notes : One question this analysis should raise for you is whether or not certain Activities and Resources are actually core, actually focal to your business, something you’ll want to think through .

Outputs : a list of Key Resources linked to your business’ Key Activities.

Notes : Product-driven businesses have a differentiated product of some sort. Rovio, the company that makes the popular app Angry Birds, is such a company. Key Resources in product-driven businesses are typically key talent in critical areas of expertise and accumulated intellectual property related to their offering.

Scope-driven businesses create some synergy around a particular Customer Segment. For example, if you started a business that would take care of all the IT needs for law firms, that would be a scope-driven business. These businesses typically have key knowledge about their segment, a repeatable set of processes, and sometimes infrastructure, like service centers.

Infrastructure-driven businesses achieve economies of scale in a specific, highly repeatable area. Telecommunications is traditionally an infrastructure business. Retailers focused on retail, like Walgreens or Costco, are primarily infrastructure-driven businesses. The Key Resources for this type of business are, you guessed it, various types of physical or virtual infrastructure.

Let’s take a single product category: diapers. The Honest Company or another innovating around compostable or otherwise more environmentally friendly diapers would be a product-driven take on the category. Procter & Gamble which has a cradle-to-grave strategy for providing consumer products is a scope-based take; so are various baby-focused retailers. Kimberly-Clark (wood pulp) or DuPont (chemicals and polymers) are both infrastructure-based takes: diapers is just another way to sell something they produce at scale with relatively little differentiation.

If there are major cost components that don’t map to a Key Activity, I’d take a closer look at those costs.

Output : a list of Cost Structure elements with notes on their relationship to Key Activities.

Congratulations- you have a working canvas! The section below offers a few analytical ideas and suggestions for next steps.

Core Applications The most core and obvious applications of the Canvas are to ask: – Does it make sense? – Could it be better? – Does the rest of my team understand and agree? Have additional ideas? – (rinse and repeat at least quarterly)

Competitiveness The canvas does a good job of helping you figure out your business, which is a good place to start. You also want to look at the competitive environment and think about if and how you have/maintain a long term competitive advantage.

For this, I like Michael Porter’s Five Forces framework ( Wikipedia Page ; see also Chapter 2 of ‘ Starting a Tech Business ‘). Try walking through the Five Forces for your company and then bounce back to your canvas. How does it all hang together?

Next Steps Every business is a work in progress (sorry, I try to avoid saying things like that but it seemed to fit here). As you go through the canvas, you may encounter areas that give you trouble. The table below summarizes a few of the most common that I see in my work as a mentor and coach:

Want to make innovation an everyday thing?

What is Enable Quiz?

Enable Quiz is a (fictional) startup that’s building a lightweight quizzing application for companies that hire a lot of technical talent (engineers). Their take is:

For hiring managers who need to evaluate technical talent, Enable Quiz is a talent assessment system that allows for quick and easy assessment of topical understanding in key engineering topics. Unlike formal certifications or ad hoc questions, our product allows for lightweight but consistent assessments of technical talent.

Why and how would Enable Quiz use the Business Model Canvas?

They have a small team, but arriving at a clear, shared understanding of what they’re after is still important. That said, it’s important that the way they talk about this is both highly visible and amenable to change. Given that, the Canvas is a good fit.

The Business Model Canvas at Enable Quiz

This page shows Enable Quiz’s current working view of product/market fit:

What is HVAC in a Hurry?

HVAC in a Hurry is a mid-sized enterprise that services commercial HVAC (heating, ventilation, and air conditioning) systems. Their take on the business is:

For facilities managers & business owners who need their heating & cooling systems managed and repaired, HVAC in a Hurry is a full service provider that allows for easy and responsible management of a business’ HVAC systems. Unlike smaller firms, our commitment to best practices and training allows customers to worry less and realize superior total cost of ownership for their HVAC systems.

Why and how would HVAC in a Hurry use the Business Model Canvas?

HVAC in a Hurry has a working version of product/market fit. However, their industry is competitive and successful firms increasingly use technology to improve customer experience (CX) and reduce cost (overhead) in their operations. HVAC in a Hurry has a small ‘digital transformation’ team that’s working on digital applications to improve the company’s performance. This team decided to use the Canvas to ‘manage upwards’ in order to facilitate better discussions about where they should focus, how that aligns with the business as a whole, and what success definition makes sense for them.

The Business Model Canvas at HVAC in a Hurry

Here’s their current view of product/market fit:

If you’re not familiar with it, Google Doc’s is a web-based office suite, similar to MS Office. If you have a gmail account, you can access it (no guarantees- that was the case last time I checked).

First, you’ll want to link to the template file: BUSINESS MODEL CANVAS TEMPLATE IN GOOGLE DOC’S .

Once you’re accessed the file, you can make make it your own by going to the File menu and either ‘Make a copy…’, creating a copy in your own Google App’s domain or you can use the ‘Download as…’ option to download it as PowerPoint (and a few other formats).

What’s your experience with the Canvas? How have you used it? What worked? What didn’t? Please consider posting a comment!

Copyright © 2022 Alex Cowan · All rights reserved.

ORGANIZING4INNOVATION

Business plan, case, model, or canvas?

While related, business plans, business cases, business models, and business model canvases are very different things that serve different purposes. What to use when?

Let me first explain what is what.

A business plan

A business plan is a detailed description of how you plan to start and grow your business. Typically it is a plan for a time period of 1 to 3 years. It details what the organization plans to do. That is, what the cost structure will be, the expected revenues, and how you will go about the execution. As you can imagine, writing such a plan requires a lot of data. Data often does not exist when the service is novel or when you are just starting the innovation journey for a new offering. Nevertheless, most investors ask for a business model before they are willing to invest in a start-up. For some useful dos and don’ts, including templates, go here .

A business case

A business case explains why it is worth exploring an opportunity. It is the justification for a proposed project. Making the case why spending money figuring out how to address a problem or going after an opportunity makes sense. This terminology is more used in project management than entrepreneurship. In sum, it explains why the organization should fund the adventure. Our hands-on approach will help you create a business case for your project in just a few weeks. More than you want to know about writing a business case can be found here .

A Business model

A business model explains how a new service or company is going to generate revenues and serve its customers. There are various standard models, such as a fee-for-service, razor-blade, or subscription models, see here for nine commonly used models .  Combinations of these models are of course possible too. Please beware that the business model is not cast in stone. It takes most start-ups about two years, to figure out which business model works best for them.

A business model canvas

A business model canvas is an abbreviated one-page overview that provides a snapshot picture of a start-up. It sketches who the start-up targets as clients. What the benefits are of the provided solution. How customers will be reached etc. All these topics are subject to change in the early phases of a start-up. Therefore, the canvas is meant as a snapshot. A picture that requires periodic if not constant updating. More on the business model canvas, including templates, can be found on Strategyzer.com .

Throwing business plans out of the window?

In the entrepreneurship community, business plans are no longer in vogue, because most start-ups lack the data to write an accurate and truthful plan. Instead, entrepreneurs are now using the business model canvas, especially in the early stages of their start-up. The canvas is part of the lean start-up methodology . Following this methodology, a start-up is a series of experiments to collect data and figure out what actually works. The business model canvas helps to ensure these experiments are aligned. It also ensures all the necessary components that will be needed to run the business are being addressed.

What about organizations, should they abandon the business plan too?

Not so fast I would say. Companies have a huge advantage over start-ups. They have experience. Many of the innovation projects a company undertakes are variations on a theme. If that is the case for your project, new product, or new service, you should dig up the data on these previous projects and undertakings. Those experiences provide useful information that will help you plan the future and write your business plan. After all, if the data is there, you should use it to learn valuable lessons from the past. Stand on the shoulders of giants if you can!

However, if the project entails venturing into novel territory, then it will be a waste of time to write a business plan. You will lack the data necessary to make meaningful projections about the future.

The business model canvas is most suited to address changes and uncertainties, however, it does not provide sufficient information to get approval for your project.

While helpful at the start, the business model canvas or variations made for organizations alone will be insufficient. Most organizations require you to create a business case, as a justification, before an investment can be made in your innovation project.

Planning for the future

In sum, whether it is a case, plan or canvas, all these templates enable teams to plan for the future. They describe why it is worth the time and effort to explore an opportunity, how (new) clients will be served, and what it will take to get there. The more data you have, the more elaborate and detailed you can – and should- make your plans. If you have data from similar experiences in the past - or if you have sufficient data on your present endeavor - that you can use to extrapolate and project the future, write a business plan. A plan that not only justifies your project but also provides targets for the execution.

If you don’t have such data, start with a light version. Use the business model canvas to start collecting necessary data. If you wonder how, consider signing up for one of our support plans .

A final note

Whether you ask - or are asked- to create a canvas, write a case, or draft a business plan, you need the knowledge and tools to do so. While not overly complex, there are dos and don'ts that can save your project or business from failure. Many professionals - physicians, lawyers, and engineers - are trained to practice your trade, not in the business aspects of your profession. Creating a business case provides an excellent opportunity to get engaged in the business side of your organization.

Getting your project set up properly will save you a lot of time and money down the road, in the execution of your project.

Creating a business case can be a challenge if you have to Google your way through on your own. I have seen many innovators wasting a lot of their valuable time trying to figure out what template to use, what information to add, and where to find the relevant data. Consider signing up for one of our support plans,   if you want to get results 3x faster and with a 5x higher chance of success.

Related blogs:

• Prioritizing in uncertain times
• Business Model Innovation
• How to differentiate between good and superior business case proposals?
• It takes more than a business case to get your innovation project approved

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• Project planning |
• The beginner’s guide to writing an effe ...

The beginner’s guide to writing an effective business case

Nearly every project needs to be approved—whether that means getting the simple go-ahead from your team or gaining the support of an executive stakeholder. You may be familiar with using a project plan or project charter to propose a new initiative and get the green light for a project. But if your proposed project represents a significant business investment, you may need to build a business case.

If you’ve never written a business case, we’re here to help. With a few resources and a little planning, you can write a business case that will help you get the resources and support you need to manage a successful project.

A business case is a document that explains the value or benefits your company will gain if you pursue a significant business investment or initiative. This initiative can be anything from the messaging for a new product or feature launch, a proposal to increase spend on a current initiative, or a significant investment with a new agency or contractor—to name a few. A compelling business case will outline the expected benefits of this significant investment decision. Key stakeholders will use the business case you provide to determine whether or not to move forward with an initiative.

If you’ve never created a business case, it may sound similar to other early project planning documentation. Here’s how it stacks up:

The difference between a business case and business plan

A  business case  is a proposal for a new strategy or large initiative. It should outline the business needs and benefits your company will receive from pursuing this opportunity.

A  business plan , on the other hand, is an outline for a totally new business. Typically, you’d draft a business plan to map out your business strategy, your mission and vision statements, and how you’re planning on getting there. There may be a case where you create a business plan for an already-existing business, but you’d only do so if you’re trying to take your business in a significantly new direction.

Business case vs. executive summary

Business case vs. project charter.

If you need to create an elevator pitch for your project but you don’t quite need the full business case treatment, you might need a project charter. Much like a business case, a project charter outlines key details of an initiative. Specifically, a project charter will cover three main elements of your project: project objectives, project scope, and key project stakeholders. Your management team will then use the project charter to approve further project development.

Do you need a business case?

Not every project needs a business case—or even a project charter. Plan to build a business case only for initiatives or investments that will require significant business resources. If you’re working on a smaller initiative, consider creating a project charter to pitch your project idea to relevant stakeholders.

Even if you don’t need to pitch your project to any stakeholders, you should be ready to answer basic questions about your proposed project, like:

What is this project’s purpose?

Why are we working on this project?

How does this project connect to organizational goals and objectives?

Which metrics will we use to measure the success of the project ?

Who is working on this project?

When is this project going to be completed?

5 steps for creating and pitching a business case

Your business case shouldn’t just include key facts and figures—it should also tell a story of why pursuing a particular investment or initiative is a good idea for your business. When in doubt, avoid jargon and be brief—but always focus on communicating the value of the project. If this is your first time creating a business case, don’t worry. Follow these five steps to create a solid one.

1. Gather input

You don’t have to write a business case on your own. Instead, make sure appropriate team members and stakeholders are contributing to the relevant sections. For example, the IT team should be involved in any tooling and timeline decisions, while the finance team should review any budget and risk management sections. If you’re creating a business case to propose a new initiative, product line, or customer persona, make sure you also consult subject matter experts.

2. Plan to write your business case out of order

Some of the first things that appear in your business case—like your executive summary—should actually be drafted last, when you have all of the resources and information to make an informed suggestion. Your executive summary will present all of your findings and make a recommendation for the business based on a variety of factors. By gathering all of those details first—like project purpose, financial information, and project risk—you can ensure your executive summary has all of the relevant information.

3. Build your business case incrementally

A business case describes a significant investment for your company. Similarly, simply writing a business case is a significant investment of your time. Not every initiative is right for your business—so make sure you’re checking your work with stakeholders as you go. You don’t want to sink hours and weeks into this document only for it to be rejected by executive stakeholders right off the bat.

Consider doing a “soft launch” with an outline of your business case to your project sponsor or an executive stakeholder you have a good relationship with to confirm this initiative is something you should pursue. Then, as you build the different sections of your business case, check back in with your key stakeholders to confirm there are no deal-breakers.

4. Refine the document

As you create sections of your business case, you may need to go back and refine other sections. For example, once you’ve finished doing a cost-benefit analysis with your financial team, make sure you update any budget-related project risks.

Before presenting your business case, do a final read through with key stakeholders to look for any sections that can be further refined. At this stage, you’ll also want to write the executive summary that goes at the top of the document. Depending on the length of your business case, your executive summary should be one to two pages long.

5. Present the business case

The final step is to actually present your business case. Start with a quick elevator pitch that answers the what, why, and how of your proposal. Think of this presentation as your chance to explain the current business need, how your proposal addresses the need, and what the business benefits are. Make sure to address any risks or concerns you think your audience would have.

Don’t go through your business case page by page. Instead, share the document with stakeholders before the presentation so they have a chance to read through it ahead of time. Then, after your presentation, share the document again so stakeholders can dig into details.

A business case checklist

Start with the why.

The first section of the business case is your chance to make a compelling argument about the new project. Make sure you draft an argument that appeals to your audience’s interests and needs. Despite being the first section in your business case, this should be the last section you write. In addition to including the  traditional elements of an executive summary , make sure you answer:

What business problem is your project solving?  This is your chance to explain why your project is important and why executive stakeholders should consider pursuing this opportunity.

What is your business objective ?  What happens at the end of a successful project? How will you measure success—and what does a successful project mean for your business?

How does this business case fit into your overall company business strategy plan?  Make sure your proposed business case is connected to important  company goals . The initiative proposed in your business case should move the needle towards your company's  vision statement .

Outline financials and the return on investment

At this point in your business case, you should outline the project finance fundamentals. Don’t expect to create this section on your own—you should draft this in partnership with your company’s finance team. In particular, this section should answer:

How much will this project cost?  Even if the initiative is completely new to your company, do some research to estimate the project costs.

What does each individual component of the project cost?  In addition to estimating the total overall cost, break down the different project costs. For example, you might have project costs for new tools and resources, competitive intelligence resourcing, agency costs, etc.

What is the expected return on investment (ROI)?  You’ve talked about the costs—now talk about how your company will benefit from this initiative. Make sure to explain how you calculated the ROI, too.

How will this project impact cash flow?  Cash flow is the amount of money being transferred into and out of your business. Significant investments are going to cost a lot of money, so they’ll negatively impact cash flow—but you should also expect a high ROI, which will positively impact cash flow.

What is the sensitivity analysis?  Sensitivity analysis is a summary of how uncertain your numbers are. There will be a variety of variables that impact your business case. Make sure to explain what those variables are, and how that could impact your projections.

Preview project details

Your business case is proposing a new initiative. In addition to the financial risks, take some time to preview project details. For example, your business case should include:

Your  project objectives  and  key project deliverables .  What will happen at the end of the project? What are you expecting to create or deliver once the project is over?

Your  project plan .  A project plan is a blueprint of the key elements your team needs to accomplish in order to successfully achieve your project goals.

The  project scope .  What are the boundaries of your project? What exact goals, deliverables, and deadlines will you be working towards?

A list of relevant  project stakeholders .  Who are the important project stakeholders and key decision makers for this work? This can include the members of the project team that would be working on this initiative, executive stakeholders who would sponsor the project, and any external stakeholders who might be involved.

A general  project roadmap  in a Gantt-chart like view.  At this stage in the process, you don’t need to provide a detailed project timeline, but you should outline a general sense of when each project stage will happen in relation to the others. To do this, create a project roadmap in  Gantt-chart like software . Make sure to include any important  project milestones  in your roadmap as well.

Any important project dependencies.  Is there anything that would get in the way of this project getting started? Does this work rely on any other work that’s currently in flight?

Discuss project risks

Once you’ve outlined the financial impact and important project details, make sure you include any potential project risks. If you haven’t already, create a  project risk management plan  for your business case. Project risk management isn’t the process of eliminating risk—instead, it’s about identifying, analyzing, and proactively responding to any potential project risks. Clearly defining each project risk and how that risk might impact your project can best equip you and the project team to manage and avoid those risks.

In the risk section of your business case, include:

A risk analysis of any potential project risks.  What is the risk? How likely is it to happen? What is the priority level of this risk?

What, if any, assumptions you are making.  In project risk management, assumptions are anything you think will be true about the project, without those details being guaranteed facts. Basing project decisions around an assumption can open your project up to risk. Make sure you ratify every project assumption to avoid jeopardizing project success.

Any comparable alternatives in the market.  If you’re writing a business case to pitch a new product or angle in the market, evaluate anything that already exists. Could the alternative impact your financial assessment or project success?

Develop an action plan

In the final section of your business case, outline how you will turn this business case into an actionable project. This section should answer questions like:

How will decisions be made?  Who is responsible for the project? Who is the project sponsor? If you haven’t already, consider creating a  RACI chart  to outline project responsibilities.

How will progress be measured and reported?  Not every project stakeholder needs to be notified of every project change. Outline key parts of your project communication plan , as well as how you’ll communicate  project status updates .

What is the next course of action?  If the management team ratifies this business case, what next steps will you take to put this into action?

Bring your business case to life

You’ve built a solid business case and it’s been ratified—congratulations! The next step is to bring your business case to life. It can be intimidating to  initiate large-scale change , and implementing your business case is no exception.

If you haven’t already, make sure you have a  project management tool  in place to manage and organize your new initiative. With a central source of truth to track who’s doing what by when, share status updates, and keep project stakeholders in the loop, you can turn a great business case into a successful project.

Related resources

Unmanaged business goals don’t work. Here’s what does.

How Asana uses work management to drive product development

How Asana uses work management to streamline project intake processes

How Asana uses work management for smoother creative production

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BUSINESS MODELS

Learn everything you need to know about business models. This guide on business models was created by an ex-McKinsey consultant and includes frameworks, case studies, examples, a step-by-step design guide, and an 18-page business model PowerPoint template.

THE BIG PICTURE ON BUSINESS MODELS

1. To Grow, Get All of the Elements Right

If you think through, analyze , and correctly solve each element of the business model, your company will grow.

2. Sequentially Solve the Business Model

Strategic planning should always start with the mission , then flow through the targets, value proposition , go to market, and finally the organization .

3. Understand the Role of Each Business Model Element

Once you understand each business model element, then it is much easier to solve for the right strategies to grow.

4. Strategic Alignment is the Key to Execution

Strategic alignment is when an organization is laser-focused on developing and delivering a killer value proposition and go-to-market that beats the competition .

A BUSINESS MODEL HAS 5 CORE ELEMENTS

There are five major components to any business model:

1. The Mission   2. Targets  3. Customer Value Proposition  4. Go-to-Market  5. The Organization

The way a business model works is: " The organization efficiently & effectively develops and delivers the customer value proposition and go-to-market to fulfill the needs of the target customers better than competitors , all for the purpose of achieving the mission ."

The horizontal graphic below translates the flow of elements in a business model.

THE WHO, WHAT, WHY, WHERE & HOW OF BUSINESS MODELS

We can take the horizontal business model graphic and make it vertical, which is the graphic we use throughout the site.

Let's go over the big picture of the business model.

We start at the top with the "true north" representing a business' mission , vision, and values , which ultimately gives purpose and provides the "why" the company exists. An inspiring and enduring mission, vision, and values serve as a guide to align strategies, and help all employees make the   right decisions , however big or small the decisions .

We next move down to the   targets.   These include the   markets   and   geographies   ("where") the company competes in, for the business of the target   customers  ("who"). Companies that clearly define and deeply understand their targets, develop focused and aligned business models.

Next is the  value proposition , which is the "what" and the core of any business model, composed of the  business's products ,  services ,  and  pricing . Then, there is the  go-to-market , comprised of the  business's distribution ,  sales ,  and  marketing . The purpose of go-to-market is to amplify the value proposition to drive customer acquisition and loyalty.

Finally, the  organization  is organized into  functions  (e.g., sales, ops, finance). Everything the organization does is a  process  (whether defined as one or not) executed by  team members ,  partners , and  infrastructure . The organization is the execution machine and the "how" things get done in a business model. And as stated before, the organization's purpose is to efficiently and effectively develop and deliver the value proposition and go-to-market to fulfill customers' needs better than competitors, all for the purpose of achieving the mission, vision, and values.

SOLVE A BUSINESS MODEL FROM THE TOP DOWN

Let's go over a few things about business models. First, look below to see all the  different types of strategy , which are just the tip of the iceberg. Second, most companies make the mistake of solving their strategy from the bottom up, starting with functional strategies. The conversation goes something like this, "We've got our board meeting coming up. Bob, I need your ops strategy. Jane, I need your marketing strategy . Helen, I need your sales plan and strategy. Nate, give me a readout on the HR strategy ."

I equate it to trying to design a car, with the chassis, brakes, engine, and electronics team independently designing their part. In the end, it won't work. Now, let's get into a simple case study to understand better how a business model works.

SOUTHWEST AIRLINES - ONE OF THE CLEANEST BUSINESS MODELS

Finding a better example of a well-tuned business model than Southwest Airlines is hard. Starting in 1967, Southwest Airlines has grown to be the largest domestic airline in the U.S., with $20 billion in annual sales and 50,000 employees. With a deep history of award-winning service, Southwest has amassed 43 straight years of  profitability . If you were lucky enough to buy $10,000 worth of Southwest stock in 1971, it would be worth over $20,000,000 today.

TRUE NORTH - "THE "WHY"

The true north of a company includes the organization's mission, vision, and values, which provide the foundation for aligning strategies, decisions, actions, and culture . A compelling mission gives the team and organization the inspiration and the focus they need to make mission-based decisions and align their strategies. A strong vision of strategic pillars and ambitious goals provides the next level of focus for aligning the organization's strategies. And values are the foundation of expected norms and behaviors that foster a company's culture. Without a compelling mission, vision, and values, management teams often struggle with strategic focus since they try to navigate without understanding the direction of true north.

Back in 1971, Southwest's mission was so simple and effective, “Charge the lowest possible fare. And provide the highest quality service.”

Over the past 45+ years, Southwest's strategic and day-to-day decisions reinforced how they could charge the lowest possible fare and provide the highest quality service. You'll see Southwest's mission throughout Southwest's business model.

Today, Southwest's true north is encapsulated below in its purpose, vision, mission, and values.

TARGETS - THE "WHO" & "WHERE"

A business model has three primary targets:  1. Markets , 2. Customers, 3. Geographies.  The targets define the "who" and "where" of a business model. A  market  establishes the solution space a business competes in for customers. If a  leadership team  truly understands its market dynamics, it can navigate its way to a leadership position. A defined  target customer  enables an organization to tailor their value proposition better to exceed the target customers' needs. While  target geographies  focus on the execution of a business and add to economies of scale.

Well-defined targets provide an organization clarity to make better decisions and execute at a higher level. Expanding into new markets, customer segments, and geographies can lead to explosive growth when a business already has a winning value proposition in existing markets, customer segments, and geographies. However, suppose a company expands into new target markets, customers, and geographies before the value proposition and organization are ready. In that case, it can fragment focus, create shoddy execution, and overextend the business into financial distress.

Let's better understand Southwest's target market, customer segments, and geographies.

Southwest's Target Market

The output of a market strategy is a differentiated positioning within the market. Southwest competes in the highly competitive commuter airline market, which, as an industry, lost $50 billion from 2001-2012.

The idea of Southwest was born on a napkin with lines connecting the three dots titled Dallas, San Antonio, and Houston. Back in 1967, the founders of Southwest saw a hole in the commuter airline market. While the big airlines were built around national and regional hub and spoke route models, Southwest focused on intrastate point-to-point routes (initially Dallas, Houston & San Antonio). Since then, Southwest has stuck to this point-to-point route market positioning, while most other airlines relied on their hub and spoke models.

Southwest's Target Customers

You start a business to fulfill a customer's need. Southwest started a regional point-to-point airline for customers who wanted an hour-long flight rather than waste 3.5 to 4.5 hours in a car to drive from Dallas to Houston or San Antonio. Instead of spending 7 to 9 hours behind the car windshield for a day round trip, customers could be pampered by  "the best service and the most beautiful girls in the sky."  Southwest had a unique perspective on how they defined the needs of their  target customers , as stated in their 1975 Annual Report,

"We believe that in short-haul markets of up to 500 miles, the private automobile is a worthy competitor for those consumers representing the great majority of us who cannot logically place a value on time commensurate with the airfares now charged in those markets. Except for the businessman and woman market, a fare that does not compete with the cost of personal automobile travel will not permit any air market to reach its potential.

By focusing on this unmet customer need to substitute a flight for a car drive, Southwest was one of the key influencers in driving astronomical growth in U.S. domestic air travel. They attracted business customers with low fares, convenience, and service, and leisure travelers with ultra-discounted weekend tickets to drive up their plane utilization. At the time, the ultra-discounted weekend fares opened up a whole new segment of travel customers who wanted to fly for pleasure, to visit family, recreation, and to explore new destinations.

Over the past 45+ years, Southwest has continued its focus on the business and leisure customer segments, tailoring its value proposition and go-to-market to these two segments.

Southwest's Target Geographies

While Southwest Airlines now serves over 100 destinations, its deliberate geographic expansion strategy was one of the keys to Southwest's growth. In keeping with its low-cost provider mission, Southwest has always pursued a geographic density strategy to drive cost and capital synergies and utilization.

Over the six years after their 1971 launch, Southwest expanded just in Texas with routes to the Rio Grande Valley, Austin, Corpus Christi, El Paso, Lubbock, and Midland/Odessa. In 1977, Southwest's fleet of 12 737s carried 2.4 million customers, which equals 200,000 passengers per plane, or 548 passengers per plane per day. Considering the population of Texas was only 13 million people in 1977, the word-of-mouth of the new, cool, and cheap Southwest Airlines was unavoidable. This geographic focus also enabled Southwest to leverage its fixed costs related to airports, personnel, maintenance facilities, and advertising .

Southwest has always taken a highly deliberate geographic expansion strategy, choosing routes that are natural extensions of the existing route network, leading to 40 years of steady, profitable growth. Southwest has continuously focused on driving the economies of scale that a dense geographic strategy provides. Furthermore, Southwest has been extremely opportunistic with their airport selection, often focusing on lower-cost second-tier airports in a region such as Dallas Love Field, Houston Hobby, Chicago Midway, Baltimore-Washington International, Oakland, San Jose, Burbank, Manchester, Providence, Ft-Lauderdale-Hollywood.

And, when Southwest expanded internationally, they made the strategic acquisition of AirTran, which had few overlapping routes but did have a robust business to the Caribbean, Mexico, and select Central American cities.

The Strategic Takeaway on Targets

Understanding, defining, and executing against target markets, customers, and geographies is core to building a killer business model. If you create a  differentiated market position,  you have a long-term vision of what you need to execute against. If you define the right target customers, you can tailor a differentiated value proposition to drive more customer value than competitors while also narrowing the scope of your go-to-market strategies. If you develop geographic density, then you reap economies of scale.

Keep your targets focused until your business and economic model are ready to scale into new markets, customer segments, and geographies. New markets, customer segments, and geographies can provide explosive growth, but only if your value proposition and economics are ready to beat the competitors in the new targets. The downfall of too many businesses is they overextend themselves by trying to expand into too many new targets, fragmenting the focus and execution of the organization.

THE VALUE PROPOSITION - THE CORE & "WHAT"

Southwest's value proposition.

Let's return to the original Southwest mission:  "Charge the lowest possible fare. And provide the highest quality service."  Frankly, it sounds like their value proposition, which is what you want in a mission statement .

Herb Kelleher, the co-founder and former CEO of Southwest, understood the customer value equation from the beginning, as he highlighted in an interview with  Strategy + Business, after being honored as a "Lifetime Strategist,"

One of the things that people, I think, didn't understand is that we started out saying we're going to give you more for less, not less for less. We're going to give you new airplanes, not old airplanes. We're going to give you the best on-time performance. We're going to give you the people who are most hospitable."

1970s Southwest Ad

Southwest's Service - Rational Benefits

In evaluating a value proposition, start with the rational benefits of the  products  and  services . Southwest's rational benefits are getting customers and their bags from point A to B through the air, which they do efficiently and competently.

They have the highest frequency of point-to-point routes, providing customers convenience and reduced travel time versus hub and spoke airlines. Southwest has the best historical on-time and baggage performance. They have a fast and convenient check-in process. In the event of a change, they have no change penalties and make it easy to book another flight. They also have the richest and easiest-to-redeem rewards program, averaging 9.5% of passenger miles flown on Rapid Rewards flights versus ~7% on other airlines.

By consistently and efficiently getting passengers and their bags from point A to B, Southwest consistently ranks as one of the top airlines in customer satisfaction.

Southwest's Service - Emotional Benefits

If you fly Southwest, you understand the difference in the emotional experience versus other airlines. It always starts with the people, and Southwest's employees have a fun, caring, and go-the-extra-mile attitude.

Then there is Southwest's physical experience of newer planes, with leather seats and extra legroom compared to other airlines in the same fare class.

Then there are the perks of free live TV, free snacks, drinks, and affordable $5 wifi and alcoholic beverages. If you're a frequent flier, they periodically send you free alcoholic beverage coupons.

There is also the emotional lift of not being taken advantage of with bag and change fees.

Southwest's service is so good, and their emotional connection with customers is so strong that they can pull off marketing campaigns centered around "Love." Imagine what a bad joke it would be if other airlines tried incorporating "love" into their  marketing .

Southwest Pricing

In 1993, the U.S. Department of Transportation coined the term the "Southwest Effect" for the rapid growth in total air travel in a city-to-city route once Southwest started to fly the route. The "Southwest Effect" is driven by their value equation, which equals benefits - price. While we've gone through the customer benefits of Southwest, let's flip to the other side of the coin:  pricing .

Historically, Southwest has been the price leader in the airline industry. With the growth of ultra-discount airlines (e.g., Frontier, Spirit), they may no longer be the ticket price leader. However, they are probably still the leader in the total cost of flying when you factor in the extra cost of bags, seat selection, change fees and the other charges of ultra-discount airlines.

Southwest utilizes its simple pricing in its #FeesDontFly  marketing campaign . While the competitive herd goes one way, Southwest goes the other way, which is the essence of  competitive differentiation .

The Strategic Takeaways on Value Propositions

A business's value proposition comprises its products, services, and pricing. The goal of a value proposition is to drive better customer value (benefits - price) than competitors. Over the past 45+ years, Southwest has consistently delivered superior customer value, leading them to grow into the largest U.S. domestic airline.

For struggling companies, the first thing to look at is the customer value proposition, which is most likely deficient versus the competition . Even for successful companies, the bottom line is to continuously focus on differentiating the value proposition to improve benefits while driving down costs, which can translate into enhanced profit or price improvement. The Customer Value Wedge is a nice visual to understand this concept better.

GO-TO-MARKET - AMPLIFYING THE VALUE PROPOSITION

The go-to-market strategy of a business model is how a company drives and fulfills the demand for products and services to customers. The three components of go-to-market include  distribution ,  sales , and  marketing . Powerful go-to-market strategies effectively and efficiently amplify the value proposition to the defined target customers.

The big strategic choice with distribution is whether to go direct, indirect, or a hybrid model of both direct and indirect channels. The big strategic goal with sales and marketing is to drive campaigns and activities to increase the size of the customer funnel and accelerate customers through the funnel.

Southwest Direct Distribution

With the rise of digital channels, distribution is currently a hotbed of disruption and innovation . Thousands of companies have cut out significant distribution costs from their value chain, by going directly to customers through digital channels .

Given Southwest's mission of low fares, in the late 90s, as Expedia, Priceline, Orbitz, and other travel websites grew, Southwest decided not to partner with third-party websites and only utilize Southwest.com as their online distribution.  At the time it was a risky move as many airline analysts said Southwest was going to suffer. However, given the strength of Southwest's value proposition and loyalty, the direct distribution strategy paid off.

For Southwest, the estimated savings are ~$700 million a year by not using the travel sites. Southwest can split the $700 million between higher profits and lower fares for customers. It is an example of driving the customer value wedge.

Distribution strategy is a critical element of any go-to-market strategy, and getting it right can be the difference between winning and losing.

Southwest Sales & Marketing

Southwest's marketing, encapsulated in their "Tranfarency" and "Love" campaigns, reflects their low fares and high-quality service mission. "Transfarency" amplifies the rational benefits of Southwest's value proposition, while "Love" amplifies the emotional benefits.

One of the main outputs of any marketing strategy is a campaign, simply a combination of messages and media. There are three media meta-channels:  advocacy, owned, and paid . The beauty of Southwest is how consistent they are in driving its brand messages across all three of these media meta-channels.

With Southwest and most B2C companies, there isn't a "Sales" element to their business model, as in most B2B business models.

Too often, companies blame marketing for their growth woes instead of addressing the lack of value in their value proposition. Two of the most successful retailers, Costco and Trader Joe's, spend almost nothing on marketing but continue to grow through the strength of their value proposition and word-of-mouth advocacy. From 2010 to 2013, Southwest kept its advertising spending almost flat but increased revenues by 46%.

The Strategic Takeaways on Go-to-Market

Too often, executives blame distribution, marketing, and sales strategies for growth woes. They usually replace their sales and marketing leaders or spend more on advertising and salespeople when they need to improve their value proposition.

Go-to-market strategies amplify a value proposition. If the value proposition is inferior to the competition, improve the value proposition and then amplify the value proposition through bigger and better go-to-market strategies.

If your business has a strong value proposition, add growth fuel by heavily investing in distribution, sales, and marketing. And align the go-to-market strategies to the target customer and their typical purchasing journey. Lastly, get the brand messaging right to tap into the rational and emotional benefits of the value proposition.

THE ORGANIZATION - THE HEART & "HOW"

The purpose of an organization is to efficiently and effectively develop and deliver the customer value proposition and go-to-market. Reflect on this for a minute. Is your role and everyone in the company focused on developing and delivering the customer value proposition and go-to-market?

Organizations are simply a collection of processes executed by a combination of people, infrastructure, and partners . The  processes are organized into functions .

There are two types of functions: 1. value chain functions and 2. support functions. Value chain functions create the value proposition and deliver and service the value proposition (i.e., logistics, product development , manufacturing, sales, marketing, and service operations). Support functions support the efficiency and effectiveness of other functions (i.e., procurement , IT, finance, HR, legal).

Solve the Top Before Getting to the Bottom

From a strategic perspective, the better the management team defines the top part of the business model, the easier it is for them to define strong organizational and functional strategies. Strategically aligning the value proposition, go-to-market, and organizational strategies to the targets and "true north" is one of the easiest ways to drive the efficiency and effectiveness of the organization.

Another critical component of organizational strategy is  core competencies , which are those capabilities that a business needs to be world-class at to develop and deliver the competitive differentiation and advantage of the business model.

Now, let's dive into how Southwest reinforces its business model through its organizational strategies. Southwest's mission and value proposition of low cost, high service is accomplished through Southwest's strategies related to  Team Members, Infrastructure, Partners, & Processes .

Southwest's Enduring Focus on People

People are the heart and soul of any organization. Southwest's mantra is "employees first, customers second, shareholders third. As co-founder of Southwest, Herb Kelleher said,  "If the employees serve the customer well, the customer comes back, and that makes the shareholders happy. It's simple, it's not a conflict, it's a chain."

Southwest has one of the most passionate and loyal workforces. They were named  the best company for work-life balance . They've ranked as high as  #13 in the Forbes Best Employer list . They've never had a layoff or cut pay.  Voluntary turnover is less than 2%.  With over 50,000 employees, Southwest does an incredible job keeping its  team members  happy, productive, and passionate. So, the question is how?

There are three main elements to a holistic people strategy :  1. org design ,  2. employee journey, and 3. culture . Let's dig into Southwest's employee journey and culture to understand how they elevate and  realize the potential of their team .

Southwest's Culture

A company's culture starts with its  values , which are reinforced by norms and the environment. Benefits and compensation are also critical to a company's culture.

It is hard to beat Southwest's culture. What other companies  celebrate their culture in their recruiting materials ? And, what other companies have a Culture Services Department and Local and Companywide Culture Committees?

It all starts with Southwest's values, which are broken up into "Live the Southwest Way" (Warrior Spirit, Servant's Heart, Fun-LUVing Attitude) and "Work the Southwest Way" (Safety and Reliability, Friendly Customer Service, and Low Costs).

Southwest norms, which define how Southwest team members interact with each other, reinforce the values. Southwest's environment (offices, planes, gates, etc.) celebrates employees, travel, and Southwest. Southwest also reinforces its values and norms with spirit parties, chili cook-offs, and Luvlines (their employee magazine).

Though Southwest is a low-price airline, its compensation is some of the highest in the industry. And they align all team members to their mission and financial performance through a generous profit-sharing plan. In 2015, Southwest paid out $620 million in profit-sharing, which amounted to over $12,000 per employee. This plan reinforces the Work the Southwest Way values. Southwest's benefits are numerous and generous. There are too many to list, but you should glance at them on  Southwest's website .

While culture may seem squishy and nebulous, a solid and enduring culture can take root in any company if you get the values right and reinforce them with norms, the environment, benefits, and compensation.

Southwest's Employee Journey

Strong companies infuse their mission and values into their  employee journey , including recruiting, hiring, onboarding , development, evaluation, and advancement. Some companies do it better than others, but great companies like Southwest are deliberate and thoughtful in their employee journey strategy.

Southwest leadership knows that starting with the right people, who inherently embody Southwest's values, is paramount to realizing its mission and preserving its culture. Southwest hires less than 2% of applicants and 6% of interviewees. Their interview process is rigorous, with group interviews, fit interviews, and a profile guide.

New hires go through a 4-week training program that trains them on the ins and outs of the job and enculturates them in the Southwest values with fun activities such as egg balancing relays and scavenger hunts. Once a team member begins to work, they are assigned a team member sponsor and participate in new hire parties and luncheons to reinforce the Southwest norms and culture.

Evaluation and advancement are based not only on a team member's skills but also on their demonstration of living the Southwest values. Team member development is reinforced through SWA University's extensive leadership and management development programs, along with continuous feedback and coaching.

There is also a continuous celebration of Southwest team members. Customers see it in the Southwest magazine with monthly articles on team members who have gone above and beyond. Southwest advertisements use team members instead of actors. Team members can give each other SWAG (Southwest Airlines Gratitude) points, utilizing an online platform that allows team members to recognize other team members for their Warrior Spirit, Servant's Heart, or Fun-LUVing Attitude.  Team members can turn their points in for gift cards and merchandise . There are also numerous employee awards, such as the Spirit Award.

Southwest has thoughtfully optimized its employee journey to elevate and realize the potential of its 50,000+ person team.

Southwest's Infrastructure

Infrastructure includes the equipment, information technology, facilities, machinery, and other physical assets a business uses. Infrastructure strategy and decisions are challenging, given the typical significant investment, sometimes long and complex implementations, against the backdrop of a continuously changing future.

In Southwest's case, its infrastructure strategy reinforces its low-cost mission. In 1971, Southwest began service with four Boeing 737s, which were introduced into the market a mere four years earlier. While competitors used 15-25 seat commuter jets for the same type of routes, Southwest's 737s seated 112 passengers, ensuring Southwest a superior cost structure once the planes were fully utilized (which took a few years). Still to this day, Southwest's fleet of 700+ planes is all Boeing 737s, compared to United Airlines, which utilizes  over 20 types of aircraft .

As stated in  Southwest's 10-K ,  "The Company's low-cost structure has historically been facilitated by Southwest's use of a single aircraft type, the Boeing 737, an operationally efficient point-to-point route structure, and highly productive employees. Southwest's use of a single aircraft type has allowed for simplified scheduling, maintenance, flight operations, and training activities."

Southwest's no-seat assignments policy massively simplifies its systems and processes, with no need to track seats and seat assignments for every plane for every flight for an entire year out.

Then there is the decision, back in the early 2000s, not to install in-flight entertainment, which would have cost multiple millions of dollars per plane and led to installation downtime. The weight of each in-seat display unit can be upwards of 13 pounds. Every pound of extra weight adds ~$1,400 per year per plane in extra fuel. 13 pounds per seat adds ~$3 million in additional operating costs per year per aircraft. In-flight entertainment didn't align with their low-cost mission. Fast forward a decade, and now Southwest has arguably the best in-flight entertainment with free live TV with BYOD (bring your own device).

Southwest has always aligned its infrastructure strategy with its mission and value proposition, leading to its unit cost leadership of 4.4 cents per available seat mile versus 5.4 to 5.8 cents for other airlines.

Southwest's Partners

Partners are all those companies that support a business. To understand the breadth of partners in a company, simply look at the accounts payable list to see all the partners. Now, while many partners are transactional, in most businesses, a few strategic partners can support the success of a business model.

In the case of Southwest, Boeing is a strong and important strategic partner. Here is an excellent quote from a  nice history of the Boeing / Southwest partnership,

"Our relationship with Southwest is about more than just delivering great airplanes," said Carolyn Corvi, vice president and general manager of the Boeing 737/757 Programs. "It's about understanding their business, trusting each other, and working together to achieve solutions. We know that while they have a lot of fun and play hard, they also run a business model that the entire industry emulates and admires. We are delighted and honored to have such a wonderful partner."

And you can see the benefits of this partnership, with Southwest often being the launch partner on Boeing's new 737 and customizing them to meet the needs of Southwest's customers. Take a look at the  737-800 MAX as an example .

Southwest's Processes

Every action in a business is a process, whether acknowledged as one or not. The key to processes is that they are lean and efficient by reducing non-value-added actions and inventory, otherwise known as waste. For Southwest, the foundation of processes is great people, infrastructure, and partners, which enables them to have super lean & low-cost processes and high plane utilization.

Just think about Southwest's quick gate turnaround, which originated as a 10-minute turnaround challenge,  which you can read about here . They only use 737s, so their turnaround teams and training are optimized on one type of plane. They don't have food carts, and they have customers and stewards clean up during deplaning. Through the profit-sharing plan, their team members are incentivized to get planes out on time and turn them around quickly.

Or, think about their no-seat assignments, which help them lean out many processes. Customer service interactions about seat assignments are non-existent, which also lowers IT costs by eliminating the complexity of seat assignments. Furthermore, the first customers to check in are the first to get their boarding number, which drives earlier check-in and better over / under-booking  metrics , eliminating the need to kick paying customers off an overbooked flight.

Southwest's lean processes also make it the historical leader in on-time and baggage performance. The collective focus on lean processes helps Southwest's team members realize their mission of being a low-cost airline.

Strategic Takeaways on Organizations

Southwest's organization efficiently and effectively develops and delivers its value proposition and go-to-market. Southwest's alignment of its entire business model from the mission to the targets to the value proposition, go-to-market, and the organization is extremely rare. So is their phenomenal revenue growth and 45 years of profitability.

BUSINESS MODEL STRATEGY

If a company doesn't have a mission or has a weak mission, fix that first. If the target markets, customers, and geographies are too broad, then focus them on the most lucrative. If the value proposition doesn't drive better customer value than the competition, then solve that. If the value proposition is strong, then focus on scaling through an improved go-to-market strategy. The more focused the top part of the business model, the easier it is to develop great organizational and functional strategies. If the business model is robust and working, then, and only then, think about expanding into new markets, customer segments, or geographies.

Every company has the potential to grow for decades, but it all comes down to strategy and execution.

If you need to develop a business model strategy, I encourage you to read  developing a strategy  or  set up some time with me  to start figuring it out.

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Business Model Canvas: Explained with Examples

Got a new business idea, but don’t know how to put it to work? Want to improve your existing business model? Overwhelmed by writing your business plan? There is a one-page technique that can provide you the solution you are looking for, and that’s the business model canvas.

In this guide, you’ll have the Business Model Canvas explained, along with steps on how to create one. All business model canvas examples in the post can be edited online.

What is a Business Model Canvas

A business model is simply a plan describing how a business intends to make money. It explains who your customer base is and how you deliver value to them and the related details of financing. And the business model canvas lets you define these different components on a single page.   

The Business Model Canvas is a strategic management tool that lets you visualize and assess your business idea or concept. It’s a one-page document containing nine boxes that represent different fundamental elements of a business.  

The business model canvas beats the traditional business plan that spans across several pages, by offering a much easier way to understand the different core elements of a business.

The right side of the canvas focuses on the customer or the market (external factors that are not under your control) while the left side of the canvas focuses on the business (internal factors that are mostly under your control). In the middle, you get the value propositions that represent the exchange of value between your business and your customers.

The business model canvas was originally developed by Alex Osterwalder and Yves Pigneur and introduced in their book ‘ Business Model Generation ’ as a visual framework for planning, developing and testing the business model(s) of an organization.

What Are the Benefits of Using a Business Model Canvas

Why do you need a business model canvas? The answer is simple. The business model canvas offers several benefits for businesses and entrepreneurs. It is a valuable tool and provides a visual and structured approach to designing, analyzing, optimizing, and communicating your business model.

• The business model canvas provides a comprehensive overview of a business model’s essential aspects. The BMC provides a quick outline of the business model and is devoid of unnecessary details compared to the traditional business plan.
• The comprehensive overview also ensures that the team considers all required components of their business model and can identify gaps or areas for improvement.
• The BMC allows the team to have a holistic and shared understanding of the business model while enabling them to align and collaborate effectively.
• The visual nature of the business model canvas makes it easier to refer to and understand by anyone. The business model canvas combines all vital business model elements in a single, easy-to-understand canvas.
• The BMC can be considered a strategic analysis tool as it enables you to examine a business model’s strengths, weaknesses, opportunities, and challenges.
• It’s easier to edit and can be easily shared with employees and stakeholders.
• The BMC is a flexible and adaptable tool that can be updated and revised as the business evolves. Keep your business agile and responsive to market changes and customer needs.
• The business model canvas can be used by large corporations and startups with just a few employees.
• The business model canvas effectively facilitates discussions among team members, investors, partners, customers, and other stakeholders. It clarifies how different aspects of the business are related and ensures a shared understanding of the business model.
• You can use a BMC template to facilitate discussions and guide brainstorming brainstorming sessions to generate insights and ideas to refine the business model and make strategic decisions.
• The BMC is action-oriented, encouraging businesses to identify activities and initiatives to improve their business model to drive business growth.
• A business model canvas provides a structured approach for businesses to explore possibilities and experiment with new ideas. This encourages creativity and innovation, which in turn encourages team members to think outside the box.

How to Make a Business Model Canvas

Here’s a step-by-step guide on how to create a business canvas model.

Step 1: Gather your team and the required material Bring a team or a group of people from your company together to collaborate. It is better to bring in a diverse group to cover all aspects.

While you can create a business model canvas with whiteboards, sticky notes, and markers, using an online platform like Creately will ensure that your work can be accessed from anywhere, anytime. Create a workspace in Creately and provide editing/reviewing permission to start.

Step 2: Set the context Clearly define the purpose and the scope of what you want to map out and visualize in the business model canvas. Narrow down the business or idea you want to analyze with the team and its context.

Step 3: Draw the canvas Divide the workspace into nine equal sections to represent the nine building blocks of the business model canvas.

Step 4: Identify the key building blocks Label each section as customer segment, value proposition, channels, customer relationships, revenue streams, key resources, key activities, and cost structure.

Step 5: Fill in the canvas Work with your team to fill in each section of the canvas with relevant information. You can use data, keywords, diagrams, and more to represent ideas and concepts.

Step 6: Analyze and iterate Once your team has filled in the business model canvas, analyze the relationships to identify strengths, weaknesses, opportunities, and challenges. Discuss improvements and make adjustments as necessary.

Step 7: Finalize Finalize and use the model as a visual reference to communicate and align your business model with stakeholders. You can also use the model to make informed and strategic decisions and guide your business.

What are the Key Building Blocks of the Business Model Canvas?

There are nine building blocks in the business model canvas and they are:

Customer Segments

Customer relationships, revenue streams, key activities, key resources, key partners, cost structure.

• Value Proposition

When filling out a Business Model Canvas, you will brainstorm and conduct research on each of these elements. The data you collect can be placed in each relevant section of the canvas. So have a business model canvas ready when you start the exercise.  

Let’s look into what the 9 components of the BMC are in more detail.

These are the groups of people or companies that you are trying to target and sell your product or service to.

Segmenting your customers based on similarities such as geographical area, gender, age, behaviors, interests, etc. gives you the opportunity to better serve their needs, specifically by customizing the solution you are providing them.

After a thorough analysis of your customer segments, you can determine who you should serve and ignore. Then create customer personas for each of the selected customer segments.

There are different customer segments a business model can target and they are;

• Mass market: A business model that focuses on mass markets doesn’t group its customers into segments. Instead, it focuses on the general population or a large group of people with similar needs. For example, a product like a phone.  
• Niche market: Here the focus is centered on a specific group of people with unique needs and traits. Here the value propositions, distribution channels, and customer relationships should be customized to meet their specific requirements. An example would be buyers of sports shoes.
• Segmented: Based on slightly different needs, there could be different groups within the main customer segment. Accordingly, you can create different value propositions, distribution channels, etc. to meet the different needs of these segments.
• Diversified: A diversified market segment includes customers with very different needs.
• Multi-sided markets: this includes interdependent customer segments. For example, a credit card company caters to both their credit card holders as well as merchants who accept those cards.

Use STP Model templates for segmenting your market and developing ideal marketing campaigns

Visualize, assess, and update your business model. Collaborate on brainstorming with your team on your next business model innovation.

In this section, you need to establish the type of relationship you will have with each of your customer segments or how you will interact with them throughout their journey with your company.

There are several types of customer relationships

• Personal assistance: you interact with the customer in person or by email, through phone call or other means.
• Dedicated personal assistance: you assign a dedicated customer representative to an individual customer.  
• Self-service: here you maintain no relationship with the customer, but provides what the customer needs to help themselves.
• Automated services: this includes automated processes or machinery that helps customers perform services themselves.
• Communities: these include online communities where customers can help each other solve their own problems with regard to the product or service.
• Co-creation: here the company allows the customer to get involved in the designing or development of the product. For example, YouTube has given its users the opportunity to create content for its audience.

You can understand the kind of relationship your customer has with your company through a customer journey map . It will help you identify the different stages your customers go through when interacting with your company. And it will help you make sense of how to acquire, retain and grow your customers.

This block is to describe how your company will communicate with and reach out to your customers. Channels are the touchpoints that let your customers connect with your company.

Channels play a role in raising awareness of your product or service among customers and delivering your value propositions to them. Channels can also be used to allow customers the avenue to buy products or services and offer post-purchase support.

There are two types of channels

• Owned channels: company website, social media sites, in-house sales, etc.
• Partner channels: partner-owned websites, wholesale distribution, retail, etc.

Revenues streams are the sources from which a company generates money by selling their product or service to the customers. And in this block, you should describe how you will earn revenue from your value propositions.  

A revenue stream can belong to one of the following revenue models,

• Transaction-based revenue: made from customers who make a one-time payment
• Recurring revenue: made from ongoing payments for continuing services or post-sale services

There are several ways you can generate revenue from

• Asset sales: by selling the rights of ownership for a product to a buyer
• Usage fee: by charging the customer for the use of its product or service
• Subscription fee: by charging the customer for using its product regularly and consistently
• Lending/ leasing/ renting: the customer pays to get exclusive rights to use an asset for a fixed period of time
• Licensing: customer pays to get permission to use the company’s intellectual property
• Brokerage fees: revenue generated by acting as an intermediary between two or more parties
• Advertising: by charging the customer to advertise a product, service or brand using company platforms

What are the activities/ tasks that need to be completed to fulfill your business purpose? In this section, you should list down all the key activities you need to do to make your business model work.

These key activities should focus on fulfilling its value proposition, reaching customer segments and maintaining customer relationships, and generating revenue.

There are 3 categories of key activities;

• Production: designing, manufacturing and delivering a product in significant quantities and/ or of superior quality.
• Problem-solving: finding new solutions to individual problems faced by customers.
• Platform/ network: Creating and maintaining platforms. For example, Microsoft provides a reliable operating system to support third-party software products.

This is where you list down which key resources or the main inputs you need to carry out your key activities in order to create your value proposition.

There are several types of key resources and they are

• Human (employees)
• Financial (cash, lines of credit, etc.)
• Intellectual (brand, patents, IP, copyright)
• Physical (equipment, inventory, buildings)

Key partners are the external companies or suppliers that will help you carry out your key activities. These partnerships are forged in oder to reduce risks and acquire resources.

Types of partnerships are

• Strategic alliance: partnership between non-competitors
• Coopetition: strategic partnership between partners
• Joint ventures: partners developing a new business
• Buyer-supplier relationships: ensure reliable supplies

In this block, you identify all the costs associated with operating your business model.

You’ll need to focus on evaluating the cost of creating and delivering your value propositions, creating revenue streams, and maintaining customer relationships. And this will be easier to do so once you have defined your key resources, activities, and partners.  

Businesses can either be cost-driven (focuses on minimizing costs whenever possible) and value-driven (focuses on providing maximum value to the customer).

Value Propositions

This is the building block that is at the heart of the business model canvas. And it represents your unique solution (product or service) for a problem faced by a customer segment, or that creates value for the customer segment.

A value proposition should be unique or should be different from that of your competitors. If you are offering a new product, it should be innovative and disruptive. And if you are offering a product that already exists in the market, it should stand out with new features and attributes.

Value propositions can be either quantitative (price and speed of service) or qualitative (customer experience or design).

What to Avoid When Creating a Business Model Canvas

One thing to remember when creating a business model canvas is that it is a concise and focused document. It is designed to capture key elements of a business model and, as such, should not include detailed information. Some of the items to avoid include,

• Detailed financial projections such as revenue forecasts, cost breakdowns, and financial ratios. Revenue streams and cost structure should be represented at a high level, providing an overview rather than detailed projections.
• Detailed operational processes such as standard operating procedures of a business. The BMC focuses on the strategic and conceptual aspects.
• Comprehensive marketing or sales strategies. The business model canvas does not provide space for comprehensive marketing or sales strategies. These should be included in marketing or sales plans, which allow you to expand into more details.
• Legal or regulatory details such as intellectual property, licensing agreements, or compliance requirements. As these require more detailed and specialized attention, they are better suited to be addressed in separate legal or regulatory documents.
• Long-term strategic goals or vision statements. While the canvas helps to align the business model with the overall strategy, it should focus on the immediate and tangible aspects.
• Irrelevant or unnecessary information that does not directly relate to the business model. Including extra or unnecessary information can clutter the BMC and make it less effective in communicating the core elements.

What Are Your Thoughts on the Business Model Canvas?

Once you have completed your business model canvas, you can share it with your organization and stakeholders and get their feedback as well. The business model canvas is a living document, therefore after completing it you need to revisit and ensure that it is relevant, updated and accurate.

What best practices do you follow when creating a business model canvas? Do share your tips with us in the comments section below.

Join over thousands of organizations that use Creately to brainstorm, plan, analyze, and execute their projects successfully.

FAQs About the Business Model Canvas

• Use clear and concise language
• Use visual-aids
• Customize for your audience
• Highlight key insights
• Be open to feedback and discussion

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Amanda Athuraliya is the communication specialist/content writer at Creately, online diagramming and collaboration tool. She is an avid reader, a budding writer and a passionate researcher who loves to write about all kinds of topics.

How to Write a Business Case (+Free Template)

Table of contents

Rochi Zalani

Does crafting a compelling business case make your palms sweaty? You’re not alone.

Creating a business case — a project management document enlisting the benefits vs. costs of executing a project — can feel daunting. 

What should you include? What makes the document boring? How can you make your case convincing? Argh. It’s jaw-clenching. 😬

And yet, knowing how to present your argument well is critical to get buy-in from stakeholders. Instead of looking at it like a nuisance you don’t want to deal with, treat it like a holy grail that decides whether or not your project gets translated into action.

In this article, I’ll tell you exactly what a business case is and offer a step-by-step process to write one that gets the green light instantly. 

Download our FREE business case template >

A business case is a document you put together to highlight, address, and resolve a business problem. 

Example : Let’s say you want to outsource your company’s marketing to an agency because they have more expertise, a larger team, and a freelance network. 

A persuasive business case will highlight why the benefits outweigh the costs of this investment. 

• Maybe you mention the problem — your marketing team is short-staffed, and you don’t have the budget to hire a full-time lead.
• Then, you highlight the proposed solutions — like hiring a freelance consultant, an agency, or an entry-level marketer.
• Lastly, you present your preferred option — working with an agency — and why it’s the most lucrative choice for the company.  

Key stakeholders use this business case to decide whether or not to move forward with your initiative. 

The crucial bit, especially for established enterprise companies, is shedding a spotlight on why the company should deviate from business-as-usual (BAU) and create a change instead. After all, if what the company is doing is already working, why disturb the harmony?

To continue our above example: 

• When making a business case for hiring a marketing agency, call attention to why your current understaffed marketing department is unable to get results.
• Outsourcing to an agency will ensure you have the right-fit content marketing strategy that gets desired outcomes and takes some load off of your in-house team.

Your business case can take an advocacy slant — where you side with one preferred solution. Or you can also present all potential options and let the stakeholders decide for themselves based on your presentation — a more impartial approach. 

A business case might sound just like creating a business plan or a project plan, but those three are different things.  

AI Business case generator > AI Business case generator >

How is a business case different from a business plan and a project plan? 

Business case vs. business plan : 

• Specific VS broad - A business case zooms in and shows why the company should pursue a specific project. On the other hand, a business plan highlights why the company should go for a completely new business. 
• Level of detail - A business plan includes overall market research, goals from the business as a whole, and how you plan to achieve those aims. You might prepare a business plan for an existing business if you’re aspiring to take a significantly new direction for the company. 

Business case vs. project plan :

• The Why VS the How - A business case argues why a company should proceed with a project. A project plan, on the other hand, gets into the nitty-gritty of exactly how a company will tackle an approved project.
• Path to results - While a business case does include high-level steps on how you plan to achieve your desired results, it does so on a surface level without deep diving into the specifics of each step.

Every project needs a project plan. Every new business needs a business plan. But does every single project need a business case? No. 

When would you need a business case?

If you are part of a multi-million dollar company, you may not need to present a well-crafted argument for buying a $5/month tool. But there are three conditions under which you definitely do need a business case:

• When you need to get a buy-in for significant investment from stakeholders. 
• When you aim to provide all possible solutions for a problem. 
• When you want to outline your vision for a project.

Having a business case in place ensures you’re taking a well-thought-out, strategic approach to implementing your project.

Your proposed solution might be a no-brainer inside your head. But how do you make stakeholders see eye to eye with you? It’s all about doing your homework right. 

Preliminary checks: How to write a business case that gets the green light?

Here’s a five-step process you should follow before documenting your business case to ensure you get yeses all over. 

Step 1: Engage the stakeholders

Ask the people what they want.

Before you even begin crafting your pitch, you should know the problems your target audience (AKA your stakeholders) are facing. Are they looking to cut costs? Is the business’ goal to boost employee retention this financial year? Do stakeholders want to increase profits?

• If your stakeholder is external investors, speak to several C-suite executives about what issues are causing the investors the most friction.
• If the stakeholders are your team members, schedule 1:1 catch-ups and chat about what’s a time-suck activity they want to eliminate.
• If it’s your manager, ask them what’s the biggest problem they’re looking to solve.

How much time should you devote to this step? It depends on your project. If it’s a high-stakes ask, demanding a wad of money, you must spend more time reading the room. Your aim is to sniff opportunities and get super specific about the problem you’re aiming to solve.

Andy Raskin, who helps CEOs align their leadership teams around a strategic narrative, showcased a deck by Uberflip that first highlighted the status quo with all the pain points of the target audience — followed by a teaser of the results stakeholders would get if they acted on their project.

Create something similar that shows the promise of your business case. You can also use a graph and data to show your proposition is profitable — especially if your stakeholders get numbers more than stories. 

‍ Dr. Mike Clayton , the founder of Online PM Courses , says this stakeholder pulse-check is a crucial no-brainer step for multifold reasons:

Think like a journalist on the ground. The more you understand your stakeholders, the better you can craft a business case that addresses their concerns. 

Step 2: Research the market 

You don’t want to lead a business case and have a stakeholder point out a better alternative you missed. 

Don’t go into the research with assumptions. Have an open mind and study all possible solutions for your business problem.

Why? It’s simpler to course-correct now than find a better replacement during self-editing your business case — after you’ve already spent weeks preparing it.

For example, if your business case is about investing in an expensive software to hire better staff, dive deep and know about all possible other hiring tools out there. Hunt G2 , Capterra , TrustRadius , Reddit , and speak to other folks in the industry who might use these tools. 

Airbnb’s pitch deck from 2008 is a good example of showing you’ve done your homework by highlighting why the rivals aren’t as big of a hit and then sharing your competitive advantage. 

Marissa, Founder & President at M. Taffer Consulting , says not asking enough questions is the number one mistake you can make during research:

Step 3: Compare and shortlist various approaches you could take

Eliminate all the possible solutions that don’t fit your company. If you look at our last example, you can eliminate any tools that provide exclusively US-based folks if you’re looking to hire talent offshore. Once you have a list of solutions that make sense for you to consider, shortlist all of them and enlist their pros and cons. For each method, think: 

• a) Why would this work well for the business? 
• b) Does the cost of this method justify its benefits? 
• c) What could go wrong if we moved ahead with this method?

Steve from Dreamit Ventures shares a “ Power Grid ” you can take inspiration from to make your own competition chart and why your preferred solution is better than the alternatives. 

After running this fine-toothed comb, you’ll be able to cross off even more potential solutions. Now, only a handful of options worth considering remain. 

Step 4: Compile data and finalize your preferred solution

The last step is pinpointing your preferred solution. If you’ve done step three right, the choice should be easy, or there’d be a tie between a couple options. The stakeholders should know you’ve done this homework. Compile all the data you’ve collected about the potential solutions to the business problem and convert it into a digestible form.

This could be as simple as converting your pros and cons list into a table or more complex, like presenting your data visually through graphs and pie charts. 

For example, in the presentation Buffer used to raise half a million dollars , they presented a Business Model slide showing numbers with projected revenue, freemium model details, and user acquisition costs. 

A business model is different from a business case, but you can use these same principles to highlight why stakeholders should move ahead with your preferred solution. 

How much work you should crunch in this step depends on the specific business case, the problem you’re solving, and the size of your project. 

• If it’s a small investment — like imbibing a no-meeting days policy in your company — don’t squander your hours making an aesthetic statistical representation.
• But if it’s a huge qualitative business case — such as hiring a high-ticket, successful freelance writer — schedule time in your calendar to present your case well.

You can also add a ranking criterion in your business case where you give a score between one to 10 to all possible solutions. Make the ranking system as nuanced as you wish, depending on your project. 

Step 5: Document 

With all the data in place and a preferred solution at hand, you’re ready to dive in and create your business case.

Is there a specific structure you should follow? Not really. Many organizations have a business case format that you can use for your project.

If there’s no such template at your company, and it’s your first rodeo at creating a business case, don’t worry. We have a handy template you can easily use and tweak to build your project business case. 

What should you include in your business case? [Free template]

No two project business cases are made the same. You don’t need to provide a 50-page presentation for funding of $2,000 if your yearly revenue is in billions. The reverse is also true: You can’t write three slides if you’re trying to revamp the whole sales strategy. 

Regardless, some things should be present in every business case — like an executive summary of the project, a predicted return on investment (ROI), and resources needed from the company. 

I’ve listed these essentials below, along with a brief description of what you should include in each section. You can also tweak and create a personalized structure for each project. For example, if you think your risk assessment should precede the calculated ROI, feel free to make that change. There is no one ‘right’ way to make a business case. 

At the end of this section, you can find a template you can copy and fill out for your own project. 

Executive summary

An executive summary is the first section of your business case, but it’s the last thing you write. Why? Because it’s your written elevator pitch — it decides whether you pique your stakeholders’ interest or send them on a snooze fest.

If you think like a writer, this section is as important as writing a compelling introduction. In a short and snappy way, you have to present the summary of your project, its goals, and the benefits the business will derive from executing this project. Write it like an engaging hook that perks up the ears of your stakeholders.

Questions to answer : 

• What is this project about? 
• What are the goals for this project?
• What’s the business problem you’re tackling with this project?

Mission statement

Write a short section about the problem you’re trying to solve by implementing this project. The key thing to highlight here is how your project aligns with the overall business mission and fits into the company’s overarching goals.

• How does this business case fit into the company’s overall business goals?
• What specific problem are you trying to solve through this business case?
• What is the end goal of this project?

Problem analysis 

Remember when you talked to stakeholders, researched solutions, compiled all the data, and finalized your proposed solution? This is the place to demonstrate all the work you’ve done and show you have a clear understanding of the problem at hand.

• Why is this an important problem for the business to address now? 
• What are the competitors doing to fix this problem?
• What other solutions are present in the market?

Solution description

In this section, showcase why you recommend your preferred solution and how it's better than the alternatives in the market. The ‘solution description’ is also where you show exactly how you will bring your solution into execution and the operational resources needed for its implementation.

• What is your recommended solution?
• How is your preferred solution better than the alternatives?
• How will this solution be implemented operationally in the company? 

SWOT and risk analysis of your preferred solution

Even your preferred method might have its weaknesses. Instead of curtailing them, bring them out in the open and show what you’ll do to eradicate the weaknesses and mitigate the risks. There’s also the option to split this section into two — SWOT analysis and risk assessment — if it’s a high-stakes business case.

Stephanie Walls , an NYC metro area-based project manager with almost ten years of experience, says omitting or underplaying the risks involved with a project is the biggest mistake you can make: 

Questions to answer :

• What are the strengths, weaknesses, opportunities, and threats associated with your proposed solution?
• How are you planning to double down on the strengths and opportunities?
• What’s the game plan for mitigating the risks, threats, and weaknesses?

Cost and benefits 

Write the details of all the resources you need, whether funding or workforce, along with outlining how you plan to secure the necessary resources. Ask for help from an accountant if the balance sheet isn’t your forte. Next, deep dive into the benefits of implementing this solution and what ROI the business can hope to make from putting it into action.

• What are the resources you need to execute your solution?
• What is the expected return on investment if this project runs successfully?
• How do you plan on getting the financial and non-financial assets you need?

Overarching project plan and timelines

Without getting into the nitty-gritty, write the tasks involved with this project and how you plan on implementing them. Also include a timeline for when you'll be able to complete this project and when you can reach certain promised milestones. 

• What are the tasks involved with implementing this project?
• How are the items to do divided and plan to be executed?
• When can the benefits of this project be realized?

Download your business case template  

[Go to File > Make a copy > Fill in your project details].

These barebones formats will help provide a basic structure to your business case. But persuasion is more of an art than a math problem — and you don’t want to ramble and talk phooey while presenting your business case live with stakeholders staring down at you.

How can you inject some soul into a boring business case?

Best practices for creating a business case

Getting a lukewarm response to a business case you spent weeks (or even months) preparing, refining, and tightening is discouraging. Here are some handy best practices to add a little oomph to your argument: 

#1: Craft a story around your business case

Data and figures are great. They prove your point is logical, well-thought, and supported by the math Gods. But they don’t “click” with people the same way stories do. Research has repeatedly proven stories to be more persuasive than statistics.

Change can be uncomfortable and fearful for stakeholders. A story tugs to the heart before it fancies the brain — helping people overcome their resistance to change. 

The best part? When you become a great storyteller , you don’t just make your business case more convincing and engaging, but you also make your points more memorable. Only 5% of people remember statistics, while 63% of people remember stories, according to an experiment in Made to Stick by Chip Heath and Dan Heath.

Ideas for imbibing a story into your business case :

• Create a narrative around the problem your business case aims to solve. 
• Show testimonials, dialogues, and feedback from real people.
• Use illustrations in your slide presentation to craft a story.

#2: Scrutinize each sentence

If you want to hold the attention of your stakeholders from the beginning to the end of your presentation, ensure each sentence you have adds value to your argument. Be ruthless in deleting fluff and presenting your case in as simple words as possible.

When you’ve spent so much sweat doing market research and collecting data, it can be hard to identify what’s relevant and what’s needless overwhelming information.

Even worse: Sentences that make sense to you might go over the head of your stakeholders. Use Wordtune to make your writing clearer, concise, and clean — no matter whether you want a casual tone, a business tone, or simply shorten your sentences. It’s your magic wand to translate hard-to-read sentences into legible ones with a single click.

Learn more : How To Write Better Sentences (And Develop Your Writing Skills)

Ideas for refining your business case so each sentence adds value :

• Ask an unbiased eye — your friend, spouse, or coworker — to point out what makes sense and what doesn’t. 
• Develop some self-editing chops to ensure clarity and logic become your BFFs. 
• Use tools like Wordtune to fine-tune your writing to be more accessible.

#3: Answer your audience’s questions in advance

A surefire way to get the stakeholders on your side is by predicting their questions and addressing their concerns before they get a chance to voice them.

For example, if the CFO might be worried about the finances, dig your hands into the accounting department and check your basics. Discuss expenses proactively and emphasize the benefits of betting on your business case.

If you have done your homework and spoken to stakeholders, this best practice is easy-peasy. You already know what’s on your audience’s mind and the issues they’re struggling with. But they aren’t the only ones who hold the reins.

While stakeholders are the primary decision-makers, there are also decision influencers — who have a high effect on what the stakeholders think of your business case. Similarly, the people who will do the day-to-day of the project — the implementers — might also raise some problems you might have missed.

Rhona Aylward , Deputy Everything Officer with a Project Management Office at Psoda , suggests dividing stakeholders into four camps depending on their relative importance to the project: 

  “A simple chart with influence on one axis and interest on the other works well. You then plot each stakeholder’s relative position and that shows you the level of engagement each one should get.

You then use this map to work out your engagement plan. Things to think about when planning are: 

a) Are the stakeholders positive, negative, or neutral about your project?

b) Who are the biggest champions and who are the biggest detractors

c) Who is likely to be emotionally invested in the project’s outcome (positive or negative)?

d) Who is connected to who and how are they connected?”

Addressing your audience’s questions means predicting the problems of all these groups and tailoring your message for each. If your colleagues are the implementers, take their feedback on the first draft of your business case. If your manager is a decision influencer, run your business case idea by them before you start preparing it. 

Ideas for addressing your audience’s concerns ahead of time : 

• Interview stakeholders before you begin drafting your business case. 
• Highlight how you’ll be resolving your stakeholder’s concern proactively in your presentation. 
• Ask for insights into your business case from a few audience members ahead of time and include their recommendations while editing.

#4: Add visuals to splash some color to your business case

Facts and figures alone can be dry and tedious. But graphs and pie charts and video testimonials? They splash some much-needed color into your business case.

Data backs this up: When people hear or see information presented out loud, they remember 10% of it. But when the same info is armed with relevant images, people retain 65% of the data .

Ideas for adding visuals to your business case :

• Convert statistics into visual data formats — like tables and pie charts. 
• Find elements where you can employ images and videos instead of text. 
• Add a unique slant to your business case by taking an entertaining and/or casual approach.

#5: Treat your business case like a live document

As the project gets put into action, new information arises, or fresh roadblocks occur that weren’t accounted for in the business case. The competitive landscape might shift, leading to changes in your business strategy. The predicted finances become actual costs, which might be more or less than your estimates.

The business case should be up to date on all the changes happening during execution because it’s constantly referenced during a project. 

Ideas for keeping your business case updated :

• Block time in your calendar every other week to update the business case. 
• Assign responsibility among the team members to upgrade the business case.
• Reference the business case in every stage of the project and add any missing info as you move along.

Business case: The stepping stone to a project’s success

A business case isn’t just a theoretical document — it’s a breathing file that lays the groundwork for your action plan and helps you get tangible results.

Building a solid business case doesn’t just get stakeholders' buy-in, but also gives you a crystal clear vision for your project and makes execution less daunting. 

‍ Download the business case template to make your own easily and use Wordtune to make it tight as a drum. I hope you receive an overwhelming “yes” to your proposal!

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How to Write a Business Case (+ Free Template and Example)

Let’s say you are a project manager — and you notice the communication tool your team is using is outdated and difficult to use. 

It frequently causes issues in communication — team members don’t always receive meeting invites, messages get lost, you can’t save important information without writing it down somewhere separately, etc.

You discovered a new communication tool that you think would be great to switch to, but that would require the whole company to transition from one to the other. You can’t just suggest this to your superiors, without offering concrete evidence as to why the switch is necessary.

This is where a business case comes into play. It outlines why and how an endeavor or a project is worth undertaking. In this text, we will talk about:

• What a business case is,
• How it differs from similar documents,
• How to write and present a business case, 
• The Five Case Model for preparing a business case, and
• The key elements of a business case.

We will also provide you with a business case template you can use, and an example you can reference.

As per the PMBOK 7th Edition , “ a business case is a value proposition for a proposed project that may include financial and nonfinancial benefits. ” 

On top of this, “ a business case can contain information about strategic alignment, assessment of risk exposure, economic feasibility study, return on investments, expected key performance measures, evaluations, and alternative approaches. ”

Basically, a business case is a document that acts as the summary of your project idea, providing the reasons it should be executed and focusing on the benefits it brings.

Writing one should be among the first steps to starting your project — as you will use it to gain the attention of the stakeholders and convince them to support your project. 

We’ll get into detail on writing it, but first — let’s clear up the difference between a business case and some terms it’s often confused with.

A business case and business plan seem similar at first glance — they both outline a project and can be used for stakeholder propositions. 

In reality, though, they are used for different things.

The main difference between the two is what they focus on. 

Business cases are created for endeavors within a business — projects, acquisitions, events — while business plans are typically used when starting a new business. 

A business plan will contain broader aspects of a business — like a mission statement or target market. Business cases are more specific, and they deal with an aspect of a business — be it an issue or an opportunity.

💡 Plaky Pro Tip

You can find examples of how to write a business plan in our guides on starting a business in different US states:

• How to start a business in Connecticut
• How to start a business in Arizona
• How to start a business in Alabama
• How to start a business in Arkansas

Business case vs. project plan

A business case can also be confused with a project plan . However, a business case should justify why a project should exist. Only after a project is approved, post business case review, a project plan is created.

Where a business case will speak on how a project should look, a project plan will determine how it will look. Meaning, business cases are broader and more theoretical. Project plans need to be exact, as they will serve as guidelines for all project team members .

Business case vs project charter

The main difference between a business case and a project charter lies in their similarities — a business case is used to justify a project’s existence, while a project charter is used to authorize its execution. Again, a business case is created before the project charter.

The second difference between the two is in how concrete they are. A business case suggests project managers, while the project charter authorizes them. Essentially, the project charter makes the final calls on how things should be done. 

The same goes for the project scope — while a business case can suggest the schedule and budget of a project, the project charter will make the final decision.

Free project management software

Streamline your business — Improve planning, align teams, finish tasks with Plaky.

How to complete a business case in 3 steps

The business case is one of the most important documents to create for your project. Therefore, you should approach the process of making one with utmost care and attention.

For ease of reference, this process can be separated into the following steps:

• Do your research,
• Write incrementally, and
• Present your business case.

Step #1: Do your research

Rushing into things blindly will practically always result in failure. So, before you begin writing a business case, you must gather as much information as possible regarding the desired project.

It’s good to seek out information on matters you know little about. Consult experts in the fields required for your project. 

For example, if you are creating an app to help tourists experience lesser-known landmarks, you want to consult both with IT experts and tourism experts for the appropriate locations.

Now, instead of relying on data you’re unsure of, you have concrete, confirmed information that you can create your project around. 

Basically — you’re taking the guesswork out of the equation.

Step #2: Write incrementally

Now that you have all the information necessary for your project, it’s time to start writing your business case. 

This is where you’ll determine where certain pieces of information you’ve gathered will fit — which piece of your project they are necessary for.

Knowing how to utilize what you’ve learned is essential for this step. For example, if you’ve gathered information on what it would take to create your app, you should know the:

• Employee skill sets required, and
• The number of employees needed for your project.

Once you have all the information, try to present it in a concise but compelling manner.

It’s good to check in with your project stakeholders for updated information and change the business case incrementally with their input. After all, the stakeholders have your project’s best interest at heart, so their advice is to the project’s benefit.

You want to save the executive summary for last since it will be a recap of all you’ve written in your business case.

Step #3: Present your business case

Now that you’ve completed your business case, it’s time to convince your stakeholders that it’s an endeavor worth pursuing. 

Whether it’s external financiers or company seniors, you need to have important stakeholders on your side for the project to take off. 

Your business case might be incredible, but if you cannot sell the idea you’re pushing, it will be difficult to get any backing. So, organize a presentation for your stakeholders or try an elevator pitch — a quick way of presenting your key points.

If you’re inexperienced with presenting your ideas, practicing an elevator pitch is a great way to realize what the main selling points of your project are. 

An elevator pitch should last around 30 seconds — about as much as an elevator ride lasts — and include the main reasons someone should invest (be it their time, funds, or effort) into your project.

The Five Case Model for developing a business case

When writing your business case, you should not only be concerned with what the contents of your business case will look like but who will be reading that content as well.

There are many different kinds of stakeholders, and all of them will be looking for different appeals in your business case. To help you write one that can get positive remarks from all of them, you can use the Five Case model .

It suggests that a business case should be written from five different points of view, named:

• The strategic case,
• The economic case,
• The commercial case,
• The financial case, and
• The management case.

POV #1: The strategic case

The strategic case is written from the perspective of the business itself. It aims to show how a project will keep in line with the business objectives, goals, and vision — and benefit them.

The goal is to show how this project will positively impact the business — whether directly, through perhaps a product, or indirectly, through something like a PR stunt.

Check out the free strategic planning templates we offer in the post below:

• 14 Free Strategic Planning Templates (2024)

POV #2: The economic case

The economic case is written to show how the project brings social value, including environmental effects. The most important part of the economic case is the options analysis, which we will touch on in the next segment.

Not surprisingly, you want to focus on the economic case if you are making a project that will interact with the public. 

POV #3: The commercial case

The commercial case is written to show the commercial strategy and cost-effective procurement of project resources . It shows that you have a good understanding of the marketplace by assessing supply options.

You’ll need to keep updated on costs, the resources you’ll need, as well as any risks that might come when acquiring them. 

POV #4: The financial case

The financial case, in essence, wants to answer the question — can we afford it? It speaks on the funding of the project and the support of stakeholders and customers.

For the financial case, you need a thorough understanding of the capital, revenue, and whole-life costs of your project. You also need to address any possible gaps in funding that might arise during the course of the project.

POV #5: The management case

The management case is written to show the delivery, monitoring, and evaluation of the project. You need to assure your stakeholders that your project will be managed with the best practices and that all timelines are set with appropriate goals assigned to them.

It mostly covers the project governance and risk management elements of the business case, which we will talk about soon.

7 Key elements of a business case

A business case can have many elements — there can be over 50 elements in a detailed document. 

However, we can divide and combine them into 7 key elements that should exist in every business case, namely:

• Executive summary 
• Financial assessment
• Business objectives
• Project options analysis
• Cost-benefit analysis
• Project governance
• Risk management

Let’s dive further into them and see what you should look into when writing each of these elements in your business case.

Element #1: Executive summary

You could view the executive summary as a retelling of the essence of the business case. It gathers all the most important information from the rest of the document in one place.

An executive summary should start with an introduction and answer the following questions:

• What issue does the project solve or what opportunity does it take advantage of? 
• What options exist to tackle this issue/opportunity?
• What option is the preferred solution?

Next, you want to present the research you went through to create this business case. Then, go through your recommended actions — the conclusion of your research. This is essentially where the bulk of your project expectancies go.

By the end, the reader of your executive summary should understand what they’re getting into for the rest of the document.

Element #2: Financial assessment

In the financial assessment, you want to predict the cash flows of your project. The first thing you want to show in this section is detailed cost estimates and risks.

You should produce cost estimates for different aspects of the project — for the app example, think UI design or marketing — and determine them at both the P50 and P90 levels of confidence. 

P50 means a cost estimate with a 50% probability of not exceeding it, and P90 means a 90% chance of the same. 

For example, you’re 50% sure that the UI design costs will not exceed $50k, but you’re 90% sure they won’t be over $70k.

Next, you want to present the following:

• Project funding analysis, 
• Development analysis (the cost of scoping a project),
• Staffing impact summary, and 
• Summary of costs for each project phase. 

Element #3: Business objectives

The business objective answers a simple question — why are you doing the project? 

Think back on what we described first in the executive summary. What opportunities or issues arose that require this project to exist?

How does this project relate to the current business strategy? You need to convince everyone reading that your project needs to happen. 

What are your project goals? Once you determine project goals, you can determine:

• Project scope,
• Project constraints , and
• Project deliverables .

Element #4: Project options analysis

Now that you’ve justified the reason your project should exist, it’s time to take on different options for its execution. 

This element is dedicated to analyzing the strengths, weaknesses, opportunities, and threats of each option — basically, doing a SWOT analysis for each of them. 

Then you want to shortlist the options by discarding the ones that don’t lead to the desired outcome. Finally, do a reassessment of the shortlisted options and discard options accordingly.

Take a look at the external stakeholder impact of each option. More specifically, you want to look at the nature and level of impacts, specify the negative ones, and propose how they should be managed and mitigated.

While this boils down to a risk analysis for each option, it’s broader and used to determine the overall risk of each option. A more detailed risk analysis, determining the weight of specific risks and building contingency plans, comes later.

The project that comes out of this will be the preferred option for tackling the issue or opportunity described, which will be used as a reference when the actual project is executed. Finally, determine target outcomes for the reference project, measured with project KPIs . The targets must be realistic and measurable, yet challenging.

Element #5: Cost-benefit analysis

A cost-benefit analysis is used to prove that your project is worth doing from a business point of view. It proves that the benefits of doing a project are greater than the costs, thus justifying the project.

The cost-benefit analysis is done in 4 steps:

• Establish a framework — in this step, ask yourself what the measurement of your project’s success is (hint — take a look at the KPIs you’ve determined) and make sure both costs and benefits are measurable.
• Analyze costs and benefits — measure the costs and benefits of your project separately. Some are obvious — material or employee costs — but some are more elusive. If you are using an owned facility to house the project in, you are not spending any money for rent, per se — but that facility’s worth is being directed towards your project, so it’s an indirect cost.
• Establish a value for the costs and benefits — to compare the costs and benefits, they must share an equal “value unit”. Traditionally, monetary currencies are used, but you can be more creative if the situation calls for it. Intangible costs and benefits can be difficult to place a specific value on, but not impossible to achieve still.
• Compare the value of the costs and benefits — compare the sums of both the costs and benefits of your project. If the benefits outweigh your costs, your business case is good to go. If it’s the opposite, maybe you should revise the option you chose in the previous element.

Element #6: Project governance

Who will do what in your project? This is the question you want to answer in the project governance element of your business case. A typical hierarchy is set as:

• Responsible minister,
• The project control group,
• Project sponsor, and lastly,
• Project team.

Next, you want to analyze communications. In essence, how and how frequently will you communicate with certain stakeholders? 

You can use:

• Progress reports for superiors, 
• Team meetings for team members as internal stakeholders, or 
• Even social media for communication with customers as external stakeholders.

If you want to know more about the importance of communication in a project, check out this article:

• Why is communication important in project management?

Element #7: Risk management

Lastly, an element you mustn’t underestimate is risk management . Risk assessment is so vital to every project that it’s done while writing a business case, so even before the project is approved.

Risks are analyzed through 2 criteria — likelihood, and impact.

By likelihood, they can be: 

• Almost certain,
• Possible, and 

By impact, they can be: 

• Major, and 
• Catastrophic.

These criteria are used to create a risk matrix, determine the categories of risks, and make us aware of how urgent action is. Safe to say, if a risk is both catastrophic in impact and almost certain in likelihood, action on it is prioritized over any other.

You can vary these parameters of likelihood and severity to keep your analysis flexible, as seen here:

After all the risks have been identified, you want to construct a risk management plan , outlining all risks and their categories, as well as figuring out contingency plans for all of them.

If you want to learn more about managing risk in your projects, check out this guide:

• What is risk in project management?

Business case template + example

Knowing the steps to make a business case, however, does not properly explain what a business case looks like. 

A business case can be very detailed — the sheer number of points in it could be as long as an academic paper. 

But, we’ve created a business case template with 7 of the most important points it should have:

•  Executive summary
• Cost benefit analysis

🔽 Get the free business case template here

A filled-out business plan template can be extensive, spanning many pages of documentation. So, to give you an idea of what you should be writing about in a specific situation — we have filled in a business case template with the thought process that will come into writing each element:

Project title: Poetry Night event

Start date: 10/5/2023

Project manager: William Cambridge

Contact info: [email protected]

Executive summary: Reasoning for a poetry night might come from doing a poll, showing that the local area has no such events, yet the populace shows a good number of aspiring writers and poets.

Financial assessment: Cost estimates for this project may vary — renting space may be mandatory, and you might want catering for the event. Both of these may vary in cost depending on the number of attendees, so for your P90 analysis you should take a look at the poll results to estimate the maximum number of guests.

Business objectives: This project is done for public benefit, but can also serve to boost the PR of an organization. The project goals might be viewed through the attendees’ satisfaction, a boost in your organization’s online presence, or a rise in the popularity of a poet you were trying to promote with the event.

Project options analysis: This section would be dedicated to analyzing the different kinds of executions of the poetry night. Should it be in public, or in a closed rented space? Should there be light music in the background, and would it be beneficial to the event if the music was live? If you’re unsure of the answer — consult with stakeholders. In this case, you could do another poll.

Cost benefit analysis: The benefits of this project will largely be intangible — the rise in your organization’s popularity or the satisfaction of attendees would be difficult to quantify with dollar signs. However, there might be tangible benefits to find — if your organization offers a product or service, is there an expected rise in procurement after the project’s completion?

Project governance: Who will be in charge of the organization of the project? Who will be the sponsor? Who will tend to the catering? Who will be the presenter, and whose poetry will be presented? Answering these questions gives us project governance in this example.

Risk management: Is there a possibility that very few people will show up? Is there a possibility that the vendor of the rented space or the catering cancels last minute? In that case, is there a backup you can use and how can you notify all attendees of the change effectively?

Conclusion: Use a business case to pitch your ideas correctly 

By now, you should be aware that just having an idea usually isn’t enough to make someone want to support it. Analyzing it, justifying it, and creating a detailed business case around it are the essence of selling an idea to superiors or potential investors.

Always start with the idea itself — the best way to bring someone closer to it is to explain how you came up with it in the first place. Be sure to compare with alternatives, and show why your case is the one to go with.

A business case is a great tool to facilitate growth, whether it be small or large in scale. 

✉️ Do you have experience with writing business cases and have additional advice on the subject? If yes, write to us at [email protected] and we may include your advice in this or future articles.

Luka Bogavac is a project management author and researcher who focuses on making project management topics both approachable and informative. With experience in entrepreneurial projects, education, and writing, he aims to make articles that his younger self would appreciate. In his free time, he enjoys being outdoors hiking, or staying indoors with a good film or video game.

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How To Write Business Plans and Business Cases

Setting the scene

“What’s the difference between a business case and a business plan?”

Few people can produce a ready answer to that question. After all, both business plans and business cases make predictions about future outcomes, but there is a big difference between the two.

Business plans

are based on the business model or business line of an organisation. They explain how the business will achieve its operational and financial goals by capitalising on the capability of the organisation.

Business plans may be written to explain how a business may meet its growth targets over one or more years.

Business cases

are based on a cost model. Business cases comprise an argument to convince a decision maker to approve a specific course of action over another.

A business case may be produced to justify the purchase of capital equipment.

1. What is a business plan?

2. how do i prepare, 3. how do i start, 4. how long should a business plan be, 5. how should i clarify my ideas, 6. what should a business plan contain, a) executive summary, b) management profiles, c) vision statement, d) mission statement.

e) Your proposition – company, product or service

f) Market description, analysis, segmentation, targeting and positioning

G) explanation of how the product, service or idea is different, h) outline marketing plan, i) outline sales plan and forecast, j) resources.

k) Financials (to include ROI and cash flow)

l) How to make it happen

7. should i use images and colour, 8. how should i present charts, 9. what is a business case, 10. what is the first stage, 11. how do i test my ideas, 12. defining options, 13. structure of a business case, 14. how do i encourage a decision, 15. any winning tips.

16. One last thing…

Business Plan

A business plan is a written document which describes your business, your goals and how you intend to achieve them over a given period. It is a forecast. It describes your starting point and the strategy you need to reach your proposed end point in one, two or three years.

It details your aims, describes your products and services, analyses market demand, and details the resources you need, the capability you have, and the income you anticipate to generate over a period of time.

In essence, your plan should provide sufficient information for the reader to calculate the credibility of your strategy, your chance of success, and in some cases, the risk people may take by investing in your business.

Ensure that you can answer questions about your plan with logic, completeness and clear thinking. You need to be able to describe three things:

• The situation – opportunity or problem
• Your plan to address the situation
• The payback

Creating an effective business plan means converting an exciting idea in your head into a compelling story on paper. It means applying logic and reasoning to your thoughts and creating a credible plan of action. Above all, it requires clarity of thought.

Clarity is the connection of your idea – your business proposition – to a coherent set of words, sentences, and numbers. It details what you wish to achieve – the business benefits – the why and who and when and where and how you are going to achieve them.

You must be able to answer why people should buy your business, product, service, or idea, in preference to someone else’s. Your answer should include the financial reasons why people should buy from you, which then means that your answer is essentially your value proposition.

A value proposition is a statement of value which you propose to deliver to potential buyers. This should be your starting point for developing your business plan.

Think of your value proposition as your elevator pitch. It should be clear, concise and compelling. It is about how you can deliver greater value or offer a better deal to potential customers than the current market can offer.

A value proposition details how your business, product or service can offer higher quality, lower cost, or something else desired by your customers, that your competitors can neither offer nor replicate easily. A value proposition should comprise a simple set of statements which:

• Describe how your business, product, service, or idea addresses the situation – problem or opportunity.
• Detail why the situation should be addressed or needs to be addressed in terms of opportunity, difficulty, or cost.
• Explain the benefits of your business plan – your business, product, service, or idea over alternatives.
• State the cost advantages of your business, product, service, or idea over competitive alternatives.

A business plan should contain essential information and no more than essential information necessary for the plan. The plan should be as short and as concise as possible. But it must contain everything necessary. In other words, it must be complete and leave no obvious questions unanswered.

A business plan can be as short as a couple of pages to many pages long depending on the product, service, market, and complexity of the proposition.

You need to have clarity about all aspects of your business plan and the influences upon it. SWOT may help you to distinguish between unimportant and important aspects which you need to consider. A SWOT analysis is a way of focusing on factors which may influence your success.

In particular, you need to be clear about threats to your plan. Readers need to see that you are knowledgeable about the environment in which you will be trading. That means you should never skip over areas of potential difficulty. Instead, define, analyse and conclude how and why you can overcome them. Realism is desirable in all business plans.

The number of sections your plan needs depends on the focus, technology or complexity of the proposed offering and may include:

b) Management profiles (if relevant)

The executive summary is the most important part of the document because it is likely to be read by all stakeholders. But don’t think of it as purely a summary of your business plan.

Think of it as an opportunity to “sell” your business idea. Think impact, engagement, and appeal. From your first word to your last, your executive summary requires high energy.

Your first sentence should be a benefit-focused entrée into an appealing, scene setting, first paragraph.

It should detail your vision, mission, the situation, proposal, and payback. It needs to mirror your document in the precise order of your document – from the proposition, market description, considerations, resources required and return on investment to cash flow. It needs to be well-structured, appealing, and highly credible.

Sketch out your executive summary in draft before starting your document. It should represent the skeleton of your document. Produce it in rough before writing your document and complete it after writing your whole document.

An executive summary – over one or perhaps two pages – should have seven parts:

• Proposition summary and how it meets the customer/market needs
• Situation definition - problem or opportunity
• Approach and proposition
• Financials/costings/payback
• Benefits/rationale to approach
• How to make it happen

If the business plan is to secure funding, investors will want to know the capability, experience, and track record of the people who will be driving the business. Short biographies of key people should be detailed.

State where you see your business in the future. A vision statement is a high-level overview of the business, the characteristics the business will display, and the goals that it will have achieved by a specific time.

Summarise your company’s purpose, means of operation, market, and scope of activity.

e) Your proposition - company, product or service

This section should start with an outline of why you have developed your offering – the need for it – and how it fits within the market, competitively. You should position your company, product or service in the mind of the reader.

The main focus of this section is on what you will offer the market in terms of business, product or service, technically and operationally. You should include charts, diagrams, and images as necessary to enable the reader to understand your offering and its comparative capability.

Ensure that the information you give is complete, that your narrative explains essential details, and that no questions are begged.

You should describe your product or service in terms of what marketers call a marketing mix. It’s a means of structuring an offering from a marketing perspective. It comprises: Product, Price, Placement, and Promotion, otherwise known as the 4 Ps.

This is about describing your product range or service, and how you will adapt it to support your customers’ needs and desires.

You should also include guarantees, support, and maintenance. Also include product variation, differentiation, and innovation.

This is the process of setting product prices. It may include discounts which relate to what you think customers are prepared to pay, and how they may wish to pay.

This might involve distribution channels, direct sales, indirect sales or e-commerce. In essence, you need to detail how you will get your product to market. Don’t go into detail here – instead, give detail at the section on sales plan and forecast.

This is about how you will promote your product, product line or company.

Markets are divided into groups of buyers – or segments. You should describe your market in segments.

Tailoring an approach to one or more groups – or one or more segments – over others is the only way to promote your offering. That’s why airlines promote first class services differently from economy class services.

One other thing you need to be aware of is that the segment or segments you propose are valid. Provided that a segment can be identified, is of reasonable size and can be reached economically, then it is a valid marketing target. Here are some variables:

These relate to age, gender, income, race, and ethnicity for the purpose of creating a clear and complete picture of the characteristics.

There are often regional differences. Customer preferences differ depending on which part of the country they may live.

Some customers are brand loyal. Others are heavy users while others are identified as light users.

This is based on activities, interests and opinions.

Segmentation

Segments which should be attractive are those which complement your business’s strengths and where demand, profitability, and growth are favourable.

Identify the variables, and then:

• Group potential customers into segments
• Group products into categories
• Produce Market/Product grid/s

You should also detail market influences. Markets are influenced by a number of factors such as technology, economics, politics, geography, social views, and so on. Refer to your SWOT analysis. You need to identify market factors which may influence your business plan and link them to justify your approach to achieving your proposition.

Link your marketing mix to your target segment. To do so, you need to answer these questions:

• How well is our target segment served by existing suppliers?
• What would be the cost of reaching that segment?
• How compatible with our strengths is this new target segment?
• What is our competitive position?
• What is the market growth potential?

Positioning

You need to think about how you compare with competitive products and services. You then need to decide how you wish to position your product or service in the eyes of your market.

Positioning is the process by which you create an image or identity in the minds of your target market. It is the “relative competitive comparison” your product or service occupies in a given market – as perceived by the market.

It is about identifying the differential advantage of your business to your target segments. For example, a Rolls Royce Dawn is positioned differently from a Ford Fiesta even though both products are classified as cars.

Your business plan may be focused on an existing product or service or developing something completely new. Alternatively, you may wish to compare what you are offering with a competitive product or service.

Differentiation is about a product, service or idea which is perceived by the market – not purely by you – as being different. Differentiation is the aim of most businesses.

It may relate to lower cost, faster delivery, higher quality, greater adaptability and so on. The aim of differentiation is to match your offering to customer needs, attract your market and generate market advantage. You need to be clear about how you are going to achieve this.

At this point, you should also detail the uniqueness of your offering – your unique selling proposition (USP) – which distinguishes you from the competition.

Think through each element of your offering and link it to the process of getting your offering to market.

Produce an outline marketing plan – summarising essential points. Leave full detail to the marketing plan. Digital marketing is likely to play a role in promoting your business, product or service, so you need to detail how it will achieve your goals.

A typical marketing plan includes the following:

Detail the income the plan is to generate.

• Environment – Focus on every  external influence on getting your offering to market. It includes economics, social trends, political influences, legal and technological influences. Some factors may be advantageous to you, some not. Whatever they are, you need to detail them.
• Competitors – You need to detail the market positioning of all relevant competitors and their comparative strengths and weaknesses with specific reference to your market. 

Based on the above analysis.

Segmentation, targeting, and positioning.

The four Ps – Product, Price, Promotion, and Placement.

Activity is likely to include search engine optimisation (SEO), content marketing, paid advertising (PPC) and social media marketing. Whatever it is that you decide to do, you need to detail it. Produce a chart of proposed activity against forecast return, over time.

Link these through to the financial section of your business plan.

The outline sales plan and forecast should include essential sales information from your full sales plan, and nothing more. It should detail the tactics you intend to use to reach your sales goals. If B2B, you should specify the market segments you intend to target and the companies and people you intend to approach.

You need to provide a chart which specifies sales resourcing needs and timescales of the complete sales lifecycle. It should be designed so that it is understood at a glance.

If you have prospects stating an intent to buy, these statements should be included here. The sales plan is the sharp end of your business plan.

The purpose of this section is to give readers confidence by demonstrating realism about your market and credibility about your forecast.

You should detail the resources you need to achieve your business goals – people, time, equipment and money. Specify lead times – recruitment times if relevant – and whatever else you deem essential. Demonstrate how you will achieve what you propose to achieve with the resources you propose to have.

k) Financials

The primary purpose of business, any business, is to make a profit. There is no other primary purpose. For that reason, the methods by which profit will be made needs to be detailed, clear and understandable at a glance

It should be complete and presented simply and clearly, and include:

• Funding requirements, envisaged return on investment, and cashflow.
• Clear description attached to numbers and lines as appropriate.
• Tables and charts with a consistent style.
• Key messages highlighted from each table or chart.

Include a timeline of who has to agree on what and by when.

The answer is yes. Images are a good way of getting points across. If colour makes your proposal look more attractive to read, then use it. Ensure, however, that images and colour support your message and don’t get in the way of it.

Give your chart a figure number and provide a summary underneath explaining the message your chart conveys. Provide narrative. Never leave it to the reader to interpret what your image or chart might mean.

• Business Case

A business case is a justification for a proposed project or plan of action on the basis of its expected commercial benefit. It is a business argument.

It reveals a situation which is either a problem or an opportunity and details how the situation could be addressed in terms of benefits and risks.

It needs to show a compelling case for change, value for money, commercial viability, affordability, and achievability.

The first stage is to produce a rough justification for addressing a problem or opportunity. It may start with your belief that you can improve a situation, save cost, make money, or achieve competitive advantage.

Whatever it is, you are unlikely to have complete information straight away, but you should have a rough idea.

For instance, you should have an approximate idea of feasibility factors. These may include situation knowledge, market size, competition, income opportunity, costs, funding, resourcing, and risk.

What you should be clear about are the drivers for addressing the situation and why your idea, product or service may have commercial traction. While you might not have complete information, you should have sufficient data to list your anticipated business benefits.

The result of this information is called your value proposition and is the basis of your business case. Refer to section 3 to remind yourself of what a value proposition should contain.

At this stage and at every stage of writing your business case, you need to probe and test your ideas. Great business narrative doesn’t beg questions but answers them, so every one of your statements needs to be supported and credible.

All options need to be defined, and your analysis needs to be non-controversial. Your analysis should be written in such a way that interested parties would agree with your analysis – even those who are likely to oppose your recommendations.

You should deal with researched facts and not show bias, or reveal recommendations. All reasonable options need to be considered including that of doing nothing (provided that is a reasonable option).

Options need to be detailed in precisely the same way – proposed option, implications, and payback – so that they can be compared equally. Consideration may be:

This relates to business synergy and strategic fit. It answers the question whether the option will be good for the overall business.

This aspect relates to whether it is good value for money.

This relates to how the business case will be structured financially and whether it can be considered to be a good deal.

This is primarily focused on whether the proposal can be funded and is affordable.

This aspect is concerned with whether the preferred option can be delivered successfully as outlined in the business case.

It should have 7 sections comprising:

Problem or opportunity definition, proposed business case, market analysis.

This is the most important section of your business case as it is likely to be read by all stakeholders. Produce a benefit-focused first sentence as an entrée into an appealing, scene setting, first paragraph. Your complete summary should be written so that it can be understood at a glance. It should be credible and highly persuasive.

You should draft your executive summary after you have drafted your value proposition but before writing your document. The draft will be approximate and should be finalised after the document has been written.

This section should mirror your document in the precise order of your document – from the proposition, market description, considerations, resources required to the return on investment.

From your first word to your last, your writing requires high energy. It should detail the purpose of your business case, the situation which it addresses, and above all, the benefits of your business case.

• Summary of proposed solution.
• Summary of the situation - problem or opportunity.
• Expected outcomes.
• Summary of benefits of proposal solution.

Detail the problem or opportunity so that it can be understood at a glance. Your writing should be jargon-free and easily understood by anyone not associated with your business idea.

Your analysis should be non-contentious and utterly factual of the problem or opportunity. It should provide a background and context to your business case and include research data both favourable and unfavourable to your proposition.

Identify all sources of information which contribute towards your proposition. These may include:

This is the main body of your business case. Your proposition and your approach to the problem or market should be detailed stage by stage. Start with a description of your offering in terms of benefits, features and advantages in that order.

Above all you must explain why your proposition is well-placed to address the situation and precisely how your approach complements your current business strategy.

Three questions your proposition needs to answer at every stage are: How does your idea compare against competitive ideas? How will you reach the market? Where’s the proof that you are likely to succeed?

Anticipate reader questions and answer them within your business case. Provide credibility and proof if possible at every stage.

As a conclusion to this section, you should detail your prospects – or likely users of your proposition or offering – along with their job titles. Readers will be looking for assurance that you really do know your market, can reach it, and are able to generate your forecast financial return.

• Explanation of how the solution addresses the problem or opportunity
• Cost savings
• Non-economic (perhaps relating to regulatory compliance)

If your business case is opportunity focused, then market analysis, competitor analysis and factors related to the selling environment need to be evaluated.

Show complete understanding of the market, and provide a detailed explanation of how you will reach the market.

Identify which organisational objectives the business case supports and explain how it will support them. (These may include policy, regulatory requirements or commercial governance.)

• List assumptions which drive the business case.
• Detail the environment (financial, operational, political or other) on which the solution is dependent.

Summarise competitive practices or competitor positioning. If helpful, produce a SWOT analysis.

List alternative solutions including “do nothing” provided it’s a realistic alternative.

• Timescales for agreement stages.
• Invite questions.
• Summarise and conclude with strong benefit statement.

This section should provide a cost-benefit analysis detailing the pros and cons of your case. Use facts, figures, and charts to get your messages across and use captions to emphasise them.

Readers need to assimilate critical points from your data at a glance.

• Detail funding requirements, envisaged return on investment, and cash flow.
• Make sure description is attached to numbers and lines as appropriate.
• Ensure every table and chart has a consistent style.
• Highlight key messages from each table or chart.

List the benefits in order of importance. These should relate to all considerations from the financial to the strategic.

Specify the critical path – a timeline – of all stages of approval necessary to proceed. Include the names of the people who need to give their approval.

Once you’ve checked the coherence of your argument and the completeness of your document, it is time to cast a critical eye. In addition to being complete, your document needs to look highly readable.

Make sure that your proposition is business-appealing, logical, strong, well-written and with all essential facts and figures.

Ensure your document is clear, complete, and looks good. Appearance is important. Something which looks good is likely to be read. Masses of text is unappealing. Short paragraphs and clear structure is appealing. Ensure that essential information can be read at a glance.

16. One last thing...

Mistakes in spelling, punctuation or grammar not only distract but reduce the credibility of your document. Ask others to proofread. Then check and recheck before submitting what will become your highly effective business case.

This blog was written by Richard Walker, a director of Walkerstone Limited.

He can be contacted at: [email protected]

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Business Plan vs Business Case: What is the Difference

Businesses use a variety of documents to plan and track their progress. Two common types of business documents are business plans and business cases. Both document the current state of the business, outline future goals and detail how those goals will be met. However, there is a key difference between these two types of documents: a business case focuses on strategy while a business plan focuses on investment and viability.

A business plan is a high-level overview of the entire company. It includes the company's mission statement, an analysis of the competitive landscape, market research, target audience definitions, objectives and strategies for achieving them as well as important financial projections and SWOT analysis. 

A business plan is often focused on gaining investment or deciding if a business will be viable going forward

What is a Business Case?

On the other hand, a business case is primarily used as an internal document to justify an action or strategy within an existing business.

A business case will often include a cost-benefit analysis which weighs the pros and cons of taking a particular course of action. This type of analysis is helpful in decision-making because it forces businesses to consider all potential outcomes before committing to anything. 

Project vs Overall Business Strategy

Often, the best way of deciding whether a business plan or a business case is needed is by considering the aims. 

If you or your business are looking at a specific project or strategy, a business case may be more suited to your needs. For example

• A new product launch
• An expansion into a new market
• The introduction of a new process or technology

On the other hand, if you are starting up a business or want to take a more holistic view of your company's direction, then a business plan may be what you need.

Scope & Aims of a Business Case

A business case cannot be considered a business plan for a particular project or strategy. A business plan is a high-level document that looks at the entire business and not a specific project or goal.

A business case is a more specific document that looks at a particular project or strategy. It includes a cost-benefit analysis which weighs the pros and cons of taking a particular course of action. This type of analysis is helpful in decision-making because it forces businesses to consider all potential outcomes before committing to anything.

The Key Differences: Business Plan vs Business Case

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What Is a Business Model?

Understanding business models, evaluating successful business models, how to create a business model.

• Business Model FAQs

The Bottom Line

Learn to understand a company's profit-making plan

Yarilet Perez is an experienced multimedia journalist and fact-checker with a Master of Science in Journalism. She has worked in multiple cities covering breaking news, politics, education, and more. Her expertise is in personal finance and investing, and real estate.

The term business model refers to a company's plan for making a profit . It identifies the products or services the business plans to sell, its identified target market , and any anticipated expenses . Business models are important for both new and established businesses. They help new, developing companies attract investment, recruit talent, and motivate management and staff.

Established businesses should regularly update their business model or they'll fail to anticipate trends and challenges ahead. Business models also help investors evaluate companies that interest them and employees understand the future of a company they may aspire to join.

Key Takeaways

• A business model is a company's core strategy for profitably doing business.
• Models generally include information like products or services the business plans to sell, target markets, and any anticipated expenses.
• There are dozens of types of business models including retailers, manufacturers, fee-for-service, or freemium providers.
• The two levers of a business model are pricing and costs.
• When evaluating a business model as an investor, consider whether the product being offered matches a true need in the market.

Investopedia / Laura Porter

A business model is a high-level plan for profitably operating a business in a specific marketplace. A primary component of the business model is the value proposition . This is a description of the goods or services that a company offers and why they are desirable to customers or clients, ideally stated in a way that differentiates the product or service from its competitors.

A new enterprise's business model should also cover projected startup costs and financing sources, the target customer base for the business, marketing strategy , a review of the competition, and projections of revenues and expenses. The plan may also define opportunities in which the business can partner with other established companies. For example, the business model for an advertising business may identify benefits from an arrangement for referrals to and from a printing company.

Successful businesses have business models that allow them to fulfill client needs at a competitive price and a sustainable cost. Over time, many businesses revise their business models from time to time to reflect changing business environments and market demands .

When evaluating a company as a possible investment, the investor should find out exactly how it makes its money. This means looking through the company's business model. Admittedly, the business model may not tell you everything about a company's prospects. But the investor who understands the business model can make better sense of the financial data.

A common mistake many companies make when they create their business models is to underestimate the costs of funding the business until it becomes profitable. Counting costs to the introduction of a product is not enough. A company has to keep the business running until its revenues exceed its expenses.

One way analysts and investors evaluate the success of a business model is by looking at the company's gross profit . Gross profit is a company's total revenue minus the cost of goods sold (COGS). Comparing a company's gross profit to that of its main competitor or its industry sheds light on the efficiency and effectiveness of its business model. Gross profit alone can be misleading, however. Analysts also want to see cash flow or net income . That is gross profit minus operating expenses and is an indication of just how much real profit the business is generating.

The two primary levers of a company's business model are pricing and costs. A company can raise prices, and it can find inventory at reduced costs. Both actions increase gross profit. Many analysts consider gross profit to be more important in evaluating a business plan. A good gross profit suggests a sound business plan. If expenses are out of control, the management team could be at fault, and the problems are correctable. As this suggests, many analysts believe that companies that run on the best business models can run themselves.

When evaluating a company as a possible investment, find out exactly how it makes its money (not just what it sells but how it sells it). That's the company's business model.

Types of Business Models

There are as many types of business models as there are types of business. For instance, direct sales, franchising , advertising-based, and brick-and-mortar stores are all examples of traditional business models. There are hybrid models as well, such as businesses that combine internet retail with brick-and-mortar stores or with sporting organizations like the NBA .

Below are some common types of business models; note that the examples given may fall into multiple categories.

One of the more common business models most people interact with regularly is the retailer model. A retailer is the last entity along a supply chain. They often buy finished goods from manufacturers or distributors and interface directly with customers.

Example: Costco Wholesale

Manufacturer

A manufacturer is responsible for sourcing raw materials and producing finished products by leveraging internal labor, machinery, and equipment. A manufacturer may make custom goods or highly replicated, mass produced products. A manufacturer can also sell goods to distributors, retailers, or directly to customers.

Example: Ford Motor Company

Fee-for-Service

Instead of selling products, fee-for-service business models are centered around labor and providing services. A fee-for-service business model may charge by an hourly rate or a fixed cost for a specific agreement. Fee-for-service companies are often specialized, offering insight that may not be common knowledge or may require specific training.

Example: DLA Piper LLP

Subscription

Subscription-based business models strive to attract clients in the hopes of luring them into long-time, loyal patrons. This is done by offering a product that requires ongoing payment, usually in return for a fixed duration of benefit. Though largely offered by digital companies for access to software, subscription business models are also popular for physical goods such as monthly reoccurring agriculture/produce subscription box deliveries.

Example: Spotify

Freemium business models attract customers by introducing them to basic, limited-scope products. Then, with the client using their service, the company attempts to convert them to a more premium, advance product that requires payment. Although a customer may theoretically stay on freemium forever, a company tries to show the benefit of what becoming an upgraded member can hold.

Example: LinkedIn/LinkedIn Premium

Some companies can reside within multiple business model types at the same time for the same product. For example, Spotify (a subscription-based model) also offers a free version and a premium version.

If a company is concerned about the cost of attracting a single customer, it may attempt to bundle products to sell multiple goods to a single client. Bundling capitalizes on existing customers by attempting to sell them different products. This can be incentivized by offering pricing discounts for buying multiple products.

Example: AT&T

Marketplace

Marketplaces are somewhat straight-forward: in exchange for hosting a platform for business to be conducted, the marketplace receives compensation. Although transactions could occur without a marketplace, this business model attempts to make transacting easier, safer, and faster.

Example: eBay

Affiliate business models are based on marketing and the broad reach of a specific entity or person's platform. Companies pay an entity to promote a good, and that entity often receives compensation in exchange for their promotion. That compensation may be a fixed payment, a percentage of sales derived from their promotion, or both.

Example: social media influencers such as Lele Pons, Zach King, or Chiara Ferragni.

Razor Blade

Aptly named after the product that invented the model, this business model aims to sell a durable product below cost to then generate high-margin sales of a disposable component of that product. Also referred to as the "razor and blade model", razor blade companies may give away expensive blade handles with the premise that consumers need to continually buy razor blades in the long run.

Example: HP (printers and ink)

"Tying" is an illegal razor blade model strategy that requires the purchase of an unrelated good prior to being able to buy a different (and often required) good. For example, imagine Gillette released a line of lotion and required all customers to buy three bottles before they were allowed to purchase disposable razor blades.

Reverse Razor Blade

Instead of relying on high-margin companion products, a reverse razor blade business model tries to sell a high-margin product upfront. Then, to use the product, low or free companion products are provided. This model aims to promote that upfront sale, as further use of the product is not highly profitable.

Example: Apple (iPhones + applications)

The franchise business model leverages existing business plans to expand and reproduce a company at a different location. Often food, hardware, or fitness companies, franchisers work with incoming franchisees to finance the business, promote the new location, and oversee operations. In return, the franchisor receives a percentage of earnings from the franchisee.

Example: Domino's Pizza

Pay-As-You-Go

Instead of charging a fixed fee, some companies may implement a pay-as-you-go business model where the amount charged depends on how much of the product or service was used. The company may charge a fixed fee for offering the service in addition to an amount that changes each month based on what was consumed.

Example: Utility companies

A brokerage business model connects buyers and sellers without directly selling a good themselves. Brokerage companies often receive a percentage of the amount paid when a deal is finalized. Most common in real estate, brokers are also prominent in construction/development or freight.

Example: ReMax

There is no "one size fits all" when making a business model. Different professionals may suggest taking different steps when creating a business and planning your business model. Here are some broad steps one can take to create their plan:

• Identify your audience. Most business model plans will start with either defining the problem or identifying your audience and target market . A strong business model will understand who you are trying to target so you can craft your product, messaging, and approach to connecting with that audience.
• Define the problem. In addition to understanding your audience, you must know what problem you are trying to solve. A hardware company sells products for home repairs. A restaurant feeds the community. Without a problem or a need, your business may struggle to find its footing if there isn't a demand for your services or products.
• Understand your offerings. With your audience and problem in mind, consider what you are able to offer. What products are you interested in selling, and how does your expertise match that product? In this stage of the business model, the product is tweaked to adapt to what the market needs and what you're able to provide.
• Document your needs. With your product selected, consider the hurdles your company will face. This includes product-specific challenges as well as operational difficulties. Make sure to document each of these needs to assess whether you are ready to launch in the future.
• Find key partners. Most businesses will leverage other partners in driving company success. For example, a wedding planner may forge relationships with venues, caterers, florists, and tailors to enhance their offering. For manufacturers, consider who will provide your materials and how critical your relationship with that provider will be.
• Set monetization solutions. Until now, we haven't talked about how your company will make money. A business model isn't complete until it identifies how it will make money. This includes selecting the strategy or strategies above in determining your business model type. This might have been a type you had in mind but after reviewing your clients needs, a different type might now make more sense.
• Test your model. When your full plan is in place, perform test surveys or soft launches. Ask how people would feel paying your prices for your services. Offer discounts to new customers in exchange for reviews and feedback. You can always adjust your business model, but you should always consider leveraging direct feedback from the market when doing so.

Instead of reinventing the wheel, consider what competing companies are doing and how you can position yourself in the market. You may be able to easily spot gaps in the business model of others.

Criticism of Business Models

Joan Magretta, the former editor of the Harvard Business Review, suggests there are two critical factors in sizing up business models. When business models don't work, she states, it's because the story doesn't make sense and/or the numbers just don't add up to profits. The airline industry is a good place to look to find a business model that stopped making sense. It includes companies that have suffered heavy losses and even bankruptcy .

For years, major carriers such as American Airlines, Delta, and Continental built their businesses around a hub-and-spoke structure , in which all flights were routed through a handful of major airports. By ensuring that most seats were filled most of the time, the business model produced big profits.

However, a competing business model arose that made the strength of the major carriers a burden. Carriers like Southwest and JetBlue shuttled planes between smaller airports at a lower cost. They avoided some of the operational inefficiencies of the hub-and-spoke model while forcing labor costs down. That allowed them to cut prices, increasing demand for short flights between cities.

As these newer competitors drew more customers away, the old carriers were left to support their large, extended networks with fewer passengers. The problem became even worse when traffic fell sharply following the September 11 terrorist attacks in 2001 . To fill seats, these airlines had to offer more discounts at even deeper levels. The hub-and-spoke business model no longer made sense.

Example of Business Models

Consider the vast portfolio of Microsoft. Over the past several decades, the company has expanded its product line across digital services, software, gaming, and more. Various business models, all within Microsoft, include but are not limited to:

• Productivity and Business Processes: Microsoft offers subscriptions to Office products and LinkedIn. These subscriptions may be based off product usage (i.e. the amount of data being uploaded to SharePoint).
• Intelligent Cloud: Microsoft offers server products and cloud services for a subscription. This also provide services and consulting.
• More Personal Computing: Microsoft sells physically manufactured products such as Surface, PC components, and Xbox hardware. Residual Xbox sales include content, services, subscriptions, royalties, and advertising revenue.

A business model is a strategic plan of how a company will make money. The model describes the way a business will take its product, offer it to the market, and drive sales. A business model determines what products make sense for a company to sell, how it wants to promote its products, what type of people it should try to cater to, and what revenue streams it may expect.

What Is an Example of a Business Model?

Best Buy, Target, and Walmart are some of the largest examples of retail companies. These companies acquire goods from manufacturers or distributors to sell directly to the public. Retailers interface with their clients and sell goods, though retails may or may not make the actual goods they sell.

What Are the Main Types of Business Models?

Retailers and manufacturers are among the primary types of business models. Manufacturers product their own goods and may or may not sell them directly to the public. Meanwhile, retails buy goods to later resell to the public.

How Do I Build a Business Model?

There are many steps to building a business model, and there is no single consistent process among business experts. In general, a business model should identify your customers, understand the problem you are trying to solve, select a business model type to determine how your clients will buy your product, and determine the ways your company will make money. It is also important to periodically review your business model; once you've launched, feel free to evaluate your plan and adjust your target audience, product line, or pricing as needed.

A company isn't just an entity that sells goods. It's an ecosystem that must have a plan in plan on who to sell to, what to sell, what to charge, and what value it is creating. A business model describes what an organization does to systematically create long-term value for its customers. After building a business model, a company should have stronger direction on how it wants to operate and what its financial future appears to be.

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BMSD 2013: Business Modeling and Software Design pp 46–63 Cite as

Creating a Business Case from a Business Model

• Lucas Onno Meertens 7 ,
• Eelco Starreveld 7 ,
• Maria-Eugenia Iacob 7 &
• Bart Nieuwenhuis 7  
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Part of the book series: Lecture Notes in Business Information Processing ((LNBIP,volume 173))

Intuitively, business cases and business models are closely connected. However, a thorough literature review revealed no research on the combination of them. Besides that, little is written on the evaluation of business models at all. This makes it difficult to compare different business model alternatives and choose the best one. In this article, we develop a business case method to objectively compare business models. It is an eight-step method, starting with business drivers and ending with an implementation plan. We demonstrate the method with a case study for innovations at housing associations. The designed business case method can be used to compare and select the best business model successfully. In doing so, the business case method increases the quality of the decision making process when choosing from possible business models.

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Lucas Onno Meertens, Eelco Starreveld, Maria-Eugenia Iacob & Bart Nieuwenhuis

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Meertens, L.O., Starreveld, E., Iacob, ME., Nieuwenhuis, B. (2014). Creating a Business Case from a Business Model. In: Shishkov, B. (eds) Business Modeling and Software Design. BMSD 2013. Lecture Notes in Business Information Processing, vol 173. Springer, Cham. https://doi.org/10.1007/978-3-319-06671-4_3

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How to Choose the Right Business Model for Strategic Success

by Nick Greenhalgh | Mar 22, 2024

What is a business model and how do I pick one?

Daniels professor andrew schnackenberg defines the term business model and provides tips for picking the right framework for your business..

Whether you’re in the infancy of building your business or a decade in and looking for a change, finding the right business model for your firm is a crucial strategic decision.

Key Term: Business Model

A business model outlines how a company creates and delivers value to its customer base. Typically a business model identifies key aspects of the business such as the target customer, the company’s products or services and its various revenue streams.

Andrew Schnackenberg teaches strategic management at the Daniels College of Business and recognizes that business models can be challenging to define. In this article, he’ll share details on the types of business models, how to find the right one for your business and what you need to know before you choose a framework.

Andrew Schnackenberg

The Importance of Picking a Business Model

Selecting the right business plan is key to a successful business. Famous examples from business history such as Blockbuster and Netflix illustrate the importance of picking the right model for the business type.

Netflix’s Subscription-Based Model

Netflix saw an opportunity in the movie rental space and quickly entered with a subscription model in the late 1990s. It started by sending physical copies of DVDs to consumers’ homes and migrated to a streaming platform when technology advanced.

Now, it even produces its own movies and TV shows, a shining example of business model innovation.

While the company was doing all this, how did Blockbuster respond? Slowly, if at all.

Blockbuster’s lack of ability to change its brick-and-mortar business model, despite market pressures, led to its downfall.

Numerous other examples display the importance of picking the right plan out of the dozens of successful business models.

Common business models change as rapidly as the business landscape does. That being said, there are some standard models to consider when you’re forming or adjusting your business. The most popular include:

• Advertising-based business models
• Franchising or leasing business models
• Freemium business models
• Subscription business models

There are thousands more variations of business models including agency, wholesale and bundling.

Schnackenberg tries to simplify how companies should think about the varying types of business models.

“One way to think about it is a business model is a cognitive framework to explain, interpret and understand business activities,” he said.

Characteristics of an effective business model

When envisioning your company’s business model, it’s important to correctly identify the company’s strengths, weaknesses and priorities. Schnackenberg likes to compare it to a ladder with three rungs. The top rung is value, the middle is price and then the bottom rung is cost.

For managers, Schnackenberg recommends looking for ways to bridge the gap between each rung on the ladder. Between value and price is the value proposition. Between price and cost is a company’s margin.

And while it may seem like businesses can impact each of these rungs, Schnackenberg says the focus should be on value and cost. If value falls below price, customers won’t want to purchase your now overpriced product. If the cost to produce exceeds the price of sale, a business is losing money.

What to know before you choose

Like all strategic business decisions, the selection of the right business model is complex. You must gather insights from a variety of sources to make an informed conclusion on which model is right for you. Schnackenberg suggests a few places to start.

“It’s a strategic decision, like pretty much everything else in a business,” he said. “So, what are your capabilities? What do you do in the firm that’s valuable, rare, inimitable and non-substitutable?”

Maybe you’ve got access to some cheap goods that serve as a lead generator for higher ticket items; then you might consider the razor-blade model . If you have an efficient supply chain and your cost is a differentiator, the wholesale model might be the fit.

Once you’ve identified the capabilities, next comes putting them into action and looking at the long-term trajectory of your business. Schnackenberg rattled off a list of questions you should ask next.

• Where do you want to take this organization?
• Do you want to focus more on a certain niche?
• How broad or narrow do you want to focus your marketing strategy?
• Are you a producer? Are you a retailer, are you an intermediary?

“You’ll see the market opportunities, recognize what your capabilities are and then start doing an ongoing calculus on how to configure those things,” Schnackenberg said.

Once you decide on a business model, now what?

For newer businesses, the next step will be to secure funding. You’ll need to finalize your business model and begin to approach investors to infuse capital into your new business. By setting your business model, you’ll have a clearer understanding of how much money you’ll need and what it will be put toward.

For legacy businesses that are looking to change their business model, the next step will be to reconfigure internal processes and capital resources, Schnackenberg said. You’re looking at how to move things around to fit this new strategy you’ve laid out.

Can you change models on the fly?

Netfix is an example of a successful pivot, moving from mailed DVDs to streaming, and now to production. But the company is an outlier, Schnackenberg said.

“Most of the time, firms fail at changing business models and this is why they go out of business. Because they’re not paying attention,” he said. “And this is a very typical situation. In organizations, they can see the rising tide on the horizon. It’s not very hard to spot the vulnerabilities, yet they are unable to modify their business model in such a way that would enable them to adapt and evolve.”

He said examples of firms that are able to modify their business models are rare, but it’s almost imperative for the modern company. If you look at a list of all the organizations that have thrived over the last century, you’ll find that most of them don’t look anything like what they were founded to do. American Express was a delivery company, Marriott sold root beer and Wrigley started with soap before gum. Those were successes, but there are many multitudes more of failures.

“ Thinking through all of that change is tremendously difficult and implementing it is even more difficult,” Schnackenberg said.

Learn the right model for you at Daniels

If you’re looking to learn more about business models and strategic decision-making, Daniels offers top-of-the-line coursework for undergraduate and graduate business professionals, as well as non-degree Executive Education.

Schnackenberg said Daniels stands out for its ability to keep its students informed on changes within the rapidly changing business world. This will prove crucial for developing a sustainable business model.

“Understanding what a business model actually is and understanding how to adapt in the face of tumultuous headwinds is going to be imperative for businesses to succeed over the next two to three decades,” he said. “If they’re not able to understand, incorporate and pivot to emerging technologies—in particular information technologies—they won’t succeed.”

Learn more about degree options at the Daniels College of Business, or reach out to our admissions team with any questions.

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Apple faces years of distractions after DOJ antitrust suit

The U.S. Department of Justice sued Apple on Thursday,  accusing it  of using the iPhone’s market power to  cut off rivals , kicking off a multi-year process involving hundreds of lawyers and threatening Apple’s “walled garden” business model.

If the DOJ wins, it could seek a range of changes to Apple’s business, and U.S. officials didn’t rule out the possibility that Apple could face “structural remedies” or be broken up.

If Apple’s arguments prevail, a court could rule that its  estimated  64% of U.S. smartphone share isn’t a monopoly, or that its conduct wasn’t illegal, giving Apple new tools to fight off future regulation.

But before any of that happens, we’ll likely see years of legal wrangling, during which Apple will be forced to defend its business in public, distract its executives with legal meetings, produce internal documents for the government, and potentially face bad headlines that could hurt its brand or image.

The DOJ’s lawsuit still needs to be assigned to a judge. In the short term, Apple could ask for a change of trial location away from New Jersey, and it will likely ask to dismiss the case entirely.

All these steps take varying amounts of time, and it’s realistic the trial will be scheduled for 2025, and the appeal won’t wrap up until 2027, depending on which judge is assigned the case, said William Kovacic, director of the Competition Law Center at George Washington University.

Often, companies accused of antitrust violations like Apple like to drag out the trial, said John Newman, a professor of law at the University of Miami and a former DOJ attorney.

“In general, defendants love to drag their heels forever,” Newman said. “Is the judge going to go with what the defendant proposes, which is inevitably years and years, tons and tons of discovery? Drag it out forever? Or they can actually step up and try to control that?” he continued.

For example, Google was  sued by the DOJ  in a similar case in Oct. 2020, and it took nearly three years before  it went to trial . Remedies haven’t been decided and it hasn’t gone through appeals. The DOJ case against Apple was inspired by a historic case against Microsoft filed in 1998. It went to trial later that year and an appeal was decided by 2001.

A potential distraction

Like the Microsoft trial, the DOJ lawsuit against Apple is attempting to erect a new landmark decision for antitrust in the U.S., mostly by focusing on Apple’s entire ecosystem, not just a product, and whether how it functions represents anticompetitive conduct.

In a statement provided to CNBC on Thursday, Apple said that the lawsuit “threatens who we are” and that it could hurt its ability to make competitive tech products.

Apple provides more details about why it doesn’t like this kind of litigation in its SEC filings. Apple says that when laws and regulations change, including antitrust litigation, it has to spend money to comply. “Imposed” changes can hurt customer demand, according to the filing, and when laws or regulations change, it creates uncertainty for Apple.

Another challenge for Apple may be that a big, public trial like this one competes for executive time and attention, and more decisions inside Apple may have to go through legal review before going forward.

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Companies facing antitrust often need to loop employees who have nothing to do with trials into meetings, to sort through company documents, or help guide how the company will present evidence or technical arguments, Kovacic, a former FTC commissioner, said.

“In past major antitrust cases, the real danger for the company is that the focus of attention becomes winning the antitrust lawsuits instead of winning customers and doing your job,” Kovacic said. “It slows you down. It’s a real drag.”

For Apple, it’s not just the DOJ suit, but also new regulations in Europe, and investigations in other countries around the world that it has to deal with.

The U.S. government hasn’t said what it wants Apple to do to fix its allegations, but its initial filing on Thursday left the matter open, with a broad request for overall remedy.

One possibility includes forcing Apple to open the iPhone to third-party stores like it has in Europe. Many of the DOJ’s other allegations, like Apple’s alleged restrictions on third-party smartwatches and “super apps” don’t have close recent parallels in other countries or markets. The DOJ could also find remedies that aim to reorient the entire technology industry or future products.

“If and when this thing gets to trial, I would expect that it will not just be about smartphones, even though that’s the core of the story. This is really a case about the future of smart devices,” Newman said.

Apple may, as it has in the past, choose to pre-emptively make changes or tweaks to targeted products to head off additional scrutiny. For example,  in January , Apple partially opened its App Store to cloud gaming services, one of the key kinds of competitors that DOJ alleged that Apple cuts off.

Discovery and deposition

Government lawyers will request internal, confidential Apple documents to bolster their case in a process called discovery. Apple’s business partners may also get requests to show the government their own confidential documents. Generally, companies fear discovery, because it’s unclear what will turn up, and Apple is particularly secretive about its internal documentation and strategy.

Documents unearthed through discovery are often posted publicly during the trial, exposing private deliberations.

The government will likely move to depose Apple’s executives, including CEO Tim Cook, or even call them to the witness stand during the trial. Cook took the stand during a recent antitrust trial against Epic Games, for example.

But executive depositions or testimony can still be risky for technology companies, especially if executives cannot control their egos — former Microsoft CEO Bill Gates was  famously petulant and showed utter contempt  for the process during a videotaped deposition by David Boies in 1998 that was played during the trial.

“A lesson that the Gates deposition experience taught is that if you’re a CEO, there is a real art and skill to doing a good deposition,” Kovacic said. “It requires you to suppress some of your ‘Master of the Universe’ impulses for the sake of doing a good job, and in this case, listening very carefully to the coaching of your lawyers.”

Apple and the DOJ could also come to a settlement, where Apple makes some changes and the government drops the suit before further discovery or depositions. However, there are no public signs of reconciliation.

Apple declined to comment on Thursday when asked if there had been settlement talks.

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The Sunday Read: ‘Sure, It Won an Oscar. But Is It Criterion?’

How the criterion collection became the film world’s arbiter of taste..

Narrated by Shaun Taylor-Corbett

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In October 2022, amid a flurry of media appearances promoting their film “Tàr,” the director Todd Field and the star Cate Blanchett made time to visit a cramped closet in Manhattan. This closet, which has become a sacred space for movie buffs, was once a disused bathroom at the headquarters of the Criterion Collection, a 40-year-old company dedicated to “gathering the greatest films from around the world” and making high-quality editions available to the public on DVD and Blu-ray and, more recently, through its streaming service, the Criterion Channel. Today Criterion uses the closet as its stockroom, housing films by some 600 directors from more than 50 countries — a catalog so synonymous with cinematic achievement that it has come to function as a kind of film Hall of Fame. Through a combination of luck, obsession and good taste, this 55-person company has become the arbiter of what makes a great movie, more so than any Hollywood studio or awards ceremony.

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Additional production for The Sunday Read was contributed by Isabella Anderson, Anna Diamond, Sarah Diamond, Elena Hecht, Emma Kehlbeck, Tanya Pérez and Krish Seenivasan.

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The 8 best AirPods Pro 2 cases

The Apple AirPods Pro 2 come with a charging case that has the same level of water resistance as the buds themselves. However, the case can't handle being submerged, is still prone to damage from scratches or drops, and is only available in white. That's why we suggest a protective case cover to help keep your earbuds and charger working long-term. The best AirPods Pro 2 cases offer more protection and additional style options without limiting access to wired or wireless charging.

The ESR Cyber Tough Case is one of our top picks thanks to its excellent protection, range of color options, and MagSafe charging compatibility. For something a bit more stylish, it's hard to go wrong with a slim leather cover like the Nomad Modern Leather Case .

Below, we've highlighted eight of the best AirPods Pro 2 case covers, ranging from budget-friendly picks to highly customizable options. Some even use built-in magnets to support MagSafe chargers. 

8 best AirPods Pro 2 cases

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Do the AirPods Pro 2 need an additional case?

The AirPods Pro 2 ship with a USB-C charging case (a version of the AirPods Pro 2 with a Lightning case was previously sold but is no longer available). Some will find the charging case to be sufficient for preventing lost or damaged earbuds. However, adding an extra case cover helps prevent damage to the charger and offers another layer of protection for the buds. Add-on cases can also provide the convenience of clips or lanyards, and some come in different colors and designs to add more personality to your AirPods Pro. 

Do the AirPods Pro 2 have a different charging case than the first-gen model?

Apple's current charging case for its second-generation AirPods Pro differs slightly from the first-generation case. The newer model switches to a USB-C charging port rather than Lightning and has IPX4 weather resistance for the case itself.

However, the first- and second-gen cases are the same size, and the ports are in the same location. Though not always the case, many of the same protective covers can be used for both models. Be sure to check the manufacturer's list of compatible devices before buying a case cover.

What is a MagSafe case for the AirPods Pro 2?

MagSafe uses built-in magnets to secure a compatible case in the correct location for easy wireless charging when paired with a MagSafe charging pad . The AirPods Pro 2 ship with a MagSafe-compatible charging case. However, some thick protective case covers can prevent the magnets from working properly, so if MagSafe charging is important to you, be sure to pick a case cover that's also listed as being MagSafe compatible.

Can you buy a replacement AirPods Pro 2 charging case?

The cases we recommend above are protective covers designed to be used over the charging case that Apple already includes with the AirPods Pro. But, if you lose or damage the charging case itself, you can purchase a new one through Apple's Repair and Service platform. At the time of writing, a replacement charging case costs $99 . 

You can also buy third-party charging cases, but due to inconsistent quality, we recommend sticking with a replacement directly from Apple and just using case covers for further protection and style.

Can AirPods Pro 2 cases be used for standard AirPods?

No, standard AirPods require a different case and case covers. For details on other Apple headphone models, check out our guide to the best Apple AirPods . 

You can purchase logo and accolade licensing to this story here . Disclosure: Written and researched by the Insider Reviews team. We highlight products and services you might find interesting. If you buy them, we may get a small share of the revenue from the sale from our partners. We may receive products free of charge from manufacturers to test. This does not drive our decision as to whether or not a product is featured or recommended. We operate independently from our advertising team. We welcome your feedback. Email us at [email protected] .

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The difference between a business case and a business plan also derives from the fact that the business case usually refers to a project and one aspect of the business, whereas the business plan presents a detailed plan of action for the entire organisation over several years. The business plan cannot be completely accurate, as it cannot ...

The business model, business plan and business case are three essential elements of project management that focus on different but related aspects of business success. The business model forms the foundation and encompasses the core idea of a business, while the business plan serves as a detailed roadmap for the implementation of the vision. ...

Our business case template for Word is the perfect tool to start writing a business case. It has 9 key business case areas you can customize as needed. Download the template for free and follow the steps below to create a great business case for all your projects. ProjectManager's free business case template.

A business case outlines a proposed project and its potential benefits to convince key stakeholders to invest. It typically includes analysis of costs, value to be delivered, and associated risks, along with ROI. A business plan, on the other hand, outlines the overall strategy and goals for an entire organization.

The Business Model Canvas (BMC) gives you the structure of a business plan without the overhead and the improvisation of a 'back of the napkin' sketch without the fuzziness (and coffee rings). The Canvas has nine elements: Together these elements provide a pretty coherent view of a business' key drivers-.

A business plan is a detailed description of how you plan to start and grow your business. Typically it is a plan for a time period of 1 to 3 years. It details what the organization plans to do. That is, what the cost structure will be, the expected revenues, and how you will go about the execution. As you can imagine, writing such a plan ...

The difference between a business case and business plan. A business case is a proposal for a new strategy or large initiative. It should outline the business needs and benefits your company will receive from pursuing this opportunity. A business plan, on the other hand, is an outline for a totally new business. Typically, you'd draft a ...

4. Go-to-Market. 5. The Organization. The way a business model works is: " The organization efficiently & effectively develops and delivers the customer value proposition and go-to-market to fulfill the needs of the target customers better than competitors, all for the purpose of achieving the mission."

Here's a step-by-step guide on how to create a business canvas model. Step 1: Gather your team and the required material Bring a team or a group of people from your company together to collaborate. It is better to bring in a diverse group to cover all aspects.

A Business Case: A Business Plan: Is organized around: A single action or single decision and its alternatives.: An organization or the enterprise. The plan may cover a single product or product line or an organization. Predicts: Cash flow results and major non-financial impacts that follow from the action. Also predicts financial metrics, such as ROI, IRR, NPV and Payback Period.

Business case vs. business plan: Specific VS broad - A business case zooms in and shows why the company should pursue a specific project. On the other hand, a business plan highlights why the company should go for a completely new business. Level of detail - A business plan includes overall market research, goals from the business as a whole ...

John Spacey, updated on March 04, 2017. A business plan is a proposal for a new business or major change to an existing business. A business case is a proposal for a strategy or project. A business plan is typically targeted to investors. It may include a pitch, financial plan, business model, cost estimates, market analysis, competitive ...

Business Model vs. Business Plan: A business model is a comprehensive framework for creating and capturing value in a business, while a business plan is a document that outlines how a business can become viable. The primary goal of a business plan is often to secure investments. ... Case Study 6: Uber - Business Model vs. Business Plan. Uber ...

How to complete a business case in 3 steps. Step #1: Do your research. Step #2: Write incrementally. Step #3: Present your business case. The Five Case Model for developing a business case. POV #1: The strategic case. POV #2: The economic case. POV #3: The commercial case. POV #4: The financial case.

A business case cannot be viewed as a business plan for a product. The reason is that the two documents differ by at least two primary dimensions: type of opportunity (market vs. business ...

A business plan and a business case are two separate documents - Understand the key differences and read through the details of our in-depth guide. Business writing courses. Call: 01252 792 270. ... are based on the business model or business line of an organisation. They explain how the business will achieve its operational and financial ...

A business model is a company's core framework for operating profitably and providing value to customers. They usually include the customer value proposition and pricing strategy. A business plan outlines your business goals and your strategies for achieving them. The two documents have a few critical differences, namely their structure and ...

A business plan is a high-level document that looks at the entire business and not a specific project or goal. A business case is a more specific document that looks at a particular project or strategy. It includes a cost-benefit analysis which weighs the pros and cons of taking a particular course of action. This type of analysis is helpful in ...

Here are some differences between a business model and a business plan: Focus Business models are descriptions of how a business plans to deliver products and services to customers. They focus on specific sales funnels, marketing strategies and similar areas. In contrast, business plans are more comprehensive explanations of every facet of a ...

A business case is a document that explains the potential ROI of a project and how it will bring an impact the growth of a specific area. Therefore, a business case documents how a growth project will be developed, implemented, and measured. Therefore, the business case is a document that helps a team get aligned on whether a project makes sense from a business standpoint and whether the ...

Business Model: A business model is a company's plan for how it will generate revenues and make a profit . It explains what products or services the business plans to manufacture and market, and ...

It is an eight-step method, starting with business drivers and ending with an implementation plan. We demonstrate the method with a case study for innovations at housing associations. The designed business case method can be used to compare and select the best business model successfully.

The Importance of Picking a Business Model. Selecting the right business plan is key to a successful business. Famous examples from business history such as Blockbuster and Netflix illustrate the importance of picking the right model for the business type. Netflix's Subscription-Based Model.

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Listen and follow The Daily Apple Podcasts | Spotify. In October 2022, amid a flurry of media appearances promoting their film "Tàr," the director Todd Field and the star Cate Blanchett made ...

Apple's current charging case for its second-generation AirPods Pro differs slightly from the first-generation case. The newer model switches to a USB-C charging port rather than Lightning and has ...