Qualitative – overall customer experience and outcome.The value proposition provides value through various elements such as newness, performance, customization, 'getting the job done', design, brand/status, price, cost reduction, risk reduction, accessibility, and convenience/usability. According to Osterwalder (2004), a company's value proposition is what distinguishes it from its competitors. Value propositions: The collection of products and services a business offers to meet the needs of its customers.Complementary business alliances also can be considered through joint ventures or strategic alliances between competitors or non-competitors. Partner network: In order to optimize operations and reduce risks of a business model, organizations usually cultivate buyer-supplier relationships so they can focus on their core activity.These resources could be human, financial, physical and intellectual. They are considered assets to a company that are needed to sustain and support the business. Key resources: The resources that are necessary to create value for the customer.An example for Bic, the pen manufacturer, would be creating an efficient supply chain to drive down costs. Key activities: The most important activities in executing a company's value proposition.: 16–17 Descriptions below are based largely on the 2010 book Business Model Generation. Osterwalder's canvas has nine boxes: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. With his business model design template, an enterprise can easily describe its business model. Many different business conceptualizations exist Osterwalder's 2004 thesis and co-authored 2010 book propose a single reference model based on the similarities of a wide range of business model conceptualizations. Formal descriptions of the business become the building blocks for its activities.

The model resource