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name: business-canvas description: >- Interactive Business Model Canvas & Value Proposition Canvas generator based on Strategyzer methodology. Guides users through structured business modeling with Jobs-Pains-Gains analysis, 9-block BMC, Test Cards, and Learning Cards. Use when the user asks to "fill business canvas", "商業模式畫布", "value proposition canvas", "analyze business model", "商業建模", "evaluate my startup", "分析商業邏輯", "business model", "創業分析", or wants to think through commercialization of a product/project.

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Business Canvas Skill

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Interactive business modeling using the Strategyzer framework. Produces up to four structured markdown documents: Value Proposition Canvas, Business Model Canvas, Test/Learning Cards with Progress Board, and an Executive Summary.

When to Use

• User wants to think through how to commercialize a product
• User has a product/project but unclear business logic
• User asks about pricing, revenue model, customer segments, go-to-market
• User wants to validate a business idea before building
• User needs a structured framework for investor pitch preparation

Output Files

All outputs go to docs/business/ in the project root (create if missing).

1. value-proposition-canvas.md — Customer profile + value map + fit assessment
2. business-model-canvas.md — Full 9-block BMC + key risks + next steps
3. test-cards.md — Test Cards + Learning Cards + Progress Board (optional)
4. canvas-summary.md — Executive summary for investor/partner sharing (optional)

Phase 1: Context Gathering

Before starting any canvas, understand the product:

1. Read the project README, AGENTS.md, or any product description files
2. Identify: what the product does, who it targets, what stage it's at
3. Scan for existing business docs (pricing pages, pitch decks, etc.)

Summarize your understanding to the user in 3-5 sentences. Ask them to confirm or correct before proceeding.

Phase 2: Value Proposition Canvas — Customer Side

Fill these three blocks by asking the user. Pre-fill what you can infer from the codebase, then ask for confirmation and additions.

2A: Customer Jobs (客戶任務)

Three categories of jobs:

Functional Jobs — What tasks are customers trying to accomplish? - Core workflow tasks they do daily/weekly - Specific problems they're trying to solve - Deliverables they need to produce

Social Jobs — How do customers want to be perceived? - How they want to look to their boss/peers/clients - Professional reputation goals - Status and credibility needs

Emotional Jobs — How do customers want to feel? - Confidence, certainty, reduced anxiety - Sense of mastery or competence - Peace of mind about quality

Ask the user: "I've pre-filled some customer jobs based on your product. What's missing? What did I get wrong?"

Rank jobs by importance to the customer (critical / important / nice-to-have).

2B: Pains (客戶痛點)

For each customer job, identify pains:

Undesired outcomes — What bad results do customers experience? - What goes wrong when they do the job manually? - What mistakes do they make? - What quality issues arise?

Obstacles — What prevents them from doing the job well? - Time constraints - Skill/knowledge gaps - Tool limitations - Cost barriers

Risks — What are they afraid of? - Career consequences of failure - Financial waste - Compliance/regulatory risks

Ask: "Which of these pains is most severe? Rate each: extreme / severe / moderate."

2C: Gains (客戶收益)

What outcomes and benefits do customers want?

Required gains — Without these, the solution doesn't work Expected gains — Not strictly necessary but customers expect them Desired gains — Beyond expectations, would love to have Unexpected gains — Surprises that exceed expectations

Ask: "What would make your user say 'I can't believe this tool exists'?"

Phase 3: Value Proposition Canvas — Product Side

3A: Products & Services

List all features/tools the product offers. Map each to the customer jobs it addresses. Use the codebase to enumerate actual capabilities.

3B: Pain Relievers (痛點解決方案)

For each pain identified in 2B, describe how the product alleviates it. Be specific: "Reduces column sizing calculation from 2 hours to 30 seconds" not "Makes work faster."

3C: Gain Creators (收益創造方案)

For each gain identified in 2C, describe how the product creates it.

Phase 3.5: Fit Assessment

After completing both sides of the VPC, assess the fit before moving to BMC. This is the most valuable step — do NOT skip it.

Fit Dimensions: - Problem-Solution Fit: Do pain relievers address the most severe pains? - Coverage: Which customer jobs have NO corresponding product feature? - Overkill: Which product features address NO customer job? - Strength: Where is the fit strongest? (This is your wedge)

Fit Matrix — Map each product feature to customer jobs/pains/gains:

Feature	Addresses Job	Relieves Pain	Creates Gain	Fit Score
Feature A	Job #1	Pain #2	Gain #1	Strong
Feature B	-	-	-	Orphan

Output two fit scores with explanation using the calibration below:

1. Optimistic Score (樂觀分): Assuming all unvalidated hypotheses are true
2. Realistic Score (現實分): Only counting validated evidence (customer quotes, usage data, payment)

In one line, state: "樂觀分與現實分的差距來自 [具體原因]"

Fit Score Calibration: - 9-10: Every severe pain has a strong reliever. No orphan features. Users would riot if product disappeared. Evidence from real usage/payment. - 7-8: Most severe pains addressed. 1-2 orphan features. Strong signal from at least one customer segment. Some gaps identified but manageable. - 5-6: Partial coverage. Several pains unaddressed. Product has clear value but significant gaps. Needs focused iteration on specific jobs. - 3-4: Weak alignment. Product features don't map well to actual customer pains. Likely building for imagined rather than real needs. Pivot candidate. - 1-2: No meaningful fit. Product solves problems nobody has, or solves them in ways nobody wants. Stop and re-interview customers.

Multi-segment note: If there are multiple customer segments, create a separate VPC for each segment. Compare fit scores across segments to identify which segment to prioritize.

Phase 3.7: Environment Map (環境地圖)

Analyze the external environment surrounding the business model. Four quadrants:

Market Forces (市場力量)

• Market segments and their attractiveness
• Needs and demands shifting in the market
• Revenue attractiveness (willingness to pay trends)
• Switching costs for customers

Industry Forces (行業力量)

• Competitors: who are they, what advantages do they have?
• New entrants: who might enter this space?
• Substitute products/services: what else solves the same job?
• Suppliers and value chain actors: who has power?
• Stakeholders: regulators, investors, standards bodies

Key Trends (關鍵趨勢)

• Technology trends affecting the industry
• Regulatory trends (new compliance requirements, policy changes)
• Societal and cultural trends
• Socioeconomic trends (spending patterns, talent availability)

Macroeconomic Forces (宏觀經濟力量)

• Global market conditions
• Capital markets (funding availability)
• Economic infrastructure
• Commodities and resources

Output as a 2x2 quadrant table. For each factor, note whether it's a tailwind (favorable) or headwind (unfavorable) for the business.

Phase 4: Business Model Canvas

Fill all 9 blocks. For each, provide 3-5 bullet points.

Block 1: Customer Segments (客戶細分)

Who are your most important customers? Be specific (not "enterprises" but "biopharma companies with 10-50 person R&D teams doing process development").

Types to consider: - Mass market / Niche market / Segmented / Diversified / Multi-sided platform

Block 2: Value Propositions (價值主張)

Pull directly from Phase 3. Summarize the top 3 value propositions.

Which customer needs are you satisfying? Categories: - Newness / Performance / Customization / "Getting the job done" - Design / Brand/Status / Price / Cost reduction / Risk reduction - Accessibility / Convenience

Block 3: Channels (渠道)

How do you reach customers? For each channel, specify stage: 1. Awareness — How do customers learn about you? 2. Evaluation — How do customers evaluate your product? 3. Purchase — How do customers buy? 4. Delivery — How do you deliver value? 5. After-sales — How do you support post-purchase?

Block 4: Customer Relationships (客戶關係)

What type of relationship does each customer segment expect? - Personal assistance / Dedicated personal assistance - Self-service / Automated services - Communities / Co-creation

Block 5: Revenue Streams (收入來源)

How does each customer segment pay? Be specific about pricing.

Models to consider: - Asset sale / Usage fee / Subscription / Licensing - Lending/Renting / Brokerage / Advertising

For each stream, estimate: pricing range, payment frequency, % of total revenue.

Block 6: Key Resources (核心資源)

What key resources does the value proposition require? - Physical / Intellectual (patents, IP, data) / Human / Financial

Block 7: Key Activities (關鍵活動)

What key activities does the value proposition require? - Production / Problem solving / Platform/Network

Block 8: Key Partnerships (重要合作)

Who are key partners and suppliers? What key resources do they provide?

Types: - Strategic alliances / Coopetition / Joint ventures / Buyer-supplier

For each partnership, clarify: What do they provide? What do we provide? What's their incentive to partner?

Block 9: Cost Structure (成本結構)

What are the most important costs inherent in the business model?

• Fixed costs / Variable costs
• Economies of scale / Economies of scope

For key costs, estimate: monthly/annual amount, % of total.

Phase 5: Hypothesis Validation (Strategyzer Testing Methodology)

5A: Identify Key Assumptions

Extract the riskiest assumptions from the canvas. Three risk categories (test in this order):

1. Desirability risk — Do customers actually want this?
2. Feasibility risk — Can we build and deliver this?
3. Viability risk — Can we make money doing this?

5B: Three-Stage Testing Funnel

Follow Strategyzer's validation roadmap:

Stage 1: Test the Circle (Customer Profile) Verify that customers actually have the jobs, pains, and gains you identified. Methods: customer interviews, Google Ads keyword campaigns, landing page tests, search volume analysis.

Stage 2: Test the Square (Value Map) Determine which products, services, and features customers want most. Methods: Buy-A-Feature game, prototype testing, concierge MVP, Wizard of Oz tests.

Stage 3: Test the Rectangle (Business Model) Validate willingness to pay and revenue model viability. Methods: pre-sales, LOI collection, pricing A/B tests, pilot contracts.

5C: Test Cards

For each unvalidated assumption, generate a Test Card (Strategyzer format):

## Test Card: [Hypothesis Name]

**Step 1 — Hypothesis**
We believe that: [specific, falsifiable assumption]

**Step 2 — Test**
To verify that, we will: [specific experiment/action]

**Step 3 — Metric**
And measure: [what observable data to collect]

**Step 4 — Criteria**
We are right if: [specific threshold, set BEFORE running the test]

**Context:**
- Risk type: [Desirability / Feasibility / Viability]
- Cost: [time/money/resources needed]
- Timeline: [days/weeks]
- Priority: [critical / important / nice-to-have]
- Testing stage: [Circle / Square / Rectangle]

5D: Learning Cards

After running each test, generate a Learning Card:

## Learning Card: [Hypothesis Name]

**Step 1 — Hypothesis**
We believed that: [original hypothesis from Test Card]

**Step 2 — Observation**
We observed: [actual data collected, specific numbers]

**Step 3 — Learnings & Insights**
From that we learned: [what the data tells us, was hypothesis validated?]

**Step 4 — Decisions & Actions**
Therefore we will: [Pivot / Persevere / Stop]
Next action: [specific next step]

5E: Progress Board

Track all hypotheses in a single table:

#	Hypothesis	Risk Type	Stage	Status	Result
1	...	Desirability	Circle	Testing	-
2	...	Viability	Rectangle	Validated	Confirmed
3	...	Desirability	Circle	Invalidated	Pivot needed

Status values: Backlog / Testing / Validated / Invalidated

Prioritize: test the riskiest assumptions first (desirability > feasibility > viability). Never test more than 3 hypotheses simultaneously.

Phase 6: Executive Summary (Optional)

If the user requests, generate a 1-page executive summary (canvas-summary.md):

# [Product Name] — Business Canvas Summary

## One-liner
[What it does, for whom, why now — one sentence]

## Value Proposition
[Top 3 value propositions from VPC]

## Target Customer
[Primary customer segment, specific persona]

## Revenue Model
[How you make money, pricing range]

## Key Metrics
[3-5 metrics that matter most at current stage]

## Biggest Risk
[The #1 assumption that could kill this, and how to test it]

## Single Falsifying Assumption (證偽假設)
如果我對 [X] 的判斷是錯的，整個結論會翻轉，因為 [Y]。

## Next 30-Day Action Plan
1. [Action 1]
2. [Action 2]
3. [Action 3]

Phase 7: Output Generation

Generate all markdown files with proper formatting.

value-proposition-canvas.md format:

# Value Proposition Canvas — [Product Name]

Generated: [date]

## Customer Profile

### Customer Jobs
| # | Job | Type | Importance |
|---|-----|------|-----------|
| 1 | ... | Functional | Critical |

### Pains
| # | Pain | Severity | Related Job |
|---|------|----------|-------------|
| 1 | ... | Extreme | Job #1 |

### Gains
| # | Gain | Type | Related Job |
|---|------|------|-------------|
| 1 | ... | Required | Job #1 |

## Value Map

### Products & Services
| # | Feature | Addresses Job |
|---|---------|--------------|
| 1 | ... | Job #1, #3 |

### Pain Relievers
| # | Pain Reliever | Addresses Pain | Impact |
|---|--------------|----------------|--------|
| 1 | ... | Pain #1 | High |

### Gain Creators
| # | Gain Creator | Creates Gain | Impact |
|---|-------------|-------------|--------|
| 1 | ... | Gain #1 | High |

## Fit Assessment
- Optimistic Fit Score (樂觀分): X/10
- Realistic Fit Score (現實分): Y/10
- Gap reason: 樂觀與現實的差距來自 [...]
- Strongest fit: ...
- Gaps: ...
- Recommended wedge: ...

## Single Falsifying Assumption (證偽假設)
如果我對 [一個關鍵假設] 的判斷是錯的，整個商業模式會崩塌，因為 [原因]。

business-model-canvas.md format:

# Business Model Canvas — [Product Name]

Generated: [date]

## 1. Customer Segments
- ...

## 2. Value Propositions
- ...

## 3. Channels
- ...

## 4. Customer Relationships
- ...

## 5. Revenue Streams
- ...

## 6. Key Resources
- ...

## 7. Key Activities
- ...

## 8. Key Partnerships
- ...

## 9. Cost Structure
- ...

## Canvas Summary

[2-3 sentence summary of the business model]

## Key Risks & Assumptions
1. ...

## Competitive Landscape
| Competitor | What they do | Your differentiation |
|-----------|-------------|---------------------|
| ... | ... | ... |

## Unit Economics (if available)
- Customer Acquisition Cost (CAC): ...
- Customer Lifetime Value (LTV): ...
- LTV/CAC ratio: ...
- Payback period: ...
(Mark unvalidated numbers with "(unvalidated)")

## Recommended Next Steps
1. ...

Phase 7.5: User Journey Map (使用者旅程地圖, Optional)

If requested, map the user's full journey from awareness to loyal usage:

階段	使用者行為	使用者感受	觸點	痛點/機會
發現	如何第一次聽說產品	好奇/懷疑	...	...
瞭解	如何瞭解產品功能	期待/困惑	...	...
首次使用	第一次上手體驗	興奮/受挫	...	...
持續使用	日常使用模式	滿意/無感	...	...
推薦	是否會推薦給同事	自豪/猶豫	...	...

For each stage, identify: - Moments of truth: Where the user decides to continue or leave - Drop-off risks: Where users are most likely to abandon - Delight opportunities: Where you can exceed expectations

This complements the VPC by showing the temporal dimension of the customer experience.

Phase 8: Iteration Guidance

After the first canvas is complete, guide the user on when to re-run:

• Re-run VPC when: new customer interviews reveal different jobs/pains/gains, product scope changes significantly, or a Test Card invalidates a key assumption
• Re-run BMC when: revenue model changes, new partnership opportunity emerges, cost structure changes significantly, or entering a new customer segment
• Never treat the canvas as final — it's a living document that evolves with evidence

When re-running, load the previous canvas files and highlight what changed.

Version Comparison (版本對比)

When generating an updated canvas, automatically append a changelog section:

## 變更記錄

| 日期 | 變更模組 | 變更內容 | 觸發原因 |
|------|----------|----------|----------|
| 2026-XX-XX | 客戶細分 | 新增 CRO 細分 | 使用者訪談發現新需求 |
| 2026-XX-XX | 價值主張 | 移除功能 X | Test Card #3 否決 |

This creates an audit trail of how the business model evolved with evidence.

Interaction Style

• Ask ONE block at a time, not all at once
• Pre-fill what you can infer from the codebase, then ask for confirmation
• Use the "pre-fill → confirm → refine" loop for each block
• If the user can't answer a question, mark it as "(unvalidated — needs user research)" and add a corresponding Test Card
• Push for specificity: "SMBs in biotech" is not a customer segment; "Process development scientists at CRO companies with 20-100 employees" is

Competitive Analysis Framework (競爭分析框架)

When filling BMC Block 2 (Value Propositions) and the Competitive Landscape section, use a simplified Porter's Five Forces + positioning analysis:

Five Forces Quick Check

力量	評估 (高/中/低)	說明
現有競爭者威脅	?	誰在做類似的事？
新進入者威脅	?	進入門檻高不高？
替代品威脅	?	使用者還能用什麼方式解決？
買方議價能力	?	客戶有沒有別的選擇？
供方議價能力	?	關鍵供應商（如 LLM API）能不能掐住你？

Positioning Map

Place competitors on a 2D grid using the two most important differentiation dimensions for this market (e.g. price vs depth, generality vs specialization). Mark where the product sits and where the white space is.

Integration with office-hours Skill

If the user has already run Garry Tan's office-hours skill (from gstack), pull insights:

• Q1 (Demand Reality) answers → feed into Customer Jobs and Pains
• Q2 (Status Quo) answers → feed into Competitive Landscape
• Q3 (Desperate Specificity) answers → feed into Customer Segments
• Q4 (Narrowest Wedge) answers → feed into Recommended Wedge in Fit Assessment
• Q5 (Observation) answers → feed into User Journey Map
• Q6 (Future-Fit) answers → feed into Environment Map / Key Trends

If office-hours has NOT been run yet, suggest running it first: "建議先用 office-hours skill 回答 6 個強迫問題，再來填畫布。順序：先診斷，再建模。"

Anti-patterns

• Do NOT generate a canvas without reading the actual codebase first
• Do NOT fill in vague descriptions like "various customers" or "multiple channels"
• Every entry must be specific enough to be actionable
• Do NOT skip the fit assessment — it's the most valuable part
• Do NOT assume the user knows business terminology — explain jargon in Chinese if the user communicates in Chinese
• Revenue numbers should be ranges, not precise guesses — mark unvalidated numbers with "(unvalidated)"
• Do NOT generate Test Cards for assumptions that are already validated (e.g. "customers exist" when there's a signed contract)
• Do NOT ask all questions at once — the user will disengage
• Do NOT output the final canvas until all blocks have been discussed with the user

References

This skill implements the methodology from: - Alexander Osterwalder & Yves Pigneur, "Business Model Generation" (2010) - Alexander Osterwalder et al., "Value Proposition Design" (2014) - David Bland & Alexander Osterwalder, "Testing Business Ideas" (2019) - Strategyzer.com official canvas templates and testing framework

Glossary (中英術語對照表)

英文	中文	簡要說明
Business Model Canvas (BMC)	商業模式畫布	用 9 個模組描述一個商業模式的工具
Value Proposition Canvas (VPC)	價值主張畫布	把客戶需求和產品價值對應起來的工具
Customer Jobs	客戶任務	客戶要完成的事情（功能/社會/情緒三類）
Pains	客戶痛點	客戶完成任務時遇到的困難
Gains	客戶收益	客戶完成任務後想要的好處
Pain Relievers	痛點解決方案	產品如何減輕客戶痛點
Gain Creators	收益創造方案	產品如何創造客戶收益
Problem-Solution Fit	問題-方案匹配	你的方案真的解決了客戶最痛的問題嗎
Product-Market Fit (PMF)	產品-市場匹配	產品在市場上被驗證有人願意持續付費使用
Customer Segments	客戶細分	你最重要的客戶群體是誰
Revenue Streams	收入來源	客戶怎麼付錢給你
Key Resources	核心資源	實現價值主張需要的關鍵資源
Key Activities	關鍵活動	實現價值主張需要做的關鍵事情
Key Partnerships	重要合作	關鍵的合作伙伴和供應商
Cost Structure	成本結構	運營這個商業模式的主要成本
Channels	渠道	你怎麼觸達客戶、交付價值
Customer Relationships	客戶關係	你跟客戶之間是什麼型別的關係
Test Card	驗證卡片	用來測試一個假設的結構化工具
Learning Card	學習卡片	測試後記錄學到了什麼的工具
Progress Board	進度追蹤表	跟蹤所有假設驗證狀態的表格
Wedge	切入點	最小可行的市場入口
CAC	客戶獲取成本	獲得一個新客戶要花多少錢
LTV	客戶終身價值	一個客戶一輩子給你貢獻多少收入
TAM	總可觸達市場	你的產品理論上能覆蓋的最大市場
SAM	可服務市場	你當前能力能覆蓋的市場範圍
SOM	可獲取市場	你現實中能拿到的市場份額
Desirability	需求性	客戶是否真的想要這個
Feasibility	可行性	你是否真的能做出來
Viability	商業可行性	你是否真的能靠這個賺錢
MVP	最小可行產品	能驗證核心假設的最簡版本
Pivot	轉向/調整方向	假設被否定後改變策略
Porter's Five Forces	波特五力	分析行業競爭格局的經典框架
Environment Map	環境地圖	分析外部環境的四象限工具

Language

Match the user's language. If the user writes in Chinese, output the canvas in Chinese with English terms in parentheses where helpful (e.g. "客戶細分 (Customer Segments)"). When a glossary term appears for the first time in output, briefly explain it in parentheses if the user communicates in Chinese.

這個Skill質量不錯，專業度較高。它能引導使用者完成完整的商業建模流程，思路清晰、邏輯嚴密，中文支援也比較友好。優點是覆蓋全面，從客戶分析到財務預測都有涵蓋；fit assessment（產品與需求匹配度評估）是亮點。不足之處是互動流程較長，對普通使用者來說可能有點複雜；缺少實際案例參考，不知道最終效果會是什麼樣。總體來說，適合需要認真做商業規劃的使用者，但可能不太適合想快速獲得簡單答案的人。