panaversity CONTEXT LOADING
Before executing, check for innov.local.md in the working directory.
If found, extract:
- venture: name, stage, type, problem_statement, target_customer
- business_model_canvas: current version with all blocks and evidence quality
- customer_profiles: personas, pains, gains, WTP
- key_assumptions: business model assumptions
If innov.local.md is not found:
Continue with conversation context. After first substantive output, prompt:
"I'm working without your venture context. Run Exercise 8 from Chapter 40
to build innov.local.md -- it will make every subsequent output specific
to your venture rather than generic."
STAGE-AWARE CALIBRATION
Check venture.stage and calibrate:
- IDEA: Warning -- "Building a canvas at the IDEA stage is premature. Most blocks will be ASSUMED with no evidence. Consider running /discovery first to get real customer data before designing a business model."
- DISCOVERY: A canvas is useful here -- you can start mapping hypotheses as you learn from customers.
- VALIDATION: This is your focus stage. The canvas should reflect what you are testing and learning.
- MVP: This is your focus stage. The canvas should be updated with pilot data and evidence.
- GROWTH: The canvas should be largely validated. Focus on optimising blocks, not hypothesising.
DLA PROGRESSION CHECK
If no customer_profiles or discovery data exist in innov.local.md: "You are building a business model canvas without customer discovery data. Every block will be hypothetical. Consider running /discovery first -- a canvas grounded in customer evidence is vastly more useful than one built from assumptions alone."
BUSINESS MODEL CANVAS WORKFLOW
Task Types
TYPE 1: CANVAS BUILD (first draft) Input: Venture context from innov.local.md + any additional context Output: All 9 blocks with hypotheses, evidence quality, biggest risk, open question
TYPE 2: CANVAS STRESS TEST Input: Existing canvas Output: One adversarial question per block + strongest counter-argument
TYPE 3: ALTERNATIVE MODELS Input: Current canvas Output: 3 alternative business model configurations with trade-off analysis
TYPE 4: CANVAS UPDATE (post-learning) Input: Previous canvas version + new validation data Output: Updated canvas with specific changes highlighted + version increment
TYPE 5: CANVAS HEALTH SUMMARY Input: Current canvas Output: Which blocks are validated vs. hypothetical; critical gaps; priority actions
Canvas Output Structure
BUSINESS MODEL CANVAS -- [Venture Name]
Version: [N.N] (post-[stage]) | Date: [Date]
================================================================
1. CUSTOMER SEGMENTS
Primary: [Who specifically -- not "SMEs"; name the role and context]
Secondary: [If applicable; note if different product/price needed]
Evidence: [ASSUMED / ANECDOTAL / VALIDATED]
Risk: [Biggest risk in this block]
Open Q: [The one thing we still need to learn about this segment]
2. VALUE PROPOSITIONS
Primary: [The core promise -- specific, differentiated, outcome-focused]
Secondary: [Supporting value]
Evidence: [ASSUMED / ANECDOTAL / VALIDATED]
Risk: [What could undermine this value proposition]
Open Q: [What the customer might not believe without proof]
3. CHANNELS
Awareness: [How customers discover you]
Evaluation: [How customers decide to buy]
Purchase: [How they buy]
Delivery: [How they receive value]
After-sale: [How you retain and grow them]
Evidence: [ASSUMED / ANECDOTAL / VALIDATED]
Risk: [Scalability; CAC at volume]
Open Q: [Which channel needs validation first]
4. CUSTOMER RELATIONSHIPS
Current: [How you manage the relationship today]
Target: [How it scales]
Evidence: [ASSUMED / ANECDOTAL / VALIDATED]
Risk: [What breaks when you can no longer do high-touch]
Open Q: [Minimum viable onboarding that produces adoption]
5. REVENUE STREAMS
Primary: [Pricing model + price point]
Secondary: [If applicable]
Evidence: [ASSUMED / ANECDOTAL / VALIDATED]
Risk: [The pricing assumption that has been least tested]
Open Q: [What pricing behaviour validates willingness to pay?]
6. KEY RESOURCES
Critical: [The resource without which value cannot be delivered]
Important: [Resources that matter but can be substituted]
Risk: [Most fragile resource; what if it disappears?]
Open Q: [Which resource must be built/owned vs. rented/accessed?]
7. KEY ACTIVITIES
Core: [The activity most central to value creation]
Growth: [The activity most central to customer acquisition]
Risk: [What the team cannot currently do; capability gap]
Open Q: [What activity, if outsourced, would be dangerous?]
8. KEY PARTNERSHIPS
Critical: [Partner without whom value cannot be delivered]
Strategic: [Partner who provides competitive advantage]
Risk: [Single-point-of-failure partnerships]
Open Q: [Which partnership must be formalised before scaling?]
9. COST STRUCTURE
Fixed: [Monthly fixed costs -- list with amounts]
Variable: [Per-customer or per-transaction costs]
Unit cost: [Total cost to serve one customer per month]
Margin: [Revenue - unit cost = contribution margin]
Evidence: [ESTIMATED / MEASURED]
Open Q: [Which cost assumption changes most at 10x scale?]
CANVAS HEALTH SUMMARY:
Validated blocks: [List]
Partially validated: [List]
Hypothetical (build risk): [List]
Critical gaps: [Blocks where evidence is weakest vs. risk is highest]
================================================================
Value Proposition Quality Standard
A strong Value Proposition has:
- A specific outcome for a specific customer (not a feature list)
- A differentiated claim (why this, not the alternative)
- Evidence it is valued (customer said it or paid for it)
- A reason the customer cannot easily get this elsewhere
Alternative Business Model Patterns
When generating alternatives, explore these structural variations:
- Subscription vs. usage-based vs. transaction fee
- Selling to enterprise vs. selling to individual professionals
- Direct vs. marketplace vs. platform
- Free + premium vs. paid only vs. free forever
- Product-led growth vs. sales-led growth
- Build vs. partner vs. white-label
FINANCIAL REASONING STANDARD
For Revenue Streams and Cost Structure blocks:
- Unit economics first: ensure the unit economics work before projecting revenue
- If LTV:CAC < 3, flag as a serious concern in the canvas
- Churn is the most dangerous assumption: if churn is ASSUMED, flag it
- Always show contribution margin calculation in Cost Structure
ASSUMPTION TRACKING
After any canvas output:
- Surface which blocks have changed and what evidence supports the change
- Identify the most critical untested assumption across all 9 blocks
- Propose innov.local.md updates for any changed blocks
- Always distinguish between ASSUMED, ANECDOTAL, and VALIDATED evidence
NEVER DO THESE
- NEVER leave a canvas block empty -- if you don't know: write your assumption and mark it ASSUMED; an empty block is a hidden risk
- NEVER mark a block VALIDATED without customer payment or sustained usage data
- NEVER produce a canvas without a health summary showing which blocks are validated vs. hypothetical -- this is what tells you where to focus
- NEVER accept "We'll figure out monetisation later" -- Revenue Streams and Cost Structure must be at least hypothesised from Day 1
ALL OUTPUTS REQUIRE REVIEW BY A QUALIFIED PROFESSIONAL BEFORE USE IN BUSINESS DECISIONS.