The Possibility Of Using The Business Model Canvas In The Establishment Of An Operator' S Business Plan

Andrzej Tokarski, Maciej Tokarski, Jacek Wójcik


The term "business model" has been popular among managers, practitioners, and management theorists for nearly two decades. In 2001, one in four Fortune 500 companies applied the concept of business model in their annual report (Shafer, Smith Linder, 2005, p. 200). According to a report by The Economist Intelligence Unit of 2005, most managers (54%) pointed to business models (EIU, 2005, pp. 2-9) when answering the question whether the most important source of competitive advantage will be business models or new products and services.

The ability to build and evaluate planning documents called business plans is a valuable and important element of managerial and advisory competence. It is possible, first of all, to shape practical aspects by solving specific planning problems. The process of developing a business plan should create important business management tools, giving the opportunity to plan their development – these tools include Business Model Canvas (BMC), which can be used in drawing up a business plan. It is not possible to equate the BMC with a business plan, but it is certainly useful for the development of a business plan. Its application value means that it can be used in the preparation of a business plan in terms of necessary information, content, contained analyses related to e.g. a marketing, operational, financial or organizational and management plan.

The objective of the paper is to present both theoretical and practical possibilities of using the BMC in creating a business plan of an economic entity, which is a useful tool used especially by micro and small economic entities at the stage of establishing a business activity and a business model popular among product managers.

The paper was written based on the literature of the subject of management and business plans creation.


model biznesu, Business Model Canvas (BMC), biznes plan, podmiot gospodar-czy

Full Text:



Afuah A., Tucci Ch, (2003), Biznes internetowy. Strategie i modele. [Internet business. Strategies and Models], Kraków: Oficyna Ekonomiczna, p. 19.

Afuah, A. 2004. Business models: A strategic management approach. New York: Irwin/McGraw-Hill.

Baden-Fuller Ch., Mangematin V. (2013), Business models: A challenging agenda, Strategic Organization, 11(4), pp. 418–427.

Baden-Fuller Ch., Morgan M.S. (2010), Business models as models, Long Range Planning, 43(2), pp. 156–171.

Bellman, R., Clark, C. E., Malcolm, D. G., Craft, C. J., & Ricciardi, F. M. (1957). On The construction of a multi-stage, multi-person business game. Operations Research, Vol. 5, Issue 4, pp. 469–503.

Bołoz R., Modele biznesu – istota, elementy i klasyfikacje [Business Models – Essence, Elements and Classifications] [in:] Przedsiębiorczość i Zarządzanie, Vol. XVIII / 12, PART 2, Globalne i regionalne wyzwania przedsiębiorczości i innowacyjności [Global and Regional Challenges for Entrepreneurship and Innovation] A. Rogut, K. Wacha (eds.), Wydawnictwo Społecznej Akademii Nauk, Łódź-Warszawa 2017, p. 148

Brzóska J, (2009), Model biznesowy – współczesna forma modelu organizacyjnego zarządzania przedsiębiorstwem [Business Model – a Modern Form of the Organisational Model of Enterprise Management], Kwartalnik Naukowy Organizacja i Zarządzanie, No. 2(6), Gliwice: Politechnika Śląska, p. 9.

Chesbrough, H., Rosenbloom, R.S. (2002). The role of the business model in capturing value from innovation: evidence from XEROX Corporation’s technology spin-off companies. Industrial and Corporate Change, 11(3), pp. 529–555.

Chesbrough, (2010), Business Model Innovation: opportunities and barriers, Long Range Planning, vol. 43, p. 355.

Demil, B., Lecocq, X. (2010), Business Model Evolution: In Search of Dynamic Consistency. Long Range Planning, 43 (2-3), pp. 227-246.

Downing S. (2005) The social construction of entrepreneurship: narrative and dramatic processes in the coproduction of organizations and identities. Entrepreneurship Theory and Practice, 29 (2). pp. 185-204. ISSN 1540-6520.

Duczkowska-Piasecka., (2013) Model biznesu. Nowe myślenie strategiczne [Business Model. New Strategic Thinking], Warsaw: Difin, 2013, p. 132.

Duczkowska-Piasecka, (2012), Model biznesu w zarządzaniu przedsiębiorstwem [Business Model in Enterprise Management], Warszawa: SGH, 2012, p. 132.

Firlej K., (2013), Model biznesu w zarządzaniu przedsiębiorstwem spożywczym [Business Model in Food Company Management], [in:] Kożuch B., Modele biznesowe Przedsiębiorczość i zarządzanie, Vol. XIV/13, part II, Łódź: Społeczna Akademia Nauk, 2013, p. 27.

Falencikowski T.M., (2015), Model biznesu sieci przedsiębiorstw – założenia podstawowe [Business Model of Enterprise Network – Basic Assumptions], Warsaw: Problemy Zarządzania, No. 13, pp. 107-108.

Gassmann, O., Frankenberger, K., Csik, M. (2013): The St . Gallen Business Model Navigator. https://www.alexandr¡a.un¡

o20Nav¡gator.pdf, accessed on 16 June 2017.

Gassmann, O., Frankenberger, K., Csik, M. (2014): Revolutionizing the business model. In Management of the Fuzzy Front End of Innovation, pages 89–97. Springer, 2014. Gołembiowski T., Dudzik T.M., Lewandowska M., Witek-Hejduk M., Modele biznesu polskich przedsiębiorstw. [Business Models of Polish Enterprises.] (2008), Warsaw: SGH, 2008, p. 57.

Hedman, J., Kalling, T. 2003. The business model concept: Theoretical underpinnings and empirical illustrations. European Journal of Information Systems, Vol. 12, No. 1, 2003: pp. 49-59.

Johnson, M. W., Christensen, C. C., Kagermann, H. 2008. Reinventing your business model. Harvard Business Review, 86(12), pp. 50-59.

Kaplan S. (2012), The Business Model Innovation Factory: How to Stay Relevant When The World is Changing, Wiley, New Jersey.

Kardas M. (2016). Pojęcia i typy modeli biznesowych [Concepts and Types of Business Models] [in:] K. Klincewicz (ed.), Zarządzanie, organizacje i organizowanie – przegląd perspektyw teoretycznych [Management, Organisation and Organising – Overview of Theoretical Perspectives], Wydawnictwo Naukowe Wydziału Zarządzania Uniwersytetu Warszawskiego, Warsaw.

Jak przygotować model biznesowy dla firmy starającej się o dotację [How to Prepare a Business Model for the Company Applying for a Grant], (2016),Warsaw: PARP, Warsaw 2016, p. 10.

Mangematin, V., Lemarion, S., Boissin, J.-P., Catherine, D., Corolleur, F., Coronini, R.,

Trommetter, M., (2003), Development of SMEs and heterogeneity of trajectories: the case of biotechnology in France. Research Policy, vol. 32 (4), pp. 621-638.

Magretta, J. (2002). Why business models matter? Harvard Business Review, vol. 80(5), pp. 86–93.

Mahadevan, B. (2000), Business models for Internet-based e-commerce: An anatomy. California Management Review, 42(4): 55-69.

Mason K., Spring M. (2011), The sites and practices of business models. Industrial Marketing Management, vol. 40, no. 6, pp. 1032-1041.

Morris M., Schindehutte M., Allen J. (2005), The entrepreneur’s business model: Toward a unified perspective, Journal of Business Research, 58(6), pp. 726–735.

Obłój K., (2002), Tworzywo skutecznych strategii. [Material for Effective Strategies]. Warsaw: PWE, p. 97.

Osterwalder A., Pigneur Y., (2012), Tworzenie modeli biznesowych. Podręcznik wizjonera [Creating Business Models. Manual of a Visionary], Gliwice: One Press, pp. 19-21.

Osterwalder, A., Pigneur, Y., & Tucci, C. L. 2005. Clarifying business models: Origins, present and future of the concept. Communications of the Association for Information Science (CAIS), 16: 1-25.

Osterwalder A., Pigneur Y. (2010), Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Alexander Osterwalder & Yves Pigneur.

Pulcher J., (2012), Jak przygotować dobry Business Model Canvas? [How to Prepare Good Business Model Canvas [, Warsaw 2012];

Shafer, S.M., Linder, J.C., Smith, H.J. (2005). The power of research models. Business Horizons, 48, pp. 199–207.

Slywotzky A.J., Morrison D.J., Andelman B. (2000), Strefa Zysku [Profit Zone], Polskie Wydawnictwo Ekonomiczne, Warsaw.

Śliwiński M., (2008), Modele biznesowe e-usług [E-services Business Models], Warsaw: PARP, p. 16.

Teece D.J. (2010), Business models, business strategy and innovation, Long Range Planning, vol. 43(2), pp. 172–194.

The Economist Intelligence Unit (2005). Business 2010. Embracing the challenge of change. A report from the Economist Intelligence Unit sponsored by SAP. Access (30 October 2016).

Timmers, R. (1998). Business models for electronic markets. Electronic Markets, vol. 8(2), pp. 3–8.

Tokarski M., Tokarski A., Wójcik J., (2013), Biznesplan po polsku [Polish Style Business Plan], Warsaw: Difin, 2013, p. 7.

Tokarski A., Tokarski M., Wójcik J., (2014), Biznesplan w praktyce [Business Plan in Practice], Warsaw: CeDeWu, 2010, p. 7.

Tokarski A., Tokarski M., Wójcik J., (2017), Jak solidnie przygotować profesjonalny biznesplan [How to Prepare a Professional Business Plan Thoroughly], Warsaw: CeDeWu, p. 19.

Wierzbiński M., (2015), Model biznesowy a strategia i zarządzanie strategiczne [Business Model versus Strategy and Strategic Management], [in:] Nowak E., Kowalewski M., Zarządzanie kosztami i dokonaniami [Management of Costs and Performance], Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu, No. 395, Wrocław: Uniwersytet Ekonomiczny we Wrocławiu, p. 483.

Zott, Ch., Amit R. (2010). Business model design: An activity system perspective. Long Range Planning, 43, pp. 216–226.

Zott, Ch., Amit R. (2013). The business model: A theoretically anchored robust construct for strategic analysis. Strategic Organisation, pp. 1–20.

Zott, Ch., Amit R. (2001)Value creation in e-business. Strategic Management Journal, Vol. 22, No. 6/7, pp. 493-520.

Zott, Ch., Amit R. (2007): Business Model Design and the Performance of Entrepreneurial Firms. Organization Science, 18(2), pp. 181–199.

Zott, Ch., Amit, R., Massa, L. (2011). The business model: Recent developments and future research. Journal of Management, Vol. 37 No. 4, July 2011, pp. 1019–1042.



  • There are currently no refbacks.

Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Print ISSN: 1643-8175 (2451-0947), Online ISSN: 2451-0955, DOI prefix: 10.19197, Principal Contact: