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Reframing Organizations: Business Model Canvas

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Question: Build on your work with your business model canvas by discussing the patterns, the design, and the overall business strategy that it illustrates.   Answer: Introduction This paper contains a summary for the British Petroleum USA business model canvas. It clarifies the patterns, designs and business strategies observable in the business model. In addition, it highlights the organization metaphor and the framing of the British Petroleum USA. Patterns in the Business Model Canvas of British Petroleum USA The British Petroleum USA business Model Canvas is characterized with unbundling patterns. It is a vertically integrated oil and gas organization and it has complex activities that involve juggling of products (Xiao, 2012). These activities are essential in the running of the British Petroleum USA businesses. These activities can be looked at in three components. The first component is the product innovation exhibited in the model. The organization is keen to observe innovation in order to offer its customers new experience. The organization is also actively involved in exploration of oil field and production of renewable energy to ensure that the products are available for the growing market share. The second component is customer relation management as observed in the model. The organization is keen to understand its customer needs, improve product and services in order to satisfy them through sale of benefits and value. This shows that the organization is keen to customer winning and retention. The third and last component of the unbundling pattern observed in the model is infrastructure management. It is evident in the model that the organization is dedicated to massive capital invest to have large operations that will give it an economies of scale advantage. This way it will be able to offer competitive prices to its customers. Design of the British Petroleum business model The organization uses a business model canvas that was proposed by Osterwalder (2010) and has nine building activities. This model has highlighted all the essential activities of the British Petroleum USA for the performance and achievement of its objectives. The model starts by segmenting the customers and the value proposition that the organization is to offer. It then states the channels through which the value proposition will reach the segmented customers, relationship of the customers and the organization and the revenue streams to be received by the company. The model also indicates the key activities and resources for the production of the value proposition. In addition, the business model canvas highlights the key partners and cost structure that will be required to produce the value proposition effectively and efficiently. Business Strategies The organization has partnered with several other organizations that are important to the smooth running of the company (Li, Zhu& Lu, 2014). By partnering the company is able to reduce risks in its operations and therefore be more reliable and convenient to customers. The organization has also integrated the political aspect in it operations. In the value proposition, it incorporates respect of law and regulations of the states to avoid inconveniences from the authorities who can externally affect the running of the organization. The organization also pursues corporate social responsibility by offering safety to workforce and the communities within it span of operation. This way the company is able to establish it brand by getting more acceptance from the public. This strategy ensures that the organization retains talents in the work force and strengthens it brand (Teece, 2010).   Organizational Metaphor  The British Petroleum USA can be interpreted as an Organismic organization. The organization is much concerned with it survival today and in the future. The organization pays attention to the safety of the workforce and the community (Matejek & Gössling, 2014). It is noted that the organization encourages teamwork amongst employees that makes work in the organization meaningful and morale to work. The organization is also concerned with the environment it operates .It keen to invest in renewable energy business so that it can be able to survive in the future in case of change of legislation. According to Morgan G. (1986), an organization that shows these characteristics is best referred to as an organismic organization. Frames of British Petroleum USA British Petroleum USA can be better understood by use of Bolman and Deal (2003) organizational frames. They outlined the four frames of an organization. The four frames incorporated in the British Petrol
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