| Yhteenveto: | Business model canvas is a commonly used tool among software startups. The
tool aims to help companies develop business models and new strategies. Even
though the model has been widely adapted among software startups a lack of
scientific research regarding the topic can be found.
This thesis evaluates how the business model canvas should be further devel-
oped when it comes to early stage software startups. This is done with a team
perspective. First, an understanding of software startups is created. Secondly,
based on the literature the Team Component is presented including the con-
structs of resources, networks, self-organization and way of working. After this,
the scope is widened to business model canvas, and the lack of a team construct
in it.
The theoretical Team Component is compared to the empirical data. The prima-
ry data consists of interviews conducted to startup teams and secondary data is
based on external student observations. The data was collected in qualitative
means and analyzed with a thematic analysis. The empirical data validates two
of the constructs included in the Team Component, resources and networks.
The two other constructs are not seen important in the context of early stage
software startups.
Based on the empirical results a further developed version of business model
canvas is presented, with the team playing as a core construct. The study claims,
that early stage software startups should see the team as a front thought and
concentrate on acquiring as versatile resources and wide networks for their
team in comparison to strategic planning at early stages. The study confirms,
that resources and networks are the most determinate factors to affect an early
stage startups success or failure.
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