Your SlideShare is downloading. ×
0
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Business Model Innovation and Design at Todai

5,967

Published on

This talk aims at presenting the Business Model Canvas for designing, assessing and challenging business models. Business model innovation and industry changes will be illustrated with examples such …

This talk aims at presenting the Business Model Canvas for designing, assessing and challenging business models. Business model innovation and industry changes will be illustrated with examples such as Nespresso, SunEdisson, and AirBnB. Design thinking attitude will also be emphasized for exploring and prototyping business models. Finally, the synergy between the business model canvas, lean startup and customer development will be briefly presented for testing business models.

Published in: Business
2 Comments
79 Likes
Statistics
Notes
  • The staff at Overflow Cafe reviewed your presentation and enjoyed it, thank you.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Not..bad!... similar to what I presented 2 weeks ago. We need to position with more authenticity to a Japanese environment with real Japanese related customer in the existing business context.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Views
Total Views
5,967
On Slideshare
0
From Embeds
0
Number of Embeds
8
Actions
Shares
0
Downloads
0
Comments
2
Likes
79
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Tokyo 2014 business model innovation & design ! yves.pigneur@unil.ch (イヴ・) ビジネスモデルイノベーションとデザイン
  • 2. November 2012 business model innovation & design
  • 3. Alex (アレックス・)
  • 4. ?How to design innovative business models? どのようにして成功するビジネスモデルを思いつくのか?
  • 5. time performance sustaining innovation disruptive innovation 破壊的革新
  • 6. 2013
  • 7. 2012
  • 8. 2011
  • 9. 2010
  • 10. 2005
  • 11. 2000
  • 12. 1997
  • 13. Larry Page & Sergey Brin
  • 14. 1995
  • 15. 1990
  • 16. 1985
  • 17. 1984
  • 18. 柳井 正 Yanai Tadashi
  • 19. 1983
  • 20. 1982
  • 21. 1981
  • 22. 1980
  • 23. Nicolas Hayek
  • 24. [source: rezonance]
  • 25. ?what do these examples have in common? これらの事例に共通することは何でしょうか?
  • 26. they focused on product innovation alone they empower the product through the business model 製品イノベーションを超えていく
  • 27. they simply copied from competitors they invented a new business model 競合他社を後追いするのではなく
  • 28. they could prove in advance that the model would work they had to take some risk and experiment 証明出来るまで待つのではなく
  • 29. Our Vision In the future, business leaders will - operate more like surgeons, - prototype like designers, and - experiment like scientists. ! 将来的に、ビジネスパーソンには以下 のような視点が必要です ! >手術をする外科医のような >デザイナーが試作品をつくるような >科学者が実験をするような
  • 30. right tools 適切なツール
  • 31. design thinking デザイン思考
  • 32. experimenting 実験を
  • 33. Business Model 1 Design Thinking 2 Model testing 3 ビジネスモデル デザイン思考 モデルをテストする
  • 34. !38 your expectations ? あなたの期待?
  • 35. right tools 適切なツール
  • 36. 1 43 Business Model ビジネスモデル
  • 37. question 質問
  • 38. ?How much did the cost of home coffee consumption change for Swiss households over the last couple of years? 家庭用コーヒーの消費コストが変化 ?
  • 39. 2004 ¥10’000.- 2014 ¥ ?(CHF 100.-)
  • 40. +800%+600%
  • 41. http://www.flickr.com/photos/joeshlabotnik/2294656527/!
  • 42. Discuss: What is Nespresso’s Business Model? Nespresso ビジネスモデル?
  • 43. ?what is a business model? discuss with your seat neighbour and write down your definition ビジネスモデル の定義?
  • 44. common language 共通言語
  • 45. simple 容易
  • 46. holistic 全体的な
  • 47. visual ビジュアル
  • 48. Business Model Canvas ビジネスモデルキャンバス
  • 49. customer segment images by JAM 顧客セグメント
  • 50. value proposition images by JAM 価値提案
  • 51. distribution channel images by JAM (販売) チャンネル
  • 52. customer relationship images by JAM 顧客との関係
  • 53. revenue stream images by JAM 収益の流れ
  • 54. key resources images by JAM 主要リソース
  • 55. key activities images by JAM 主要な活動
  • 56. key partners images by JAM パートナー
  • 57. cost structure images by JAM コスト構造
  • 58. customer segments key partners cost structure revenue streamsdistribution channels customer relationshipskey activities key resources value proposition images by JAM 価値提案 顧客との関係 コスト構造 主要な活動 チャンネル主要リソース 収益の流れ 顧客セグメントパートナー
  • 59. !69 ビジネスモデルキャンバス VALUE PROPOSITION RELATIONSHIP CUSTOMER SEGMENTS CHANNELS KEY ACTIVITIES KEY RESOURCES KEY PARTNERS COST STRUCTURE REVENUE STREAMS The Business Model Canvas コスト構造 収益の流れ 価値提案 顧客との関係 顧客セグメント主要な活動パートナー 主要リソース チャンネル
  • 60. A VALUE PROPOSITION A CHANNEL A CUSTOMER TARGET A REVENUE STREAM RELATIONSHIP A RESOURCE COST A PARTNER AN ACTIVITY ANOTHER ACTIVITY ANOTHER VALUE PROPOSITION ビジネスモデル a business model KEY ACTIVITIESKEY PARTNERS CHANNELS VALUE PROPOSITION KEY RESOURCES REVENUE STREAMS RELATIONSHIP COST STRUCTURE CUSTOMER SEGMENTS 価値提案 顧客との関係 コスト構造 主要な活動 チャンネル主要リソース 収益の流れ 顧客セグメントパートナー
  • 61. www.businessmodelgeneration.com strategyzer.com 開発元: 著作権はBusiness Model Foundry AGに帰属します。ビジネスモデルキャンバスとStrategyzerの開発者 製造元: www.stattys.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. The Business Model Canvas 収益の流れ チャネル 顧客セグメント価値提案主要活動パートナー リソース コスト構造 顧客との関係 ∼によってデザインされた: 日時: バージョン:∼のためにデザインされた: 我々のビジネスモデルのコストの中で最も重要なものはどれか? 最も高価なリソースは何か? 最もお金がかかる活動は何か? あなたのビジネスはどちらかといえば... コスト主導型(最も効率的なコスト構造、低価格を価値として提案、最高レベルの自動化、徹底的なアウトソース)である 価値主導型(価値創造に重点を置いている、高品質を価値として提案)である 項目例 固定費(給与、賃貸料、用役費) 変動費 規模の経済性 多角化の経済性 我々の顧客セグメントは、どのチャネルを通して 供給されることを望んでいるのか? 今現在我々はどのように届けているのか? 我々のチャネルはどのように統合されているのか? どのチャネルが一番うまくいっているのか? コスト効率が良いのはどのチャネルか? 我々はチャネルと顧客の日常行動とをどのように結び つけているのか? チャネルフェーズ 1. 認知 自社の製品やサービスについての認知度をどのように上げるのか? 2. 評価 我々が提供する価値 を顧客が評価するために、我々は何ができるか? 3. 購入 どのようにして特定の製品やサービスを顧客に購入してもらうのか? 4, 配送 提案する価値をどのようにして顧客に届けるのか? 5. アフターセールス 購入後のカスタマーサービスはどのように提供するのか? 我々の顧客はどのような価値のためなら躊躇無く支払うのか? 今現在顧客は何に対して支払いをしているのか? 今現在顧客はどのような手段で支払いを行っているのか? 顧客はどのような支払い方法を望んでいるのか? それぞれの収入の流れは、全体の収入にどの程度寄与しているのか? 誰のために価値を創造するのか? 我々に最も重要な顧客は誰か? マス市場 ニッチ市場 細分化 多様化 マルチサイド・プラットフォーム 各セグメントの顧客は、我々とどのような関係を構築し、 維持したいと望んでいるのか? どのような関係が既に構築されているのか? 顧客との関係は、ビジネスモデルの他の部分とどのように統合さ れるのか? それにはどのくらいのコストがかかるのか? 例 顧客対応担当者 専任担当者によるサポート セルフサービス 自動化サービス コミュニティ 共創 我々の提供する価値を生み出すために必 要な主な活動とは何か? 流通経路は? 顧客との関係は? 収入の流れは? カテゴリー 製造 問題解決 プラットフォーム/ネットワーク 我々の価値を提供するために必要な主なリソース とは何か? 流通経路は?顧客との関係は? 収入の流れは? リソースの種類 物理的リソース 知的リソース(ブランド、特許、著作権、データ) 人的リソース 金銭的リソース 主なパートナーは誰か? 主な供給業者は誰か? どのキーリソースをパートナーから獲得するのか? パートナーが行う活動は何か? パートナーシップの動機 最適化と経済性 リスクと不確定要素の低減 特定のリソース及び人的資源の取得 どのような価値を顧客に提供するのか? 顧客のどのような問題を解決するのに役立つのか? どのような製品とサービスの組み合わせをそれぞれ の顧客セグメントに対して提供するのか? どの顧客ニーズを満足させるのか? 特徴 新奇性 パフォーマンス カスタマイズ性 仕事を成し遂げる、仕上げる デザイン ブランド/ステータス 価格 経費削減 リスク低減 利便性 便宜性/有用性 種類 物品販売 サービス利用料 定期購入 賃貸/レンタル/リース ライセンス契約 仲介料 広告料 固定料金 定価 製品機能別価格 顧客セグメント別価格 従量制 変動料金 値引き交渉 価格調整 時価
  • 62. example: airBnB prepared with Mathilde Krause
  • 63. Joe Gebbia
  • 64. Brian Chesky
  • 65. 1週間で千ドル In 2007, they earned $1’000 in just one week
  • 66. 会議への参加者3 3 attendees to a conference preferred to live with locals
  • 67. ?How to build a service matching visitors who wants rooms with locals who wants to rent out extra space 部屋を探している観光客と、空いている部屋を貸したい地元の 住民をマッチングするサービスの構築方法
  • 68. ??? images by Mathildeimages by Mathilde 価値提案 顧客との関係 コスト構造 主要な活動 チャンネル主要リソース 収益の流れ 顧客セグメントパートナー
  • 69. Nathan Blecharczyk proposed to Brian Chesky & Joe Gebbia to do something more global
  • 70. ! ! an open peer-to-peer marketplace for people to stay anywhere around the world ! オープンなピアツーピア市場
  • 71. !86 images by Mathilde 価値提案 顧客との関係 コスト構造 主要な活動 チャンネル主要リソース 収益の流れ 顧客セグメントパートナー
  • 72. results
  • 73. June 2008 June 2010 Guest nights booked since 2008 June 2012 10millions 5millions JANUARY 2012
  • 74. Jan 2009 Jan 2012 Number of Listings since 2009 Jan 2013 300thousands 100thousands Jan 2011Jan 2010
  • 75. Airbnb hosts in New York in 2008
  • 76. Airbnb hosts in NewYork in 2011 Airbnb hosts in New York in 2011
  • 77. $1’650 the earning average per apartment per month in NYC 1650ドル の収益 /アパート /月
  • 78. time performance sustaining innovation disruptive innovation 破壊的革新
  • 79. exercise: Nespresso
  • 80. describe the Nespresso’s business model using the canvas ネスプレッソのビジネスモデルをキャンバスで説明します
  • 81. コスト構造 収益の流れ 価値提案 顧客との関係 顧客セグメント主要な活動パートナー 主要リソース チャンネル
  • 82. 販売店・小売
  • 83. スイスフラン
  • 84. 製造業者
  • 85. 店舗
  • 86. スイスフラン
  • 87. クラブ
  • 88. 特許 工場
  • 89. マーケティング 生産 配送
  • 90. マーケティング 生産 配送
  • 91. Nespresso changed the business model for espresso
  • 92. average growth of 30% p.a. since 2000 2000年以降の年間平均成長率は30%
  • 93. estimated 4.5 billion CHF annual revenue with 1 product line in 2013 (5 bio USD) [source: FT, Nov 2013] 1製品群で45億スイスフランの年間売上
  • 94. time performance traditional industry disruptive BM 破壊的革新
  • 95. what else...?
  • 96. !Nespresso almost went bankrupt in 1987 ! 倒産寸前
  • 97. JOIN VENTURE W/ MACHINE MANUFACTURERS BUSINESS MACHINE MANUFACTURERS MACHINE PODS 共同事業
  • 98. the right business model can be the difference between success and failure for the same product
  • 99. Business model mechanics 力学
  • 100. www.sxc.hu BM as a checklist (チェックリスト)
  • 101. Revenue StreamsCost Structure Customer Relationships Channels Customer Segments Value Propositions Key ActivitiesKey Partners Key Resources Travelling Oral Surgery Practice Administrators provide access to the Dental Clinics Dental Clinics provide access to the indigent population and the facilities to provide advanced oral care services Oral Surgeons provide the needed skills to perform the advance oral care Dental Anesthesiologists are required to perform surgeries Performing oral surgeries and advanced oral care/ procedures Billing and submitting claims to Medicaid Staffing for performance of surgeries Scheduling of clinic visits and patient procedures Medicaid benefits from the reduction of ongoing costs of oral hygiene by providing preventative care Dental Clinics are recipients of the revenue from the ongoing continuing care of the indigent patients Parents of children are able to receive free oral care for their dependents Children benefit from healthier mouths, oral hygiene, and better smiles An arms length, very impersonal relationship with Medicaid A one-to-one personal relationship with dental clinics A one-to-one personal relationship with the Indigent Patients/ Recipients of care Traveling practice reaches Medicaid through a direct credentialing process Reach the Indigent Populations through Dental clinics and case workers Accreditation and compliance are ongoing costs Rental of clinical facilities in scheduled locations Personnel required for operations and procedures Dental supplies necessary for surgery and advance care procedures We will make money by directly submitting claims and billing to Medicaid These will be fees for oral surgeon, the anesthesiologist, and the required facilities The dental clinics and the indigent population are not actual payers but are Trained personnel allow for smooth operations and good patient care Proper facilities are needed to perform procedures in a sterile environment Supplies are necessary in order to perform procedures Medicaid Dental Clinics Indigent Population Parents of Children w/ Dental Needs on Medicaid Children w/Dental Needs Revenue StreamsCost Structure Customer Relationships Channels Customer Segments Value Propositions Key ActivitiesKey Partners Key Resources Travelling Oral Surgery a business model tells a story (物語)
  • 102. What does that have to do with business models? ?それはビジネスモデルにおいてどんな意味を持つだろうか?
  • 103. 1 2 3 4 5
  • 104. example: airBnB prepared with Mathilde Krause
  • 105. VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENT DISTRIBUTION CHANNEL KEY ACTIVITIES KEY RESOURCES KEY PARTNERS COST REVENUES !139
  • 106. VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENT DISTRIBUTION CHANNEL KEY ACTIVITIES KEY RESOURCES KEY PARTNERS COST REVENUES !141
  • 107. design thinking デザイン思考
  • 108. 2 143 Design Thinking デザイン思考
  • 109. decision Vs design 決定 / デザイン
  • 110. decision attitude: it’s easy to come up with alternatives, but difficult to choose between them 決定 : 選択肢の中から選択するのが難しい
  • 111. existing choices a b c
  • 112. existing choices abcgko designing alternatives
  • 113. making choices abcgko How do you design business model alternatives? 複数のモデル
  • 114. business people don’t just need to understand designers better; they need to become designers – Roger Martin, Rotman School @ Toronto ” “ ビジネスの人々は、デザイナーになるために必要がある
  • 115. Design デザイン 1
  • 116. think out of the box 箱から出して
  • 117. – David Kelley, IDEO We evaluate potential solutions through user observation & iterative rapid prototyping. “ ”
  • 118. http://www.stanford.edu/group/dschool/
  • 119. Customer insight 顧客インサイト 2
  • 120. Business Model Key Partners Key Activities Key Resources Value Proposition Customer Relationships Customer Segments Channels Revenue Streams Cost Structure
  • 121. 160 Designing a great value proposition starts with a deep understanding of customers (提供できる素晴らしい価値をデザインすることで)顧客への 理解を深めること
  • 122. Key Partners Key Activities Key Resources Value Proposition Customer Relationships Customer Segments Channels Revenue Streams Cost Structure The Business Model Canvas fit 適応
  • 123. ? 162 How to define customer/user centricity? 顧客中心主義?
  • 124. フランス人デザイナーのフィリップ・スタルクによるデザイン
  • 125. ?Great, but what if you don’t have a designer handy?
  • 126. put yourself in the customers’ shoes お客様の靴を履く
  • 127. 168 customer 顧客 value proposition 価値提案 job-to-be-done やるべき仕事
  • 128. Jobs-to-be-done offers a clear way to innovate – Clay Christensen, HBS “ ” “やるべき仕事”を考えることは革新するための明解な方法です
  • 129. Value Proposition Canvas 価値提案キャンバス
  • 130. The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com strategyzer.com Gain Creators Pain Relievers Pains Gains Products & Services Customer Job(s) The Value Proposition Canvas Value Proposition Customer Segment strategyzer.comThe makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG
  • 131. The Value Proposition Canvas Gain Creators Describe how your products and services create customer gains. How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings? Pain Relievers Do they… Create savings that make your customer happy? (e.g. in terms of time, money and effort, …) Produce outcomes your customer expects or that go beyond their expectations? (e.g. better quality level, more of something, less of something, …) Copy or outperform current solutions that delight your customer? (e.g. regarding specific features, performance, quality, …) Make your customer’s job or life easier? (e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, …) Create positive social consequences that your customer desires? (e.g. makes them look good, produces an increase in power, status, …) Do something customers are looking for? (e.g. good design, guarantees, specific or more features, …) Fulfill something customers are dreaming about? (e.g. help big achievements, produce big reliefs, …) Produce positive outcomes matching your customers success and failure criteria? (e.g. better performance, lower cost, …) Help make adoption easier? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs. Describe how your products and services alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done? Do they… Produce savings? (e.g. in terms of time, money, or efforts, …) Make your customers feel better? (e.g. kills frustrations, annoyances, things that give them a headache, …) Fix underperforming solutions? (e.g. new features, better performance, better quality, …) Put an end to difficulties and challenges your customers encounter? (e.g. make things easier, helping them get done, eliminate resistance, …) Wipe out negative social consequences your customers encounter or fear? (e.g. loss of face, power, trust, or status, …) Eliminate risks your customers fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) Help your customers better sleep at night? (e.g. by helping with big issues, diminishing concerns, or eliminating worries, …) Limit or eradicate common mistakes customers make? (e.g. usage mistakes, …) Get rid of barriers that are keeping your customer from adopting solutions? (e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …) Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done? Products & Services List all the products and services your value proposition is built around. Which products and services do you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs? Which ancillary products and services help your customer perform the roles of: Buyer (e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …) Co-creator (e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Products and services may either by tangible (e.g. manufactured goods, face-to- face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services). Rank all products and services according to their importance to your customer. Are they crucial or trivial to your customer? Gains Describe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings. Pains Customer Job(s) Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done. What does your customer find too costly? (e.g. takes a lot of time, costs too much money, requires substantial efforts, …) What makes your customer feel bad? (e.g. frustrations, annoyances, things that give them a headache, …) How are current solutions underperforming for your customer? (e.g. lack of features, performance, malfunctioning, …) What are the main difficulties and challenges your customer encounters? (e.g. understanding how things work, difficulties getting things done, resistance, …) What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …) What risks does your customer fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) What’s keeping your customer awake at night? (e.g. big issues, concerns, worries, …) What common mistakes does your customer make? (e.g. usage mistakes, …) What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …) Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy. What functional jobs are you helping your customer get done? (e.g. perform or complete a specific task, solve a specific problem, …) What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …) What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …) What basic needs are you helping your customer satisfy? (e.g. communication, sex, …) Besides trying to get a core job done, your customer performs ancillary jobs in differ- ent roles. Describe the jobs your customer is trying to get done as: Buyer (e.g. trying to look good, gain power or status, …) Co-creator (e.g. esthetics, feel good, security, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Rank each job according to its significance to your customer. Is it crucial or is it trivial? For each job indicate how often it occurs. Outline in which specific context a job is done, because that may impose constraints or limitations. (e.g. while driving, outside, …) Which savings would make your customer happy? (e.g. in terms of time, money and effort, …) What outcomes does your customer expect and what would go beyond his/her expectations? (e.g. quality level, more of something, less of something, …) How do current solutions delight your customer? (e.g. specific features, performance, quality, …) What would make your customer’s job or life easier? (e.g. flatter learning curve, more services, lower cost of ownership, …) What positive social consequences does your customer desire? (e.g. makes them look good, increase in power, status, …) What are customers looking for? (e.g. good design, guarantees, specific or more features, …) What do customers dream about? (e.g. big achievements, big reliefs, …) How does your customer measure success and failure? (e.g. performance, cost, …) What would increase the likelihood of adopting a solution? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) Rank each gain according to its relevance to your customer. Is it substantial or is it insignificant? For each gain indicate how often it occurs. Rank each pain according to the intensity it represents for your customer. Is it very intense or is it very light.? For each pain indicate how often it occurs. On: Iteration: Designed by:Designed for: Day Month Year No. Customer Segment www.businessmodelgeneration.com Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH Value Proposition Create one for each Customer Segment in your Business Model 価値提案キャンバス
  • 132. The Value Proposition Canvas Gain Creators Describe how your products and services create customer gains. How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings? Pain Relievers Do they… Create savings that make your customer happy? (e.g. in terms of time, money and effort, …) Produce outcomes your customer expects or that go beyond their expectations? (e.g. better quality level, more of something, less of something, …) Copy or outperform current solutions that delight your customer? (e.g. regarding specific features, performance, quality, …) Make your customer’s job or life easier? (e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, …) Create positive social consequences that your customer desires? (e.g. makes them look good, produces an increase in power, status, …) Do something customers are looking for? (e.g. good design, guarantees, specific or more features, …) Fulfill something customers are dreaming about? (e.g. help big achievements, produce big reliefs, …) Produce positive outcomes matching your customers success and failure criteria? (e.g. better performance, lower cost, …) Help make adoption easier? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs. Describe how your products and services alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done? Do they… Produce savings? (e.g. in terms of time, money, or efforts, …) Make your customers feel better? (e.g. kills frustrations, annoyances, things that give them a headache, …) Fix underperforming solutions? (e.g. new features, better performance, better quality, …) Put an end to difficulties and challenges your customers encounter? (e.g. make things easier, helping them get done, eliminate resistance, …) Wipe out negative social consequences your customers encounter or fear? (e.g. loss of face, power, trust, or status, …) Eliminate risks your customers fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) Help your customers better sleep at night? (e.g. by helping with big issues, diminishing concerns, or eliminating worries, …) Limit or eradicate common mistakes customers make? (e.g. usage mistakes, …) Get rid of barriers that are keeping your customer from adopting solutions? (e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …) Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done? Products & Services List all the products and services your value proposition is built around. Which products and services do you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs? Which ancillary products and services help your customer perform the roles of: Buyer (e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …) Co-creator (e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Products and services may either by tangible (e.g. manufactured goods, face-to- face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services). Rank all products and services according to their importance to your customer. Are they crucial or trivial to your customer? Gains Describe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings. Pains Customer Job(s) Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done. What does your customer find too costly? (e.g. takes a lot of time, costs too much money, requires substantial efforts, …) What makes your customer feel bad? (e.g. frustrations, annoyances, things that give them a headache, …) How are current solutions underperforming for your customer? (e.g. lack of features, performance, malfunctioning, …) What are the main difficulties and challenges your customer encounters? (e.g. understanding how things work, difficulties getting things done, resistance, …) What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …) What risks does your customer fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) What’s keeping your customer awake at night? (e.g. big issues, concerns, worries, …) What common mistakes does your customer make? (e.g. usage mistakes, …) What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …) Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy. What functional jobs are you helping your customer get done? (e.g. perform or complete a specific task, solve a specific problem, …) What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …) What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …) What basic needs are you helping your customer satisfy? (e.g. communication, sex, …) Besides trying to get a core job done, your customer performs ancillary jobs in differ- ent roles. Describe the jobs your customer is trying to get done as: Buyer (e.g. trying to look good, gain power or status, …) Co-creator (e.g. esthetics, feel good, security, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Rank each job according to its significance to your customer. Is it crucial or is it trivial? For each job indicate how often it occurs. Outline in which specific context a job is done, because that may impose constraints or limitations. (e.g. while driving, outside, …) Which savings would make your customer happy? (e.g. in terms of time, money and effort, …) What outcomes does your customer expect and what would go beyond his/her expectations? (e.g. quality level, more of something, less of something, …) How do current solutions delight your customer? (e.g. specific features, performance, quality, …) What would make your customer’s job or life easier? (e.g. flatter learning curve, more services, lower cost of ownership, …) What positive social consequences does your customer desire? (e.g. makes them look good, increase in power, status, …) What are customers looking for? (e.g. good design, guarantees, specific or more features, …) What do customers dream about? (e.g. big achievements, big reliefs, …) How does your customer measure success and failure? (e.g. performance, cost, …) What would increase the likelihood of adopting a solution? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) Rank each gain according to its relevance to your customer. Is it substantial or is it insignificant? For each gain indicate how often it occurs. Rank each pain according to the intensity it represents for your customer. Is it very intense or is it very light.? For each pain indicate how often it occurs. On: Iteration: Designed by:Designed for: Day Month Year No. Customer Segment www.businessmodelgeneration.com Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH Value Proposition Create one for each Customer Segment in your Business Model observe 観察する design デザイン Gains Jobs Pains Gain creators Features Pains relievers
  • 133. The Value Proposition Canvas Gain Creators Describe how your products and services create customer gains. How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings? Pain Relievers Do they… Create savings that make your customer happy? (e.g. in terms of time, money and effort, …) Produce outcomes your customer expects or that go beyond their expectations? (e.g. better quality level, more of something, less of something, …) Copy or outperform current solutions that delight your customer? (e.g. regarding specific features, performance, quality, …) Make your customer’s job or life easier? (e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, …) Create positive social consequences that your customer desires? (e.g. makes them look good, produces an increase in power, status, …) Do something customers are looking for? (e.g. good design, guarantees, specific or more features, …) Fulfill something customers are dreaming about? (e.g. help big achievements, produce big reliefs, …) Produce positive outcomes matching your customers success and failure criteria? (e.g. better performance, lower cost, …) Help make adoption easier? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs. Describe how your products and services alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done? Do they… Produce savings? (e.g. in terms of time, money, or efforts, …) Make your customers feel better? (e.g. kills frustrations, annoyances, things that give them a headache, …) Fix underperforming solutions? (e.g. new features, better performance, better quality, …) Put an end to difficulties and challenges your customers encounter? (e.g. make things easier, helping them get done, eliminate resistance, …) Wipe out negative social consequences your customers encounter or fear? (e.g. loss of face, power, trust, or status, …) Eliminate risks your customers fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) Help your customers better sleep at night? (e.g. by helping with big issues, diminishing concerns, or eliminating worries, …) Limit or eradicate common mistakes customers make? (e.g. usage mistakes, …) Get rid of barriers that are keeping your customer from adopting solutions? (e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …) Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done? Products & Services List all the products and services your value proposition is built around. Which products and services do you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs? Which ancillary products and services help your customer perform the roles of: Buyer (e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …) Co-creator (e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Products and services may either by tangible (e.g. manufactured goods, face-to- face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services). Rank all products and services according to their importance to your customer. Are they crucial or trivial to your customer? Gains Describe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings. Pains Customer Job(s) Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done. What does your customer find too costly? (e.g. takes a lot of time, costs too much money, requires substantial efforts, …) What makes your customer feel bad? (e.g. frustrations, annoyances, things that give them a headache, …) How are current solutions underperforming for your customer? (e.g. lack of features, performance, malfunctioning, …) What are the main difficulties and challenges your customer encounters? (e.g. understanding how things work, difficulties getting things done, resistance, …) What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …) What risks does your customer fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) What’s keeping your customer awake at night? (e.g. big issues, concerns, worries, …) What common mistakes does your customer make? (e.g. usage mistakes, …) What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …) Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy. What functional jobs are you helping your customer get done? (e.g. perform or complete a specific task, solve a specific problem, …) What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …) What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …) What basic needs are you helping your customer satisfy? (e.g. communication, sex, …) Besides trying to get a core job done, your customer performs ancillary jobs in differ- ent roles. Describe the jobs your customer is trying to get done as: Buyer (e.g. trying to look good, gain power or status, …) Co-creator (e.g. esthetics, feel good, security, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Rank each job according to its significance to your customer. Is it crucial or is it trivial? For each job indicate how often it occurs. Outline in which specific context a job is done, because that may impose constraints or limitations. (e.g. while driving, outside, …) Which savings would make your customer happy? (e.g. in terms of time, money and effort, …) What outcomes does your customer expect and what would go beyond his/her expectations? (e.g. quality level, more of something, less of something, …) How do current solutions delight your customer? (e.g. specific features, performance, quality, …) What would make your customer’s job or life easier? (e.g. flatter learning curve, more services, lower cost of ownership, …) What positive social consequences does your customer desire? (e.g. makes them look good, increase in power, status, …) What are customers looking for? (e.g. good design, guarantees, specific or more features, …) What do customers dream about? (e.g. big achievements, big reliefs, …) How does your customer measure success and failure? (e.g. performance, cost, …) What would increase the likelihood of adopting a solution? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) Rank each gain according to its relevance to your customer. Is it substantial or is it insignificant? For each gain indicate how often it occurs. Rank each pain according to the intensity it represents for your customer. Is it very intense or is it very light.? For each pain indicate how often it occurs. On: Iteration: Designed by:Designed for: Day Month Year No. Customer Segment www.businessmodelgeneration.com Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH Value Proposition Create one for each Customer Segment in your Business Model not today
  • 134. prototype プロトタイプ (原型) 3
  • 135. ? 177 How do architects apply design thinking? 建築家はどのようにデザイン思考を適用しますか?
  • 136. [source: sanaa]
  • 137. [source: sanaa] 西沢 立衛 Nishizawa 妹島 和世 Sejima
  • 138. Rolex learning center
  • 139. [source: Sony Pictures] Frank Gehry
  • 140. What does that have to do with business models? ?それはビジネスモデルにおいてどんな意味を持つだろうか?
  • 141. !203
  • 142. If you freeze to an idea too quickly, you fall in love with it. – Jim Glymph, Gehry Partner “ ” 最初のアイデアと恋に落ちないでください
  • 143. ... if you refine it too quickly you become attached to it.. – Jim Glymph, Gehry Partner “ ” 洗練するのを急ぎ過ぎてはいけません
  • 144. example: sunEdison
  • 145. question 質問
  • 146. where is solar energy particularly useful? 太陽エネルギーが特に効果的な場所はどこでしょうか?
  • 147. Jigar Shah
  • 148. "212 ショッピングセンター shopping centers!
  • 149. "213 冷蔵庫が必要 cold storage requirement!
  • 150. "214 電気料金の高い請求書 high energy bill!
  • 151. "215 ほとんどの電力は12時から16時の間に消費される most energy used between 12:00-16:00!
  • 152. "216 大型の屋根 large rooftops!
  • 153. ?What could be a scalable business model for SunEdison ? SunEdison社の拡張可能なビジネスモデルとは?
  • 154. 1 PATENTS 特許 SOLAR EXPERTS 太陽光 の専門家 SOLAR PANEL INSTALLATION ソーラーパネル LONG TERM RELATIONS 長期的な関係 SHOPPING CENTERS ショッピングセンター SALES FORCE 営業部隊 PURCHASING FEE 購入費用 PANEL MANUFACTURERS パネルの製造業者 INSTALL PANELS パネルの設置 CUSTOMER ACQUISITION 顧客獲得 RESOURCES ACTIVITIESPARTNERS CUSTOMERSVALUE PROPOSITION CHANNELS REVENUESCOST RELATIONSHIP コスト構造 収益の流れ 価値提案 顧客との関係 顧客セグメント主要な活動パートナー 主要リソース チャンネル
  • 155. ?why don’t the retail stores and shopping centers switch to solar energy? どうしてショッピングセンターは太陽光発電にシフトしないのか?
  • 156. [sources: Henry Chesbrough, photo: life.com]
  • 157. ?what if we gave the panels away for free to eliminate the hurdle of upfront investment (発電用)パネルを無償提供したらどうだろう?
  • 158. 2 PATENTS 特許 SOLAR EXPERTS 太陽光 の専門家 SOLAR PANEL INSTALLATION ソーラーパネル LONG TERM RELATIONS 長期的な関係 SHOPPING CENTERS ショッピングセンター SALES FORCE 営業部隊 PURCHASING FEE 購入費用 PANEL MANUFACTURERS パネルの製造業者 INSTALL PANELS パネルの設置 CUSTOMER ACQUISITION 顧客獲得 POWER PURCHASING AGREEMENTS 電力購入契約 REGULAR PPA PAYMENTS PPA の定期的な支払い SOLAR ENERGYINSTALLATIONS 太陽エネルギーのインストール ACQUIRE PPAS PPAの取得 RESOURCES ACTIVITIESPARTNERS CUSTOMERSVALUE PROPOSITION CHANNELS REVENUESCOST RELATIONSHIP コスト構造 収益の流れ 価値提案 顧客との関係 顧客セグメント主要な活動パートナー 主要リソース チャンネル big issue
  • 159. ?how to finance the upfront investment 先行投資の資金はどう調達するか?
  • 160. 3 PATENTS 特許 EXPERTS 太陽光 の専門家 LONG TERM RELATIONS 長期的な関係 SHOPPING CENTERS ショッピングセンター SALES FORCE 営業部隊 PANEL MANUFACTURERS パネルの製造業者 POWER PURCHASING AGREEMENTS 電力購入契約 PPA PAYMENTS 太 能 家 ACQUIRE PPAS PPAの取得 LOW-RISK INVESTMENT RETURN 低リスクの投資収益率 FINANCIAL INSTITUTIONS 金融機関 INSTITUTIONAL & PRIVATE INVESTORS 機関、民間投資家 INVESTMENT FEE 投資費用 ACQUIRE INVESTORS 投資家の獲得 INSTALL PANELS パネルの設置 POOL OF PPAS PPAs DEVELOPMENT & MONITORING FEE 開発&モニタリング費用 RESOURCES ACTIVITIESPARTNERS CUSTOMERSVALUE PROPOSITION CHANNELS REVENUESCOST RELATIONSHIP コスト構造 収益の流れ 価値提案 顧客との関係 顧客セグメント主要な活動パートナー 主要リソース チャンネル
  • 161. results
  • 162. SunEdison became the largest solar provider in the U.S. 米国最大の太陽光発電メーカー
  • 163. in ’09, SunEdison bought by MEMC Electronic Materials for $200 million 2億ドルのためにMEMCに買収
  • 164. time performance traditional industry disruptive BM 破壊的革新
  • 165. !innovative business models can unlock opportunities that were not possible with the traditional models
  • 166. experimenting 実験を
  • 167. 3 235 Model Testing モデルをテストする
  • 168. DIAGNOSTIC 診断
  • 169. strength 強さ
  • 170. weakness flickr 2363952016_97f10be59f_o.jpg 弱さ
  • 171. ?Why do Business Models Fail? なぜビジネスモデルは上手くいかないのでしょうか?
  • 172. 不適切な、顧客の業務を解消する
  • 173. 欠陥のあるビジネスモデル
  • 174. 外部からの脅威
  • 175. 不適切な実行
  • 176. 1 不適切な、顧客の業務を解消する
  • 177. examples
  • 178. ?How much did they lose on this business? 損失 ?
  • 179. $800m
  • 180. are customers waiting for your product ? お客様がお使いの製品を待っている?
  • 181. Customer development 顧客開発
  • 182. a business model might look great on paper... but really its... ビジネスモデル
  • 183. VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENT DISTRIBUTION CHANNEL KEY ACTIVITIES KEY RESOURCES KEY PARTNERS COST REVENUES GUESS GUESS GUESS GUESS GUESS GUESS GUESS GUESS GUESS GUESS GUESS GUESS GUESS ... a set of hypotheses 仮説の集合
  • 184. [source: Sony Pictures] there are no facts in the building... so get the hell out and talk to customers ! – Steve Blank, entrepreneur & author “ ” 部屋を出て、顧客と話そう
  • 185. test each hypothesis 各々の仮説をテストする
  • 186. What people say, and what people do are two different things
  • 187. ... adapt the business model pivot ビジネスモデルを適応させる customer discovery customer validation customer creation company building
  • 188. customer discovery customer validation customer creation company building spending 支 出 uncertainty 不 確 実 性 ¥ ¥ ¥ ¥ ¥ searching implement
  • 189. only then should you build your company or launch the project, else you’ll risk... 試験後に起動
  • 190. burning your cash while searching for a business model 避ける
  • 191. call for action MVP split testing signature Ad tracking innovation games pre- sales fake sales not today
  • 192. exercice: Apple iPod
  • 193. Key Partners Key Activities Key Resources Value Proposition Customer Relationships Customer Segments Channels Revenue Streams Cost Structure Apple iPod seamless music experience high-end mass-market downloadable music legally available iTunes software ダウンロード可能な音楽
  • 194. ?what are the main hypothesis Apple made for the revenue stream coming from the music distribution? 収益の流れ の主な仮説
  • 195. Key Partners Key Activities Key Resources Value Proposition Customer Relationships Customer Segments Channels Revenue Streams Cost Structure Apple iPod seamless music experience high-volume99 cents per song high-end mass-market iTunes software
  • 196. Hypothesis (we believe that …) people are ready to pay 99 cents per track using iTunes [source:Mullins & Komisar, GETTING TO PLAN B] 仮説
  • 197. Test (to verify that, we will …) launch a simplified service with a limited number of songs 検証
  • 198. Metric (we measure …) the number of music tracks purchased by users from iTunes [source:Mullins & Komisar, GETTING TO PLAN B] 測定
  • 199. Data (we were right if …) one million downloads the first day, 7.5 million in 3 months [source:Mullins & Komisar, GETTING TO PLAN B] 収集したデータ
  • 200. Key Partners Key Activities Key Resources Value Proposition Customer Relationships Customer Segments Channels Revenue Streams Cost Structure Apple iPod seamless music experience high-end mass-market high-volume99 cents per song iTunes software
  • 201. not today
  • 202. exemple: BMGEN
  • 203. November 2012
  • 204. question 質問
  • 205. ?How many new business books appear every year ? どのように多くの書籍?
  • 206. "293
  • 207. mium
  • 208. http://en.wikipedia.org/wiki/File:Augustins_cauchemar_03.JPG 悪夢
  • 209. 314
  • 210. Business Model 1 Design Thinking 2 Model testing 3 ビジネスモデル デザイン思考 モデルをテストする
  • 211. Lessons Learned 学びで得た教訓
  • 212. the right business model can be the difference between success and failure for the same product 適切なビジネスモデルは、明らかにそうでないものとは異なり ます(同じ製品なのに成功・失敗
  • 213. rapidly prototype business models and don’t fall in love with your first idea あなたの最初のアイデアと恋に落ちない
  • 214. get outside the building, meet customers and test your business model オフィスから出て、顧客に会いましょう
  • 215. SEARCH IMPLEMENT DESIGN TEST 検索 実装する ビジネスモデル設計プロセス business model design process The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
  • 216. 322 THE END
  • 217. p r e s e n t e d b y A L E X O S T E R W A L D E R & Y V E S P I G N E U R ! w i t h t h e s u p p o r t o f S T R A T E G Y Z E R . C O M & T H E B U S I N E S S M O D E L F O U N D R Y business model innovation & design による字幕

×