2 Days workshop for SDGs, Good Health and Well-being, by using FORHT Innovation method combined with LEGO SERIOUS PLAY and Business Model Generation tools.
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BioCamp2018_Hokkaido_U_Sep2018
1. Hokkaido University BioCamp 2018
Biotech We nnovation
For Happy & Sustainable Society 2030
Shin Yamamoto, Ph.D.
Dept., Human Capital Development, CMIC Holdings
Representative Director, Business Model Innovation Association
4. 1. Pose/Ask a Question
4. Reflect what you learned
3. Show, Tell and Share
2. Explorer by yourself
(C) BMIA
Facilitator
always do the same format
5. What did you learn?
Write down your TOP 3
most impressive lessons
(C) BMIA
2 min.
1 2 3
6. Speak & Listen
1 2
3Speak
Listen
Listen
5 min.
Listener: nodding
with a big smile
Speaker: keep on
speaking (30-60 sec.)
7. 19 DaysElectricity 50
Radio 38
TV 20
Internet 4
iPod 3
Facebook 2
How many years to reach 50 million users?
5,000万人に届くまでの年数
8. VUCA world…
V : Volatility [変動]
U : Uncertainty [不確実]
C : Complexity [複雑]
A : Ambiguity [曖昧]
9. Innovation can either
be 'doing things
differently' or 'doing
different things'.
イノベーションとは、「別のやり方をする」
ことであり「別の何かをする」ことでもある
Gijs Van Wulfen, Inventor, FORTH Innovation Method
(C) BMIA
10. If you always do what you almost did,
you will always get what you always go.
Allbert Einstein, Physicist
16. Let’s Start the Biotech Social Innovation Expedition!
LEGO® SERIOUS® PLAY
Idea to Concept
Test &
Improve
Team Building
Business Model
Design
(C) BMIA
18. Let’s Start the Biotech Social Innovation Expedition!
LEGO® SERIOUS® PLAY
Idea to Concept
Test &
Improve
Team Building
Business Model
Design
(C) BMIA
19. Why do you come here?
What is your expectation?
2 min.
21. Goal Setting🏁
What are you going to get at the end?
Imagine as clearly as possible…
明日、このコースが終わるとき、あなたはどのような成果を手に入れていますか?
その姿を具体的に描写すると???
22. Goal Setting🏁
My name is ○○○ from (your city/Univ.).
I want to get….. at the end of this course.
When I get it, I can do……in my research.
And then, I can help someone like...
Can you join me to help them?
YEAHHHHHHHHHH!
24. “We”nnovation Assignment for BioCamp 2018
We are going to generate the
new innovative concepts for
2030 Society from the
disruptive technology point
of view
Can you join me to help them?
SDGs agenda
Applicable globally
We will offer 5
Business Model
27. Let’s Start the Biotech Social Innovation Expedition!
Idea to Concept
Test &
Improve
Team Building
Business Model
Design
(C) BMIA
LEGO® SERIOUS® PLAY
37. Let’s Start the Biotech Social Innovation Expedition!
Idea to Concept
Test &
Improve
Team Building
Business Model
Design
(C) BMIA
LEGO® SERIOUS® PLAY
42. 4. Technology Collaboration
1.Bring your paper explaining your research
2.Read loud to the member
3.Raise ideas by using anyone`s research/
technology in your team
44. Silent Targeting
Place your best idea into the center circle
-> Remove the ideas at the center, put your best
idea into the center circle
->> Do the same way in 5 min to select the best
ideas (2 post-its at the center location)
重要だと思う課題を「黙って」PR
真ん中にある他の付箋紙を外側へ押しのける
❤
Quick Conversion
❤
49. “We”nnovation Assignment for Biocamp 2018
We are going to generate the
new innovative concepts for
2030 Society from the
disruptive technology point
of view
Can you join me to help them?
SDGs agenda
Applicable globally
We will offer 5
Business Model
Reconfirmed
52. I am…(target customer/user)
Now I do…(current treatment/product/job)
But,…(their frictions/ desires)
This concept offer…
(how to eliminate the frictions)
1.
2.
3.
Title: :
idea
idea
idea
53. Ideas -> Concept
Real case
from 2017
I am 71 yrs, the president of the U.S.
Now I feel severely under stress. I cannot
sleep well, so I cannot make good decision.
I need something to make me relax.
But, I am not sure what the best
environment go my stress away.
This concept offer…
1.Stress Detection Sensor
2.Proposer formulation
3.Phycological therapeutic algorithms
Title: :
54. Let’s Start the Biotech Social Innovation Expedition!
Idea to Concept
Team Building
Business Model
Design
(C) BMIA
LEGO® SERIOUS® PLAY
Test &
Improve
76. Customer Segments
For whom are we creating value?
Who are our most important customers?
Mass Market
Niche Market
Segmented
Diversified
Multi-sided Platform
Enterprise Consumers Government
77. Value Propositions Custom
What type of re
Customer Segm
and maintain wi
Which ones hav
How are they in
business model
How costly are
examples
Personal assistance
Dedicated Personal
Self-Service
Automated Services
Communities
Co-creation
What value do we deliver to the customer?
Which one of our customer’s problems are we
helping to solve?
What bundles of products and services are we
offering to each Customer Segment?
Which customer needs are we satisfying?
characteristics
Newness
Performance
Customization
“Getting the Job Done”
Design
Brand/Status
Price
Cost Reduction
Risk Reduction
Accessibility
Convenience/Usability
顧客にもたらす価値(得すること/ベネフィット)
なぜ顧客はそれを選ぶのか?<製品/サービスの存在価値>
Why?
78. Channels
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
channel phases
1. Awareness
How do we raise awareness about our company’s products and services?
2. Evaluation
How do we help customers evaluate our organization’s Value Proposition?
3. Purchase
How do we allow customers to purchase specific products and services?
4. Delivery
How do we deliver a Value Proposition to customers?
5. After sales
How do we provide post-purchase customer support?
• 価値(製品/サービス)を届
ける方法、場所は?
• 流通/店舗/通販/Online/
etc…
79. CusCustomer Relationships
For who
Who are
Mass Mark
Niche Mark
Segmente
Diversified
Multi-sided
What type of relationship does each of our
Customer Segments expect us to establish
and maintain with them?
Which ones have we established?
How are they integrated with the rest of our
business model?
How costly are they?
examples
Personal assistance
Dedicated Personal Assistance
Self-Service
Automated Services
Communities
Co-creation
回数券/ポイント/会員制/無料相談/レビューサイト/etc…
Timeline
時間軸
Contact Degree
深さ
80. Revenue Streams
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
types
Asset sale
Usage fee
Subscription Fees
Lending/Renting/Leasing
Licensing
Brokerage fees
Advertising
fixed pricing
List Price
Product feature dependent
Customer segment
dependent
Volume dependent
dynamic pricing
Negotiation (bargaining)
Yield Management
Real-time-Market
・顧客から頂く
・顧客へ還元する
販売/レンタル/オークション/マッチング/無料/etc…
81. Key Resources
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
types of resources
Physical
Intellectual (brand patents, copyrights, data)
Human
Financial
価値を生み出すために最も重要な資源は?
ヒト/店舗/資金/工場/特許/ブランド/etc...
What do we have?
82. VaKey Activities
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
categories
Production
Problem Solving
Platform/Network
What
Which
helpin
What
offeri
Which
chara
Newne
Perform
Custom
“Gettin
Design
Brand/
Price
Cost Re
Risk Re
Access
Conven
価値を生み出し収益をあげるために行うことは?
R&D/仕入/在庫管理/営業/Web構築/流通/アフターサービス/
What do we do?
83. (C) BMIA
Key AcKey Partners
What Key Activ
Our Distributio
Customer Rela
Revenue stream
categories
Production
Problem Solving
Platform/Network
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquairing from partners?
Which Key Activities do partners perform?
motivations for partnerships
Optimization and economy
Reduction of risk and uncertainty
Acquisition of particular resources and activities
価値を顧客に届けるために必要な協力者、パートナー
KOL/有識者/コンサルタント/CRO/SMO/etc…
What do we need outside?
84. Cost Structure
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
is your business more
Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)
Value Driven (focused on value creation, premium value proposition)
sample characteristics
Fixed Costs (salaries, rents, utilities)
Variable costs
Economies of scale
Economies of scope
経費のうち、収益に影響が大きい/無視出来ないもの
R&D/製造/申請/販促/ICT/接待交際/消耗品/etc...
Revenu
ss model?
mum automation, extensive outsourcing)
For what value ar
For what do they
How are they cur
How would they p
How much does e
types
Asset sale
Usage fee
Subscription Fees
Lending/Renting/Lea
Licensing
Brokerage fees
Advertising
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99. Cut the medical
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Digital
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Price
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Globalization
BOP for
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Politics
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TechnologyEconomy
Environment
Customer is struggling! -> We should also change!!