![27
[sources: Mark W. Johnson, photo: Hilti.com]
illustration](https://image.slidesharecdn.com/touploadja-150505035504-conversion-gate02/85/slide-27-320.jpg)
![28
[source photo: ceratizit.com]
HILTI（ヒルティ）建設業者向け軽量マシーンツールを販売が製造する](https://image.slidesharecdn.com/touploadja-150505035504-conversion-gate02/85/slide-28-320.jpg)
![53[source photo: dholmes.com]
やり遂げるというお客様の一番大きな仕事は、ツールを買うことではない。
the customer’s biggest job to get done is NOT to buy the tools](https://image.slidesharecdn.com/touploadja-150505035504-conversion-gate02/85/slide-53-320.jpg)
![54[source photo: griffinindustrial.co.uk]
やり遂げるという彼らの一番重要な仕事は、管理、維持、ツールを交換すること
but to manage, maintain, and replace the tools
(right tool, right place, right time)](https://image.slidesharecdn.com/touploadja-150505035504-conversion-gate02/85/slide-54-320.jpg)
![127
[sources: Mark W. Johnson, photo: Hilti.com]
illustration](https://image.slidesharecdn.com/touploadja-150505035504-conversion-gate02/85/slide-127-320.jpg)
Uploaded byYves Pigneur
独自のビジネスモデルと顧客価値を創造する方法
The document discusses tools and processes for designing and testing business models and value propositions. It describes the Business Model Canvas and Value Proposition Canvas as tools to help create value for businesses and customers. It also discusses using these canvases in an iterative process of design, search, testing and evolution to develop value propositions that customers want.
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独自のビジネスモデルと顧客価値を創造する方法
- 1. How to Designand Test Business Models and Value Propositions Yves Pigneur HEC Lausanne Alex Osterwalder 独自のビジネスモデルと顧客価値を創造する方法
- 2. ?How to designinnovative 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？
- 3. ? 2009 How todesign innovative business models? 百万、30の言語
- 4. The Business ModelCanvas
- 5. ?How to designattractive value propositions that sell in business models that work どのように革新的なバリュープロポジションをデザインするか？
- 6. ?How to designattractive value propositions that sell … 2014
- 7. Business Model Canvas CostStructure Key Partnerships Key Resources Key Activities Value Propositions Customer Relationships Customer Segments Revenue Streams Channels 15
- 8. The Business Model Canvas helpsyou create value for your business The Value Proposition Canvas helps you create value for your customer zoom out zoom in The External Environment describes the space where you create 13 ビジネスモデルキャンバス
- 9. The Business Model Canvas helpsyou create value for your business The Value Proposition Canvas helps you create value for your customer zoom out zoom in The External Environment describes the space where you create 13 ビジネスモデルキャンバス 価値提案キャンバス
- 10. The Business Model Canvas helpsyou create value for your business The Value Proposition Canvas helps you create value for your customer zoom out zoom in The External Environment describes the space where you create 13 環境モデル ビジネスモデルキャンバス 価値提案キャンバス
- 12. zoom out zoom in CanvasDesign Search Post-SearchTools Test Evolve The Tools and Process of Value Proposition Design The heart of Value Proposition Design is about appl Tools to the messy Search for value propositions th customers want and then keeping them aligned wit customers want in Post-Search. Value Proposition Design shows you how to use the Proposition Canvas to Design and Test great value sitions in an iterative search for what customers wa proposition design is a never-ending process in whic need to Evolve your value proposition(s) constantly it relevant to customers. Manage the messy and non-linear process of value proposition design and reduce risk by systematically applying adequate tools and processes. Progres 10 ビジネスモデル デザイン思考 モデルをテストする
- 13. zoom out zoom in CanvasDesign Search Post-SearchTools Test Evolve The Tools and Process of Value Proposition Design The heart of Value Proposition Design is about appl Tools to the messy Search for value propositions th customers want and then keeping them aligned wit customers want in Post-Search. Value Proposition Design shows you how to use the Proposition Canvas to Design and Test great value sitions in an iterative search for what customers wa proposition design is a never-ending process in whic need to Evolve your value proposition(s) constantly it relevant to customers. Manage the messy and non-linear process of value proposition design and reduce risk by systematically applying adequate tools and processes. Progres 10 ビジネスモデル デザイン思考 モデルをテストする 1
- 14. zoom out zoom in CanvasDesign Search Post-SearchTools Test Evolve The Tools and Process of Value Proposition Design The heart of Value Proposition Design is about appl Tools to the messy Search for value propositions th customers want and then keeping them aligned wit customers want in Post-Search. Value Proposition Design shows you how to use the Proposition Canvas to Design and Test great value sitions in an iterative search for what customers wa proposition design is a never-ending process in whic need to Evolve your value proposition(s) constantly it relevant to customers. Manage the messy and non-linear process of value proposition design and reduce risk by systematically applying adequate tools and processes. Progres 10 ビジネスモデル デザイン思考 モデルをテストする 1 2
- 15. zoom out zoom in CanvasDesign Search Post-SearchTools Test Evolve The Tools and Process of Value Proposition Design The heart of Value Proposition Design is about appl Tools to the messy Search for value propositions th customers want and then keeping them aligned wit customers want in Post-Search. Value Proposition Design shows you how to use the Proposition Canvas to Design and Test great value sitions in an iterative search for what customers wa proposition design is a never-ending process in whic need to Evolve your value proposition(s) constantly it relevant to customers. Manage the messy and non-linear process of value proposition design and reduce risk by systematically applying adequate tools and processes. Progres 10 ビジネスモデル デザイン思考 モデルをテストする 1 2 3
- 16. zoom out zoom in CanvasDesign Search Post-SearchTools Test Evolve The Tools and Process of Value Proposition Design The heart of Value Proposition Design is about appl Tools to the messy Search for value propositions th customers want and then keeping them aligned wit customers want in Post-Search. Value Proposition Design shows you how to use the Proposition Canvas to Design and Test great value sitions in an iterative search for what customers wa proposition design is a never-ending process in whic need to Evolve your value proposition(s) constantly it relevant to customers. Manage the messy and non-linear process of value proposition design and reduce risk by systematically applying adequate tools and processes. Progres 10 ビジネスモデル デザイン思考 モデルをテストする 1 2 3
- 17.
- 18. The Business ModelCanvas 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 customer segments 顧客セグメント
- 19. The Business ModelCanvas 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 customer segments 顧客セグメント value proposition 価値提案
- 20. The Business ModelCanvas 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 customer segments 顧客セグメント value proposition 価値提案 distribution channels チャンネル
- 21. The Business ModelCanvas 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 customer segments 顧客セグメント value proposition 価値提案 distribution channels チャンネル customer relationship 顧客との関係
- 22. The Business ModelCanvas 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 customer segments 顧客セグメント value proposition 価値提案 distribution channels チャンネル customer relationship 顧客との関係 revenue streams 収益の流れ
- 23. The Business ModelCanvas 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 customer segments 顧客セグメント value proposition 価値提案 distribution channels チャンネル customer relationship 顧客との関係 key resources 主要リソース revenue streams 収益の流れ
- 24. The Business ModelCanvas 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 customer segments 顧客セグメント value proposition 価値提案 distribution channels チャンネル customer relationship 顧客との関係 key activities 主要な活動 key resources 主要リソース revenue streams 収益の流れ
- 25. The Business ModelCanvas 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 customer segments 顧客セグメント value proposition 価値提案 distribution channels チャンネル customer relationship 顧客との関係 key activities 主要な活動 key resources 主要リソース key partners パートナー revenue streams 収益の流れ
- 26. The Business ModelCanvas 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 customer segments 顧客セグメント value proposition 価値提案 distribution channels チャンネル customer relationship 顧客との関係 key activities 主要な活動 key resources 主要リソース key partners パートナー revenue streams 収益の流れ cost structure コスト構造
- 27. 27 [sources: Mark W.Johnson, photo: Hilti.com] illustration
- 28.
- 29. The Business ModelCanvas 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 AG The makers of Business Model Generation and Strategyzer 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 ハイエンド マシー ンツール
- 30. The Business ModelCanvas 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 AG The makers of Business Model Generation and Strategyzer 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 建設業者 ハイエンド マシー ンツール
- 31. The Business ModelCanvas 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 AG The makers of Business Model Generation and Strategyzer 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 建設業者 セールスフォース ハイエンド マシー ンツール
- 32. The Business ModelCanvas 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 AG The makers of Business Model Generation and Strategyzer 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 建設業者 セールスフォース ダイレクト 1-to-1 ハイエンド マシー ンツール
- 33. The Business ModelCanvas 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 AG The makers of Business Model Generation and Strategyzer 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 建設業者 セールスフォース ダイレクト 1-to-1 ハイエンド マシー ンツール トランザクショナル セールス
- 34. The Business ModelCanvas 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 AG The makers of Business Model Generation and Strategyzer 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 建設業者 セールスフォース ダイレクト 1-to-1 ハイエンド マシー ンツール トランザクショナル セールス 製造業
- 35. The Business ModelCanvas 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 AG The makers of Business Model Generation and Strategyzer 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 建設業者 セールスフォース ダイレクト 1-to-1 ハイエンド マシー ンツール トランザクショナル セールス 製造業パートナー
- 36. The Business ModelCanvas 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 AG The makers of Business Model Generation and Strategyzer 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 建設業者 セールスフォース ダイレクト 1-to-1 ハイエンド マシー ンツール トランザクショナル セールス 製造業パートナー ブランドネーム
- 37. The Business ModelCanvas 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 AG The makers of Business Model Generation and Strategyzer 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 建設業者 セールスフォース ダイレクト 1-to-1 ハイエンド マシー ンツール トランザクショナル セールス 製造業パートナー ブランドネーム
- 38.
- 39. The Business ModelCanvas 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 tells the story of how you create, deliver, and capture value (for your organization) 組織に価値
- 40. The Business ModelCanvas 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 zooming into the value proposition ズーミング
- 41. Outcome If a Painreliever or Gain creator doesn't Fit anything, it may not be creating customer value. Don't worry if not all pains/gains are checked – you can't satisfy them all. Ask yourself, how well does your Value Proposi- tion really fit your Customer? 71 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 zooming into the value proposition ズーミング
- 42. Outcome If a Painreliever or Gain creator doesn't Fit anything, it may not be creating customer value. Don't worry if not all pains/gains are checked – you can't satisfy them all. Ask yourself, how well does your Value Proposi- tion really fit your Customer? 71 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 zooming into the value proposition ズーミング
- 43. put yourself inthe customers’ shoes お客様の靴を履く
- 44. The focus shouldbe on what jobs customers are trying to get done. – Tony Ulwick, Founder Strategyn “ ” やるべき仕事
- 45.
- 46.
- 47.
- 48. 1 1.1 Customer Profile 1.2Value Map 1.3 Fit
- 49. The set ofvalue proposition benefits that you design to attract customers. Create Observe The set of customer characteristics that you assume, observe, and verify in the market. Fit customer profilevalue map 顧客プロフィール価値提案
- 50. The set ofvalue proposition benefits that you design to attract customers. Create Observe The set of customer characteristics that you assume, observe, and verify in the market. Fit Outcome If a Pain reliever or Gain cre anything, it may not be cre value. Don't worry if not all checked – you can't satisfy yourself, how well does you tion really fit your Custome customer profilevalue map 顧客プロフィール価値提案
- 51. The set ofvalue proposition benefits that you design to attract customers. Create Observe The set of customer characteristics that you assume, observe, and verify in the market. Fit Outcome If a Pain reliever or Gain cre anything, it may not be cre value. Don't worry if not all checked – you can't satisfy yourself, how well does you tion really fit your Custome customer profilevalue map 顧客プロフィール価値提案
- 52. The set ofvalue proposition benefits that you design to attract customers. Create Observe The set of customer characteristics that you assume, observe, and verify in the market. Fit Outcome If a Pain reliever or Gain cre anything, it may not be cre value. Don't worry if not all checked – you can't satisfy yourself, how well does you tion really fit your Custome customer profilevalue map tells the story of how you create value for your customer 顧客プロフィール価値提案 顧客にとって価値
- 53. 53[source photo: dholmes.com] やり遂げるというお客様の一番大きな仕事は、ツールを買うことではない。 thecustomer’s biggest job to get done is NOT to buy the tools
- 54. 54[source photo: griffinindustrial.co.uk] やり遂げるという彼らの一番重要な仕事は、管理、維持、ツールを交換すること butto manage, maintain, and replace the tools (right tool, right place, right time)
- 55.
- 56. customer jobs what customersare trying to get done in their work and in their lives Job Custo conte may exam when are d kids i * The “ larized Job It is im not a tance impo life b ing to signifi insign other find a or be felt o often when conse 顧客の課題
- 57.
- 58.
- 59. The can cust Wh do mu Wh are tha Ho yo mi an Wh yo sta ge cer Wh cus afr Wh the or aw Wh E.g wo Wh ma wa Wh fro inv the Link describe bad outcomes,risks, and obstacles related to customer jobs customer pains 顧客の痛み
- 60.
- 61. The can cust Wh ha mo Wh wo Ho ers wh Wh ea cur shi Wh cus go Wh sea or Wh the rel Ho fai or Wh of low qu Link xxx describe the moreor less expected benefits the customers are seeking customer gains 顧客の利益
- 62. UPFRONT INVESTMENT BROKEN TOOLS THEFT DELAYS PENALTY COSTS STRESS FIND EXECUTE CONTRACTS RESPECT DEADLINES ACCESS TO NEWESTTOOLS SAFETY PROFITABLE CONTRACTS PREDICTABLE COSTS 100% UPTIME FLEET PLANNING SCHEDULE 収益性の高い契約 新しいツールへのアクセス 予測可能な費用
- 63.
- 64. UPFRONT INVESTMENT BROKEN TOOLS THEFT DELAYS PENALTY COSTS STRESS FIND EXECUTE CONTRACTS RESPECT DEADLINES ACCESS TO NEWESTTOOLS SAFETY PROFITABLE CONTRACTS PREDICTABLE COSTS 100% UPTIME FLEET PLANNING SCHEDULE ?
- 65. products & services Alist of all the products and services a value proposition is built around 製品/サービス
- 66. The can cust Wh ha mo Wh wo Ho ers wh Wh ea cur shi Wh cus go Wh sea or Wh the rel Ho fai or Wh of low qu Link xxx UPFRONT INVESTMENT BROKEN TOOLS THEFT DELAYS PENALTY COSTS STRESS TROUVER EXÉCUTER CONTRATS RESPECTER DÉLAIS ACCESS TO NEWESTTOOLS SAFETY PROFITABLE CONTRACTS PREDICTABLE COSTS 100% UPTIME ONLINE FLEET MANAGEMENT SYSTEM FLEET PLANNING SCHEDULE ツール艦隊を借りる オンライン フリート マネージメント システム
- 67. pain relievers describe howyour products and services kill or alleviate customer pains 鎮痛作用∼悩みを解決する
- 68. The can cust Wh ha mo Wh wo Ho ers wh Wh ea cur shi Wh cus go Wh sea or Wh the rel Ho fai or Wh of low qu Link xxx UPFRONT INVESTMENT BROKEN TOOLS THEFT DELAYS PENALTY COSTS STRESS TROUVER EXÉCUTER CONTRATS RESPECTER DÉLAIS ACCESS TO NEWESTTOOLS SAFETY PROFITABLE CONTRACTS PREDICTABLE COSTS 100% UPTIME NO COST FOR REPAIR AND REPLACEMENT ONLINE FLEET MANAGEMENT SYSTEM FLEET PLANNING SCHEDULE SUBSCRIPTION 費用がかからない代替品 サブスクリプション
- 69. gain creators describe howyour products and services create customer gains 利益創出の手段
- 70. The can cust Wh ha mo Wh wo Ho ers wh Wh ea cur shi Wh cus go Wh sea or Wh the rel Ho fai or Wh of low qu Link xxx UPFRONT INVESTMENT BROKEN TOOLS THEFT DELAYS PENALTY COSTS STRESS TROUVER EXÉCUTER CONTRATS RESPECTER DÉLAIS ACCESS TO NEWESTTOOLS SAFETY PROFITABLE CONTRACTS PREDICTABLE COSTS 100% UPTIME ONLINE FLEET MANAGEMENT SYSTEM SOUND COST MANAGEMENT ACCESS TO MODERN FLEET FLEET PLANNING SCHEDULE IMMEDIATE TOOLREPLACEMENT NO COST FOR REPAIR AND REPLACEMENT SUBSCRIPTION 現代のツールへのアクセス 迅速な工具交換 サウンドコスト管理
- 71.
- 72. l r Customers expect anddesire a lot from products and services. Yet, they also know they can’t have it all. Focus on those gains that matter most to customers and make a difference. Customers have a lot of pains. No organization can reasonably address all of them. Focus on those “headaches” that matter most and are insufficiently addressed. Your jury valu merc Are you addressing essential customer gains? Are you addressing extreme customer pains? Fit
- 73. l r Customers expect anddesire a lot from products and services. Yet, they also know they can’t have it all. Focus on those gains that matter most to customers and make a difference. Customers have a lot of pains. No organization can reasonably address all of them. Focus on those “headaches” that matter most and are insufficiently addressed. Your jury valu merc Are you addressing essential customer gains? Are you addressing extreme customer pains? Fit UPFRONT INVESTMENT BROKEN TOOLS THEFT DELAYS PENALTY COSTS STRESS TROUVER EXÉCUTER CONTRATS RESPECTER DÉLAIS ACCESS TO NEWEST TOOLS SAFETY PROFITABLE CONTRACTS PREDICTABLE COSTS 100% UPTIME NO COST FOR REPAIR AND REPLACEMENT ONLINE FLEET MANAGEMENT SYSTEM SOUND COST MANAGEMENT ACCESS TO MODERN FLEET FLEET PLANNING SCHEDULE IMMEDIATE TOOLREPLACEMENT SUBSCRIPTION
- 74. rching for Fit 1Problem-SolutionFit 2Product-Market Fit 3Business Model FitThree kinds of fit フィットの三種類
- 75. rching for Fit 1Problem-SolutionFit 2Product-Market Fit 3Business Model FitThree kinds of fit Understanding customers
- 76. rching for Fit 1Problem-SolutionFit 2Product-Market Fit 3Business Model FitThree kinds of fit Understanding customers Design value propositions
- 77. rching for Fit 1Problem-SolutionFit 2Product-Market Fit 3Business Model FitThree kinds of fit Understanding customers Design value propositions Find the right business model
- 78. MARKET FORCESINDUSTRY FORCES MACROECONOMIC FORCES KEY TRENDS environment 後 ほ ど
- 79.
- 80.
- 81. Ideas and StartingPoints Understand Customers Prototype Possibilities prototype possibilities Starting points Understand customersプロトタイピング
- 82. prototyping(pro·to·typ·ing) def. * the processof building quick, cheap, and rough study models クイック安いスタディモデルを構築するプロセス
- 83. prototyping is NOTabout making a refined picture of your first idea - it’s about exploring alternatives 代替ソリューションを模索
- 87. If you freezeto 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
- 88.
- 89. Cost Structure Key Partnerships KeyResources Channels Key Activities Value Propositions Customer Relationships Customer Segments Revenue Streams A Movie Theatre’s Business Model Movie distributors Run facilities Immersive storytelling experience Mass market Theatres Online ticketing Ticket sales Food & drinks (margins) Movie goers Display equipmemt Staff Rent Food distributors Theatres (good location) Movie rights Food & drinks Source movies Going to the Movies Let us walk through the concepts of the Value Proposition Canvas with another simple example. Imagine the owner of a movie theater chain wants to design new value proposi- tions for his customers. What drives the movie goer? comfortable haven't spent much money friends' reviews not having missed something feeling included in the storyorganized everything in advance share with someone relax escape real life long commute get entertained learn from another place expensivecrowded, long queues story too complex bad parking no convenient show times hurts my eyes waste of time limited options not able to get babysitter What should the new value proposition look like? He could start with tures and get exci of big screens, sta gies, tasty snacks riences, etc. But of if customers care better understand Traditionally he graphic profiles of this time he decide segmentation with a customer’s jobs, ? 78 CONCEPT1.3 78 In our ex in which our movie goer finds herse ma Add contextu customer profi The designing v
- 90. The kids’ afternoonoff Date night affordable for group 2 hrs = right length of time kids are happy and calm safe environment both enjoyed moment leads to great conversation noise in the room manage kids attention not all kids are happy waiting in line not able to get babysit- ter not intimate enough occupy kids share moment of fun connect with each other relax during busy weekend When? Wednesday afternoon When? Saturday evening When? Any time Personal research visual story is easy to remember can consult internet for more info lack of light to take notes can't capture and share can't control speed too shallow for serious learning deepen expertise show off knowledge with friends accurate story
- 91. The kids’ afternoonoff Date night affordable for group 2 hrs = right length of time kids are happy and calm safe environment both enjoyed moment leads to great conversation noise in the room manage kids attention not all kids are happy waiting in line not able to get babysit- ter not intimate enough occupy kids share moment of fun connect with each other relax during busy weekend When? Wednesday afternoon When? Saturday evening When? Any time Personal research visual story is easy to remember can consult internet for more info lack of light to take notes can't capture and share can't control speed too shallow for serious learning deepen expertise show off knowledge with friends accurate story
- 92. The kids’ afternoonoff Date night affordable for group 2 hrs = right length of time kids are happy and calm safe environment both enjoyed moment leads to great conversation noise in the room manage kids attention not all kids are happy waiting in line not able to get babysit- ter not intimate enough occupy kids share moment of fun connect with each other relax during busy weekend When? Wednesday afternoon When? Saturday evening When? Any time Personal research visual story is easy to remember can consult internet for more info lack of light to take notes can't capture and share can't control speed too shallow for serious learning deepen expertise show off knowledge with friends accurate story
- 93. The kids’ afternoonoff Date night affordable for group 2 hrs = right length of time kids are happy and calm safe environment both enjoyed moment leads to great conversation noise in the room manage kids attention not all kids are happy waiting in line not able to get babysit- ter not intimate enough occupy kids share moment of fun connect with each other relax during busy weekend When? Wednesday afternoon When? Saturday evening When? Any time Personal research visual story is easy to remember can consult internet for more info lack of light to take notes can't capture and share can't control speed too shallow for serious learning deepen expertise show off knowledge with friends accurate story
- 94. movie website big screen & surround sound idealfor conversation ideal for conversation home comfort intellectually stimulating instant access no babysitter needed intimate setting choose time to go stress relief duo seats advanced online booking home comfort largest library instant access movies on big screen movie home rentals dinner in town spa for couples online visual art exhibit Open slot for which potentially very different value propositions are competing. both enjoyed moment leads to great conversation waiting in line not able to get babysit- ter not intimate enough share moment of fun connect with each other control of experience 83 both enjoyed moment leads to great conversation waiting in line not able to get babysit- ter not intimate enough share moment of fun connect with each other
- 95. movie website big screen & surround sound idealfor conversation ideal for conversation home comfort intellectually stimulating instant access no babysitter needed intimate setting choose time to go stress relief duo seats advanced online booking home comfort largest library instant access movies on big screen movie home rentals dinner in town spa for couples online visual art exhibit Open slot for which potentially very different value propositions are competing. both enjoyed moment leads to great conversation waiting in line not able to get babysit- ter not intimate enough share moment of fun connect with each other control of experience 83 both enjoyed moment leads to great conversation waiting in line not able to get babysit- ter not intimate enough share moment of fun connect with each other
- 96. movie website big screen & surround sound idealfor conversation ideal for conversation home comfort intellectually stimulating instant access no babysitter needed intimate setting choose time to go stress relief duo seats advanced online booking home comfort largest library instant access movies on big screen movie home rentals dinner in town spa for couples online visual art exhibit Open slot for which potentially very different value propositions are competing. both enjoyed moment leads to great conversation waiting in line not able to get babysit- ter not intimate enough share moment of fun connect with each other control of experience 83 both enjoyed moment leads to great conversation waiting in line not able to get babysit- ter not intimate enough share moment of fun connect with each other
- 97. 2.1 Prototyping possibilities 2.2Starting points 2.3 Understanding customers 2
- 98.
- 99. an open peer-to-peermarketplace スケッチ Napkin sketch
- 100. 1 Flesh out Ideaswith Canvases 計画
- 101. 3D printing My Product ueproposition Landing page $1’150 luding a 130 3 Prototype » OnlineVideo Wizard of Oz n Product box Prototypes (MVP) nce from ctions concept car モックアップ
- 102.
- 103.
- 104. The Business Mod helps you createvalue f The Value Propos helps you create value f zoom out zoom in The External Envi describes the where you cre Tools Where to start
- 105. Cost Structure Key Partnerships KeyResources Key Activities Value Propositions e ition ype Channels Customer Relationships Customer Segments Revenue Streams 3. adj technolo (and resour ne Market Start from a manifes proposition. In simple Learn what techn proposition prototyp gains. Redesign your solution to address c build, measure, learn . “Push” value prop- ess, while stomer job, nts many both as a d context. or which you in, and gain. In r invention, d customer til you find n circle on technological resources Push vs Pull
- 106.
- 107. The Data DetectiveThe AnthropologistThe Journalist Techniques to gain customer insights 顧客のインサイトを得る為のテクニック
- 108. The Data DetectiveThe AnthropologistThe Journalist Techniques to gain customer insights
- 109. The Data DetectiveThe AnthropologistThe Journalist Techniques to gain customer insights
- 110. The Impersonator TheCo-creator The Scientist
- 111. Google Keyword Planner Learnwhat’s popular with potential customers by finding the top five search terms related to your idea. How often are they searched for? Google Trends Compare three search terms repre- senting three different trends related to your idea. 3rd Party Research Reports Identify three readily available research reports that can serve you as a starting point to prepare your own customer and value proposition research Government Census Data, Worldbank, IMF & more Identify the (government) data that’s relevant to your idea and at your fingertips via the Web. 128128 Google Trends Google Keyword Planner Misc. data Research reports The data detective データ推理
- 112. Social Media Analytics Existingcompanies and brands should: Identify the shakers and movers related to their brand on social media. Spot the ten most frequently mentioned positive and negative things said about them on social media? Customer Relationships (CRM) List the top three questions, complaints, and requests that you are getting from your daily interac- tions with customers (e.g. support) Tracking Customers on your Website List the top three ways customer reach your site (e.g. search, referrals, etc.). Find the ten most and least popular destinations on your website. Data Mining Existing company should mine their data to: Identify three patterns that could be useful to their new idea. Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die, Siegel & Davenport (20 Social media analytics Customer Relationships Tracking customers on your website Data mining
- 113. view Your Customers ininsights relevant to your context. ue Proposition Canvas to prepare interviews and ss of information that will be coming g the interviews process. Customer Profile Sketch out the jobs, pains and gains you believe characterize the customer you are targeting. Rank jobs, pains, and gains in order of importance. Interview Outline Ask yourself what you want to learn? Derive the interview questions from your customer profile. Ask about the most important jobs, pains, and gains 10 x1 2 Conduct Interview Conduct the inter- view by following the interview ground rules outlined on the next spread. interviews Capture Map out the jobs, pains, and gains you Make sure you also capture business Search for Patterns Can you discover simi- lar jobs, pains, and 3 4 Synthesize Make synthesized customer profil customer segment that emerges from all your interviews. Write down import sticky 6 7 Review Interview Assess if you need to review the interview 51 Customer profile 2 Interview outline 3 Conduct interview 4 Capture 5 Review interview 6 Search for patterns The journalist ジャーナリスト
- 114. B2C: Family Homestay Stayat one of your potential customers’ home for several days and live with the family. Participate in daily routines. Learn. What drives them? B2B: Work Alongside/Consult Spend time working with or alongside (potential) customers (e.g. in a consulting engagement). B2C: Shadow your customers for Be your (potential) customer’s shadow them for a day. Write down all the jobs, p gains you observe. Time stamp them. S Learn. B2C: Observe Shopping Behavior Be your (potential) customer’s shadow B2C: Family home stay B2B: Work along side B2C: Shadow your customer for a day B2C: Observe shopping behaviour The anthropologist 人類学者
- 115.
- 116. Questions Is it embeddedin a great business model? Does it focus on the most important jobs, most extreme pains, and most essential gains? Does it focus on unsat- isfied jobs, unresolved pains, and unrealized gains? Does it concentrate on only a few pain relievers and gain creators but does those extremely well? Does it address func- tional, emotional, and social jobs all together? 1 2 3 4 51 2 3 4 5 質問
- 117. Does it alignwith how customers measure success? Does it focus on jobs, pains, or gains that a large number of cus- tomers have, or for which a small number are willing to pay a lot of money? Does it differentiate from competition in a meaningful way? Does it outperform competition substan- tially on at least one dimension? Is it difficult to copy? 6 7 8 9 10
- 118. Jobs Important TangibleUnsatisfied Lucrative High-value jobs = 9 = 7 create value for corporation design IT strategy Scoring scale: (low) to (high) Does failing the job lead to extreme pains? Does failing the job lead to missing out on essential gains? Can you feel the pain? Can you see the gain? Are there unresolved pains? Are there unrealized gains? Are there many with this job, pain, or gain? Are there few willing to pay a lot? Focus on the highest value jobs and related pains and gains. Based on initial work by consultancy, Innosight. Scoring 得点
- 119. VP Design com wellto MOOCs executive educ It performs sim to the a much point. factors o progression path to expertise applicable tools custom learning through easy navigation reputation/ brand free Compare with competitors strategy canvas 競合との比較
- 120. t up tothis point Use low-fidelity prototypes to make your ideas tangible Always refer back to customer jobs, pains, and gains in your presentation Avoid Cognitive Murder ? ? ? ? ? ? ? +Zoom-Zoom Zoom out to the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how you are creating value for your customers. 169 * Working preview content for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos Present to get feedback 疑う余地のない明瞭さの存在
- 121. Present early Don'tjudge Evolve ideas × √ √Listen d) , y be Master the art of critique 批判のアートを習得する
- 122. ASSESSMENT TO TESTING FAILED 7QUESTIONS BU SINE SS MOD EL PROTOTYPING 2.5 Finding the Right BusinessModel 169168 DESIGN 168 検索ビジネスモデル
- 123. ? ? ? ? ? ? ? +Zoom-Zoom Zoom outto the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how describes how you create value for your customer Back and forth 自分の顧客と自分のビジネスの価値を創る
- 124. ? ? ? ? ? ? ? +Zoom-Zoom Zoom outto the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how describes how you create value for your customer Back and forth 自分の顧客と自分のビジネスの価値を創る
- 125. ? ? ? ? ? ? ? +Zoom-Zoom Zoom outto the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how describes how you create value for your customer describes how you create value for your business Back and forth 自分の顧客と自分のビジネスの価値を創る
- 126. ? ? ? ? ? ? ? +Zoom-Zoom Zoom outto the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how describes how you create value for your customer describes how you create value for your business Back and forth 自分の顧客と自分のビジネスの価値を創る
- 127. 127 [sources: Mark W.Johnson, photo: Hilti.com] illustration
- 128. ? ? ? ? ? ? ? +Zoom-Zoom Zoom outto the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how you are creating value for your customers.
- 129. ? ? ? ? ? ? ? +Zoom-Zoom Zoom outto the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how you are creating value for your customers. オンライン フリート マネージメント システム
- 130. ? ? ? ? ? ? ? +Zoom-Zoom Zoom outto the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how you are creating value for your customers. オンライン フリート マネージメント システム
- 131. The Business ModelCanvas 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 パートナー 建築会社のCEO 月々のレンタル料 オンライン フリー ト マネージメント システム サービス フリート インベントリー v2
- 132.
- 133.
- 134. Why do businessesfail ? . Test those first! なぜビジネスモデルは上手くいかないのでしょうか？
- 135.
- 136.
- 137. ? ? ? ? ? ? ? +Zoom-Zoom Zoom outto the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition. Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how a business model or a value proposition might look great on paper... ビジネスモデル
- 138. ? ? ? ? ? ? ? +Zoom-Zoom Zoom outto the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition. Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how but really it’s a set of hypotheses HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS HYPOTHESIS 仮説の集合
- 140.
- 141. there are nofacts 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
- 142. 3 3.1 What toTest 3.2. Testing step-by-step 3.3. Bringing it all together
- 143.
- 144. Provide evidence showing “what”customers care about (the circle) before focusing on “how” to help them (the square) Testing the circle サークル（丸）をテストする
- 145. UPFRONT INVESTMENT BROKEN TOOLS THEFT DELAYS PENALTY COSTS STRESS TROUVER EXÉCUTER CONTRATS RESPECTER DÉLAIS ACCESS TO NEWESTTOOLS SAFETY PROFITABLE CONTRACTS PREDICTABLE COSTS 100% UPTIME
- 146. Provide evidence showing thatyour customers care about how your products and services kill pains and create gains Testing the square スクエア（四角）をテストする
- 147. UPFRONT INVESTMENT BROKEN TOOLS THEFT DELAYS PENALTY COSTS STRESS TROUVER EXÉCUTER CONTRATS RESPECTER DÉLAIS ACCESS TO NEWESTTOOLS SAFETY PROFITABLE CONTRACTS PREDICTABLE COSTS 100% UPTIME RIGHT TOOL, RIGHT PLACE RIGHT TIME ONLINE FLEET MANAGEMENT SYSTEM SOUND COST MANAGEMENT ACCESS TO MODERN FLEET
- 148. Business Model Canvas CostStructure Key Partnerships Key Resources Channels Key Activities Value Propositions Customer Relationships Customer Segments Revenue Streams 15 Provide evidence showing that the way you intend to create, deliver, and capture value is likely to work Testing the rectangle レクタングル（長方形）をテストする
- 149. Business Model Canvas CostStructure Key Partnerships Key Resources Channels Key Activities Value Propositions Customer Relationships Customer Segments Revenue Streams 15 PARTNERS CONSTRUCTION COMPANY CEO LARGE LONG-TERM CONTRACTS ONLINE FLEET MANAGEMENT SYSTEM SERVICE FLEET INVENTORY
- 150.
- 151. Test Card + -Extract HypothesesPrioritize Hypotheses Design Test TESTINGVALUEPROPOSTIONS プロセスをテストする Testing step-by-step
- 152. Test Card + -Extract HypothesesPrioritize Hypotheses Design Test TESTINGVALUEPROPOSTIONS
- 153. Test Card + -Extract HypothesesPrioritize Hypotheses Design Test TESTINGVALUEPROPOSTIONS
- 154. Learning Card + ! -Prioritize TestsRun Tests Capture Learnings Make Progress
- 155. Learning Card + ! -Prioritize TestsRun Tests Capture Learnings Make Progress
- 156. Learning Card + ! -Prioritize TestsRun Tests Capture Learnings Make Progress
- 157. when testing hypotheseswith customers … 各々の仮説をテストする
- 158. What people say, keepin mind …
- 159. What people say,and what people do are two different things
- 160. …interest Prove th genuine Show th toget them to perform service (e.g. em makers …priorities a Show which jobs, p customer and pa they value least. Provide evidence th features of your val what really matters to them …willingness to pay Provide evidence that potenti interested enough in the features of osition to pay. Deliver facts tha their money where their mouth is. interest and relevance priorities and preferences willingness to pay Produce evidence with a call-to-action 関連性 好み 支払い意欲 行動を促す
- 161. strategyzer.com Gain Creators Pain RelieversPains 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 What needs to be true for a feature to work and create value? -> Hypotheses SAVE 20% ON SALES PROCESS
- 162. customer segment Xwants to save 20% on sales process
- 163. customer segment Xwants to save 20% on sales process talk to 40 potential customers and give them a trackable link with more information
- 164. customer segment Xwants to save 20% on sales process how many of the interviewees clicked on the follow-up link talk to 40 potential customers and give them a trackable link with more information
- 165. customer segment Xwants to save 20% on sales process how many of the interviewees clicked on the follow-up link 50% clicked the link talk to 40 potential customers and give them a trackable link with more information
- 166.
- 167. A mix ofexperiments Scientist DIRECT CONTACT with customers Learn why and how to improve INDIRECT OBSERVATION of customers Learn how many and how much Lab studies Learning prototype/MVP → p. 222 Life-size prototypes → p. 226 Wizard of Oz → p. 223 Anthropologist → p. 114 For field studies Sale actions Mock sales → p. 236 Pre sales → p. 237 Crowdfunding → p. 237 Tracking actions Ad and link tracking → p. 220 Landing page → p. 228 Split testing → p. 230 Participatory design and evaluation Illustrations, storyboards, and scenarios → p. 224 Speedboat → p. 233 Product box → p. 234 Buy a feature → p. 235 Journalist → p. 110 For interviews Detective → p. 108 For data analysis WHATCUSTOMERSDO Observetheirbehaviors WHATCUSTOMERSSAY Observetheirattitudes 実験のミックス
- 168. 1. Participatory design Scientist DIRECTCONTACT with customers Learn why and how to improve INDIRECT OBSERVATION of customers Learn how many and how much Lab studies Learning prototype/MVP → p. 222 Life-size prototypes → p. 226 Wizard of Oz → p. 223 Anthropologist → p. 114 For field studies Sale actions Mock sales → p. 236 Pre sales → p. 237 Crowdfunding → p. 237 Tracking actions Ad and link tracking → p. 220 Landing page → p. 228 Split testing → p. 230 Participatory design and evaluation Illustrations, storyboards, and scenarios → p. 224 Speedboat → p. 233 Product box → p. 234 Buy a feature → p. 235 Journalist → p. 110 For interviews Detective → p. 108 For data analysis WHATCUSTOMERSDO Observetheirbehaviors WHATCUSTOMERSSAY Observetheirattitudes 参加型デザイン
- 169. 2. Lab studies Scientist DIRECTCONTACT with customers Learn why and how to improve INDIRECT OBSERVATION of customers Learn how many and how much Lab studies Learning prototype/MVP → p. 222 Life-size prototypes → p. 226 Wizard of Oz → p. 223 Anthropologist → p. 114 For field studies Sale actions Mock sales → p. 236 Pre sales → p. 237 Crowdfunding → p. 237 Tracking actions Ad and link tracking → p. 220 Landing page → p. 228 Split testing → p. 230 Participatory design and evaluation Illustrations, storyboards, and scenarios → p. 224 Speedboat → p. 233 Product box → p. 234 Buy a feature → p. 235 Journalist → p. 110 For interviews Detective → p. 108 For data analysis WHATCUSTOMERSDO Observetheirbehaviors WHATCUSTOMERSSAY Observetheirattitudes ラボ研究
- 170. 3. Tracking andsale actions Scientist DIRECT CONTACT with customers Learn why and how to improve INDIRECT OBSERVATION of customers Learn how many and how much Lab studies Learning prototype/MVP → p. 222 Life-size prototypes → p. 226 Wizard of Oz → p. 223 Anthropologist → p. 114 For field studies Sale actions Mock sales → p. 236 Pre sales → p. 237 Crowdfunding → p. 237 Tracking actions Ad and link tracking → p. 220 Landing page → p. 228 Split testing → p. 230 Participatory design and evaluation Illustrations, storyboards, and scenarios → p. 224 Speedboat → p. 233 Product box → p. 234 Buy a feature → p. 235 Journalist → p. 110 For interviews Detective → p. 108 For data analysis WHATCUSTOMERSDO Observetheirbehaviors WHATCUSTOMERSSAY Observetheirattitudes トラッキングとセールス活動
- 171. A mix ofexperiments Scientist DIRECT CONTACT with customers Learn why and how to improve INDIRECT OBSERVATION of customers Learn how many and how much Lab studies Learning prototype/MVP → p. 222 Life-size prototypes → p. 226 Wizard of Oz → p. 223 Anthropologist → p. 114 For field studies Sale actions Mock sales → p. 236 Pre sales → p. 237 Crowdfunding → p. 237 Tracking actions Ad and link tracking → p. 220 Landing page → p. 228 Split testing → p. 230 Participatory design and evaluation Illustrations, storyboards, and scenarios → p. 224 Speedboat → p. 233 Product box → p. 234 Buy a feature → p. 235 Journalist → p. 110 For interviews Detective → p. 108 For data analysis WHATCUSTOMERSDO Observetheirbehaviors WHATCUSTOMERSSAY Observetheirattitudes 実験のミックス
- 172. 3.4 Bringing it all Together ASSESSMENT OBSERVATION PROTOTYPING TO TESTING FAILED FROM TESTING STARTINGPOINTS BU SIN ESS MO DE L 7QUESTIONS SUCCESS HYP OTH ESIS 265264 TEST 264 3.3 Bringing it all Together
- 173.
- 174.
- 175.
- 176. The testing process 2 Extract your Hypotheses 3 Design Your Tests 2 Extract your Hypotheses Test Card 4 Enter the Learning Loop Learn 5A UNCERTAIN testmore Measure Build 5 Capture Learnings and Next Actions 5C INVALIDATED iterate or pivot 5A UNCERTAIN test 1 (6) (re)Shape your ideas Learning Card 5A UNCERTAIN test more プロセスを テストする
- 177. 3 Design Your Tests 4 Enter the Learning Loop 5 Capture Learnings and Next Actions 6 Measure Progress Learn Customer Discovery Customer Validation Customer Creation Company Building 5C INVALIDATED iterateor pivot 5A UNCERTAIN test more 5B VALIDATED progress towards next element Measure Build 2 Extract your Hypotheses 1 (6) (re)Shape your ideas Test CardLearning Card The testing process プロセスを テストする
- 178. Idea Designed CustomerAssumptions Validated Problem Solution Fit Value Proposition Validated Product Market Fit Interest Validated Business Model and Value Proposition Prototyped Assesed with Competitors Preference Validated Willingness to pay Validated Business Model Validated Business Model Fit Business Model Monitoring Customer Discovery Customer Validation Customer Creation Company Building 269 Measure your progress あなたの進 状況を測定します
- 179. Idea Designed CustomerAssumptions Validated Problem Solution Fit Value Proposition Validated Product Market Fit Interest Validated Business Model and Value Proposition Prototyped Assesed with Competitors Preference Validated Willingness to pay Validated Business Model Validated Business Model Fit Business Model Monitoring Customer Discovery Customer Validation Customer Creation Company Building 2691 2 3 4 5 6 7 8 9 Steve Blank Measure your progress
- 180. * Working previewcontent for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: Test Card We believe that Test Name Assigned to Deadline Duration And measure To verify that, we will We are right if The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Test Cost: Data Reliability: Critical: Time Required: invalidated backlog build measure learn done learn more validated Learning Card We believed that step 1: hypothesis Insight Name Person Responsible Date of Learning From that we learned that step 3: learnings and insights We observed step 2: observation Therefore we will step 4: decisions and actions The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Data Reliability: Action Required: Learning Card We believed that step 1: hypothesis Insight Name Person Responsible Date of Learning From that we learned that step 3: learnings and insights We observed step 2: observation Therefore we will step 4: decisions and actions The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Data Reliability: Action Required: Learning Card We believed that step 1: hypothesis Insight Name Person Responsible Date of Learning From that we learned that step 3: learnings and insights We observed step 2: observation Therefore we will step 4: decisions and actions The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Data Reliability: Action Required: Learning Card We believed that step 1: hypothesis Insight Name Person Responsible Date of Learning From that we learned that step 3: learnings and insights We observed step 2: observation Therefore we will step 4: decisions and actions The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Data Reliability: Action Required: Learning Card We believed that step 1: hypothesis Insight Name Person Responsible Date of Learning From that we learned that step 3: learnings and insights We observed step 2: observation Therefore we will step 4: decisions and actions The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Data Reliability: Action Required: Learning Card We believed that step 1: hypothesis Insight Name Person Responsible Date of Learning From that we learned that step 3: learnings and insights We observed step 2: observation Therefore we will step 4: decisions and actions The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Data Reliability: Action Required: Learning Card We believed that step 1: hypothesis Insight Name Person Responsible Date of Learning From that we learned that step 3: learnings and insights We observed step 2: observation Therefore we will step 4: decisions and actions The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG Data Reliability: Action Required: back to the drawing board: iterate or pivot your design advance to next step: move on in your quest to turn your idea into reality 3 Tests Test CardLearning Card Learning Card Learning Card Learning Card Learning Card Learning Card Learning Card Test Card Test Card Test Card Test Card Test Card Test Card Test Card Test Card Test Card Test Card Test Card 4 Insights & Actions 5 Measure Progress 2 Hypotheses 1 (5) (re)Shape your ideas 273 Progress board (Kanban) かんばん (看板)
- 181. The Progress Board Business Hypotheses ! ! ! ! ! Test:Backlog Test: Build Invalidated Unclear Results Validated Test: Measure Test: Learn Progress copyright: Strategyzer AG The makers of Business Model Generation and Strategyzer strategyzer.com 21 43 List the key assumptions that need to be true for your idea to work. Prioritize the most critical ones that could kill your business. The tests and experiments that you intend to perform The tests and experiments that are being planned, designed, or built. The tests and experiments that are currently running and collecting data. The tests and experiments that were executed, collected data, and are ready to be analyzed. Your validation criteria step-by-step. Back to the drawing board Iterate or Pivot your design Design another test, and learn more before making a decision Advance to the next step, move on in your quest to make ideas reality ? 進 ボード
- 182.
- 183. ビジネスモデルはあなたの冷蔵庫の中のヨーグルトのように失効する “ Business modelsexpire like yogurt in your fridge “
- 184. Prediction is very difficult,especially if it's about the future. – Niels Bohr, physicist 1952 “ ” 予測は、未来の場合は特に、非常に困難である。
- 185. Reinvent Yourself Constantly Whatelements in your environment are changing? What do market, tech- nology, regulatory, macroeconomic, or competitive changes mean for your value propositions and business models? Do those changes offer an opportunity to explore new possibil- ities or could they be a threat that might disrupt you? Is your business model expiring you need to add new resource activities? Do the existing ones opportunity to expand your bu model? Could you bolster your business model or should you completely new ones? Is your b model portfolio fit for the futur Continuously ask yourself… What elements in your environment are changing? What do market, tech- nology, regulatory, macroeconomic, or competitive changes mean for your value propositions and business models? Do those changes offer an opportunity to explore new possibil- Is your business model expiring? Do you need to add new resources or activities? Do the existing ones offer an opportunity to expand your business model? Could you bolster your existing business model or should you build completely new ones? Is your business Today’s enterprise must be agile and develop what Columbia Business School Professor Rita McGrath calls transient advantages in her book The End of Competitive Advantage. She argues that companies must develop the ability to rapidly and continuously to remember when you build transient : e exploration of new value tions and business models seriously as the execution of ones. n continuously experimenting w value propositions and busi- odels rather than making big certain bets. nt yourself while you are sful; don’t wait for a crisis to ou to. w ideas and opportunities as s to energize and mobilize ees and customers rather risky endeavor. stomer experiments as a yard- judge new ideas and oppor- rather than the opinions of ers, strategists, or experts. Continuously ask yourself… 267 STRATEGYZER.COM/VPD/EVOLVE 絶えず自分自身を改革させる
- 186. Reinvent Yourself Constantly Whatelements in your environment are changing? What do market, tech- nology, regulatory, macroeconomic, or competitive changes mean for your value propositions and business models? Do those changes offer an opportunity to explore new possibil- ities or could they be a threat that might disrupt you? Is your business model expiring you need to add new resource activities? Do the existing ones opportunity to expand your bu model? Could you bolster your business model or should you completely new ones? Is your b model portfolio fit for the futur Continuously ask yourself… What elements in your environment are changing? What do market, tech- nology, regulatory, macroeconomic, or competitive changes mean for your value propositions and business models? Do those changes offer an opportunity to explore new possibil- Is your business model expiring? Do you need to add new resources or activities? Do the existing ones offer an opportunity to expand your business model? Could you bolster your existing business model or should you build completely new ones? Is your business Today’s enterprise must be agile and develop what Columbia Business School Professor Rita McGrath calls transient advantages in her book The End of Competitive Advantage. She argues that companies must develop the ability to rapidly and continuously to remember when you build transient : e exploration of new value tions and business models seriously as the execution of ones. n continuously experimenting w value propositions and busi- odels rather than making big certain bets. nt yourself while you are sful; don’t wait for a crisis to ou to. w ideas and opportunities as s to energize and mobilize ees and customers rather risky endeavor. stomer experiments as a yard- judge new ideas and oppor- rather than the opinions of ers, strategists, or experts. Continuously ask yourself… 267 STRATEGYZER.COM/VPD/EVOLVE 絶えず自分自身を改革させる
- 187. Reinvent Yourself Constantly Whatelements in your environment are changing? What do market, tech- nology, regulatory, macroeconomic, or competitive changes mean for your value propositions and business models? Do those changes offer an opportunity to explore new possibil- ities or could they be a threat that might disrupt you? Is your business model expiring you need to add new resource activities? Do the existing ones opportunity to expand your bu model? Could you bolster your business model or should you completely new ones? Is your b model portfolio fit for the futur Continuously ask yourself… What elements in your environment are changing? What do market, tech- nology, regulatory, macroeconomic, or competitive changes mean for your value propositions and business models? Do those changes offer an opportunity to explore new possibil- Is your business model expiring? Do you need to add new resources or activities? Do the existing ones offer an opportunity to expand your business model? Could you bolster your existing business model or should you build completely new ones? Is your business Today’s enterprise must be agile and develop what Columbia Business School Professor Rita McGrath calls transient advantages in her book The End of Competitive Advantage. She argues that companies must develop the ability to rapidly and continuously to remember when you build transient : e exploration of new value tions and business models seriously as the execution of ones. n continuously experimenting w value propositions and busi- odels rather than making big certain bets. nt yourself while you are sful; don’t wait for a crisis to ou to. w ideas and opportunities as s to energize and mobilize ees and customers rather risky endeavor. stomer experiments as a yard- judge new ideas and oppor- rather than the opinions of ers, strategists, or experts. Continuously ask yourself… 267 STRATEGYZER.COM/VPD/EVOLVE 絶えず自分自身を改革させる
- 188. Reinvent Yourself Constantly Whatelements in your environment are changing? What do market, tech- nology, regulatory, macroeconomic, or competitive changes mean for your value propositions and business models? Do those changes offer an opportunity to explore new possibil- ities or could they be a threat that might disrupt you? Is your business model expiring you need to add new resource activities? Do the existing ones opportunity to expand your bu model? Could you bolster your business model or should you completely new ones? Is your b model portfolio fit for the futur Continuously ask yourself… What elements in your environment are changing? What do market, tech- nology, regulatory, macroeconomic, or competitive changes mean for your value propositions and business models? Do those changes offer an opportunity to explore new possibil- Is your business model expiring? Do you need to add new resources or activities? Do the existing ones offer an opportunity to expand your business model? Could you bolster your existing business model or should you build completely new ones? Is your business Today’s enterprise must be agile and develop what Columbia Business School Professor Rita McGrath calls transient advantages in her book The End of Competitive Advantage. She argues that companies must develop the ability to rapidly and continuously to remember when you build transient : e exploration of new value tions and business models seriously as the execution of ones. n continuously experimenting w value propositions and busi- odels rather than making big certain bets. nt yourself while you are sful; don’t wait for a crisis to ou to. w ideas and opportunities as s to energize and mobilize ees and customers rather risky endeavor. stomer experiments as a yard- judge new ideas and oppor- rather than the opinions of ers, strategists, or experts. Continuously ask yourself… 267 STRATEGYZER.COM/VPD/EVOLVE 絶えず自分自身を改革させる
- 189.
- 190. zoom out zoom in CanvasDesign Search Post-SearchTools Test Evolve The Tools and Process of Value Proposition Design The heart of Value Proposition Design is about appl Tools to the messy Search for value propositions th customers want and then keeping them aligned wit customers want in Post-Search. Value Proposition Design shows you how to use the Proposition Canvas to Design and Test great value sitions in an iterative search for what customers wa proposition design is a never-ending process in whic need to Evolve your value proposition(s) constantly it relevant to customers. Manage the messy and non-linear process of value proposition design and reduce risk by systematically applying adequate tools and processes. Progres 10 ビジネスモデル デザイン思考 モデルをテストする 1 2 3