BMGEN in Japan

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BMGEN in Japan

  1. 1. business modelinnovation & designalex osterwalder (アレックス・)yves pigneur (イヴ・)ビジネスモデルイノベーションとデザイン
  2. 2. business model innovation & designNovember 2012
  3. 3. Alex (アレックス)
  4. 4. ?How does one come up with successful 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. 5. 2012Jeff Bezos
  6. 6. Larry Page & Sergey Brin
  7. 7. Niklas Zennström
  8. 8. ? 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?
  9. 9. 1 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
  10. 10. 2 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
  11. 11. 3 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
  12. 12. 123 ビジネスモデル デザイン思考 モデルをテストする製品イノベーションを超えていく 競合他社を後追いするのではなく 証明出来るまで待つのではなく business model design thinking testing models
  13. 13. business 1model ビジネスモデル
  14. 14. common language 共通言語
  15. 15. simple
  16. 16. holistic
  17. 17. visual
  18. 18. Business Model Canvasビジネスモデルキャンバス
  19. 19. to describe, challenge,design, and inventbusiness models moresystematically
  20. 20. 20
  21. 21. customer segment 顧客セグメント images by JAM
  22. 22. value proposition価値提案(ベネフィット) images by JAM
  23. 23. distribution channel(販売) チャンネル images by JAM
  24. 24. customer relationship 顧客との関係 images by JAM
  25. 25. revenue stream 収益の流れ images by JAM
  26. 26. key resources主要リソース images by JAM
  27. 27. key activities主要な活動 images by JAM
  28. 28. key partnersパートナー images by JAM
  29. 29. cost structure コスト構造 images by JAM
  30. 30. customer key activities value proposition relationships 主要な活動 価値提案 顧客との関係 key customerpartners segmentsパートナー 顧客セグメント cost revenue structure key distribution streams resources channelsコスト構造 収益の流れ 主要リソース チャンネル images by JAM
  31. 31. The Business Model CanvasKEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION RELATIONSHIP CUSTOMER SEGMENTSパートナー 主要な活動 価値提案 顧客との関係 顧客セグメント KEY RESOURCES CHANNELS 主要リソース チャンネル COST STRUCTURE REVENUE STREAMS コスト構造 収益の流れ ビジネスモデルキャンバス 31
  32. 32. a business modelKEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION RELATIONSHIP CUSTOMER SEGMENTSパートナー 主要な活動 価値提案 顧客との関係 顧客セグメント AN ACTIVIT Y RELATIONSHIP ANOTHER ACTIVITY A VALUE CHANNELS A CUSTOME R A PARTNER ON KEY RESOURCES PROPOSITI TARGET 主要リソース チャンネル ANO TH ER VALUE PROPOSITI A RESOURCE ON A CHANNEL COST STRUCTURE REVENUE STREAMS コスト構造 収益の流れ A REVENUE COST STREAM ビジネスモデル
  33. 33. HARDWARE DIGITAL DIGITAL DIGITALMANUFACTURER HUB LIFESTYLE PLATFORM 1998 2001 2007 2010
  34. 34. ? What was the apple’s business model for the iPod?iPodのためのアップルのビジネスモデルとはどんなものだったのでしょう?
  35. 35. パートナー 主要な活動 価値提案 顧客との関係 顧客セグメント チャンネル 主要リソース コスト構造 収益の流れ
  36. 36. http://www.flickr.com/photos/joeshlabotnik/2294656527/
  37. 37. ? describe the Nespresso’sbusiness 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
  38. 38. パートナー 主要な活動 価値提案 顧客との関係 顧客セグメント 主要リソース チャンネル コスト構造 収益の流れ
  39. 39. average growth of 30% p.a. since 20002000年以降の年間平均成長率は30%
  40. 40. in 2011, 3 billion CHF annual revenue with 1 product line 1製品群で30億スイスフランの年間売上
  41. 41. Alan
  42. 42. design 2thinking デザイン思考
  43. 43. analytical intuitivethinking thinking d esign t hi nking デザイン思考
  44. 44. “business people don’tjust need to understanddesigners better; theyneed to become ”designersRoger MartinRotman School @ Toronto
  45. 45. 1 MULTIPLE MODELS 複数のモデル [source: Sony Pictures]
  46. 46. [source: Sony Pictures]
  47. 47. [source: Sony Pictures]
  48. 48. [source: flickr]
  49. 49. architecture
  50. 50. “if you freeze to an ideatoo quickly, you fall inJim Glymph, ”love with it ...Gehry Partner
  51. 51. “if you refine it tooquickly you becomeJim Glymph,Gehry Partner ”attached to it ...
  52. 52. ? what does it means for 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?
  53. 53. rototyp ingp プロトタイプ
  54. 54. 63
  55. 55. 2 CUSTOMER INSIGHTS 顧客インサイト
  56. 56. ? what does it means for 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?
  57. 57. analyze from the customer perspective ...KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION RELATIONSHIP CUSTOMER SEGMENTS핵심 파트너십 핵심활동 가치 제안 고객관계 고객 세그먼트 AN ACTIVIT Y RELATIONSHIP ANOTHER ACTIVITY A VALUE A CUSTOME R A PARTNER ON KEY RESOURCES PROPOSITI CHANNELS TARGET 핵심자원 채널 ANO TH ER VALUE PROPOSITI A RESOURCE ON A CHANNEL COST STRUCTURE REVENUE STREAMS 비용구조 수익원 A REVENUE COST STREAM 顧客視点からの分析
  58. 58. Empathy map what’s on his/her mind? his/her preoccupations his/her worries what he/she thinks what does he/ what does he/ she see? she hear? his/her environment what his/her boss says his/her friends what his/her friends say what the market offers him/her what media influences him/her what does he/she say? 共感マップ his/her attitude how he/she appears in public what he/she tells others[Source: XPLANE, the visual thinking company]
  59. 59. “ ”Jobs-to-be-done offers aclear way to innovateClay ChristensenHBS 課題(やるべき仕事)
  60. 60. Empathy map (JTBD) what are his/her biggest gains? what is his/her job-to-be-done? what are his/her biggest pains? 共感マップ[adapted from: XPLANE]
  61. 61. desig obser n ve 価値提案デザイナー
  62. 62. Day Month Year No. 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 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 create customer gains. Describe the benefits your customer expects, desires or would be surprised by. How do they create benefits your customer expects, desires or would be surprised This includes functional utility, social gains, positive emotions, and cost savings. by, including functional utility, social gains, positive emotions, and cost savings? List all the products and services your value proposition is built around. 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 Which products and services do you offer that help your customer get either a needs they are trying to satisfy. 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: Besides trying to get a core job done, your customer performs ancillary jobs in differ- Products and services may either by tangible (e.g. manufactured goods, face-to- ent roles. Describe the jobs your customer is trying to get done as: 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. Describe how your products and services alleviate customer pains. How do they Describe negative emotions, undesired costs and situations, and risks that your Are they crucial or trivial to your customer? eliminate or reduce negative emotions, undesired costs and situations, and risks customer experiences or could experience before, during, and after getting the your customer experiences or could experience before, during, and after getting job done. the job done? 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. 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. 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? Create one for each Customer Segment in your Business Model Copyright of Business Model Foundry GmbH Designed by: Produced by: Business Model Foundry GmbH Stattys GmbH 価値提案デザイナー Kalkbreitestrasse 71, Weissbadstrasse 14 8003 Zürich 9050 Appenzell www.businessmodelgeneration.com www.stattys.comhttp://www.businessmodelgeneration.com
  63. 63. testing 3models モデルをテストする
  64. 64. 1 DIAGNOSTIC QUESTIONING問診(>疑問を投げかける)
  65. 65. strength
  66. 66. weaknessflickr 2363952016_97f10be59f_o.jpg
  67. 67. 2 ENVIRONMENT SCANNING 環境調査
  68. 68. - foresight - KEY TRENDS INDUSTRY MARKET FORCES FORCES- competitive analysis - - market analysis - MACRO ECONOMIC FORCES - macroeconomics -
  69. 69. 3 CUSTOMER DEVELOPMENT 顧客開発
  70. 70. ? what does it means for 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?
  71. 71. a business model might lookgreat on paper... .. but after all it is only a... ビジネスモデル
  72. 72. ... set of hypotheses KEY KEY VALUE CUSTOMER CUSTOMERPARTNERS ACTIVITIES PROPOSITION RELATIONSHIP SEGMENT GUESS GUESS GUESS GUESS KEY GUESS DISTRIBUTION GUESS RESOURCES CHANNEL GUESS GUESS GUESS GUESS COST REVENUES GUESS GUESS GUESS 仮説の集合
  73. 73. “ 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
  74. 74. test each hypothesis 各々の仮説をテストする
  75. 75. ... adapt the business modelcustomer customer customer companydiscovery validation creation building pivot モデルに適合する
  76. 76. only then should you build yourcompany or launch the project,else you’ll risk... リスクをとる以外に
  77. 77. burning your cash while searchingfor a business model
  78. 78. 123ビジネスモデル デザイン思考 モデルをテストするbusiness model design thinking testing models
  79. 79. ? 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?
  80. 80. Jigar Shah
  81. 81. shopping centersショッピングセンター 93
  82. 82. cold storage requirement冷蔵庫が必要 94
  83. 83. high energy bill電気料金の高い請求書 95
  84. 84. most energy used between 12:00-16:00ほとんどの電力は12時から16時の間に消費される 96
  85. 85. ? What could be a scalablebusiness model for SunEdison ?SunEdison社の拡張可能なビジネスモデルとは?
  86. 86. 1 PARTNERS パートナー ACTIVITIES 主要な活動 VALUE PROPOSITION 価値提案 (선 에디슨) RELATIONSHIP 顧客との関係 CUSTOMERS 顧客セグメント INSTALL PANELS パネルの設置 LONG TERM RELATIONS CUSTOMER ACQUISITION 長期的な関係 PANEL S HOPPING MANUFACTURERS 顧客獲得 CENTERS EL SOLAR PAN ON Iパネルの製造業者 RESOURCES 主要リソース INSTALLAT CHANNELS チャンネル ショッピング センター ル ソーラーパネ SOLAR EXPERTS PATENTS SALES FORCE 太陽光 の専門家 特許 営業部隊 COST コスト構造 REVENUES 収益の流れ PURCHASIN G FEE 購入費用
  87. 87. ? 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?
  88. 88. and sto res retail to ’t t he sw itch do n terswhy cen 陽 p p ing ? ー は太 sho rgy ンタ ar en e セ so l の ピ ング か? シ ョッ し ない して フト どう 電に シ 光発 101
  89. 89. ? what if we gave the panels away for free to eliminate the hurdle of upfront investmentもしも(発電用)パネルを無償提供したらどうだろう?
  90. 90. 2 PARTNERS パートナー ACTIVITIES 主要な活動 VALUE PROPOSITION 価値提案 RELATIONSHIP 顧客との関係 CUSTOMERS 顧客セグメント INSTALL PANELS パネルの設置 CUSTOMER LONG TERM ACQUISIRE N ACQU ITIO RELATIONS PPAS PANEL 顧客獲得 長期的な関係 MANUFACTURERS PPAの取得 S HOPPING EL SOLAR PAN ON CENTERS Iパネルの製造業者 RESOURCES 主要リソース INSTAOWAT P L L ER PURCHASIN CHANNELS チャンネル G ショッピング AGREEMEN ル TS センター SOLAR ソーラーパネ PATENTS 電力購入契約 EXPERTS SALES FORCE 太陽光 の専門家 特許 SOLAR ENE R 営業部隊 INSTALLAT GY IONS 太陽エネルギ ーのインスト ール COST コスト構造 REVENUES 収益の流れ PURCHASIN G REGULAR FEE PPA PAYMENTS 購入費用 な支 払い PPA の定期的
  91. 91. ?but how to finance the upfront investment先行投資の資金はどう調達するか?
  92. 92. the nce ina to f ent how stmbut nve ? ro nt i るか upf 調 達す う 金 はど 資 投 資の 先行 105
  93. 93. 3PARTNERS パートナー ACTIVITIES INSTALL 主要な活動 ACQUIRE VALUE PROPOSITION 価値提案 RELATIONSHIP 顧客との関係 CUSTOMERS 顧客セグメント PANELS PPAS パネルの設置 PPAの取得 LONG TERM ACQUIRE RELATIONS INVESTORS PANEL 長期的な関係 S HOPPINGMANUFACTURERS 投資家の獲得 PO WER CENTERS PURCHASIN G RESOURCES 主要リソース AGREEMEN CHANNELS TS チャンネル ショッピングパネルの製造業者 センター 電力購入契約 SALES FORCE EXPERTS PATENTS TIONAL 特許 営業部隊 INSTITU 太陽光 の専門家 LOW-RISK & PRIVAT S E NVESTMEN T FINANC INVEST OR I IAL POOL OF RETURN PPAS INSTITU TIONS 投資家 資収益率 機関、民間 PPAs 低リスクの投 金融機関 COST コスト構造 REVENUES 収益の流れ INVESTMEN T PPA DEVELOPME S FEE PAYMENT T & N MONITORIN G FEE 投資費用 太 能专家 開発&モニタリ ング費用
  94. 94. SunEdison became thelargest provider of solar power in the US 米国最大の太陽光発電メーカー
  95. 95. in ’09 SunEdison bought by MEMC Electronic Materials for USD 200 million

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