30. customer
key activities value proposition relationships
主要な活動 価値提案 顧客との関係
key customer
partners 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. The Business Model Canvas
KEY 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. a business model
KEY 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. HARDWARE DIGITAL DIGITAL DIGITAL
MANUFACTURER HUB LIFESTYLE PLATFORM
1998 2001 2007 2010
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?
66. ?
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?
67. analyze from the customer perspective ...
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION RELATIONSHIP CUSTOMER SEGMENTS
핵심 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
68. 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]
72. 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.com
http://www.businessmodelgeneration.com
96. 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
97. ?
What could be a scalable
business model for SunEdison ?
SunEdison社の拡張可能なビジネスモデルとは?
98. 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
99. ?
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?
100.
101. and
sto res
retail to
’t t he sw itch
do n ters
why 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
102. ?
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?
103. 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
104. ?
but how to finance the
upfront investment
先行投資の資金はどう調達するか?
105. the
nce
ina
to f ent
how stm
but nve ?
ro nt i るか
upf 調 達す
う
金 はど
資
投 資の
先行
105
106. 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 HOPPING
MANUFACTURERS 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