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BMGEN talk in Korea

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BMGEN talk with Korean subtitles

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BMGEN talk in Korea

  1. 1. business model innovation & design alex osterwalder yves pigneurJanuary 2013
  2. 2. ?How does one come up with successful business models?어떠한 방법으로 성공적인 비지니스 모델을 제시할 수 있을까?
  3. 3. 2012Jeff Bezos
  4. 4. Larry Page & Sergey Brin
  5. 5. Niklas Zennström
  6. 6. ?what do these examples have in common? 이 사례들이 가지는 공통점은?
  7. 7. 1 they focused on product innovation alone they empower the product through the business model제품 혁신을 넘어서
  8. 8. 2 they simply copied from competitors they invented a new business model경쟁자들을 모방하기에 앞서서
  9. 9. 3 they could prove in advance that the model would work they had to take some risk and experiment입증을 기다리기 보다는
  10. 10. 123비지니스 모델 설계 사고과정 제품 혁신을 넘어서 경쟁자들을 모방하기에 앞서서 모델기다리기 보다는 입증을 테스트 business model design thinking testing models
  11. 11. business 1model 비지니스 모델
  12. 12. common language 공통 용어
  13. 13. simple
  14. 14. holistic
  15. 15. visual
  16. 16. BusinessModelCanvas비지니스 모델 캔버스
  17. 17. BusinessModelCanvas비지니스 모델 캔버스
  18. 18. 18
  19. 19. customer segment 고객 세그먼트 images by JAM
  20. 20. value proposition 가치 제안 images by JAM
  21. 21. distribution channel 분배(유통) 경로 images by JAM
  22. 22. customer relationship 고객관계 images by JAM
  23. 23. revenue stream 수익원 images by JAM
  24. 24. key resources 핵심 자원 images by JAM
  25. 25. key activities 핵심 활동 images by JAM
  26. 26. key partners핵심 파트너 images by JAM
  27. 27. cost structure 비용 구조 images by JAM
  28. 28. customer key activities value proposition relationships 핵심활동 가치 제안 고객관계 key customer partners segments핵심 파트너십 고객 세그먼트 cost revenue structure key distribution streams 비용구조 resources channels 수익원 핵심자원 채널 images by JAM
  29. 29. The Business Model CanvasKEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION RELATIONSHIP CUSTOMER SEGMENTS핵심 파트너십 핵심활동 가치 제안 고객관계 고객 세그먼트 KEY RESOURCES CHANNELS 핵심자원 채널 COST STRUCTURE REVENUE STREAMS 비용구조 수익원 비지니스 모델 캔버스 29
  30. 30. a business modelKEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION RELATIONSHIP CUSTOMER SEGMENTS핵심 파트너십 핵심활동 가치 제안 고객관계 고객 세그먼트 AN ACTIVIT Y RELATIONSHIP ANOTHER ACTIVITY A VALUE CHANNELS A CUSTOME R A PARTNER ON KEY RESOURCES PROPOSITI TARGET 핵심자원 채널 ANO TH ER VALUE PROPOSITI A RESOURCE ON A CHANNEL COST STRUCTURE REVENUE STREAMS 비용구조 수익원 A REVENUE COST STREAM 비지니스 모델
  31. 31. Day Month Year On: Designed for: Designed by: No. Iteration: www.businessmodelgeneration.comhttp://www.businessmodelgeneration.com
  32. 32. HARDWARE DIGITAL DIGITAL DIGITALMANUFACTURER HUB LIFESTYLE PLATFORM 1998 2001 2007 2010
  33. 33. ? What was the apple’s business model for the iPod?iPod 를 위한 Apple 의 비지니스 모델은 어떠했는가?
  34. 34. 핵심 파트너십 핵심활동 가치 제안 고객관계 고객 세그먼트 채널 핵심자원 비용구조 수익원
  35. 35. http://www.flickr.com/photos/joeshlabotnik/2294656527/
  36. 36. ? describe the Nespresso’sbusiness model using the canvas제시된 캔버스를 이용하여 네스프레소의 비지니스 모델을 묘사하기
  37. 37. 핵심 파트너십 핵심활동 가치 제안 고객관계 고객 세그먼트 채널 핵심자원 비용구조 수익원
  38. 38. average growth of 30% p.a. since 20002000년 이후로 연간 평균 30%의 신장
  39. 39. in 2011, 3 billion CHF annual revenue with 1 product line 한 제품 라인당 연간 수입 30억 CHF
  40. 40. Alan
  41. 41. design 2thinking 설계 사고과정
  42. 42. analytical intuitivethinking thinking d esign t h inking 설계 사고과정
  43. 43. “business people don’tjust need to understanddesigners better; theyneed to become ”designersRoger MartinRotman School @ Toronto
  44. 44. 1 MULTIPLE MODELS 복합 모델 [source: Sony Pictures]
  45. 45. “ ”You have to bumbleinto the unknown Frank Gehry architect [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?비지니스 모델 측면에서 의미하는 바는?
  53. 53. ototyp ingpr 원형 (프로토타입)
  54. 54. 62
  55. 55. 2 CUSTOMER INSIGHTS 고객 간파
  56. 56. ? what does it means for business models?비지니스 모델 측면에서 의미하는 바는?
  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 고객의 시각으로 분석하기 STREAM
  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? 감정이입 도표 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 수행할 작업
  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? 감정이입 도표[adapted from: XPLANE]
  61. 61. desig obser n ve 가치 제안 설계자
  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 가치 제안 설계자 Designed by: Produced by: Business Model Foundry GmbH Stattys GmbH Kalkbreitestrasse 71, Weissbadstrasse 14 8003 Zürich 9050 Appenzell www.businessmodelgeneration.com www.stattys.comhttp://www.businessmodelgeneration.com
  63. 63. testing 3models 모델 테스트
  64. 64. DIAGNOSTIC QUESTIONING진단을 위한 질문
  65. 65. strength
  66. 66. weaknessflickr 2363952016_97f10be59f_o.jpg
  67. 67. CUSTOMERDEVELOPMENT고객 개발
  68. 68. ? what does it means for business models?비지니스 모델 측면에서 의미하는 바는?
  69. 69. a business model might lookgreat on paper... .. but after all it is only a... 비지니스 모델
  70. 70. ... 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 일군의 가설들
  71. 71. “ there are no facts in the building... so get the hell out and talk to ” customers Steve Blank entrepreneur & author밖으로 나가 고객과 이야기하기
  72. 72. test each hypothesis 각 가설의 테스트
  73. 73. ... adapt the business modelcustomer customer customer companydiscovery validation creation building pivot 모델의 적용
  74. 74. ?where is solar energy particularly useful?태양 에너지가 각별히 유용한 곳은?
  75. 75. Jigar Shah
  76. 76. shopping centers쇼핑 센터 87
  77. 77. ? What could be a scalablebusiness model for SunEdison ?SunEdison 에 적합한 확장 가능한 비지니스 모델이 있다면?
  78. 78. 1PARTNERS 핵심 파트너십 ACTIVITIES 핵심활동 VALUE (선 에디슨) PROPOSITION 가치 제안 RELATIONSHIP 고객관계 CUSTOMERS 고객 세그먼트 INSTALL PANELS 패널 설치 LONG TERM CUSTOMER RELATIONS ACQUISITION PANEL 장기거래관계 S HOPPINGMANUFACTURERS 고객 유치 CENTERS EL SOLAR PAN ON INSTALLATI패널 제조업체들 RESOURCES 핵심자원 CHANNELS 채널 쇼핑 센터들 태양 전지판 SOLAR EXPERTS SALES FORCE PATENTS 태양열 전문가들 판매 인력 특허 COST 비용구조 REVENUES 수익원 PURCHASIN G FEE 구입비
  79. 79. ? why don’t the retail stores and shopping centers switch to solar energy?쇼핑 센터들이 태양열 에너지로 바꾸지 않는 이유는?
  80. 80. nd tor es a il s reta to ’t the sw itch do n terswhy cen pp ing 지 않는 sho gy ? 바꾸 ner ar e 지로 so l 열 에너 태양 는? 들이 이유 센터 쇼핑 92
  81. 81. ? what if we gave the panelsaway for free to eliminate thehurdle of upfront investment 만약 패널들을 무상으로 주었다면?
  82. 82. 2PARTNERS 핵심 파트너십 ACTIVITIES 핵심활동 INSTALL VALUE PROPOSITION 가치 제안 RELATIONSHIP 고객관계 CUSTOMERS 고객 세그먼트 PANELS 패널 설치 CUSTOMER LONG TERM AC ISIT E IR ACQUQU ION RELATIONS PANEL PPAS 고객 유치 장기거래관계 S HOPPINGMANUFACTURERS PPA 획득 EL CENTERS SOLAR PAN ON INSTALLATI패널 제조업체들 RESOURCES 핵심자원 PO WER CHANNELS 채널 쇼핑 센터들 PURCHASIN G AGREEMEN판 SOLAR 태 양 전지 TS EXPERTS PATENTS 전력 구매 협정 태양열 전문가들 특허 SALES FORCE SOLAR ENE R 판매 인력 INSTALLAT GY IONS 태양에너지 설치 COST 비용구조 REVENUES 수익원 PURCHASIN REGULAR G FEE PPA PAYMENTS 구입비 력구매 협정 일반 지불형 전
  83. 83. ?but how to finance the upfront investment 선불 투자를 지불할 수 있는 방법은?
  84. 84. the nce ina to f nt h ow tmebut ves ron t in 법 은? upf 있는방 수 지 불할 를 투자 선불 96
  85. 85. 3 PARTNERS 핵심 파트너십 ACTIVITIES 핵심활동 INSTALL ACQUIRE VALUE PROPOSITION 가치 제안 RELATIONSHIP 고객관계 CUSTOMERS 고객 세그먼트 PANELS PPAS 패널 설치 PPA 획득 LONG TERM ACQUIRE RELATIONS INVESTORS PANEL 장기거래관계 S HOPPINGMANUFACTURERS 투자자들 유치 PO WER CENTERS PURCHASIN G RESOURCES 핵심자원 AGREEMEN CHANNELS 채널 TS 쇼핑 센터들패널 제조업체들 전력 구매 협정 EXPERTS PATENTS SALES FORCE 태양열 전문가들 특허 판매 인력 INSTITU TIONAL E LOW-RISK & PRIVAT S INVESTMEN T FINANC INVESTOR INSTALLATIONS RETURN IAL POOL OF PPAS INSTITU TIONS 인 투자자들 태양에너지 설치 투자수익 기관 및 개 太 能安装 위험도가 낮은 금융 기관들 COST 비용구조 REVENUES 수익원 INVESTMEN DEVEPPAE T LOPM PAYMENTS & FEE NT MONITORIN G FEE 투자 비용 太 能专家 개발 및 모니터링 비용
  86. 86. SunEdison became thelargest provider of solar power in the US 미국에서 가장 큰 태양열 발전소
  87. 87. 123비지니스 모델 설계 사고과정 모델 테스트 business model design thinking testing models

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