SlideShare a Scribd company logo
1 of 289
Tokyo 2014
business model
innovation & design
!
yves.pigneur@unil.ch (イヴ・)
ビジネスモデルイノベーションとデザイン
November 2012
business model
innovation & design
Alex (アレックス・)
?How to design innovative
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?
time
performance
sustaining innovation
disruptive
innovation
破壊的革新
Business Model Innovation and Design at Todai
2013
2012
2011
2010
2005
2000
1997
Larry Page & Sergey Brin
Business Model Innovation and Design at Todai
1995
1990
1985
1984
柳井 正 Yanai Tadashi
Business Model Innovation and Design at Todai
1983
1982
1981
1980
Nicolas Hayek
[source: rezonance]
?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?
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
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
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
Our Vision
In the future, business leaders will
- operate more like surgeons,
- prototype like designers, and
- experiment like scientists.
!
将来的に、ビジネスパーソンには以下
のような視点が必要です
!
>手術をする外科医のような
>デザイナーが試作品をつくるような
>科学者が実験をするような
right tools 適切なツール
Business Model Innovation and Design at Todai
design thinking デザイン思考
experimenting 実験を
Business
Model
1 Design
Thinking
2 Model
testing
3
ビジネスモデル デザイン思考 モデルをテストする
!38
your expectations ?
あなたの期待?
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
right tools 適切なツール
1 43
Business
Model
ビジネスモデル
question
質問
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
?How much did the cost of home
coffee consumption change for
Swiss households over the last
couple of years?
家庭用コーヒーの消費コストが変化 ?
2004
¥10’000.-
2014
¥ ?(CHF 100.-)
+800%+600%
http://www.flickr.com/photos/joeshlabotnik/2294656527/!
Discuss:
What is Nespresso’s
Business Model?
Nespresso ビジネスモデル?
Business Model Innovation and Design at Todai
?what is a business model? discuss
with your seat neighbour and write
down your definition
ビジネスモデル の定義?
common language
共通言語
simple
容易
holistic
全体的な
visual
ビジュアル
Business Model
Canvas
ビジネスモデルキャンバス
customer segment
images by JAM
顧客セグメント
value proposition
images by JAM
価値提案
distribution channel
images by JAM
(販売) チャンネル
customer relationship
images by JAM
顧客との関係
revenue stream
images by JAM
収益の流れ
key resources
images by JAM
主要リソース
key activities
images by JAM
主要な活動
key partners
images by JAM
パートナー
cost structure
images by JAM
コスト構造
customer
segments
key
partners
cost
structure
revenue
streamsdistribution
channels
customer
relationshipskey activities
key
resources
value proposition
images by JAM
価値提案 顧客との関係
コスト構造
主要な活動
チャンネル主要リソース
収益の流れ
顧客セグメントパートナー
!69
ビジネスモデルキャンバス
VALUE PROPOSITION RELATIONSHIP CUSTOMER SEGMENTS
CHANNELS
KEY ACTIVITIES
KEY RESOURCES
KEY PARTNERS
COST STRUCTURE REVENUE STREAMS
The Business Model Canvas
コスト構造 収益の流れ
価値提案 顧客との関係 顧客セグメント主要な活動パートナー
主要リソース チャンネル
A VALUE
PROPOSITION
A CHANNEL
A CUSTOMER
TARGET
A REVENUE
STREAM
RELATIONSHIP
A RESOURCE
COST
A PARTNER
AN ACTIVITY
ANOTHER
ACTIVITY
ANOTHER
VALUE
PROPOSITION
ビジネスモデル
a business model
KEY ACTIVITIESKEY PARTNERS
CHANNELS
VALUE PROPOSITION
KEY RESOURCES
REVENUE STREAMS
RELATIONSHIP
COST STRUCTURE
CUSTOMER SEGMENTS
価値提案 顧客との関係
コスト構造
主要な活動
チャンネル主要リソース
収益の流れ
顧客セグメントパートナー
www.businessmodelgeneration.com
strategyzer.com
開発元: 著作権はBusiness Model Foundry AGに帰属します。ビジネスモデルキャンバスとStrategyzerの開発者
製造元: www.stattys.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.
The Business Model Canvas
収益の流れ
チャネル
顧客セグメント価値提案主要活動パートナー
リソース
コスト構造
顧客との関係
∼によってデザインされた: 日時: バージョン:∼のためにデザインされた:
我々のビジネスモデルのコストの中で最も重要なものはどれか?
最も高価なリソースは何か?
最もお金がかかる活動は何か?
あなたのビジネスはどちらかといえば...
コスト主導型(最も効率的なコスト構造、低価格を価値として提案、最高レベルの自動化、徹底的なアウトソース)である
価値主導型(価値創造に重点を置いている、高品質を価値として提案)である
項目例
固定費(給与、賃貸料、用役費)
変動費
規模の経済性
多角化の経済性
我々の顧客セグメントは、どのチャネルを通して
供給されることを望んでいるのか?
今現在我々はどのように届けているのか?
我々のチャネルはどのように統合されているのか?
どのチャネルが一番うまくいっているのか?
コスト効率が良いのはどのチャネルか?
我々はチャネルと顧客の日常行動とをどのように結び
つけているのか?
チャネルフェーズ
1. 認知
自社の製品やサービスについての認知度をどのように上げるのか?
2. 評価
我々が提供する価値 を顧客が評価するために、我々は何ができるか?
3. 購入
どのようにして特定の製品やサービスを顧客に購入してもらうのか?
4, 配送
提案する価値をどのようにして顧客に届けるのか?
5. アフターセールス
購入後のカスタマーサービスはどのように提供するのか?
我々の顧客はどのような価値のためなら躊躇無く支払うのか?
今現在顧客は何に対して支払いをしているのか?
今現在顧客はどのような手段で支払いを行っているのか?
顧客はどのような支払い方法を望んでいるのか?
それぞれの収入の流れは、全体の収入にどの程度寄与しているのか?
誰のために価値を創造するのか?
我々に最も重要な顧客は誰か?
マス市場
ニッチ市場
細分化
多様化
マルチサイド・プラットフォーム
各セグメントの顧客は、我々とどのような関係を構築し、
維持したいと望んでいるのか?
どのような関係が既に構築されているのか?
顧客との関係は、ビジネスモデルの他の部分とどのように統合さ
れるのか?
それにはどのくらいのコストがかかるのか?
例
顧客対応担当者
専任担当者によるサポート
セルフサービス
自動化サービス
コミュニティ
共創
我々の提供する価値を生み出すために必
要な主な活動とは何か?
流通経路は?
顧客との関係は?
収入の流れは?
カテゴリー
製造
問題解決
プラットフォーム/ネットワーク
我々の価値を提供するために必要な主なリソース
とは何か?
流通経路は?顧客との関係は?
収入の流れは?
リソースの種類
物理的リソース
知的リソース(ブランド、特許、著作権、データ)
人的リソース
金銭的リソース
主なパートナーは誰か?
主な供給業者は誰か?
どのキーリソースをパートナーから獲得するのか?
パートナーが行う活動は何か?
パートナーシップの動機
最適化と経済性
リスクと不確定要素の低減
特定のリソース及び人的資源の取得
どのような価値を顧客に提供するのか?
顧客のどのような問題を解決するのに役立つのか?
どのような製品とサービスの組み合わせをそれぞれ
の顧客セグメントに対して提供するのか?
どの顧客ニーズを満足させるのか?
特徴
新奇性
パフォーマンス
カスタマイズ性
仕事を成し遂げる、仕上げる
デザイン
ブランド/ステータス
価格
経費削減
リスク低減
利便性
便宜性/有用性
種類
物品販売
サービス利用料
定期購入
賃貸/レンタル/リース
ライセンス契約
仲介料
広告料
固定料金
定価
製品機能別価格
顧客セグメント別価格
従量制
変動料金
値引き交渉
価格調整
時価
example:
airBnB
prepared with Mathilde Krause
Business Model Innovation and Design at Todai
Joe Gebbia
Brian Chesky
1週間で千ドル
In 2007, they earned $1’000 in just one week
会議への参加者3
3 attendees to a conference preferred to live with locals
?How to build a service matching
visitors who wants rooms with locals
who wants to rent out extra space
部屋を探している観光客と、空いている部屋を貸したい地元の
住民をマッチングするサービスの構築方法
??? images by Mathildeimages by Mathilde
価値提案 顧客との関係
コスト構造
主要な活動
チャンネル主要リソース
収益の流れ
顧客セグメントパートナー
Nathan Blecharczyk proposed to Brian Chesky & Joe
Gebbia to do something more global
!
!
an open peer-to-peer marketplace
for people to stay anywhere
around the world
!
オープンなピアツーピア市場
!86
images by Mathilde
価値提案 顧客との関係
コスト構造
主要な活動
チャンネル主要リソース
収益の流れ
顧客セグメントパートナー
results
June 2008 June 2010
Guest nights booked since 2008
June 2012
10millions
5millions
JANUARY 2012
Jan 2009 Jan 2012
Number of Listings since 2009
Jan 2013
300thousands
100thousands
Jan 2011Jan 2010
Airbnb hosts in New York in 2008
Airbnb hosts in NewYork in 2011
Airbnb hosts in New York in 2011
$1’650 the earning
average per apartment
per month in NYC
1650ドル の収益 /アパート /月
time
performance
sustaining innovation
disruptive
innovation
破壊的革新
exercise:
Nespresso
Business Model Innovation and Design at Todai
describe the Nespresso’s
business 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
コスト構造 収益の流れ
価値提案 顧客との関係 顧客セグメント主要な活動パートナー
主要リソース チャンネル
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
販売店・小売
スイスフラン
製造業者
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
店舗
スイスフラン
クラブ
特許
工場
マーケティング
生産
配送
マーケティング 生産 配送
Business Model Innovation and Design at Todai
Nespresso
changed the
business model
for espresso
average growth of 30%
p.a. since 2000
2000年以降の年間平均成長率は30%
estimated 4.5 billion CHF annual
revenue with 1 product line in 2013
(5 bio USD)
[source: FT, Nov 2013]
1製品群で45億スイスフランの年間売上
time
performance
traditional industry
disruptive
BM
破壊的革新
what else...?
!Nespresso almost went
bankrupt in 1987 !
倒産寸前
JOIN VENTURE W/
MACHINE MANUFACTURERS
BUSINESS
MACHINE
MANUFACTURERS
MACHINE
PODS
共同事業
the right business model can
be the difference between
success and failure for the
same product
Business model
mechanics
力学
www.sxc.hu
BM as a checklist (チェックリスト)
Revenue StreamsCost Structure
Customer
Relationships
Channels
Customer
Segments
Value
Propositions
Key ActivitiesKey Partners
Key Resources
Travelling Oral Surgery
Practice
Administrators
provide access to the
Dental Clinics
Dental Clinics provide
access to the indigent
population and the
facilities to provide
advanced oral care
services
Oral Surgeons provide
the needed skills to
perform the advance
oral care
Dental
Anesthesiologists are
required to perform
surgeries
Performing oral surgeries
and advanced oral care/
procedures
Billing and submitting
claims to Medicaid
Staffing for performance of
surgeries
Scheduling of clinic visits
and patient procedures
Medicaid benefits
from the reduction of
ongoing costs of oral
hygiene by providing
preventative care
Dental Clinics are
recipients of the
revenue from the
ongoing continuing
care of the indigent
patients
Parents of children are
able to receive free
oral care for their
dependents
Children benefit from
healthier mouths, oral
hygiene, and better
smiles
An arms length, very
impersonal relationship
with Medicaid
A one-to-one personal
relationship with dental
clinics
A one-to-one personal
relationship with the
Indigent Patients/
Recipients of care
Traveling practice
reaches Medicaid
through a direct
credentialing process
Reach the Indigent
Populations through
Dental clinics and case
workers
Accreditation and compliance are ongoing costs
Rental of clinical facilities in scheduled locations
Personnel required for operations and procedures
Dental supplies necessary for surgery and advance care procedures
We will make money by directly submitting claims and billing to Medicaid
These will be fees for oral surgeon, the anesthesiologist, and the required
facilities
The dental clinics and the indigent population are not actual payers but are
Trained personnel allow
for smooth operations
and good patient care
Proper facilities are
needed to perform
procedures in a sterile
environment
Supplies are necessary
in order to perform
procedures
Medicaid
Dental Clinics
Indigent Population
Parents of Children w/
Dental Needs on
Medicaid
Children w/Dental
Needs
Revenue StreamsCost Structure
Customer
Relationships
Channels
Customer
Segments
Value
Propositions
Key ActivitiesKey Partners
Key Resources
Travelling Oral Surgery
a business model tells a story (物語)
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
What does that have to do
with 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?
1
2
3
4
5
example:
airBnB
prepared with Mathilde Krause
Business Model Innovation and Design at Todai
VALUE
PROPOSITION
CUSTOMER
RELATIONSHIP
CUSTOMER
SEGMENT
DISTRIBUTION
CHANNEL
KEY
ACTIVITIES
KEY
RESOURCES
KEY
PARTNERS
COST REVENUES
!139
Business Model Innovation and Design at Todai
VALUE
PROPOSITION
CUSTOMER
RELATIONSHIP
CUSTOMER
SEGMENT
DISTRIBUTION
CHANNEL
KEY
ACTIVITIES
KEY
RESOURCES
KEY
PARTNERS
COST REVENUES
!141
design thinking デザイン思考
2 143
Design
Thinking
デザイン思考
decision Vs design
決定 / デザイン
decision attitude:
it’s easy to come
up with
alternatives, but
difficult to choose
between them
決定 : 選択肢の中から選択するのが難しい
existing choices
a b c
existing choices
abcgko
designing alternatives
making choices
abcgko
How do you design business model alternatives?
複数のモデル
business people don’t
just need to understand
designers better; they
need to become
designers
– Roger Martin, Rotman School @ Toronto
”
“
ビジネスの人々は、デザイナーになるために必要がある
Business Model Innovation and Design at Todai
Design
デザイン
1
think out of the box
箱から出して
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
– David Kelley, IDEO
We evaluate potential
solutions through user
observation & iterative
rapid prototyping.
“
”
http://www.stanford.edu/group/dschool/
Business Model Innovation and Design at Todai
Customer
insight
顧客インサイト
2
Business Model
Key Partners Key Activities
Key Resources
Value
Proposition
Customer
Relationships
Customer
Segments
Channels
Revenue
Streams
Cost
Structure
160
Designing a great value
proposition starts with a
deep understanding of
customers
(提供できる素晴らしい価値をデザインすることで)顧客への
理解を深めること
Key Partners Key Activities
Key Resources
Value
Proposition
Customer
Relationships
Customer
Segments
Channels
Revenue
Streams
Cost
Structure
The Business Model Canvas
fit
適応
? 162
How to define
customer/user centricity?
顧客中心主義?
Business Model Innovation and Design at Todai
フランス人デザイナーのフィリップ・スタルクによるデザイン
Business Model Innovation and Design at Todai
?Great, but what if you don’t
have a designer handy?
put yourself in the
customers’ shoes
お客様の靴を履く
168
customer
顧客
value proposition
価値提案
job-to-be-done
やるべき仕事
Jobs-to-be-done offers a clear
way to innovate
– Clay Christensen, HBS
“ ”
“やるべき仕事”を考えることは革新するための明解な方法です
Value Proposition
Canvas
価値提案キャンバス
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
strategyzer.com
Gain Creators
Pain Relievers Pains
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
The Value Proposition Canvas
Gain Creators
Describe how your products and services create customer gains.
How do they create benefits your customer expects, desires or would be surprised
by, including functional utility, social gains, positive emotions, and cost savings?
Pain Relievers
Do they…
Create savings that make your customer happy?
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or that go
beyond their expectations?
(e.g. better quality level, more of something, less of something, …)
Copy or outperform current solutions that delight your
customer?
(e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more services, lower
cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. makes them look good, produces an increase in power, status, …)
Do something customers are looking for?
(e.g. good design, guarantees, specific or more features, …)
Fulfill something customers are dreaming about?
(e.g. help big achievements, produce big reliefs, …)
Produce positive outcomes matching your customers
success and failure criteria?
(e.g. better performance, lower cost, …)
Help make adoption easier?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
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 alleviate customer pains. How do they
eliminate or reduce negative emotions, undesired costs and situations, and risks
your customer experiences or could experience before, during, and after getting
the job done?
Do they…
Produce savings?
(e.g. in terms of time, money, or efforts, …)
Make your customers feel better?
(e.g. kills frustrations, annoyances, things that give them a headache, …)
Fix underperforming solutions?
(e.g. new features, better performance, better quality, …)
Put an end to difficulties and challenges your
customers encounter?
(e.g. make things easier, helping them get done, eliminate resistance, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
Eliminate risks your customers fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
Help your customers better sleep at night?
(e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)
Limit or eradicate common mistakes customers make?
(e.g. usage mistakes, …)
Get rid of barriers that are keeping your customer
from adopting solutions?
(e.g. lower or no upfront investment costs, flatter learning curve, less
resistance to change, …)
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?
Products & Services
List all the products and services your value proposition is built around.
Which products and services do you offer that help your customer get either a
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:
Buyer
(e.g. products and services that help customers compare offers,
decide, buy, take delivery of a product or service, …)
Co-creator
(e.g. products and services that help customers co-design
solutions, otherwise contribute value to the solution, …)
Transferrer
(e.g. products and services that help customers dispose of
a product, transfer it to others, or resell, …)
Products and services may either by tangible (e.g. manufactured goods, face-to-
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.
Are they crucial or trivial to your customer?
Gains
Describe the benefits your customer expects, desires or would be surprised by.
This includes functional utility, social gains, positive emotions, and cost savings.
Pains
Customer Job(s)
Describe negative emotions, undesired costs and situations, and risks that your
customer experiences or could experience before, during, and after getting the
job done.
What does your customer find too costly?
(e.g. takes a lot of time, costs too much money, requires substantial efforts, …)
What makes your customer feel bad?
(e.g. frustrations, annoyances, things that give them a headache, …)
How are current solutions underperforming for
your customer?
(e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges
your customer encounters?
(e.g. understanding how things work, difficulties getting things done,
resistance, …)
What negative social consequences does your
customer encounter or fear?
(e.g. loss of face, power, trust, or status, …)
What risks does your customer fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
What’s keeping your customer awake at night?
(e.g. big issues, concerns, worries, …)
What common mistakes does your customer make?
(e.g. usage mistakes, …)
What barriers are keeping your customer from
adopting solutions?
(e.g. upfront investment costs, learning curve, resistance to change, …)
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
needs they are trying to satisfy.
What functional jobs are you helping your customer get done?
(e.g. perform or complete a specific task, solve a specific problem, …)
What social jobs are you helping your customer get done?
(e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer get done?
(e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer satisfy?
(e.g. communication, sex, …)
Besides trying to get a core job done, your customer performs ancillary jobs in differ-
ent roles. Describe the jobs your customer is trying to get done as:
Buyer (e.g. trying to look good, gain power or status, …)
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers dispose
of a product, transfer it to others, or resell, …)
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.
Outline in which specific context a job
is done, because that may impose
constraints or limitations.
(e.g. while driving, outside, …)
Which savings would make your customer happy?
(e.g. in terms of time, money and effort, …)
What outcomes does your customer expect and what
would go beyond his/her expectations?
(e.g. quality level, more of something, less of something, …)
How do current solutions delight your customer?
(e.g. specific features, performance, quality, …)
What would make your customer’s job or life easier?
(e.g. flatter learning curve, more services, lower cost of ownership, …)
What positive social consequences does your
customer desire?
(e.g. makes them look good, increase in power, status, …)
What are customers looking for?
(e.g. good design, guarantees, specific or more features, …)
What do customers dream about?
(e.g. big achievements, big reliefs, …)
How does your customer measure success and failure?
(e.g. performance, cost, …)
What would increase the likelihood of adopting a solution?
(e.g. lower cost, less investments, lower risk, better quality, performance,
design, …)
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 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.
On:
Iteration:
Designed by:Designed for:
Day Month Year
No.
Customer Segment
www.businessmodelgeneration.com
Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH
Value Proposition
Create one for each Customer Segment in your Business Model
価値提案キャンバス
The Value Proposition Canvas
Gain Creators
Describe how your products and services create customer gains.
How do they create benefits your customer expects, desires or would be surprised
by, including functional utility, social gains, positive emotions, and cost savings?
Pain Relievers
Do they…
Create savings that make your customer happy?
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or that go
beyond their expectations?
(e.g. better quality level, more of something, less of something, …)
Copy or outperform current solutions that delight your
customer?
(e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more services, lower
cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. makes them look good, produces an increase in power, status, …)
Do something customers are looking for?
(e.g. good design, guarantees, specific or more features, …)
Fulfill something customers are dreaming about?
(e.g. help big achievements, produce big reliefs, …)
Produce positive outcomes matching your customers
success and failure criteria?
(e.g. better performance, lower cost, …)
Help make adoption easier?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
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 alleviate customer pains. How do they
eliminate or reduce negative emotions, undesired costs and situations, and risks
your customer experiences or could experience before, during, and after getting
the job done?
Do they…
Produce savings?
(e.g. in terms of time, money, or efforts, …)
Make your customers feel better?
(e.g. kills frustrations, annoyances, things that give them a headache, …)
Fix underperforming solutions?
(e.g. new features, better performance, better quality, …)
Put an end to difficulties and challenges your
customers encounter?
(e.g. make things easier, helping them get done, eliminate resistance, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
Eliminate risks your customers fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
Help your customers better sleep at night?
(e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)
Limit or eradicate common mistakes customers make?
(e.g. usage mistakes, …)
Get rid of barriers that are keeping your customer
from adopting solutions?
(e.g. lower or no upfront investment costs, flatter learning curve, less
resistance to change, …)
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?
Products & Services
List all the products and services your value proposition is built around.
Which products and services do you offer that help your customer get either a
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:
Buyer
(e.g. products and services that help customers compare offers,
decide, buy, take delivery of a product or service, …)
Co-creator
(e.g. products and services that help customers co-design
solutions, otherwise contribute value to the solution, …)
Transferrer
(e.g. products and services that help customers dispose of
a product, transfer it to others, or resell, …)
Products and services may either by tangible (e.g. manufactured goods, face-to-
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.
Are they crucial or trivial to your customer?
Gains
Describe the benefits your customer expects, desires or would be surprised by.
This includes functional utility, social gains, positive emotions, and cost savings.
Pains
Customer Job(s)
Describe negative emotions, undesired costs and situations, and risks that your
customer experiences or could experience before, during, and after getting the
job done.
What does your customer find too costly?
(e.g. takes a lot of time, costs too much money, requires substantial efforts, …)
What makes your customer feel bad?
(e.g. frustrations, annoyances, things that give them a headache, …)
How are current solutions underperforming for
your customer?
(e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges
your customer encounters?
(e.g. understanding how things work, difficulties getting things done,
resistance, …)
What negative social consequences does your
customer encounter or fear?
(e.g. loss of face, power, trust, or status, …)
What risks does your customer fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
What’s keeping your customer awake at night?
(e.g. big issues, concerns, worries, …)
What common mistakes does your customer make?
(e.g. usage mistakes, …)
What barriers are keeping your customer from
adopting solutions?
(e.g. upfront investment costs, learning curve, resistance to change, …)
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
needs they are trying to satisfy.
What functional jobs are you helping your customer get done?
(e.g. perform or complete a specific task, solve a specific problem, …)
What social jobs are you helping your customer get done?
(e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer get done?
(e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer satisfy?
(e.g. communication, sex, …)
Besides trying to get a core job done, your customer performs ancillary jobs in differ-
ent roles. Describe the jobs your customer is trying to get done as:
Buyer (e.g. trying to look good, gain power or status, …)
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers dispose
of a product, transfer it to others, or resell, …)
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.
Outline in which specific context a job
is done, because that may impose
constraints or limitations.
(e.g. while driving, outside, …)
Which savings would make your customer happy?
(e.g. in terms of time, money and effort, …)
What outcomes does your customer expect and what
would go beyond his/her expectations?
(e.g. quality level, more of something, less of something, …)
How do current solutions delight your customer?
(e.g. specific features, performance, quality, …)
What would make your customer’s job or life easier?
(e.g. flatter learning curve, more services, lower cost of ownership, …)
What positive social consequences does your
customer desire?
(e.g. makes them look good, increase in power, status, …)
What are customers looking for?
(e.g. good design, guarantees, specific or more features, …)
What do customers dream about?
(e.g. big achievements, big reliefs, …)
How does your customer measure success and failure?
(e.g. performance, cost, …)
What would increase the likelihood of adopting a solution?
(e.g. lower cost, less investments, lower risk, better quality, performance,
design, …)
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 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.
On:
Iteration:
Designed by:Designed for:
Day Month Year
No.
Customer Segment
www.businessmodelgeneration.com
Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH
Value Proposition
Create one for each Customer Segment in your Business Model
observe
観察する
design
デザイン
Gains
Jobs
Pains
Gain creators
Features
Pains relievers
The Value Proposition Canvas
Gain Creators
Describe how your products and services create customer gains.
How do they create benefits your customer expects, desires or would be surprised
by, including functional utility, social gains, positive emotions, and cost savings?
Pain Relievers
Do they…
Create savings that make your customer happy?
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or that go
beyond their expectations?
(e.g. better quality level, more of something, less of something, …)
Copy or outperform current solutions that delight your
customer?
(e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more services, lower
cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. makes them look good, produces an increase in power, status, …)
Do something customers are looking for?
(e.g. good design, guarantees, specific or more features, …)
Fulfill something customers are dreaming about?
(e.g. help big achievements, produce big reliefs, …)
Produce positive outcomes matching your customers
success and failure criteria?
(e.g. better performance, lower cost, …)
Help make adoption easier?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
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 alleviate customer pains. How do they
eliminate or reduce negative emotions, undesired costs and situations, and risks
your customer experiences or could experience before, during, and after getting
the job done?
Do they…
Produce savings?
(e.g. in terms of time, money, or efforts, …)
Make your customers feel better?
(e.g. kills frustrations, annoyances, things that give them a headache, …)
Fix underperforming solutions?
(e.g. new features, better performance, better quality, …)
Put an end to difficulties and challenges your
customers encounter?
(e.g. make things easier, helping them get done, eliminate resistance, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
Eliminate risks your customers fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
Help your customers better sleep at night?
(e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)
Limit or eradicate common mistakes customers make?
(e.g. usage mistakes, …)
Get rid of barriers that are keeping your customer
from adopting solutions?
(e.g. lower or no upfront investment costs, flatter learning curve, less
resistance to change, …)
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?
Products & Services
List all the products and services your value proposition is built around.
Which products and services do you offer that help your customer get either a
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:
Buyer
(e.g. products and services that help customers compare offers,
decide, buy, take delivery of a product or service, …)
Co-creator
(e.g. products and services that help customers co-design
solutions, otherwise contribute value to the solution, …)
Transferrer
(e.g. products and services that help customers dispose of
a product, transfer it to others, or resell, …)
Products and services may either by tangible (e.g. manufactured goods, face-to-
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.
Are they crucial or trivial to your customer?
Gains
Describe the benefits your customer expects, desires or would be surprised by.
This includes functional utility, social gains, positive emotions, and cost savings.
Pains
Customer Job(s)
Describe negative emotions, undesired costs and situations, and risks that your
customer experiences or could experience before, during, and after getting the
job done.
What does your customer find too costly?
(e.g. takes a lot of time, costs too much money, requires substantial efforts, …)
What makes your customer feel bad?
(e.g. frustrations, annoyances, things that give them a headache, …)
How are current solutions underperforming for
your customer?
(e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges
your customer encounters?
(e.g. understanding how things work, difficulties getting things done,
resistance, …)
What negative social consequences does your
customer encounter or fear?
(e.g. loss of face, power, trust, or status, …)
What risks does your customer fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
What’s keeping your customer awake at night?
(e.g. big issues, concerns, worries, …)
What common mistakes does your customer make?
(e.g. usage mistakes, …)
What barriers are keeping your customer from
adopting solutions?
(e.g. upfront investment costs, learning curve, resistance to change, …)
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
needs they are trying to satisfy.
What functional jobs are you helping your customer get done?
(e.g. perform or complete a specific task, solve a specific problem, …)
What social jobs are you helping your customer get done?
(e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer get done?
(e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer satisfy?
(e.g. communication, sex, …)
Besides trying to get a core job done, your customer performs ancillary jobs in differ-
ent roles. Describe the jobs your customer is trying to get done as:
Buyer (e.g. trying to look good, gain power or status, …)
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers dispose
of a product, transfer it to others, or resell, …)
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.
Outline in which specific context a job
is done, because that may impose
constraints or limitations.
(e.g. while driving, outside, …)
Which savings would make your customer happy?
(e.g. in terms of time, money and effort, …)
What outcomes does your customer expect and what
would go beyond his/her expectations?
(e.g. quality level, more of something, less of something, …)
How do current solutions delight your customer?
(e.g. specific features, performance, quality, …)
What would make your customer’s job or life easier?
(e.g. flatter learning curve, more services, lower cost of ownership, …)
What positive social consequences does your
customer desire?
(e.g. makes them look good, increase in power, status, …)
What are customers looking for?
(e.g. good design, guarantees, specific or more features, …)
What do customers dream about?
(e.g. big achievements, big reliefs, …)
How does your customer measure success and failure?
(e.g. performance, cost, …)
What would increase the likelihood of adopting a solution?
(e.g. lower cost, less investments, lower risk, better quality, performance,
design, …)
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 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.
On:
Iteration:
Designed by:Designed for:
Day Month Year
No.
Customer Segment
www.businessmodelgeneration.com
Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH
Value Proposition
Create one for each Customer Segment in your Business Model
not today
Business Model Innovation and Design at Todai
prototype
プロトタイプ (原型)
3
? 177
How do architects
apply design thinking?
建築家はどのようにデザイン思考を適用しますか?
[source: sanaa]
Business Model Innovation and Design at Todai
[source: sanaa]
西沢 立衛 Nishizawa 妹島 和世 Sejima
Rolex learning center
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
[source: Sony Pictures]
Frank Gehry
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
What does that have to do
with 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?
Business Model Innovation and Design at Todai
!203
If you freeze to 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
... if you refine it too
quickly you become
attached to it..
– Jim Glymph, Gehry Partner
“
”
洗練するのを急ぎ過ぎてはいけません
Business Model Innovation and Design at Todai
example:
sunEdison
Business Model Innovation and Design at Todai
question
質問
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?
Jigar Shah
"212
ショッピングセンター
shopping centers!
"213
冷蔵庫が必要
cold storage requirement!
"214
電気料金の高い請求書
high energy bill!
"215
ほとんどの電力は12時から16時の間に消費される
most energy used between 12:00-16:00!
"216
大型の屋根
large rooftops!
?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?
1
PATENTS
特許
SOLAR
EXPERTS
太陽光 の専門家
SOLAR PANEL
INSTALLATION
ソーラーパネル
LONG TERM
RELATIONS
長期的な関係
SHOPPING
CENTERS
ショッピングセンター
SALES FORCE
営業部隊
PURCHASING
FEE
購入費用
PANEL
MANUFACTURERS
パネルの製造業者
INSTALL
PANELS
パネルの設置
CUSTOMER
ACQUISITION
顧客獲得
RESOURCES
ACTIVITIESPARTNERS CUSTOMERSVALUE PROPOSITION
CHANNELS
REVENUESCOST
RELATIONSHIP
コスト構造 収益の流れ
価値提案 顧客との関係 顧客セグメント主要な活動パートナー
主要リソース チャンネル
?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?
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
[sources: Henry Chesbrough, photo: life.com]
?what if we gave the panels away
for free to eliminate the hurdle
of upfront investment
(発電用)パネルを無償提供したらどうだろう?
2
PATENTS
特許
SOLAR
EXPERTS
太陽光 の専門家
SOLAR PANEL
INSTALLATION
ソーラーパネル
LONG TERM
RELATIONS
長期的な関係
SHOPPING
CENTERS
ショッピングセンター
SALES FORCE
営業部隊
PURCHASING
FEE
購入費用
PANEL
MANUFACTURERS
パネルの製造業者
INSTALL
PANELS
パネルの設置
CUSTOMER
ACQUISITION
顧客獲得
POWER
PURCHASING
AGREEMENTS
電力購入契約
REGULAR
PPA
PAYMENTS
PPA の定期的な支払い
SOLAR ENERGYINSTALLATIONS
太陽エネルギーのインストール
ACQUIRE
PPAS
PPAの取得
RESOURCES
ACTIVITIESPARTNERS CUSTOMERSVALUE PROPOSITION
CHANNELS
REVENUESCOST
RELATIONSHIP
コスト構造 収益の流れ
価値提案 顧客との関係 顧客セグメント主要な活動パートナー
主要リソース チャンネル
big issue
?how to finance the
upfront investment
先行投資の資金はどう調達するか?
3
PATENTS
特許
EXPERTS
太陽光 の専門家
LONG TERM
RELATIONS
長期的な関係 SHOPPING
CENTERS
ショッピングセンター
SALES FORCE
営業部隊
PANEL
MANUFACTURERS
パネルの製造業者
POWER
PURCHASING
AGREEMENTS
電力購入契約
PPA
PAYMENTS
太 能 家
ACQUIRE
PPAS
PPAの取得
LOW-RISK
INVESTMENT
RETURN
低リスクの投資収益率
FINANCIAL
INSTITUTIONS
金融機関
INSTITUTIONAL
& PRIVATE
INVESTORS
機関、民間投資家
INVESTMENT
FEE
投資費用
ACQUIRE
INVESTORS
投資家の獲得
INSTALL
PANELS
パネルの設置
POOL OF PPAS
PPAs
DEVELOPMENT &
MONITORING FEE
開発&モニタリング費用
RESOURCES
ACTIVITIESPARTNERS CUSTOMERSVALUE PROPOSITION
CHANNELS
REVENUESCOST
RELATIONSHIP
コスト構造 収益の流れ
価値提案 顧客との関係 顧客セグメント主要な活動パートナー
主要リソース チャンネル
results
SunEdison became the
largest solar provider
in the U.S.
米国最大の太陽光発電メーカー
in ’09, SunEdison
bought by MEMC
Electronic Materials for
$200 million
2億ドルのためにMEMCに買収
time
performance
traditional industry
disruptive
BM
破壊的革新
!innovative business models can
unlock opportunities that were not
possible with the traditional models
experimenting 実験を
3 235
Model
Testing
モデルをテストする
DIAGNOSTIC
診断
strength
強さ
weakness
flickr 2363952016_97f10be59f_o.jpg
弱さ
?Why do Business
Models Fail?
なぜビジネスモデルは上手くいかないのでしょうか?
Business Model Innovation and Design at Todai
不適切な、顧客の業務を解消する
欠陥のあるビジネスモデル
外部からの脅威
不適切な実行
1
不適切な、顧客の業務を解消する
examples
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
?How much did they lose on
this business?
損失 ?
$800m
are customers waiting for your product ?
お客様がお使いの製品を待っている?
Customer
development
顧客開発
a business model might
look great on paper...
but really its...
ビジネスモデル
VALUE
PROPOSITION
CUSTOMER
RELATIONSHIP
CUSTOMER
SEGMENT
DISTRIBUTION
CHANNEL
KEY
ACTIVITIES
KEY
RESOURCES
KEY
PARTNERS
COST REVENUES
GUESS
GUESS
GUESS
GUESS
GUESS
GUESS
GUESS
GUESS
GUESS
GUESS
GUESS GUESS
GUESS
... a set of hypotheses
仮説の集合
[source: Sony Pictures]
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
test each hypothesis
各々の仮説をテストする
What people say, and
what people do are two
different things
... adapt the business model
pivot
ビジネスモデルを適応させる
customer
discovery
customer
validation
customer
creation
company
building
customer
discovery
customer
validation
customer
creation
company
building
spending
支
出
uncertainty
不
確
実
性
¥
¥
¥
¥
¥
searching implement
only then should you build your
company or launch the project,
else you’ll risk...
試験後に起動
burning your cash while
searching for a business model
避ける
Business Model Innovation and Design at Todai
call for
action
MVP
split
testing
signature
Ad
tracking
innovation
games
pre-
sales
fake
sales
not today
exercice:
Apple iPod
Business Model Innovation and Design at Todai
Key Partners Key Activities
Key Resources
Value
Proposition
Customer
Relationships
Customer
Segments
Channels
Revenue
Streams
Cost
Structure
Apple iPod
seamless music
experience
high-end
mass-market
downloadable music legally available
iTunes
software
ダウンロード可能な音楽
?what are the main hypothesis
Apple made for the revenue
stream coming from the music
distribution?
収益の流れ の主な仮説
Key Partners Key Activities
Key Resources
Value
Proposition
Customer
Relationships
Customer
Segments
Channels
Revenue
Streams
Cost
Structure
Apple iPod
seamless music
experience
high-volume99 cents per song
high-end
mass-market
iTunes
software
Hypothesis
(we believe that …)
people are ready to pay 99 cents per
track using iTunes
[source:Mullins & Komisar, GETTING TO PLAN B]
仮説
Test
(to verify that, we will …)
launch a simplified service with a
limited number of songs
検証
Metric
(we measure …)
the number of music tracks
purchased by users from iTunes
[source:Mullins & Komisar, GETTING TO PLAN B]
測定
Data
(we were right if …)
one million downloads the first day,
7.5 million in 3 months
[source:Mullins & Komisar, GETTING TO PLAN B]
収集したデータ
Key Partners Key Activities
Key Resources
Value
Proposition
Customer
Relationships
Customer
Segments
Channels
Revenue
Streams
Cost
Structure
Apple iPod
seamless music
experience
high-end
mass-market
high-volume99 cents per song
iTunes
software
not today
exemple:
BMGEN
November 2012
question
質問
?How many new business books
appear every year ?
どのように多くの書籍?
Business Model Innovation and Design at Todai
"293
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
mium
Business Model Innovation and Design at Todai
http://en.wikipedia.org/wiki/File:Augustins_cauchemar_03.JPG
悪夢
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
Business Model Innovation and Design at Todai
314
Business
Model
1 Design
Thinking
2 Model
testing
3
ビジネスモデル デザイン思考 モデルをテストする
Lessons
Learned
学びで得た教訓
the right business model can
be the difference between
success and failure for the
same product
適切なビジネスモデルは、明らかにそうでないものとは異なり
ます(同じ製品なのに成功・失敗
rapidly prototype business
models and don’t fall in love
with your first idea
あなたの最初のアイデアと恋に落ちない
get outside the building,
meet customers and
test your business model
オフィスから出て、顧客に会いましょう
SEARCH IMPLEMENT
DESIGN TEST
検索 実装する
ビジネスモデル設計プロセス
business model design process
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
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
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
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
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
322
THE END
p r e s e n t e d b y
A L E X O S T E R W A L D E R & Y V E S P I G N E U R
!
w i t h t h e s u p p o r t o f
S T R A T E G Y Z E R . C O M & T H E B U S I N E S S M O D E L F O U N D R Y
business model
innovation & design
による字幕

More Related Content

What's hot

Introduction to Business Model Canvas
Introduction to Business Model CanvasIntroduction to Business Model Canvas
Introduction to Business Model CanvasLuis Erazo
 
Running a Value Proposition Design Workshop as Part of Product Discovery
Running a Value Proposition Design Workshop as Part of Product DiscoveryRunning a Value Proposition Design Workshop as Part of Product Discovery
Running a Value Proposition Design Workshop as Part of Product DiscoveryPhilipp Engel
 
Value Proposition Canvas
Value Proposition CanvasValue Proposition Canvas
Value Proposition CanvasPeter Thomson
 
Strategyzer Retreat: Strategic Alignement
Strategyzer Retreat: Strategic Alignement Strategyzer Retreat: Strategic Alignement
Strategyzer Retreat: Strategic Alignement Strategyzer
 
Innovation & Business Model & Business Model Canvas 2014
Innovation & Business Model & Business Model Canvas 2014Innovation & Business Model & Business Model Canvas 2014
Innovation & Business Model & Business Model Canvas 2014Serdar Temiz
 
AIA2018 - Emad Saif - Business Model Hacking & Innovation
AIA2018 - Emad Saif - Business Model Hacking & InnovationAIA2018 - Emad Saif - Business Model Hacking & Innovation
AIA2018 - Emad Saif - Business Model Hacking & InnovationEuropean Innovation Academy
 
Talk with Steve Blank at true ventures
Talk with Steve Blank at true ventures Talk with Steve Blank at true ventures
Talk with Steve Blank at true ventures Alexander Osterwalder
 
Creating awesome value proposition using Value Proposition Canvas
Creating awesome value proposition using Value Proposition CanvasCreating awesome value proposition using Value Proposition Canvas
Creating awesome value proposition using Value Proposition CanvasTathagat Varma
 
Lean Startup Analytics and MVP – Lecture and Workshop at Zeppelin University
Lean Startup Analytics and MVP – Lecture and Workshop at Zeppelin UniversityLean Startup Analytics and MVP – Lecture and Workshop at Zeppelin University
Lean Startup Analytics and MVP – Lecture and Workshop at Zeppelin UniversitySebastian Fittko
 
Startup Workshop #2: Business Model Canvas
Startup Workshop #2: Business Model CanvasStartup Workshop #2: Business Model Canvas
Startup Workshop #2: Business Model CanvasMilan Vukas
 
Business model generation ppt
Business model generation pptBusiness model generation ppt
Business model generation pptYodhia Antariksa
 
Business Model Canvas (Dr. Htet Zan Linn)
Business Model Canvas (Dr. Htet Zan Linn)Business Model Canvas (Dr. Htet Zan Linn)
Business Model Canvas (Dr. Htet Zan Linn)Htet Zan Linn
 
From Idea to Business with Lean Startup & the Progress Board
From Idea to Business with Lean Startup & the Progress Board From Idea to Business with Lean Startup & the Progress Board
From Idea to Business with Lean Startup & the Progress Board Strategyzer
 
How I apply the Value Proposition Canvas to convince my clients to invest mor...
How I apply the Value Proposition Canvas to convince my clients to invest mor...How I apply the Value Proposition Canvas to convince my clients to invest mor...
How I apply the Value Proposition Canvas to convince my clients to invest mor...Matina Moreira
 
Business model Canvas
Business model CanvasBusiness model Canvas
Business model CanvasIbrahim Faza
 

What's hot (20)

Introduction to Business Model Canvas
Introduction to Business Model CanvasIntroduction to Business Model Canvas
Introduction to Business Model Canvas
 
Running a Value Proposition Design Workshop as Part of Product Discovery
Running a Value Proposition Design Workshop as Part of Product DiscoveryRunning a Value Proposition Design Workshop as Part of Product Discovery
Running a Value Proposition Design Workshop as Part of Product Discovery
 
Business Model Canvas Workshop
Business Model Canvas WorkshopBusiness Model Canvas Workshop
Business Model Canvas Workshop
 
Value Proposition Canvas
Value Proposition CanvasValue Proposition Canvas
Value Proposition Canvas
 
Strategyzer Retreat: Strategic Alignement
Strategyzer Retreat: Strategic Alignement Strategyzer Retreat: Strategic Alignement
Strategyzer Retreat: Strategic Alignement
 
Innovation & Business Model & Business Model Canvas 2014
Innovation & Business Model & Business Model Canvas 2014Innovation & Business Model & Business Model Canvas 2014
Innovation & Business Model & Business Model Canvas 2014
 
AIA2018 - Emad Saif - Business Model Hacking & Innovation
AIA2018 - Emad Saif - Business Model Hacking & InnovationAIA2018 - Emad Saif - Business Model Hacking & Innovation
AIA2018 - Emad Saif - Business Model Hacking & Innovation
 
Talk with Steve Blank at true ventures
Talk with Steve Blank at true ventures Talk with Steve Blank at true ventures
Talk with Steve Blank at true ventures
 
Creating awesome value proposition using Value Proposition Canvas
Creating awesome value proposition using Value Proposition CanvasCreating awesome value proposition using Value Proposition Canvas
Creating awesome value proposition using Value Proposition Canvas
 
Lean Startup Analytics and MVP – Lecture and Workshop at Zeppelin University
Lean Startup Analytics and MVP – Lecture and Workshop at Zeppelin UniversityLean Startup Analytics and MVP – Lecture and Workshop at Zeppelin University
Lean Startup Analytics and MVP – Lecture and Workshop at Zeppelin University
 
Startup Workshop #2: Business Model Canvas
Startup Workshop #2: Business Model CanvasStartup Workshop #2: Business Model Canvas
Startup Workshop #2: Business Model Canvas
 
Business model generation ppt
Business model generation pptBusiness model generation ppt
Business model generation ppt
 
Business Model Canvas (Dr. Htet Zan Linn)
Business Model Canvas (Dr. Htet Zan Linn)Business Model Canvas (Dr. Htet Zan Linn)
Business Model Canvas (Dr. Htet Zan Linn)
 
From Idea to Business with Lean Startup & the Progress Board
From Idea to Business with Lean Startup & the Progress Board From Idea to Business with Lean Startup & the Progress Board
From Idea to Business with Lean Startup & the Progress Board
 
Business Model Canvas
Business Model CanvasBusiness Model Canvas
Business Model Canvas
 
How I apply the Value Proposition Canvas to convince my clients to invest mor...
How I apply the Value Proposition Canvas to convince my clients to invest mor...How I apply the Value Proposition Canvas to convince my clients to invest mor...
How I apply the Value Proposition Canvas to convince my clients to invest mor...
 
Business Model Innovation Matters
Business Model Innovation MattersBusiness Model Innovation Matters
Business Model Innovation Matters
 
Innovation at 50x 031616
Innovation at 50x 031616Innovation at 50x 031616
Innovation at 50x 031616
 
Business & Revenue Models - Emad Saif
Business & Revenue Models - Emad SaifBusiness & Revenue Models - Emad Saif
Business & Revenue Models - Emad Saif
 
Business model Canvas
Business model CanvasBusiness model Canvas
Business model Canvas
 

Similar to Business Model Innovation and Design at Todai

Business Model Innovation Masterclass
Business Model Innovation MasterclassBusiness Model Innovation Masterclass
Business Model Innovation MasterclassManchester
 
Webinaire Business Model Innovation par Onopia
Webinaire Business Model Innovation par OnopiaWebinaire Business Model Innovation par Onopia
Webinaire Business Model Innovation par OnopiaOnopia
 
Business Model Innovation à Clubster Santé 18 nov 2013
Business Model Innovation à Clubster Santé 18 nov 2013Business Model Innovation à Clubster Santé 18 nov 2013
Business Model Innovation à Clubster Santé 18 nov 2013Onopia
 
Onopia - Business Model Innovation et Business Model Canvas
Onopia - Business Model Innovation et Business Model CanvasOnopia - Business Model Innovation et Business Model Canvas
Onopia - Business Model Innovation et Business Model CanvasOnopia
 
NYU Startup School_Getting To Product-Market Fit Part I
NYU Startup School_Getting To Product-Market Fit Part INYU Startup School_Getting To Product-Market Fit Part I
NYU Startup School_Getting To Product-Market Fit Part INYU Entrepreneurial Institute
 
Translating Customer Needs Into MVPs
Translating Customer Needs Into MVPsTranslating Customer Needs Into MVPs
Translating Customer Needs Into MVPsNew York University
 
Product Vision and Strategy - Creating Value
Product Vision and Strategy - Creating Value Product Vision and Strategy - Creating Value
Product Vision and Strategy - Creating Value Doug Henderson
 
Veryday Service Design Whitepaper
Veryday Service Design WhitepaperVeryday Service Design Whitepaper
Veryday Service Design WhitepaperbyVeryday
 
Growing Enterprise Value
Growing Enterprise ValueGrowing Enterprise Value
Growing Enterprise ValueBruce Starcher
 
Rudy Moenaert - What Do I Know About My Customers - Human Inference
Rudy Moenaert - What Do I Know About My Customers - Human InferenceRudy Moenaert - What Do I Know About My Customers - Human Inference
Rudy Moenaert - What Do I Know About My Customers - Human InferenceDataValueTalk
 
Présentation Elton-Pickord sur le business model canvas
Présentation Elton-Pickord sur le business model canvasPrésentation Elton-Pickord sur le business model canvas
Présentation Elton-Pickord sur le business model canvasCCI Entreprendre
 
What is Experience strategy?
What is Experience strategy? What is Experience strategy?
What is Experience strategy? Andrew Gregoris
 
Service design - Introduction
Service design - Introduction Service design - Introduction
Service design - Introduction For Hire
 
Founder vine startup54 - the future of finance - business modelling session ...
Founder vine startup54  - the future of finance - business modelling session ...Founder vine startup54  - the future of finance - business modelling session ...
Founder vine startup54 - the future of finance - business modelling session ...Daniel Tuitt ✔
 
So I've Got a Big Idea...Now What (Maplewood Ideas Festival 2017)
So I've Got a Big Idea...Now What (Maplewood Ideas Festival 2017)So I've Got a Big Idea...Now What (Maplewood Ideas Festival 2017)
So I've Got a Big Idea...Now What (Maplewood Ideas Festival 2017)New York University
 
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing you...
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing you...IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing you...
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing you...Ikinnoveer
 
Servitization is the new normal
Servitization is the new normal Servitization is the new normal
Servitization is the new normal Sophie Meijer
 
Lean startup for socialøkonomiske iværksættere
Lean startup for socialøkonomiske iværksættereLean startup for socialøkonomiske iværksættere
Lean startup for socialøkonomiske iværksættereMartin Christensen
 
Business models - fashion industry
Business models - fashion industryBusiness models - fashion industry
Business models - fashion industrywaltervanandel
 

Similar to Business Model Innovation and Design at Todai (20)

Business Model Innovation Masterclass
Business Model Innovation MasterclassBusiness Model Innovation Masterclass
Business Model Innovation Masterclass
 
Webinaire Business Model Innovation par Onopia
Webinaire Business Model Innovation par OnopiaWebinaire Business Model Innovation par Onopia
Webinaire Business Model Innovation par Onopia
 
Business Model Innovation à Clubster Santé 18 nov 2013
Business Model Innovation à Clubster Santé 18 nov 2013Business Model Innovation à Clubster Santé 18 nov 2013
Business Model Innovation à Clubster Santé 18 nov 2013
 
Onopia - Business Model Innovation et Business Model Canvas
Onopia - Business Model Innovation et Business Model CanvasOnopia - Business Model Innovation et Business Model Canvas
Onopia - Business Model Innovation et Business Model Canvas
 
NYU Startup School_Getting To Product-Market Fit Part I
NYU Startup School_Getting To Product-Market Fit Part INYU Startup School_Getting To Product-Market Fit Part I
NYU Startup School_Getting To Product-Market Fit Part I
 
Translating Customer Needs Into MVPs
Translating Customer Needs Into MVPsTranslating Customer Needs Into MVPs
Translating Customer Needs Into MVPs
 
Product Vision and Strategy - Creating Value
Product Vision and Strategy - Creating Value Product Vision and Strategy - Creating Value
Product Vision and Strategy - Creating Value
 
Veryday Service Design Whitepaper
Veryday Service Design WhitepaperVeryday Service Design Whitepaper
Veryday Service Design Whitepaper
 
Growing Enterprise Value
Growing Enterprise ValueGrowing Enterprise Value
Growing Enterprise Value
 
Rudy Moenaert - What Do I Know About My Customers - Human Inference
Rudy Moenaert - What Do I Know About My Customers - Human InferenceRudy Moenaert - What Do I Know About My Customers - Human Inference
Rudy Moenaert - What Do I Know About My Customers - Human Inference
 
Présentation Elton-Pickord sur le business model canvas
Présentation Elton-Pickord sur le business model canvasPrésentation Elton-Pickord sur le business model canvas
Présentation Elton-Pickord sur le business model canvas
 
What is Experience strategy?
What is Experience strategy? What is Experience strategy?
What is Experience strategy?
 
Service design - Introduction
Service design - Introduction Service design - Introduction
Service design - Introduction
 
Founder vine startup54 - the future of finance - business modelling session ...
Founder vine startup54  - the future of finance - business modelling session ...Founder vine startup54  - the future of finance - business modelling session ...
Founder vine startup54 - the future of finance - business modelling session ...
 
So I've Got a Big Idea...Now What (Maplewood Ideas Festival 2017)
So I've Got a Big Idea...Now What (Maplewood Ideas Festival 2017)So I've Got a Big Idea...Now What (Maplewood Ideas Festival 2017)
So I've Got a Big Idea...Now What (Maplewood Ideas Festival 2017)
 
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing you...
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing you...IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing you...
IA Ondernemen met innovatieve apps. Sessie 2. Koen Pellegrims. Monetizing you...
 
Servitization is the new normal
Servitization is the new normal Servitization is the new normal
Servitization is the new normal
 
Vision Crafting
Vision Crafting Vision Crafting
Vision Crafting
 
Lean startup for socialøkonomiske iværksættere
Lean startup for socialøkonomiske iværksættereLean startup for socialøkonomiske iværksættere
Lean startup for socialøkonomiske iværksættere
 
Business models - fashion industry
Business models - fashion industryBusiness models - fashion industry
Business models - fashion industry
 

More from Yves Pigneur

独自のビジネスモデルと顧客価値を創造する方法
独自のビジネスモデルと顧客価値を創造する方法独自のビジネスモデルと顧客価値を創造する方法
独自のビジネスモデルと顧客価値を創造する方法Yves Pigneur
 
BMGEN talk in Korea
BMGEN talk in KoreaBMGEN talk in Korea
BMGEN talk in KoreaYves Pigneur
 
Business Model Innovation
Business Model Innovation Business Model Innovation
Business Model Innovation Yves Pigneur
 
Designing Business Models
Designing Business ModelsDesigning Business Models
Designing Business ModelsYves Pigneur
 
Disruptive Business Model
Disruptive Business ModelDisruptive Business Model
Disruptive Business ModelYves Pigneur
 
Business Model Design
Business Model DesignBusiness Model Design
Business Model DesignYves Pigneur
 
Performance measure
Performance measurePerformance measure
Performance measureYves Pigneur
 
service quality & usability
service quality & usabilityservice quality & usability
service quality & usabilityYves Pigneur
 
e Service Prototype
e Service Prototypee Service Prototype
e Service PrototypeYves Pigneur
 
Task analysis in service design
Task analysis in service designTask analysis in service design
Task analysis in service designYves Pigneur
 
Service Concept & scenario
Service Concept & scenarioService Concept & scenario
Service Concept & scenarioYves Pigneur
 
Business/IT alignment engineering
Business/IT alignment engineeringBusiness/IT alignment engineering
Business/IT alignment engineeringYves Pigneur
 
Service design for business innovation
Service design for business innovationService design for business innovation
Service design for business innovationYves Pigneur
 
About Design June2008
About Design June2008About Design June2008
About Design June2008Yves Pigneur
 

More from Yves Pigneur (20)

独自のビジネスモデルと顧客価値を創造する方法
独自のビジネスモデルと顧客価値を創造する方法独自のビジネスモデルと顧客価値を創造する方法
独自のビジネスモデルと顧客価値を創造する方法
 
BMGEN talk in Korea
BMGEN talk in KoreaBMGEN talk in Korea
BMGEN talk in Korea
 
BMGEN in Japan
BMGEN in JapanBMGEN in Japan
BMGEN in Japan
 
BMGEN in China
BMGEN in ChinaBMGEN in China
BMGEN in China
 
Business Model Innovation
Business Model Innovation Business Model Innovation
Business Model Innovation
 
Designing Business Models
Designing Business ModelsDesigning Business Models
Designing Business Models
 
Disruptive Business Model
Disruptive Business ModelDisruptive Business Model
Disruptive Business Model
 
Business Model Design
Business Model DesignBusiness Model Design
Business Model Design
 
Business Model
Business ModelBusiness Model
Business Model
 
Performance measure
Performance measurePerformance measure
Performance measure
 
Business Process
Business ProcessBusiness Process
Business Process
 
Service Blueprint
Service BlueprintService Blueprint
Service Blueprint
 
service quality & usability
service quality & usabilityservice quality & usability
service quality & usability
 
e Service Prototype
e Service Prototypee Service Prototype
e Service Prototype
 
Task analysis in service design
Task analysis in service designTask analysis in service design
Task analysis in service design
 
Service Concept & scenario
Service Concept & scenarioService Concept & scenario
Service Concept & scenario
 
Service Design
Service DesignService Design
Service Design
 
Business/IT alignment engineering
Business/IT alignment engineeringBusiness/IT alignment engineering
Business/IT alignment engineering
 
Service design for business innovation
Service design for business innovationService design for business innovation
Service design for business innovation
 
About Design June2008
About Design June2008About Design June2008
About Design June2008
 

Recently uploaded

NewBase 14 March 2024 Energy News issue - 1707 by Khaled Al Awadi_compress...
NewBase  14 March  2024  Energy News issue - 1707 by Khaled Al Awadi_compress...NewBase  14 March  2024  Energy News issue - 1707 by Khaled Al Awadi_compress...
NewBase 14 March 2024 Energy News issue - 1707 by Khaled Al Awadi_compress...Khaled Al Awadi
 
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...BilalAhmed717
 
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities pptBus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities pptendeworku
 
Olympus 38DL Plus Ultrasonic Thickness Gauge
Olympus 38DL Plus Ultrasonic Thickness GaugeOlympus 38DL Plus Ultrasonic Thickness Gauge
Olympus 38DL Plus Ultrasonic Thickness GaugeStephenKim86
 
Presented by Sabri international .......
Presented by Sabri international .......Presented by Sabri international .......
Presented by Sabri international .......SABRI INTERNATIONAL
 
Mist Cooling & Fogging System Company in Egypt
Mist Cooling & Fogging System Company in EgyptMist Cooling & Fogging System Company in Egypt
Mist Cooling & Fogging System Company in Egyptopstechsanjanasingh
 
Strategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 UpdateStrategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 UpdateAdnet Communications
 
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdfCORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdfLouis Malaybalay
 
NVIDIA's overall business overview Presentation.pptx
NVIDIA's overall business overview Presentation.pptxNVIDIA's overall business overview Presentation.pptx
NVIDIA's overall business overview Presentation.pptxKrutik Rakade
 
"InShorts: A Game-Changer in the Digital News Age"
"InShorts: A Game-Changer in the Digital News Age""InShorts: A Game-Changer in the Digital News Age"
"InShorts: A Game-Changer in the Digital News Age"Adharsh45
 
Wallet Pitch for startup fintech and loan
Wallet Pitch for startup fintech and loanWallet Pitch for startup fintech and loan
Wallet Pitch for startup fintech and loansujat8807
 
Unleashing the Power of Fandom: A Short Guide to Fan Business
Unleashing the Power of Fandom: A Short Guide to Fan BusinessUnleashing the Power of Fandom: A Short Guide to Fan Business
Unleashing the Power of Fandom: A Short Guide to Fan Businesstompeter3736
 
Business Models and Business Model Innovation
Business Models and Business Model InnovationBusiness Models and Business Model Innovation
Business Models and Business Model InnovationMichal Hron
 
Dashboards y paneles - CP Home - Area de Operaciones
Dashboards y paneles - CP Home - Area de OperacionesDashboards y paneles - CP Home - Area de Operaciones
Dashboards y paneles - CP Home - Area de OperacionesLPI ONG
 
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024believeminhh
 
Mist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi ArabiaMist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi Arabiaopstechsanjanasingh
 
14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdf14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdfEni
 
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptxStreamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptxPaulBryant58
 
A Comprehensive Case Study on the IL&FS Crisis (final).pptx
A Comprehensive Case Study on the IL&FS Crisis (final).pptxA Comprehensive Case Study on the IL&FS Crisis (final).pptx
A Comprehensive Case Study on the IL&FS Crisis (final).pptxShainaMaheshwari1
 
How The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K SubscribersHow The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K SubscribersFlyyx Tech
 

Recently uploaded (20)

NewBase 14 March 2024 Energy News issue - 1707 by Khaled Al Awadi_compress...
NewBase  14 March  2024  Energy News issue - 1707 by Khaled Al Awadi_compress...NewBase  14 March  2024  Energy News issue - 1707 by Khaled Al Awadi_compress...
NewBase 14 March 2024 Energy News issue - 1707 by Khaled Al Awadi_compress...
 
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
Project Work on Consumer Behavior in Fast Food Restaurants. Their behavior to...
 
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities pptBus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
Bus Eth ch3 ppt.ppt business ethics and corporate social responsibilities ppt
 
Olympus 38DL Plus Ultrasonic Thickness Gauge
Olympus 38DL Plus Ultrasonic Thickness GaugeOlympus 38DL Plus Ultrasonic Thickness Gauge
Olympus 38DL Plus Ultrasonic Thickness Gauge
 
Presented by Sabri international .......
Presented by Sabri international .......Presented by Sabri international .......
Presented by Sabri international .......
 
Mist Cooling & Fogging System Company in Egypt
Mist Cooling & Fogging System Company in EgyptMist Cooling & Fogging System Company in Egypt
Mist Cooling & Fogging System Company in Egypt
 
Strategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 UpdateStrategic Resources Corporate Presentation - March 2024 Update
Strategic Resources Corporate Presentation - March 2024 Update
 
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdfCORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
 
NVIDIA's overall business overview Presentation.pptx
NVIDIA's overall business overview Presentation.pptxNVIDIA's overall business overview Presentation.pptx
NVIDIA's overall business overview Presentation.pptx
 
"InShorts: A Game-Changer in the Digital News Age"
"InShorts: A Game-Changer in the Digital News Age""InShorts: A Game-Changer in the Digital News Age"
"InShorts: A Game-Changer in the Digital News Age"
 
Wallet Pitch for startup fintech and loan
Wallet Pitch for startup fintech and loanWallet Pitch for startup fintech and loan
Wallet Pitch for startup fintech and loan
 
Unleashing the Power of Fandom: A Short Guide to Fan Business
Unleashing the Power of Fandom: A Short Guide to Fan BusinessUnleashing the Power of Fandom: A Short Guide to Fan Business
Unleashing the Power of Fandom: A Short Guide to Fan Business
 
Business Models and Business Model Innovation
Business Models and Business Model InnovationBusiness Models and Business Model Innovation
Business Models and Business Model Innovation
 
Dashboards y paneles - CP Home - Area de Operaciones
Dashboards y paneles - CP Home - Area de OperacionesDashboards y paneles - CP Home - Area de Operaciones
Dashboards y paneles - CP Home - Area de Operaciones
 
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
 
Mist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi ArabiaMist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi Arabia
 
14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdf14 march 2024-capital-markets-update eni.pdf
14 march 2024-capital-markets-update eni.pdf
 
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptxStreamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
Streamlining Your Accounting A Guide to QuickBooks Migration Tools.pptx
 
A Comprehensive Case Study on the IL&FS Crisis (final).pptx
A Comprehensive Case Study on the IL&FS Crisis (final).pptxA Comprehensive Case Study on the IL&FS Crisis (final).pptx
A Comprehensive Case Study on the IL&FS Crisis (final).pptx
 
How The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K SubscribersHow The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K Subscribers
 

Business Model Innovation and Design at Todai

  • 1. Tokyo 2014 business model innovation & design ! yves.pigneur@unil.ch (イヴ・) ビジネスモデルイノベーションとデザイン
  • 4. ?How to design innovative 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?
  • 10. 2010
  • 11. 2005
  • 12. 2000
  • 13. 1997
  • 14. Larry Page & Sergey Brin
  • 16. 1995
  • 17. 1990
  • 18. 1985
  • 19. 1984
  • 20. 柳井 正 Yanai Tadashi
  • 22. 1983
  • 23. 1982
  • 24. 1981
  • 25. 1980
  • 28. ?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?
  • 29. 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
  • 30. 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
  • 31. 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
  • 32. Our Vision In the future, business leaders will - operate more like surgeons, - prototype like designers, and - experiment like scientists. ! 将来的に、ビジネスパーソンには以下 のような視点が必要です ! >手術をする外科医のような >デザイナーが試作品をつくるような >科学者が実験をするような
  • 37. Business Model 1 Design Thinking 2 Model testing 3 ビジネスモデル デザイン思考 モデルをテストする
  • 47. ?How much did the cost of home coffee consumption change for Swiss households over the last couple of years? 家庭用コーヒーの消費コストが変化 ?
  • 51. Discuss: What is Nespresso’s Business Model? Nespresso ビジネスモデル?
  • 53. ?what is a business model? discuss with your seat neighbour and write down your definition ビジネスモデル の定義?
  • 59. customer segment images by JAM 顧客セグメント
  • 60. value proposition images by JAM 価値提案
  • 61. distribution channel images by JAM (販売) チャンネル
  • 62. customer relationship images by JAM 顧客との関係
  • 63. revenue stream images by JAM 収益の流れ
  • 64. key resources images by JAM 主要リソース
  • 65. key activities images by JAM 主要な活動
  • 66. key partners images by JAM パートナー
  • 67. cost structure images by JAM コスト構造
  • 68. customer segments key partners cost structure revenue streamsdistribution channels customer relationshipskey activities key resources value proposition images by JAM 価値提案 顧客との関係 コスト構造 主要な活動 チャンネル主要リソース 収益の流れ 顧客セグメントパートナー
  • 69. !69 ビジネスモデルキャンバス VALUE PROPOSITION RELATIONSHIP CUSTOMER SEGMENTS CHANNELS KEY ACTIVITIES KEY RESOURCES KEY PARTNERS COST STRUCTURE REVENUE STREAMS The Business Model Canvas コスト構造 収益の流れ 価値提案 顧客との関係 顧客セグメント主要な活動パートナー 主要リソース チャンネル
  • 70. A VALUE PROPOSITION A CHANNEL A CUSTOMER TARGET A REVENUE STREAM RELATIONSHIP A RESOURCE COST A PARTNER AN ACTIVITY ANOTHER ACTIVITY ANOTHER VALUE PROPOSITION ビジネスモデル a business model KEY ACTIVITIESKEY PARTNERS CHANNELS VALUE PROPOSITION KEY RESOURCES REVENUE STREAMS RELATIONSHIP COST STRUCTURE CUSTOMER SEGMENTS 価値提案 顧客との関係 コスト構造 主要な活動 チャンネル主要リソース 収益の流れ 顧客セグメントパートナー
  • 71. www.businessmodelgeneration.com strategyzer.com 開発元: 著作権はBusiness Model Foundry AGに帰属します。ビジネスモデルキャンバスとStrategyzerの開発者 製造元: www.stattys.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. The Business Model Canvas 収益の流れ チャネル 顧客セグメント価値提案主要活動パートナー リソース コスト構造 顧客との関係 ∼によってデザインされた: 日時: バージョン:∼のためにデザインされた: 我々のビジネスモデルのコストの中で最も重要なものはどれか? 最も高価なリソースは何か? 最もお金がかかる活動は何か? あなたのビジネスはどちらかといえば... コスト主導型(最も効率的なコスト構造、低価格を価値として提案、最高レベルの自動化、徹底的なアウトソース)である 価値主導型(価値創造に重点を置いている、高品質を価値として提案)である 項目例 固定費(給与、賃貸料、用役費) 変動費 規模の経済性 多角化の経済性 我々の顧客セグメントは、どのチャネルを通して 供給されることを望んでいるのか? 今現在我々はどのように届けているのか? 我々のチャネルはどのように統合されているのか? どのチャネルが一番うまくいっているのか? コスト効率が良いのはどのチャネルか? 我々はチャネルと顧客の日常行動とをどのように結び つけているのか? チャネルフェーズ 1. 認知 自社の製品やサービスについての認知度をどのように上げるのか? 2. 評価 我々が提供する価値 を顧客が評価するために、我々は何ができるか? 3. 購入 どのようにして特定の製品やサービスを顧客に購入してもらうのか? 4, 配送 提案する価値をどのようにして顧客に届けるのか? 5. アフターセールス 購入後のカスタマーサービスはどのように提供するのか? 我々の顧客はどのような価値のためなら躊躇無く支払うのか? 今現在顧客は何に対して支払いをしているのか? 今現在顧客はどのような手段で支払いを行っているのか? 顧客はどのような支払い方法を望んでいるのか? それぞれの収入の流れは、全体の収入にどの程度寄与しているのか? 誰のために価値を創造するのか? 我々に最も重要な顧客は誰か? マス市場 ニッチ市場 細分化 多様化 マルチサイド・プラットフォーム 各セグメントの顧客は、我々とどのような関係を構築し、 維持したいと望んでいるのか? どのような関係が既に構築されているのか? 顧客との関係は、ビジネスモデルの他の部分とどのように統合さ れるのか? それにはどのくらいのコストがかかるのか? 例 顧客対応担当者 専任担当者によるサポート セルフサービス 自動化サービス コミュニティ 共創 我々の提供する価値を生み出すために必 要な主な活動とは何か? 流通経路は? 顧客との関係は? 収入の流れは? カテゴリー 製造 問題解決 プラットフォーム/ネットワーク 我々の価値を提供するために必要な主なリソース とは何か? 流通経路は?顧客との関係は? 収入の流れは? リソースの種類 物理的リソース 知的リソース(ブランド、特許、著作権、データ) 人的リソース 金銭的リソース 主なパートナーは誰か? 主な供給業者は誰か? どのキーリソースをパートナーから獲得するのか? パートナーが行う活動は何か? パートナーシップの動機 最適化と経済性 リスクと不確定要素の低減 特定のリソース及び人的資源の取得 どのような価値を顧客に提供するのか? 顧客のどのような問題を解決するのに役立つのか? どのような製品とサービスの組み合わせをそれぞれ の顧客セグメントに対して提供するのか? どの顧客ニーズを満足させるのか? 特徴 新奇性 パフォーマンス カスタマイズ性 仕事を成し遂げる、仕上げる デザイン ブランド/ステータス 価格 経費削減 リスク低減 利便性 便宜性/有用性 種類 物品販売 サービス利用料 定期購入 賃貸/レンタル/リース ライセンス契約 仲介料 広告料 固定料金 定価 製品機能別価格 顧客セグメント別価格 従量制 変動料金 値引き交渉 価格調整 時価
  • 76. 1週間で千ドル In 2007, they earned $1’000 in just one week
  • 77. 会議への参加者3 3 attendees to a conference preferred to live with locals
  • 78. ?How to build a service matching visitors who wants rooms with locals who wants to rent out extra space 部屋を探している観光客と、空いている部屋を貸したい地元の 住民をマッチングするサービスの構築方法
  • 79. ??? images by Mathildeimages by Mathilde 価値提案 顧客との関係 コスト構造 主要な活動 チャンネル主要リソース 収益の流れ 顧客セグメントパートナー
  • 80. Nathan Blecharczyk proposed to Brian Chesky & Joe Gebbia to do something more global
  • 81. ! ! an open peer-to-peer marketplace for people to stay anywhere around the world ! オープンなピアツーピア市場
  • 82. !86 images by Mathilde 価値提案 顧客との関係 コスト構造 主要な活動 チャンネル主要リソース 収益の流れ 顧客セグメントパートナー
  • 84. June 2008 June 2010 Guest nights booked since 2008 June 2012 10millions 5millions JANUARY 2012
  • 85. Jan 2009 Jan 2012 Number of Listings since 2009 Jan 2013 300thousands 100thousands Jan 2011Jan 2010
  • 86. Airbnb hosts in New York in 2008
  • 87. Airbnb hosts in NewYork in 2011 Airbnb hosts in New York in 2011
  • 88. $1’650 the earning average per apartment per month in NYC 1650ドル の収益 /アパート /月
  • 92. describe the Nespresso’s business 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
  • 93. コスト構造 収益の流れ 価値提案 顧客との関係 顧客セグメント主要な活動パートナー 主要リソース チャンネル
  • 102. 店舗
  • 110. average growth of 30% p.a. since 2000 2000年以降の年間平均成長率は30%
  • 111. estimated 4.5 billion CHF annual revenue with 1 product line in 2013 (5 bio USD) [source: FT, Nov 2013] 1製品群で45億スイスフランの年間売上
  • 114. !Nespresso almost went bankrupt in 1987 ! 倒産寸前
  • 115. JOIN VENTURE W/ MACHINE MANUFACTURERS BUSINESS MACHINE MANUFACTURERS MACHINE PODS 共同事業
  • 116. the right business model can be the difference between success and failure for the same product
  • 118. www.sxc.hu BM as a checklist (チェックリスト)
  • 119. Revenue StreamsCost Structure Customer Relationships Channels Customer Segments Value Propositions Key ActivitiesKey Partners Key Resources Travelling Oral Surgery Practice Administrators provide access to the Dental Clinics Dental Clinics provide access to the indigent population and the facilities to provide advanced oral care services Oral Surgeons provide the needed skills to perform the advance oral care Dental Anesthesiologists are required to perform surgeries Performing oral surgeries and advanced oral care/ procedures Billing and submitting claims to Medicaid Staffing for performance of surgeries Scheduling of clinic visits and patient procedures Medicaid benefits from the reduction of ongoing costs of oral hygiene by providing preventative care Dental Clinics are recipients of the revenue from the ongoing continuing care of the indigent patients Parents of children are able to receive free oral care for their dependents Children benefit from healthier mouths, oral hygiene, and better smiles An arms length, very impersonal relationship with Medicaid A one-to-one personal relationship with dental clinics A one-to-one personal relationship with the Indigent Patients/ Recipients of care Traveling practice reaches Medicaid through a direct credentialing process Reach the Indigent Populations through Dental clinics and case workers Accreditation and compliance are ongoing costs Rental of clinical facilities in scheduled locations Personnel required for operations and procedures Dental supplies necessary for surgery and advance care procedures We will make money by directly submitting claims and billing to Medicaid These will be fees for oral surgeon, the anesthesiologist, and the required facilities The dental clinics and the indigent population are not actual payers but are Trained personnel allow for smooth operations and good patient care Proper facilities are needed to perform procedures in a sterile environment Supplies are necessary in order to perform procedures Medicaid Dental Clinics Indigent Population Parents of Children w/ Dental Needs on Medicaid Children w/Dental Needs Revenue StreamsCost Structure Customer Relationships Channels Customer Segments Value Propositions Key ActivitiesKey Partners Key Resources Travelling Oral Surgery a business model tells a story (物語)
  • 122. What does that have to do with 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?
  • 131. decision Vs design 決定 / デザイン
  • 132. decision attitude: it’s easy to come up with alternatives, but difficult to choose between them 決定 : 選択肢の中から選択するのが難しい
  • 135. making choices abcgko How do you design business model alternatives? 複数のモデル
  • 136. business people don’t just need to understand designers better; they need to become designers – Roger Martin, Rotman School @ Toronto ” “ ビジネスの人々は、デザイナーになるために必要がある
  • 139. think out of the box 箱から出して
  • 142. – David Kelley, IDEO We evaluate potential solutions through user observation & iterative rapid prototyping. “ ”
  • 146. Business Model Key Partners Key Activities Key Resources Value Proposition Customer Relationships Customer Segments Channels Revenue Streams Cost Structure
  • 147. 160 Designing a great value proposition starts with a deep understanding of customers (提供できる素晴らしい価値をデザインすることで)顧客への 理解を深めること
  • 148. Key Partners Key Activities Key Resources Value Proposition Customer Relationships Customer Segments Channels Revenue Streams Cost Structure The Business Model Canvas fit 適応
  • 149. ? 162 How to define customer/user centricity? 顧客中心主義?
  • 153. ?Great, but what if you don’t have a designer handy?
  • 154. put yourself in the customers’ shoes お客様の靴を履く
  • 156. Jobs-to-be-done offers a clear way to innovate – Clay Christensen, HBS “ ” “やるべき仕事”を考えることは革新するための明解な方法です
  • 158. 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 strategyzer.com Gain Creators Pain Relievers Pains 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
  • 159. The Value Proposition Canvas Gain Creators Describe how your products and services create customer gains. How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings? Pain Relievers Do they… Create savings that make your customer happy? (e.g. in terms of time, money and effort, …) Produce outcomes your customer expects or that go beyond their expectations? (e.g. better quality level, more of something, less of something, …) Copy or outperform current solutions that delight your customer? (e.g. regarding specific features, performance, quality, …) Make your customer’s job or life easier? (e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, …) Create positive social consequences that your customer desires? (e.g. makes them look good, produces an increase in power, status, …) Do something customers are looking for? (e.g. good design, guarantees, specific or more features, …) Fulfill something customers are dreaming about? (e.g. help big achievements, produce big reliefs, …) Produce positive outcomes matching your customers success and failure criteria? (e.g. better performance, lower cost, …) Help make adoption easier? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) 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 alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done? Do they… Produce savings? (e.g. in terms of time, money, or efforts, …) Make your customers feel better? (e.g. kills frustrations, annoyances, things that give them a headache, …) Fix underperforming solutions? (e.g. new features, better performance, better quality, …) Put an end to difficulties and challenges your customers encounter? (e.g. make things easier, helping them get done, eliminate resistance, …) Wipe out negative social consequences your customers encounter or fear? (e.g. loss of face, power, trust, or status, …) Eliminate risks your customers fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) Help your customers better sleep at night? (e.g. by helping with big issues, diminishing concerns, or eliminating worries, …) Limit or eradicate common mistakes customers make? (e.g. usage mistakes, …) Get rid of barriers that are keeping your customer from adopting solutions? (e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …) 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? Products & Services List all the products and services your value proposition is built around. Which products and services do you offer that help your customer get either a 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: Buyer (e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …) Co-creator (e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Products and services may either by tangible (e.g. manufactured goods, face-to- 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. Are they crucial or trivial to your customer? Gains Describe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings. Pains Customer Job(s) Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done. What does your customer find too costly? (e.g. takes a lot of time, costs too much money, requires substantial efforts, …) What makes your customer feel bad? (e.g. frustrations, annoyances, things that give them a headache, …) How are current solutions underperforming for your customer? (e.g. lack of features, performance, malfunctioning, …) What are the main difficulties and challenges your customer encounters? (e.g. understanding how things work, difficulties getting things done, resistance, …) What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …) What risks does your customer fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) What’s keeping your customer awake at night? (e.g. big issues, concerns, worries, …) What common mistakes does your customer make? (e.g. usage mistakes, …) What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …) 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 needs they are trying to satisfy. What functional jobs are you helping your customer get done? (e.g. perform or complete a specific task, solve a specific problem, …) What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …) What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …) What basic needs are you helping your customer satisfy? (e.g. communication, sex, …) Besides trying to get a core job done, your customer performs ancillary jobs in differ- ent roles. Describe the jobs your customer is trying to get done as: Buyer (e.g. trying to look good, gain power or status, …) Co-creator (e.g. esthetics, feel good, security, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) 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. Outline in which specific context a job is done, because that may impose constraints or limitations. (e.g. while driving, outside, …) Which savings would make your customer happy? (e.g. in terms of time, money and effort, …) What outcomes does your customer expect and what would go beyond his/her expectations? (e.g. quality level, more of something, less of something, …) How do current solutions delight your customer? (e.g. specific features, performance, quality, …) What would make your customer’s job or life easier? (e.g. flatter learning curve, more services, lower cost of ownership, …) What positive social consequences does your customer desire? (e.g. makes them look good, increase in power, status, …) What are customers looking for? (e.g. good design, guarantees, specific or more features, …) What do customers dream about? (e.g. big achievements, big reliefs, …) How does your customer measure success and failure? (e.g. performance, cost, …) What would increase the likelihood of adopting a solution? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) 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 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. On: Iteration: Designed by:Designed for: Day Month Year No. Customer Segment www.businessmodelgeneration.com Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH Value Proposition Create one for each Customer Segment in your Business Model 価値提案キャンバス
  • 160. The Value Proposition Canvas Gain Creators Describe how your products and services create customer gains. How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings? Pain Relievers Do they… Create savings that make your customer happy? (e.g. in terms of time, money and effort, …) Produce outcomes your customer expects or that go beyond their expectations? (e.g. better quality level, more of something, less of something, …) Copy or outperform current solutions that delight your customer? (e.g. regarding specific features, performance, quality, …) Make your customer’s job or life easier? (e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, …) Create positive social consequences that your customer desires? (e.g. makes them look good, produces an increase in power, status, …) Do something customers are looking for? (e.g. good design, guarantees, specific or more features, …) Fulfill something customers are dreaming about? (e.g. help big achievements, produce big reliefs, …) Produce positive outcomes matching your customers success and failure criteria? (e.g. better performance, lower cost, …) Help make adoption easier? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) 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 alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done? Do they… Produce savings? (e.g. in terms of time, money, or efforts, …) Make your customers feel better? (e.g. kills frustrations, annoyances, things that give them a headache, …) Fix underperforming solutions? (e.g. new features, better performance, better quality, …) Put an end to difficulties and challenges your customers encounter? (e.g. make things easier, helping them get done, eliminate resistance, …) Wipe out negative social consequences your customers encounter or fear? (e.g. loss of face, power, trust, or status, …) Eliminate risks your customers fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) Help your customers better sleep at night? (e.g. by helping with big issues, diminishing concerns, or eliminating worries, …) Limit or eradicate common mistakes customers make? (e.g. usage mistakes, …) Get rid of barriers that are keeping your customer from adopting solutions? (e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …) 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? Products & Services List all the products and services your value proposition is built around. Which products and services do you offer that help your customer get either a 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: Buyer (e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …) Co-creator (e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Products and services may either by tangible (e.g. manufactured goods, face-to- 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. Are they crucial or trivial to your customer? Gains Describe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings. Pains Customer Job(s) Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done. What does your customer find too costly? (e.g. takes a lot of time, costs too much money, requires substantial efforts, …) What makes your customer feel bad? (e.g. frustrations, annoyances, things that give them a headache, …) How are current solutions underperforming for your customer? (e.g. lack of features, performance, malfunctioning, …) What are the main difficulties and challenges your customer encounters? (e.g. understanding how things work, difficulties getting things done, resistance, …) What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …) What risks does your customer fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) What’s keeping your customer awake at night? (e.g. big issues, concerns, worries, …) What common mistakes does your customer make? (e.g. usage mistakes, …) What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …) 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 needs they are trying to satisfy. What functional jobs are you helping your customer get done? (e.g. perform or complete a specific task, solve a specific problem, …) What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …) What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …) What basic needs are you helping your customer satisfy? (e.g. communication, sex, …) Besides trying to get a core job done, your customer performs ancillary jobs in differ- ent roles. Describe the jobs your customer is trying to get done as: Buyer (e.g. trying to look good, gain power or status, …) Co-creator (e.g. esthetics, feel good, security, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) 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. Outline in which specific context a job is done, because that may impose constraints or limitations. (e.g. while driving, outside, …) Which savings would make your customer happy? (e.g. in terms of time, money and effort, …) What outcomes does your customer expect and what would go beyond his/her expectations? (e.g. quality level, more of something, less of something, …) How do current solutions delight your customer? (e.g. specific features, performance, quality, …) What would make your customer’s job or life easier? (e.g. flatter learning curve, more services, lower cost of ownership, …) What positive social consequences does your customer desire? (e.g. makes them look good, increase in power, status, …) What are customers looking for? (e.g. good design, guarantees, specific or more features, …) What do customers dream about? (e.g. big achievements, big reliefs, …) How does your customer measure success and failure? (e.g. performance, cost, …) What would increase the likelihood of adopting a solution? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) 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 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. On: Iteration: Designed by:Designed for: Day Month Year No. Customer Segment www.businessmodelgeneration.com Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH Value Proposition Create one for each Customer Segment in your Business Model observe 観察する design デザイン Gains Jobs Pains Gain creators Features Pains relievers
  • 161. The Value Proposition Canvas Gain Creators Describe how your products and services create customer gains. How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings? Pain Relievers Do they… Create savings that make your customer happy? (e.g. in terms of time, money and effort, …) Produce outcomes your customer expects or that go beyond their expectations? (e.g. better quality level, more of something, less of something, …) Copy or outperform current solutions that delight your customer? (e.g. regarding specific features, performance, quality, …) Make your customer’s job or life easier? (e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, …) Create positive social consequences that your customer desires? (e.g. makes them look good, produces an increase in power, status, …) Do something customers are looking for? (e.g. good design, guarantees, specific or more features, …) Fulfill something customers are dreaming about? (e.g. help big achievements, produce big reliefs, …) Produce positive outcomes matching your customers success and failure criteria? (e.g. better performance, lower cost, …) Help make adoption easier? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) 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 alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done? Do they… Produce savings? (e.g. in terms of time, money, or efforts, …) Make your customers feel better? (e.g. kills frustrations, annoyances, things that give them a headache, …) Fix underperforming solutions? (e.g. new features, better performance, better quality, …) Put an end to difficulties and challenges your customers encounter? (e.g. make things easier, helping them get done, eliminate resistance, …) Wipe out negative social consequences your customers encounter or fear? (e.g. loss of face, power, trust, or status, …) Eliminate risks your customers fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) Help your customers better sleep at night? (e.g. by helping with big issues, diminishing concerns, or eliminating worries, …) Limit or eradicate common mistakes customers make? (e.g. usage mistakes, …) Get rid of barriers that are keeping your customer from adopting solutions? (e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …) 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? Products & Services List all the products and services your value proposition is built around. Which products and services do you offer that help your customer get either a 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: Buyer (e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …) Co-creator (e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Products and services may either by tangible (e.g. manufactured goods, face-to- 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. Are they crucial or trivial to your customer? Gains Describe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings. Pains Customer Job(s) Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done. What does your customer find too costly? (e.g. takes a lot of time, costs too much money, requires substantial efforts, …) What makes your customer feel bad? (e.g. frustrations, annoyances, things that give them a headache, …) How are current solutions underperforming for your customer? (e.g. lack of features, performance, malfunctioning, …) What are the main difficulties and challenges your customer encounters? (e.g. understanding how things work, difficulties getting things done, resistance, …) What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …) What risks does your customer fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) What’s keeping your customer awake at night? (e.g. big issues, concerns, worries, …) What common mistakes does your customer make? (e.g. usage mistakes, …) What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …) 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 needs they are trying to satisfy. What functional jobs are you helping your customer get done? (e.g. perform or complete a specific task, solve a specific problem, …) What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …) What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …) What basic needs are you helping your customer satisfy? (e.g. communication, sex, …) Besides trying to get a core job done, your customer performs ancillary jobs in differ- ent roles. Describe the jobs your customer is trying to get done as: Buyer (e.g. trying to look good, gain power or status, …) Co-creator (e.g. esthetics, feel good, security, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) 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. Outline in which specific context a job is done, because that may impose constraints or limitations. (e.g. while driving, outside, …) Which savings would make your customer happy? (e.g. in terms of time, money and effort, …) What outcomes does your customer expect and what would go beyond his/her expectations? (e.g. quality level, more of something, less of something, …) How do current solutions delight your customer? (e.g. specific features, performance, quality, …) What would make your customer’s job or life easier? (e.g. flatter learning curve, more services, lower cost of ownership, …) What positive social consequences does your customer desire? (e.g. makes them look good, increase in power, status, …) What are customers looking for? (e.g. good design, guarantees, specific or more features, …) What do customers dream about? (e.g. big achievements, big reliefs, …) How does your customer measure success and failure? (e.g. performance, cost, …) What would increase the likelihood of adopting a solution? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) 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 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. On: Iteration: Designed by:Designed for: Day Month Year No. Customer Segment www.businessmodelgeneration.com Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH Value Proposition Create one for each Customer Segment in your Business Model not today
  • 164. ? 177 How do architects apply design thinking? 建築家はどのようにデザイン思考を適用しますか?
  • 167. [source: sanaa] 西沢 立衛 Nishizawa 妹島 和世 Sejima
  • 188. What does that have to do with 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?
  • 190. !203
  • 191. If you freeze to 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
  • 192. ... if you refine it too quickly you become attached to it.. – Jim Glymph, Gehry Partner “ ” 洗練するのを急ぎ過ぎてはいけません
  • 197. 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?
  • 204. ?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?
  • 205. 1 PATENTS 特許 SOLAR EXPERTS 太陽光 の専門家 SOLAR PANEL INSTALLATION ソーラーパネル LONG TERM RELATIONS 長期的な関係 SHOPPING CENTERS ショッピングセンター SALES FORCE 営業部隊 PURCHASING FEE 購入費用 PANEL MANUFACTURERS パネルの製造業者 INSTALL PANELS パネルの設置 CUSTOMER ACQUISITION 顧客獲得 RESOURCES ACTIVITIESPARTNERS CUSTOMERSVALUE PROPOSITION CHANNELS REVENUESCOST RELATIONSHIP コスト構造 収益の流れ 価値提案 顧客との関係 顧客セグメント主要な活動パートナー 主要リソース チャンネル
  • 206. ?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?
  • 210. [sources: Henry Chesbrough, photo: life.com]
  • 211. ?what if we gave the panels away for free to eliminate the hurdle of upfront investment (発電用)パネルを無償提供したらどうだろう?
  • 212. 2 PATENTS 特許 SOLAR EXPERTS 太陽光 の専門家 SOLAR PANEL INSTALLATION ソーラーパネル LONG TERM RELATIONS 長期的な関係 SHOPPING CENTERS ショッピングセンター SALES FORCE 営業部隊 PURCHASING FEE 購入費用 PANEL MANUFACTURERS パネルの製造業者 INSTALL PANELS パネルの設置 CUSTOMER ACQUISITION 顧客獲得 POWER PURCHASING AGREEMENTS 電力購入契約 REGULAR PPA PAYMENTS PPA の定期的な支払い SOLAR ENERGYINSTALLATIONS 太陽エネルギーのインストール ACQUIRE PPAS PPAの取得 RESOURCES ACTIVITIESPARTNERS CUSTOMERSVALUE PROPOSITION CHANNELS REVENUESCOST RELATIONSHIP コスト構造 収益の流れ 価値提案 顧客との関係 顧客セグメント主要な活動パートナー 主要リソース チャンネル big issue
  • 213. ?how to finance the upfront investment 先行投資の資金はどう調達するか?
  • 214. 3 PATENTS 特許 EXPERTS 太陽光 の専門家 LONG TERM RELATIONS 長期的な関係 SHOPPING CENTERS ショッピングセンター SALES FORCE 営業部隊 PANEL MANUFACTURERS パネルの製造業者 POWER PURCHASING AGREEMENTS 電力購入契約 PPA PAYMENTS 太 能 家 ACQUIRE PPAS PPAの取得 LOW-RISK INVESTMENT RETURN 低リスクの投資収益率 FINANCIAL INSTITUTIONS 金融機関 INSTITUTIONAL & PRIVATE INVESTORS 機関、民間投資家 INVESTMENT FEE 投資費用 ACQUIRE INVESTORS 投資家の獲得 INSTALL PANELS パネルの設置 POOL OF PPAS PPAs DEVELOPMENT & MONITORING FEE 開発&モニタリング費用 RESOURCES ACTIVITIESPARTNERS CUSTOMERSVALUE PROPOSITION CHANNELS REVENUESCOST RELATIONSHIP コスト構造 収益の流れ 価値提案 顧客との関係 顧客セグメント主要な活動パートナー 主要リソース チャンネル
  • 216. SunEdison became the largest solar provider in the U.S. 米国最大の太陽光発電メーカー
  • 217. in ’09, SunEdison bought by MEMC Electronic Materials for $200 million 2億ドルのためにMEMCに買収
  • 219. !innovative business models can unlock opportunities that were not possible with the traditional models
  • 225. ?Why do Business Models Fail? なぜビジネスモデルは上手くいかないのでしょうか?
  • 235. ?How much did they lose on this business? 損失 ?
  • 236. $800m
  • 237. are customers waiting for your product ? お客様がお使いの製品を待っている?
  • 239. a business model might look great on paper... but really its... ビジネスモデル
  • 241. [source: Sony Pictures] 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
  • 243. What people say, and what people do are two different things
  • 244. ... adapt the business model pivot ビジネスモデルを適応させる customer discovery customer validation customer creation company building
  • 246. only then should you build your company or launch the project, else you’ll risk... 試験後に起動
  • 247. burning your cash while searching for a business model 避ける
  • 252. Key Partners Key Activities Key Resources Value Proposition Customer Relationships Customer Segments Channels Revenue Streams Cost Structure Apple iPod seamless music experience high-end mass-market downloadable music legally available iTunes software ダウンロード可能な音楽
  • 253. ?what are the main hypothesis Apple made for the revenue stream coming from the music distribution? 収益の流れ の主な仮説
  • 254. Key Partners Key Activities Key Resources Value Proposition Customer Relationships Customer Segments Channels Revenue Streams Cost Structure Apple iPod seamless music experience high-volume99 cents per song high-end mass-market iTunes software
  • 255. Hypothesis (we believe that …) people are ready to pay 99 cents per track using iTunes [source:Mullins & Komisar, GETTING TO PLAN B] 仮説
  • 256. Test (to verify that, we will …) launch a simplified service with a limited number of songs 検証
  • 257. Metric (we measure …) the number of music tracks purchased by users from iTunes [source:Mullins & Komisar, GETTING TO PLAN B] 測定
  • 258. Data (we were right if …) one million downloads the first day, 7.5 million in 3 months [source:Mullins & Komisar, GETTING TO PLAN B] 収集したデータ
  • 259. Key Partners Key Activities Key Resources Value Proposition Customer Relationships Customer Segments Channels Revenue Streams Cost Structure Apple iPod seamless music experience high-end mass-market high-volume99 cents per song iTunes software
  • 264. ?How many new business books appear every year ? どのように多くの書籍?
  • 266. "293
  • 272. mium
  • 281. 314
  • 282. Business Model 1 Design Thinking 2 Model testing 3 ビジネスモデル デザイン思考 モデルをテストする
  • 284. the right business model can be the difference between success and failure for the same product 適切なビジネスモデルは、明らかにそうでないものとは異なり ます(同じ製品なのに成功・失敗
  • 285. rapidly prototype business models and don’t fall in love with your first idea あなたの最初のアイデアと恋に落ちない
  • 286. get outside the building, meet customers and test your business model オフィスから出て、顧客に会いましょう
  • 287. SEARCH IMPLEMENT DESIGN TEST 検索 実装する ビジネスモデル設計プロセス business model design process 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 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 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 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 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
  • 289. p r e s e n t e d b y A L E X O S T E R W A L D E R & Y V E S P I G N E U R ! w i t h t h e s u p p o r t o f S T R A T E G Y Z E R . C O M & T H E B U S I N E S S M O D E L F O U N D R Y business model innovation & design による字幕