based on the book "Value Proposition Design" with Japanese subtitle

1. How to Design and Test Business Models and
Value Propositions
Yves Pigneur
HEC Lausanne
Alex Osterwalder
独自のビジネスモデルと顧客価値を創造する方法

2. ?How to 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？

3. ? 2009
How to design innovative
business models?
百万、30の言語

4. The Business Model Canvas

5. ?How to design attractive value
propositions that sell
in business models that work
どのように革新的なバリュープロポジションをデザインするか？

6. ?How to design attractive value
propositions that sell …
2014

7. Business Model Canvas
Cost Structure
Key Partnerships
Key Resources
Key Activities Value Propositions Customer
Relationships
Customer
Segments
Revenue Streams
Channels
15

8. The
Business Model Canvas
helps you
create value for your business
The
Value Proposition Canvas
helps you
create value for your customer
zoom out
zoom in
The
External Environment
describes the space
where you create
13
ビジネスモデルキャンバス

9. The
Business Model Canvas
helps you
create value for your business
The
Value Proposition Canvas
helps you
create value for your customer
zoom out
zoom in
The
External Environment
describes the space
where you create
13
ビジネスモデルキャンバス
価値提案キャンバス

10. The
Business Model Canvas
helps you
create value for your business
The
Value Proposition Canvas
helps you
create value for your customer
zoom out
zoom in
The
External Environment
describes the space
where you create
13
環境モデル
ビジネスモデルキャンバス
価値提案キャンバス

12. zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The heart of Value Proposition Design is about appl
Tools to the messy Search for value propositions th
customers want and then keeping them aligned wit
customers want in Post-Search.
Value Proposition Design shows you how to use the
Proposition Canvas to Design and Test great value
sitions in an iterative search for what customers wa
proposition design is a never-ending process in whic
need to Evolve your value proposition(s) constantly
it relevant to customers.
Manage the messy and non-linear
process of value proposition design and
reduce risk by systematically applying
adequate tools and processes.
Progres
10
ビジネスモデル デザイン思考 モデルをテストする

13. zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The heart of Value Proposition Design is about appl
Tools to the messy Search for value propositions th
customers want and then keeping them aligned wit
customers want in Post-Search.
Value Proposition Design shows you how to use the
Proposition Canvas to Design and Test great value
sitions in an iterative search for what customers wa
proposition design is a never-ending process in whic
need to Evolve your value proposition(s) constantly
it relevant to customers.
Manage the messy and non-linear
process of value proposition design and
reduce risk by systematically applying
adequate tools and processes.
Progres
10
ビジネスモデル デザイン思考 モデルをテストする
1

14. zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The heart of Value Proposition Design is about appl
Tools to the messy Search for value propositions th
customers want and then keeping them aligned wit
customers want in Post-Search.
Value Proposition Design shows you how to use the
Proposition Canvas to Design and Test great value
sitions in an iterative search for what customers wa
proposition design is a never-ending process in whic
need to Evolve your value proposition(s) constantly
it relevant to customers.
Manage the messy and non-linear
process of value proposition design and
reduce risk by systematically applying
adequate tools and processes.
Progres
10
ビジネスモデル デザイン思考 モデルをテストする
1 2

15. zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The heart of Value Proposition Design is about appl
Tools to the messy Search for value propositions th
customers want and then keeping them aligned wit
customers want in Post-Search.
Value Proposition Design shows you how to use the
Proposition Canvas to Design and Test great value
sitions in an iterative search for what customers wa
proposition design is a never-ending process in whic
need to Evolve your value proposition(s) constantly
it relevant to customers.
Manage the messy and non-linear
process of value proposition design and
reduce risk by systematically applying
adequate tools and processes.
Progres
10
ビジネスモデル デザイン思考 モデルをテストする
1 2 3

16. zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The heart of Value Proposition Design is about appl
Tools to the messy Search for value propositions th
customers want and then keeping them aligned wit
customers want in Post-Search.
Value Proposition Design shows you how to use the
Proposition Canvas to Design and Test great value
sitions in an iterative search for what customers wa
proposition design is a never-ending process in whic
need to Evolve your value proposition(s) constantly
it relevant to customers.
Manage the messy and non-linear
process of value proposition design and
reduce risk by systematically applying
adequate tools and processes.
Progres
10
ビジネスモデル デザイン思考 モデルをテストする
1 2 3

17. BM Canvas
ビジネスモデルキャンバス

18. 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
customer
segments
顧客セグメント

19. 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
customer
segments
顧客セグメント
value
proposition
価値提案

20. 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
customer
segments
顧客セグメント
value
proposition
価値提案
distribution
channels
チャンネル

21. The Business 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
customer
segments
顧客セグメント
value
proposition
価値提案
distribution
channels
チャンネル
customer
relationship
顧客との関係

22. The Business 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
customer
segments
顧客セグメント
value
proposition
価値提案
distribution
channels
チャンネル
customer
relationship
顧客との関係
revenue streams
収益の流れ

23. The Business 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
customer
segments
顧客セグメント
value
proposition
価値提案
distribution
channels
チャンネル
customer
relationship
顧客との関係
key
resources
主要リソース
revenue streams
収益の流れ

24. The Business 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
customer
segments
顧客セグメント
value
proposition
価値提案
distribution
channels
チャンネル
customer
relationship
顧客との関係
key
activities
主要な活動
key
resources
主要リソース
revenue streams
収益の流れ

25. The Business 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
customer
segments
顧客セグメント
value
proposition
価値提案
distribution
channels
チャンネル
customer
relationship
顧客との関係
key
activities
主要な活動
key
resources
主要リソース
key
partners
パートナー
revenue streams
収益の流れ

26. The Business 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
customer
segments
顧客セグメント
value
proposition
価値提案
distribution
channels
チャンネル
customer
relationship
顧客との関係
key
activities
主要な活動
key
resources
主要リソース
key
partners
パートナー
revenue streams
収益の流れ
cost structure
コスト構造

27. 27
[sources: Mark W. Johnson, photo: Hilti.com]
illustration

28. 28
[source photo: ceratizit.com]
HILTI（ヒルティ）建設業者向け軽量マシーンツールを販売が製造する

29. 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 AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
ハイエンド マシー
ンツール

30. The Business 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 AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
建設業者
ハイエンド マシー
ンツール

31. The Business 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 AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
建設業者
セールスフォース
ハイエンド マシー
ンツール

32. The Business 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 AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
建設業者
セールスフォース
ダイレクト 1-to-1
ハイエンド マシー
ンツール

33. The Business 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 AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
建設業者
セールスフォース
ダイレクト 1-to-1
ハイエンド マシー
ンツール
トランザクショナル
セールス

34. The Business 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 AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
建設業者
セールスフォース
ダイレクト 1-to-1
ハイエンド マシー
ンツール
トランザクショナル
セールス
製造業

35. The Business 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 AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
建設業者
セールスフォース
ダイレクト 1-to-1
ハイエンド マシー
ンツール
トランザクショナル
セールス
製造業パートナー

36. The Business 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 AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
建設業者
セールスフォース
ダイレクト 1-to-1
ハイエンド マシー
ンツール
トランザクショナル
セールス
製造業パートナー
ブランドネーム

37. The Business 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 AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
建設業者
セールスフォース
ダイレクト 1-to-1
ハイエンド マシー
ンツール
トランザクショナル
セールス
製造業パートナー
ブランドネーム

38. 1.2
Business model
mechanics
力学
後
ほ
ど

39. 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
tells the story of how
you create, deliver,
and capture value (for
your organization)
組織に価値

40. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
zooming into the value proposition
ズーミング

41. Outcome
If a Pain reliever or Gain creator doesn't Fit
anything, it may not be creating customer
value. Don't worry if not all pains/gains are
checked – you can't satisfy them all. Ask
yourself, how well does your Value Proposi-
tion really fit your Customer?
71
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
zooming into the value proposition
ズーミング

42. Outcome
If a Pain reliever or Gain creator doesn't Fit
anything, it may not be creating customer
value. Don't worry if not all pains/gains are
checked – you can't satisfy them all. Ask
yourself, how well does your Value Proposi-
tion really fit your Customer?
71
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
zooming into the value proposition
ズーミング

43. put yourself in the
customers’ shoes
お客様の靴を履く

44. The focus should be on
what jobs customers
are trying to get done.
– Tony Ulwick, Founder Strategyn
“
”
やるべき仕事

45. 45
customer
顧客
job-to-be-done
やるべき仕事

46. 46
customer
顧客
value proposition
価値提案
job-to-be-done
やるべき仕事

47. VP Canvas
価値提案キャンバス

48. 1
1.1 Customer Profile
1.2 Value Map
1.3 Fit

49. The set of value proposition benefits that you design to attract customers.
Create Observe
The set of customer characteristics that you assume, observe, and verify in the market.
Fit
customer profilevalue map
顧客プロフィール価値提案

50. The set of value proposition benefits that you design to attract customers.
Create Observe
The set of customer characteristics that you assume, observe, and verify in the market.
Fit
Outcome
If a Pain reliever or Gain cre
anything, it may not be cre
value. Don't worry if not all
checked – you can't satisfy
yourself, how well does you
tion really fit your Custome
customer profilevalue map
顧客プロフィール価値提案

51. The set of value proposition benefits that you design to attract customers.
Create Observe
The set of customer characteristics that you assume, observe, and verify in the market.
Fit
Outcome
If a Pain reliever or Gain cre
anything, it may not be cre
value. Don't worry if not all
checked – you can't satisfy
yourself, how well does you
tion really fit your Custome
customer profilevalue map
顧客プロフィール価値提案

52. The set of value proposition benefits that you design to attract customers.
Create Observe
The set of customer characteristics that you assume, observe, and verify in the market.
Fit
Outcome
If a Pain reliever or Gain cre
anything, it may not be cre
value. Don't worry if not all
checked – you can't satisfy
yourself, how well does you
tion really fit your Custome
customer profilevalue map
tells the story of how
you create value for
your customer
顧客プロフィール価値提案
顧客にとって価値

53. 53[source photo: dholmes.com]
やり遂げるというお客様の一番大きな仕事は、ツールを買うことではない。
the customer’s biggest job to get done is NOT to buy the tools

54. 54[source photo: griffinindustrial.co.uk]
やり遂げるという彼らの一番重要な仕事は、管理、維持、ツールを交換すること
but to manage, maintain, and replace the tools
(right tool, right place, right time)

55. .
Customer
Profile
顧客プロフィール

56. customer jobs
what customers are
trying to get done
in their work and in
their lives
Job
Custo
conte
may
exam
when
are d
kids i
* The “
larized
Job
It is im
not a
tance
impo
life b
ing to
signifi
insign
other
find a
or be
felt o
often
when
conse
顧客の課題

57. 建設会社

58. 契約を見つける
契約を管理する
締め切りを尊重
ツール艦隊をスケジュール
FIND
EXECUTE
CONTRACTS
RESPECT
DEADLINES
FLEET
PLANNING
SCHEDULE
建設会社

59. The
can
cust
Wh
do
mu
Wh
are
tha
Ho
yo
mi
an
Wh
yo
sta
ge
cer
Wh
cus
afr
Wh
the
or
aw
Wh
E.g
wo
Wh
ma
wa
Wh
fro
inv
the
Link
describe bad outcomes, risks,
and obstacles related to
customer jobs
customer pains
顧客の痛み

60. UPFRONT
INVESTMENT BROKEN
TOOLS
THEFT
DELAYS
PENALTY
COSTS
STRESS
FIND
EXECUTE
CONTRACTS
RESPECT
DEADLINES
FLEET
PLANNING
SCHEDULE
先行投資
破損したツール
盗難
遅延
ペナルティ費用

61. The
can
cust
Wh
ha
mo
Wh
wo
Ho
ers
wh
Wh
ea
cur
shi
Wh
cus
go
Wh
sea
or
Wh
the
rel
Ho
fai
or
Wh
of
low
qu
Link
xxx
describe the more or less
expected benefits the
customers are seeking
customer gains
顧客の利益

62. UPFRONT
INVESTMENT BROKEN
TOOLS
THEFT
DELAYS
PENALTY
COSTS
STRESS
FIND
EXECUTE
CONTRACTS
RESPECT
DEADLINES
ACCESS TO
NEWEST TOOLS
SAFETY
PROFITABLE
CONTRACTS
PREDICTABLE
COSTS
100%
UPTIME
FLEET
PLANNING
SCHEDULE
収益性の高い契約
新しいツールへのアクセス
予測可能な費用

63. .2
Value Map
価値提案

64. UPFRONT
INVESTMENT BROKEN
TOOLS
THEFT
DELAYS
PENALTY
COSTS
STRESS
FIND
EXECUTE
CONTRACTS
RESPECT
DEADLINES
ACCESS TO
NEWEST TOOLS
SAFETY
PROFITABLE
CONTRACTS
PREDICTABLE
COSTS
100%
UPTIME
FLEET
PLANNING
SCHEDULE
?

65. products & services
A list of all the products and
services a value proposition is
built around
製品/サービス

66. The
can
cust
Wh
ha
mo
Wh
wo
Ho
ers
wh
Wh
ea
cur
shi
Wh
cus
go
Wh
sea
or
Wh
the
rel
Ho
fai
or
Wh
of
low
qu
Link
xxx
UPFRONT
INVESTMENT BROKEN
TOOLS
THEFT
DELAYS
PENALTY
COSTS
STRESS
TROUVER
EXÉCUTER
CONTRATS
RESPECTER
DÉLAIS
ACCESS TO
NEWEST TOOLS
SAFETY
PROFITABLE
CONTRACTS
PREDICTABLE
COSTS
100%
UPTIME
ONLINE FLEET
MANAGEMENT
SYSTEM
FLEET
PLANNING
SCHEDULE
ツール艦隊を借りる
オンライン フリート マネージメント システム

67. pain relievers
describe how your products
and services kill or alleviate
customer pains
鎮痛作用∼悩みを解決する

68. The
can
cust
Wh
ha
mo
Wh
wo
Ho
ers
wh
Wh
ea
cur
shi
Wh
cus
go
Wh
sea
or
Wh
the
rel
Ho
fai
or
Wh
of
low
qu
Link
xxx
UPFRONT
INVESTMENT BROKEN
TOOLS
THEFT
DELAYS
PENALTY
COSTS
STRESS
TROUVER
EXÉCUTER
CONTRATS
RESPECTER
DÉLAIS
ACCESS TO
NEWEST TOOLS
SAFETY
PROFITABLE
CONTRACTS
PREDICTABLE
COSTS
100%
UPTIME
NO COST FOR
REPAIR AND
REPLACEMENT
ONLINE FLEET
MANAGEMENT
SYSTEM
FLEET
PLANNING
SCHEDULE
SUBSCRIPTION
費用がかからない代替品
サブスクリプション

69. gain creators
describe how your
products and services
create customer gains
利益創出の手段

70. The
can
cust
Wh
ha
mo
Wh
wo
Ho
ers
wh
Wh
ea
cur
shi
Wh
cus
go
Wh
sea
or
Wh
the
rel
Ho
fai
or
Wh
of
low
qu
Link
xxx
UPFRONT
INVESTMENT BROKEN
TOOLS
THEFT
DELAYS
PENALTY
COSTS
STRESS
TROUVER
EXÉCUTER
CONTRATS
RESPECTER
DÉLAIS
ACCESS TO
NEWEST TOOLS
SAFETY
PROFITABLE
CONTRACTS
PREDICTABLE
COSTS
100%
UPTIME
ONLINE FLEET
MANAGEMENT
SYSTEM
SOUND COST
MANAGEMENT
ACCESS TO
MODERN FLEET
FLEET
PLANNING
SCHEDULE
IMMEDIATE TOOLREPLACEMENT
NO COST FOR
REPAIR AND
REPLACEMENT
SUBSCRIPTION
現代のツールへのアクセス
迅速な工具交換
サウンドコスト管理

71. .3
Fit
適する

72. l
r
Customers expect and desire a lot from products
and services. Yet, they also know they can’t have
it all. Focus on those gains that matter most to
customers and make a difference.
Customers have a lot of pains. No organization
can reasonably address all of them. Focus on
those “headaches” that matter most and are
insufficiently addressed.
Your
jury
valu
merc
Are you
addressing
essential
customer
gains?
Are you
addressing
extreme
customer
pains?
Fit

73. l
r
Customers expect and desire a lot from products
and services. Yet, they also know they can’t have
it all. Focus on those gains that matter most to
customers and make a difference.
Customers have a lot of pains. No organization
can reasonably address all of them. Focus on
those “headaches” that matter most and are
insufficiently addressed.
Your
jury
valu
merc
Are you
addressing
essential
customer
gains?
Are you
addressing
extreme
customer
pains?
Fit
UPFRONT
INVESTMENT BROKEN
TOOLS
THEFT
DELAYS
PENALTY
COSTS
STRESS
TROUVER
EXÉCUTER
CONTRATS
RESPECTER
DÉLAIS
ACCESS TO
NEWEST TOOLS
SAFETY
PROFITABLE
CONTRACTS
PREDICTABLE
COSTS
100%
UPTIME
NO COST FOR
REPAIR AND
REPLACEMENT
ONLINE FLEET
MANAGEMENT
SYSTEM
SOUND COST
MANAGEMENT
ACCESS TO
MODERN FLEET
FLEET
PLANNING
SCHEDULE
IMMEDIATE TOOLREPLACEMENT
SUBSCRIPTION

74. rching for Fit
1Problem-Solution Fit
2Product-Market Fit
3Business Model FitThree kinds of fit
フィットの三種類

75. rching for Fit
1Problem-Solution Fit
2Product-Market Fit
3Business Model FitThree kinds of fit
Understanding customers

76. rching for Fit
1Problem-Solution Fit
2Product-Market Fit
3Business Model FitThree kinds of fit
Understanding customers
Design value propositions

77. rching for Fit
1Problem-Solution Fit
2Product-Market Fit
3Business Model FitThree kinds of fit
Understanding customers
Design value propositions
Find the right business model

78. MARKET FORCESINDUSTRY FORCES
MACRO ECONOMIC
FORCES
KEY TRENDS
environment
後
ほ
ど

79. Design, Test, Repeat
design
test

80. design
ASSESSMENT
OBSERVATION
PROTOTYPING
TO
TESTING
FAILED
FROM
TESTING
STARTING POINTS
BUSINESS MODEL
7QUESTIONS
デザイン思考

81. Ideas and Starting Points Understand Customers
Prototype Possibilities
prototype possibilities
Starting points Understand customersプロトタイピング

82. prototyping(pro·to·typ·ing)
def.
* the process of building quick,
cheap, and rough study models
クイック安いスタディモデルを構築するプロセス

83. prototyping is NOT about making a
refined picture of your first idea -
it’s about exploring alternatives
代替ソリューションを模索

87. If you 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

88. November 2012
illustration

89. Cost Structure
Key Partnerships
Key Resources Channels
Key Activities Value Propositions Customer
Relationships
Customer
Segments
Revenue Streams
A Movie Theatre’s Business Model
Movie
distributors Run facilities
Immersive
storytelling
experience
Mass market
Theatres
Online
ticketing
Ticket sales
Food & drinks
(margins)
Movie goers
Display
equipmemt
Staff
Rent
Food
distributors
Theatres
(good
location)
Movie rights
Food &
drinks
Source
movies
Going to the Movies
Let us walk through the concepts of the Value Proposition
Canvas with another simple example. Imagine the owner of
a movie theater chain wants to design new value proposi-
tions for his customers.
What drives the movie goer?
comfortable
haven't spent
much money
friends'
reviews not having
missed
something
feeling
included in
the storyorganized
everything in
advance
share with
someone relax
escape real
life
long
commute
get
entertained
learn from
another
place
expensivecrowded,
long queues
story too
complex bad parking
no convenient
show times
hurts my
eyes
waste of
time
limited
options
not able
to get
babysitter
What should the new value
proposition look like?
He could start with
tures and get exci
of big screens, sta
gies, tasty snacks
riences, etc. But of
if customers care
better understand
Traditionally he
graphic profiles of
this time he decide
segmentation with
a customer’s jobs,
?
78
CONCEPT1.3
78
In our ex
in which our movie goer finds
herse
ma
Add contextu
customer profi
The
designing v

90. The kids’ afternoon off Date night
affordable
for group
2 hrs = right
length of
time
kids are
happy and
calm
safe
environment
both enjoyed
moment
leads to
great
conversation
noise in the
room
manage kids
attention
not all kids
are happy
waiting in line
not able to
get babysit-
ter
not intimate
enough
occupy kids
share
moment of
fun
connect with
each other
relax
during busy
weekend
When? Wednesday afternoon When? Saturday evening When? Any time
Personal research
visual story
is easy to
remember
can consult
internet for
more info
lack of light
to take notes
can't capture
and share
can't control
speed
too shallow
for serious
learning
deepen
expertise
show off
knowledge
with friends
accurate
story

91. The kids’ afternoon off Date night
affordable
for group
2 hrs = right
length of
time
kids are
happy and
calm
safe
environment
both enjoyed
moment
leads to
great
conversation
noise in the
room
manage kids
attention
not all kids
are happy
waiting in line
not able to
get babysit-
ter
not intimate
enough
occupy kids
share
moment of
fun
connect with
each other
relax
during busy
weekend
When? Wednesday afternoon When? Saturday evening When? Any time
Personal research
visual story
is easy to
remember
can consult
internet for
more info
lack of light
to take notes
can't capture
and share
can't control
speed
too shallow
for serious
learning
deepen
expertise
show off
knowledge
with friends
accurate
story

92. The kids’ afternoon off Date night
affordable
for group
2 hrs = right
length of
time
kids are
happy and
calm
safe
environment
both enjoyed
moment
leads to
great
conversation
noise in the
room
manage kids
attention
not all kids
are happy
waiting in line
not able to
get babysit-
ter
not intimate
enough
occupy kids
share
moment of
fun
connect with
each other
relax
during busy
weekend
When? Wednesday afternoon When? Saturday evening When? Any time
Personal research
visual story
is easy to
remember
can consult
internet for
more info
lack of light
to take notes
can't capture
and share
can't control
speed
too shallow
for serious
learning
deepen
expertise
show off
knowledge
with friends
accurate
story

93. The kids’ afternoon off Date night
affordable
for group
2 hrs = right
length of
time
kids are
happy and
calm
safe
environment
both enjoyed
moment
leads to
great
conversation
noise in the
room
manage kids
attention
not all kids
are happy
waiting in line
not able to
get babysit-
ter
not intimate
enough
occupy kids
share
moment of
fun
connect with
each other
relax
during busy
weekend
When? Wednesday afternoon When? Saturday evening When? Any time
Personal research
visual story
is easy to
remember
can consult
internet for
more info
lack of light
to take notes
can't capture
and share
can't control
speed
too shallow
for serious
learning
deepen
expertise
show off
knowledge
with friends
accurate
story

94. movie
website
big screen
& surround
sound
ideal for
conversation
ideal for
conversation
home
comfort
intellectually
stimulating
instant
access
no babysitter
needed
intimate
setting
choose time
to go
stress relief
duo seats
advanced
online
booking
home
comfort
largest
library
instant
access
movies on big
screen
movie home
rentals
dinner in
town
spa for
couples
online visual
art exhibit
Open slot for which
potentially very different
value propositions are
competing.
both enjoyed
moment
leads to
great
conversation
waiting in line
not able to
get babysit-
ter not intimate
enough
share
moment of
fun
connect with
each other
control of
experience
83
both enjoyed
moment
leads to
great
conversation
waiting in line
not able to
get babysit-
ter not intimate
enough
share
moment of
fun
connect with
each other

95. movie
website
big screen
& surround
sound
ideal for
conversation
ideal for
conversation
home
comfort
intellectually
stimulating
instant
access
no babysitter
needed
intimate
setting
choose time
to go
stress relief
duo seats
advanced
online
booking
home
comfort
largest
library
instant
access
movies on big
screen
movie home
rentals
dinner in
town
spa for
couples
online visual
art exhibit
Open slot for which
potentially very different
value propositions are
competing.
both enjoyed
moment
leads to
great
conversation
waiting in line
not able to
get babysit-
ter not intimate
enough
share
moment of
fun
connect with
each other
control of
experience
83
both enjoyed
moment
leads to
great
conversation
waiting in line
not able to
get babysit-
ter not intimate
enough
share
moment of
fun
connect with
each other

96. movie
website
big screen
& surround
sound
ideal for
conversation
ideal for
conversation
home
comfort
intellectually
stimulating
instant
access
no babysitter
needed
intimate
setting
choose time
to go
stress relief
duo seats
advanced
online
booking
home
comfort
largest
library
instant
access
movies on big
screen
movie home
rentals
dinner in
town
spa for
couples
online visual
art exhibit
Open slot for which
potentially very different
value propositions are
competing.
both enjoyed
moment
leads to
great
conversation
waiting in line
not able to
get babysit-
ter not intimate
enough
share
moment of
fun
connect with
each other
control of
experience
83
both enjoyed
moment
leads to
great
conversation
waiting in line
not able to
get babysit-
ter not intimate
enough
share
moment of
fun
connect with
each other

97. 2.1 Prototyping possibilities
2.2 Starting points
2.3 Understanding customers
2

98. PROTOTYPING
2.
Prototyping
Possibilities
9796
DESIGN
96
プロトタイピングの可能性

99. an open peer-to-peer marketplace
スケッチ
Napkin sketch

100. 1
Flesh out Ideas with Canvases
計画

101. 3D printing
My Product
ue proposition
Landing page
$1’150
luding a
130
3
Prototype
»
OnlineVideo
Wizard of Oz
n
Product box
Prototypes (MVP)
nce from
ctions
concept car
モックアップ

102. strategyzer.com
コンピューター支援型デザイン

103. 2.2
Starting Points
STARTING POINTS
109108
DESIGN
108
出発点

104. The
Business Mod
helps you
create value f
The
Value Propos
helps you
create value f
zoom out
zoom in
The
External Envi
describes the
where you cre
Tools
Where to start

105. Cost Structure
Key Partnerships
Key Resources
Key Activities Value Propositions
e
ition
ype
Channels
Customer
Relationships
Customer
Segments
Revenue Streams
3. adj
technolo
(and resour
ne
Market
Start from a manifes
proposition. In simple
Learn what techn
proposition prototyp
gains. Redesign your
solution to address c
build, measure, learn
. “Push”
value prop-
ess, while
stomer job,
nts many
both as a
d context.
or which you
in, and gain. In
r invention,
d customer
til you find
n circle on
technological
resources
Push vs Pull

106. OBSERVATION
2.3
Understanding
Customers
127126
DESIGN
126
顧客を理解する

107. The Data Detective The AnthropologistThe Journalist
Techniques to gain customer insights
顧客のインサイトを得る為のテクニック

108. The Data Detective The AnthropologistThe Journalist
Techniques to gain customer insights

109. The Data Detective The AnthropologistThe Journalist
Techniques to gain customer insights

110. The Impersonator The Co-creator The Scientist

111. Google Keyword Planner
Learn what’s popular with potential
customers by finding the top five
search terms related to your idea.
How often are they searched for?
Google Trends
Compare three search terms repre-
senting three different trends related
to your idea.
3rd Party Research Reports
Identify three readily available
research reports that can serve you
as a starting point to prepare your
own customer and value proposition
research
Government Census Data,
Worldbank, IMF & more
Identify the (government) data that’s
relevant to your idea and at your
fingertips via the Web.
128128
Google Trends
Google Keyword Planner
Misc. data
Research reports
The data detective
データ推理

112. Social Media Analytics
Existing companies and brands should:
Identify the shakers and movers
related to their brand on social
media.
Spot the ten most frequently
mentioned positive and negative
things said about them on social
media?
Customer Relationships (CRM)
List the top three questions,
complaints, and requests that you
are getting from your daily interac-
tions with customers (e.g. support)
Tracking Customers on your Website
List the top three ways customer reach
your site (e.g. search, referrals, etc.).
Find the ten most and least popular
destinations on your website.
Data Mining
Existing company should mine their
data to:
Identify three patterns that could be
useful to their new idea.
Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die, Siegel & Davenport (20
Social media analytics
Customer Relationships
Tracking customers on your
website
Data mining

113. view Your Customers
in insights relevant to your context.
ue Proposition Canvas to prepare interviews and
ss of information that will be coming
g the interviews process.
Customer Profile
Sketch out the
jobs, pains and
gains you believe
characterize the
customer you are
targeting. Rank
jobs, pains, and
gains in order of
importance.
Interview Outline
Ask yourself what
you want to learn?
Derive the interview
questions from your
customer profile.
Ask about the most
important jobs, pains,
and gains
10 x1
2
Conduct Interview
Conduct the inter-
view by following the
interview ground rules
outlined on the next
spread.
interviews
Capture
Map out the jobs,
pains, and gains you
Make sure you also
capture business
Search for Patterns
Can you discover simi-
lar jobs, pains, and
3
4
Synthesize
Make
synthesized customer
profil
customer segment
that emerges from
all your interviews.
Write down
import
sticky
6
7
Review Interview
Assess if you need to
review the interview
51
Customer
profile
2
Interview
outline
3
Conduct
interview
4
Capture
5
Review
interview
6
Search
for patterns
The journalist
ジャーナリスト

114. B2C: Family Homestay
Stay at one of your potential customers’ home for
several days and live with the family. Participate in
daily routines. Learn. What drives them?
B2B: Work Alongside/Consult
Spend time working with or alongside (potential)
customers (e.g. in a consulting engagement).
B2C: Shadow your customers for
Be your (potential) customer’s shadow
them for a day. Write down all the jobs, p
gains you observe. Time stamp them. S
Learn.
B2C: Observe Shopping Behavior
Be your (potential) customer’s shadow
B2C: Family home stay
B2B: Work along side
B2C: Shadow your
customer for a day
B2C: Observe
shopping behaviour
The anthropologist
人類学者

115. 2.4
Making
Choices
ASSESSMENT
TO
TESTING
FAILED
7QUESTIONS
BUSINESS MODEL
143142142
DESIGN2.4
意思の選択

116. Questions
Is it embedded in a
great business model?
Does it focus on the
most important jobs,
most extreme pains,
and most essential
gains?
Does it focus on unsat-
isfied jobs, unresolved
pains, and unrealized
gains?
Does it concentrate on
only a few pain relievers
and gain creators but
does those extremely
well?
Does it address func-
tional, emotional, and
social jobs all together?
1 2 3 4 51 2 3 4 5
質問

117. Does it align with how
customers measure
success?
Does it focus on jobs,
pains, or gains that a
large number of cus-
tomers have, or for
which a small number
are willing to pay a lot
of money?
Does it differentiate
from competition in a
meaningful way?
Does it outperform
competition substan-
tially on at least one
dimension?
Is it difficult to copy?
6 7 8 9 10

118. Jobs Important Tangible Unsatisfied Lucrative High-value jobs
= 9
= 7
create
value for
corporation
design IT
strategy
Scoring scale: (low) to (high)
Does failing the job
lead to extreme pains?
Does failing the job
lead to missing out on
essential gains?
Can you feel the pain?
Can you see the gain?
Are there unresolved
pains?
Are there unrealized
gains?
Are there many with
this job, pain, or gain?
Are there few willing
to pay a lot?
Focus on the highest
value jobs and related
pains and gains.
Based on initial work by consultancy, Innosight.
Scoring
得点

119. VP Design com
well to MOOCs
executive educ
It performs sim
to the
a much
point.
factors o
progression
path to
expertise
applicable
tools
custom
learning
through easy
navigation
reputation/
brand
free
Compare with competitors
strategy canvas
競合との比較

120. t up to this point
Use low-fidelity
prototypes to
make your ideas
tangible
Always refer back
to customer jobs,
pains, and gains in
your presentation
Avoid Cognitive Murder
?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value around this
particular customer
value proposition.
Zoom in to the
detailed picture to
investigate if the
customer value
proposition in your
business model
really creates value
for your customer.
Are you creating value for your business?
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
The Value Proposition Canvas makes explicit how
you are creating value for your customers.
169
* Working preview content for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos
Present to get feedback
疑う余地のない明瞭さの存在

121. Present early Don't judge Evolve ideas
× √ √Listen
d)
,
y
be
Master the art of critique
批判のアートを習得する

122. ASSESSMENT
TO
TESTING
FAILED
7QUESTIONS
BU
SINE
SS
MOD
EL
PROTOTYPING
2.5
Finding the Right
Business Model
169168
DESIGN
168
検索ビジネスモデル

123. ?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value around this
particular customer
value proposition.
Zoom in to the
detailed picture to
investigate if the
customer value
proposition in your
business model
really creates value
for your customer.
Are you creating value for your business?
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
The Value Proposition Canvas makes explicit how
describes
how you
create value
for your
customer
Back and forth
自分の顧客と自分のビジネスの価値を創る

124. ?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value around this
particular customer
value proposition.
Zoom in to the
detailed picture to
investigate if the
customer value
proposition in your
business model
really creates value
for your customer.
Are you creating value for your business?
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
The Value Proposition Canvas makes explicit how
describes
how you
create value
for your
customer
Back and forth
自分の顧客と自分のビジネスの価値を創る

125. ?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value around this
particular customer
value proposition.
Zoom in to the
detailed picture to
investigate if the
customer value
proposition in your
business model
really creates value
for your customer.
Are you creating value for your business?
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
The Value Proposition Canvas makes explicit how
describes
how you
create value
for your
customer
describes
how you
create value
for your
business
Back and forth
自分の顧客と自分のビジネスの価値を創る

126. ?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value around this
particular customer
value proposition.
Zoom in to the
detailed picture to
investigate if the
customer value
proposition in your
business model
really creates value
for your customer.
Are you creating value for your business?
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
The Value Proposition Canvas makes explicit how
describes
how you
create value
for your
customer
describes
how you
create value
for your
business
Back and forth
自分の顧客と自分のビジネスの価値を創る

127. 127
[sources: Mark W. Johnson, photo: Hilti.com]
illustration

128. ?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value around this
particular customer
value proposition.
Zoom in to the
detailed picture to
investigate if the
customer value
proposition in your
business model
really creates value
for your customer.
Are you creating value for your business?
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
The Value Proposition Canvas makes explicit how
you are creating value for your customers.

129. ?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value around this
particular customer
value proposition.
Zoom in to the
detailed picture to
investigate if the
customer value
proposition in your
business model
really creates value
for your customer.
Are you creating value for your business?
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
The Value Proposition Canvas makes explicit how
you are creating value for your customers.
オンライン フリート マネージメント システム

130. ?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value around this
particular customer
value proposition.
Zoom in to the
detailed picture to
investigate if the
customer value
proposition in your
business model
really creates value
for your customer.
Are you creating value for your business?
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
The Value Proposition Canvas makes explicit how
you are creating value for your customers.
オンライン フリート マネージメント システム

131. 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
パートナー
建築会社のCEO
月々のレンタル料
オンライン フリー
ト マネージメント
システム
サービス
フリート
インベントリー
v2

132. Design, Test, Repeat
design
test

133. test
SUCCESS
HYPOTHESIS
モデルをテストする

134. Why do businesses fail ?
. Test those first!
なぜビジネスモデルは上手くいかないのでしょうか？

135. http://media.100firsthits.com/2013/11/Startup-Mistakes-Infographics.png
2014
誰もが望んでいない何かを構築する

136. ?why ?
何故 ?

137. ?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value around this
particular customer
value proposition.
Are you creating value for your business?
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
The Value Proposition Canvas makes explicit how
a business model or
a value proposition
might look great
on paper...
ビジネスモデル

138. ?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value around this
particular customer
value proposition.
Are you creating value for your business?
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
The Value Proposition Canvas makes explicit how
but really it’s
a set of hypotheses
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
仮説の集合

140. 4
Enter
the Learning
Loop
Learn
5A
UNCERTAIN
st more
Measure
Build
lean startup

141. 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

142. 3
3.1 What to Test
3.2. Testing step-by-step
3.3. Bringing it all together

143. 3.
What to Test
215214
TEST
214
何をテストするには？

144. Provide evidence showing
“what” customers care
about (the circle) before
focusing on “how” to help
them (the square)
Testing the circle
サークル（丸）をテストする

145. UPFRONT
INVESTMENT BROKEN
TOOLS
THEFT
DELAYS
PENALTY
COSTS
STRESS
TROUVER
EXÉCUTER
CONTRATS
RESPECTER
DÉLAIS
ACCESS TO
NEWEST TOOLS
SAFETY
PROFITABLE
CONTRACTS
PREDICTABLE
COSTS
100%
UPTIME

146. Provide evidence
showing that your
customers care
about how your
products and
services kill pains
and create gains
Testing the square
スクエア（四角）をテストする

147. UPFRONT
INVESTMENT BROKEN
TOOLS
THEFT
DELAYS
PENALTY
COSTS
STRESS
TROUVER
EXÉCUTER
CONTRATS
RESPECTER
DÉLAIS
ACCESS TO
NEWEST TOOLS
SAFETY
PROFITABLE
CONTRACTS
PREDICTABLE
COSTS
100%
UPTIME
RIGHT TOOL,
RIGHT PLACE
RIGHT TIME
ONLINE FLEET
MANAGEMENT
SYSTEM
SOUND COST
MANAGEMENT
ACCESS TO
MODERN FLEET

148. Business Model Canvas
Cost Structure
Key Partnerships
Key Resources Channels
Key Activities Value Propositions Customer
Relationships
Customer
Segments
Revenue Streams
15
Provide evidence
showing that the
way you intend to
create, deliver, and
capture value is
likely to work
Testing the rectangle
レクタングル（長方形）をテストする

149. Business Model Canvas
Cost Structure
Key Partnerships
Key Resources Channels
Key Activities Value Propositions Customer
Relationships
Customer
Segments
Revenue Streams
15
PARTNERS
CONSTRUCTION
COMPANY CEO
LARGE LONG-TERM
CONTRACTS
ONLINE FLEET
MANAGEMENT
SYSTEM
SERVICE FLEET
INVENTORY

150. HYPOTHESIS
3.2
Testing
Step-by-Step
223222
TEST
222
3.2
Testing Step-
by-Step
ステップは、ステップによるテスト

151. Test Card
+
-Extract Hypotheses Prioritize Hypotheses Design Test
TESTINGVALUEPROPOSTIONS
プロセスをテストする
Testing step-by-step

152. Test Card
+
-Extract Hypotheses Prioritize Hypotheses Design Test
TESTINGVALUEPROPOSTIONS

153. Test Card
+
-Extract Hypotheses Prioritize Hypotheses Design Test
TESTINGVALUEPROPOSTIONS

154. Learning Card
+
!
-Prioritize Tests Run Tests Capture Learnings Make Progress

155. Learning Card
+
!
-Prioritize Tests Run Tests Capture Learnings Make Progress

156. Learning Card
+
!
-Prioritize Tests Run Tests Capture Learnings Make Progress

157. when testing hypotheses with customers …
各々の仮説をテストする

158. What people say,
keep in mind …

159. What people say, and
what people do
are two different things

160. …interest
Prove th
genuine
Show th
to get them to perform
service (e.g. em
makers
…priorities a
Show which jobs, p
customer and pa
they value least. Provide evidence th
features of your val
what really matters to them
…willingness to pay
Provide evidence that potenti
interested enough in the features of
osition to pay. Deliver facts tha
their money where their mouth is.
interest and relevance
priorities and preferences
willingness to pay
Produce evidence with a call-to-action
関連性
好み
支払い意欲
行動を促す

161. strategyzer.com
Gain Creators
Pain 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
What needs to be true
for a feature to work
and create value? ->
Hypotheses
SAVE 20% ON
SALES PROCESS

162. customer segment X wants to
save 20% on sales process

163. customer segment X wants to
save 20% on sales process
talk to 40 potential customers and give
them a trackable link with more information

164. customer segment X wants to
save 20% on sales process
how many of the interviewees
clicked on the follow-up link
talk to 40 potential customers and give
them a trackable link with more information

165. customer segment X wants to
save 20% on sales process
how many of the interviewees
clicked on the follow-up link
50% clicked the link
talk to 40 potential customers and give
them a trackable link with more information

166. SUCCESS
3.3
Experiment
Library
241240
TEST
240
テスト·ライブラリ

167. A mix of experiments
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of customers
Learn how many and how much
Lab studies
Learning prototype/MVP → p. 222
Life-size prototypes → p. 226
Wizard of Oz → p. 223
Anthropologist → p. 114
For field studies
Sale actions
Mock sales → p. 236
Pre sales → p. 237
Crowdfunding → p. 237
Tracking actions
Ad and link tracking → p. 220
Landing page → p. 228
Split testing → p. 230
Participatory design
and evaluation
Illustrations, storyboards,
and scenarios → p. 224
Speedboat → p. 233
Product box → p. 234
Buy a feature → p. 235
Journalist → p. 110
For interviews
Detective → p. 108
For data analysis
WHATCUSTOMERSDO
Observetheirbehaviors
WHATCUSTOMERSSAY
Observetheirattitudes
実験のミックス

168. 1. Participatory design
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of customers
Learn how many and how much
Lab studies
Learning prototype/MVP → p. 222
Life-size prototypes → p. 226
Wizard of Oz → p. 223
Anthropologist → p. 114
For field studies
Sale actions
Mock sales → p. 236
Pre sales → p. 237
Crowdfunding → p. 237
Tracking actions
Ad and link tracking → p. 220
Landing page → p. 228
Split testing → p. 230
Participatory design
and evaluation
Illustrations, storyboards,
and scenarios → p. 224
Speedboat → p. 233
Product box → p. 234
Buy a feature → p. 235
Journalist → p. 110
For interviews
Detective → p. 108
For data analysis
WHATCUSTOMERSDO
Observetheirbehaviors
WHATCUSTOMERSSAY
Observetheirattitudes
参加型デザイン

169. 2. Lab studies
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of customers
Learn how many and how much
Lab studies
Learning prototype/MVP → p. 222
Life-size prototypes → p. 226
Wizard of Oz → p. 223
Anthropologist → p. 114
For field studies
Sale actions
Mock sales → p. 236
Pre sales → p. 237
Crowdfunding → p. 237
Tracking actions
Ad and link tracking → p. 220
Landing page → p. 228
Split testing → p. 230
Participatory design
and evaluation
Illustrations, storyboards,
and scenarios → p. 224
Speedboat → p. 233
Product box → p. 234
Buy a feature → p. 235
Journalist → p. 110
For interviews
Detective → p. 108
For data analysis
WHATCUSTOMERSDO
Observetheirbehaviors
WHATCUSTOMERSSAY
Observetheirattitudes
ラボ研究

170. 3. Tracking and sale actions
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of customers
Learn how many and how much
Lab studies
Learning prototype/MVP → p. 222
Life-size prototypes → p. 226
Wizard of Oz → p. 223
Anthropologist → p. 114
For field studies
Sale actions
Mock sales → p. 236
Pre sales → p. 237
Crowdfunding → p. 237
Tracking actions
Ad and link tracking → p. 220
Landing page → p. 228
Split testing → p. 230
Participatory design
and evaluation
Illustrations, storyboards,
and scenarios → p. 224
Speedboat → p. 233
Product box → p. 234
Buy a feature → p. 235
Journalist → p. 110
For interviews
Detective → p. 108
For data analysis
WHATCUSTOMERSDO
Observetheirbehaviors
WHATCUSTOMERSSAY
Observetheirattitudes
トラッキングとセールス活動

171. A mix of experiments
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of customers
Learn how many and how much
Lab studies
Learning prototype/MVP → p. 222
Life-size prototypes → p. 226
Wizard of Oz → p. 223
Anthropologist → p. 114
For field studies
Sale actions
Mock sales → p. 236
Pre sales → p. 237
Crowdfunding → p. 237
Tracking actions
Ad and link tracking → p. 220
Landing page → p. 228
Split testing → p. 230
Participatory design
and evaluation
Illustrations, storyboards,
and scenarios → p. 224
Speedboat → p. 233
Product box → p. 234
Buy a feature → p. 235
Journalist → p. 110
For interviews
Detective → p. 108
For data analysis
WHATCUSTOMERSDO
Observetheirbehaviors
WHATCUSTOMERSSAY
Observetheirattitudes
実験のミックス

172. 3.4
Bringing it
all Together
ASSESSMENT
OBSERVATION
PROTOTYPING
TO
TESTING
FAILED
FROM
TESTING
STARTING POINTS
BU
SIN
ESS MO
DE
L
7QUESTIONS
SUCCESS
HYP
OTH
ESIS
265264
TEST
264
3.3
Bringing it all
Together

173. The
testing
process
プロセスを
テストする

174. The
testing
process
2
Extract
your
Hypotheses
3
Design
Your
Tests
2
Extract
your
Hypotheses
Test Card
プロセスを
テストする

175. The
testing
process
2
Extract
your
Hypotheses
3
Design
Your
Tests
2
Extract
your
Hypotheses
Test Card
4
Enter
the Learning
Loop
Learn
5A
UNCERTAIN
test more
Measure
Build
プロセスを
テストする

176. The
testing
process
2
Extract
your
Hypotheses
3
Design
Your
Tests
2
Extract
your
Hypotheses
Test Card
4
Enter
the Learning
Loop
Learn
5A
UNCERTAIN
test more
Measure
Build
5
Capture
Learnings
and Next
Actions
5C
INVALIDATED
iterate or pivot
5A
UNCERTAIN
test
1 (6)
(re)Shape your
ideas
Learning Card
5A
UNCERTAIN
test more
プロセスを
テストする

177. 3
Design
Your
Tests
4
Enter
the Learning
Loop
5
Capture
Learnings
and Next
Actions
6
Measure
Progress
Learn
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building
5C
INVALIDATED
iterate or pivot
5A
UNCERTAIN
test more
5B
VALIDATED
progress towards
next element
Measure
Build
2
Extract
your
Hypotheses
1 (6)
(re)Shape your
ideas
Test CardLearning Card
The
testing
process
プロセスを
テストする

178. Idea Designed Customer Assumptions Validated
Problem Solution Fit
Value Proposition Validated
Product Market Fit
Interest
Validated
Business Model and
Value Proposition
Prototyped
Assesed with
Competitors
Preference
Validated
Willingness to
pay Validated
Business Model
Validated
Business Model Fit
Business Model
Monitoring
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building 269
Measure your progress
あなたの進 状況を測定します

179. Idea Designed Customer Assumptions Validated
Problem Solution Fit
Value Proposition Validated
Product Market Fit
Interest
Validated
Business Model and
Value Proposition
Prototyped
Assesed with
Competitors
Preference
Validated
Willingness to
pay Validated
Business Model
Validated
Business Model Fit
Business Model
Monitoring
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building 2691 2 3 4 5 6 7 8 9
Steve Blank
Measure your progress

180. * Working preview content for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
invalidated
backlog build measure learn done
learn more
validated
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
back to the drawing
board: iterate or pivot
your design
advance to next step:
move on in your quest to
turn your idea into reality
3
Tests
Test CardLearning
Card
Learning
Card
Learning
Card
Learning
Card
Learning
Card
Learning
Card
Learning
Card
Test Card
Test Card
Test Card
Test Card Test Card
Test Card
Test Card
Test Card
Test Card
Test Card
Test Card
4
Insights
& Actions
5
Measure Progress
2
Hypotheses
1 (5)
(re)Shape your
ideas
273
Progress board
(Kanban)
かんばん (看板)

181. The Progress Board
Business
Hypotheses
!
!
!
!
!
Test: Backlog Test: Build
Invalidated
Unclear Results
Validated
Test: Measure Test: Learn Progress
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
21 43
List the key assumptions that need to be
true for your idea to work. Prioritize the most
critical ones that could kill your business.
The tests and experiments that
you intend to perform
The tests and experiments that are
being planned, designed, or built.
The tests and experiments that are
currently running and collecting data.
The tests and experiments that were
executed, collected data, and are
ready to be analyzed.
Your validation criteria step-by-step.
Back to the drawing board
Iterate or Pivot your design
Design another test, and
learn more before making a decision
Advance to the next step,
move on in your quest to make ideas reality
?
進 ボード

182. evolve
修復する・刷新する

183. ビジネスモデルはあなたの冷蔵庫の中のヨーグルトのように失効する
“ Business models expire like yogurt in your fridge “

184. Prediction is very
difficult, especially if
it's about the future.
– Niels Bohr, physicist 1952
“
”
予測は、未来の場合は特に、非常に困難である。

185. Reinvent Yourself Constantly
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
models? Do those changes offer an
opportunity to explore new possibil-
ities or could they be a threat that
might disrupt you?
Is your business model expiring
you need to add new resource
activities? Do the existing ones
opportunity to expand your bu
model? Could you bolster your
business model or should you
completely new ones? Is your b
model portfolio fit for the futur
Continuously
ask
yourself…
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
models? Do those changes offer an
opportunity to explore new possibil-
Is your business model expiring? Do
you need to add new resources or
activities? Do the existing ones offer an
opportunity to expand your business
model? Could you bolster your existing
business model or should you build
completely new ones? Is your business
Today’s enterprise must be agile and
develop what Columbia Business
School Professor Rita McGrath calls
transient advantages in her book The
End of Competitive Advantage. She
argues that companies must develop
the ability to rapidly and continuously
to remember when you build transient
:
e exploration of new value
tions and business models
seriously as the execution of
ones.
n continuously experimenting
w value propositions and busi-
odels rather than making big
certain bets.
nt yourself while you are
sful; don’t wait for a crisis to
ou to.
w ideas and opportunities as
s to energize and mobilize
ees and customers rather
risky endeavor.
stomer experiments as a yard-
judge new ideas and oppor-
rather than the opinions of
ers, strategists, or experts.
Continuously
ask
yourself…
267
STRATEGYZER.COM/VPD/EVOLVE
絶えず自分自身を改革させる

186. Reinvent Yourself Constantly
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
models? Do those changes offer an
opportunity to explore new possibil-
ities or could they be a threat that
might disrupt you?
Is your business model expiring
you need to add new resource
activities? Do the existing ones
opportunity to expand your bu
model? Could you bolster your
business model or should you
completely new ones? Is your b
model portfolio fit for the futur
Continuously
ask
yourself…
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
models? Do those changes offer an
opportunity to explore new possibil-
Is your business model expiring? Do
you need to add new resources or
activities? Do the existing ones offer an
opportunity to expand your business
model? Could you bolster your existing
business model or should you build
completely new ones? Is your business
Today’s enterprise must be agile and
develop what Columbia Business
School Professor Rita McGrath calls
transient advantages in her book The
End of Competitive Advantage. She
argues that companies must develop
the ability to rapidly and continuously
to remember when you build transient
:
e exploration of new value
tions and business models
seriously as the execution of
ones.
n continuously experimenting
w value propositions and busi-
odels rather than making big
certain bets.
nt yourself while you are
sful; don’t wait for a crisis to
ou to.
w ideas and opportunities as
s to energize and mobilize
ees and customers rather
risky endeavor.
stomer experiments as a yard-
judge new ideas and oppor-
rather than the opinions of
ers, strategists, or experts.
Continuously
ask
yourself…
267
STRATEGYZER.COM/VPD/EVOLVE
絶えず自分自身を改革させる

187. Reinvent Yourself Constantly
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
models? Do those changes offer an
opportunity to explore new possibil-
ities or could they be a threat that
might disrupt you?
Is your business model expiring
you need to add new resource
activities? Do the existing ones
opportunity to expand your bu
model? Could you bolster your
business model or should you
completely new ones? Is your b
model portfolio fit for the futur
Continuously
ask
yourself…
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
models? Do those changes offer an
opportunity to explore new possibil-
Is your business model expiring? Do
you need to add new resources or
activities? Do the existing ones offer an
opportunity to expand your business
model? Could you bolster your existing
business model or should you build
completely new ones? Is your business
Today’s enterprise must be agile and
develop what Columbia Business
School Professor Rita McGrath calls
transient advantages in her book The
End of Competitive Advantage. She
argues that companies must develop
the ability to rapidly and continuously
to remember when you build transient
:
e exploration of new value
tions and business models
seriously as the execution of
ones.
n continuously experimenting
w value propositions and busi-
odels rather than making big
certain bets.
nt yourself while you are
sful; don’t wait for a crisis to
ou to.
w ideas and opportunities as
s to energize and mobilize
ees and customers rather
risky endeavor.
stomer experiments as a yard-
judge new ideas and oppor-
rather than the opinions of
ers, strategists, or experts.
Continuously
ask
yourself…
267
STRATEGYZER.COM/VPD/EVOLVE
絶えず自分自身を改革させる

188. Reinvent Yourself Constantly
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
models? Do those changes offer an
opportunity to explore new possibil-
ities or could they be a threat that
might disrupt you?
Is your business model expiring
you need to add new resource
activities? Do the existing ones
opportunity to expand your bu
model? Could you bolster your
business model or should you
completely new ones? Is your b
model portfolio fit for the futur
Continuously
ask
yourself…
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
models? Do those changes offer an
opportunity to explore new possibil-
Is your business model expiring? Do
you need to add new resources or
activities? Do the existing ones offer an
opportunity to expand your business
model? Could you bolster your existing
business model or should you build
completely new ones? Is your business
Today’s enterprise must be agile and
develop what Columbia Business
School Professor Rita McGrath calls
transient advantages in her book The
End of Competitive Advantage. She
argues that companies must develop
the ability to rapidly and continuously
to remember when you build transient
:
e exploration of new value
tions and business models
seriously as the execution of
ones.
n continuously experimenting
w value propositions and busi-
odels rather than making big
certain bets.
nt yourself while you are
sful; don’t wait for a crisis to
ou to.
w ideas and opportunities as
s to energize and mobilize
ees and customers rather
risky endeavor.
stomer experiments as a yard-
judge new ideas and oppor-
rather than the opinions of
ers, strategists, or experts.
Continuously
ask
yourself…
267
STRATEGYZER.COM/VPD/EVOLVE
絶えず自分自身を改革させる

189. 4.1
Business model
layer
後
ほ
ど

190. zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The heart of Value Proposition Design is about appl
Tools to the messy Search for value propositions th
customers want and then keeping them aligned wit
customers want in Post-Search.
Value Proposition Design shows you how to use the
Proposition Canvas to Design and Test great value
sitions in an iterative search for what customers wa
proposition design is a never-ending process in whic
need to Evolve your value proposition(s) constantly
it relevant to customers.
Manage the messy and non-linear
process of value proposition design and
reduce risk by systematically applying
adequate tools and processes.
Progres
10
ビジネスモデル デザイン思考 モデルをテストする
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