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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...
?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?
? 2009
How to design innovative
business models?
百万、30の言語
The Business Model Canvas
?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?
?How to design attractive value
propositions that sell …
2014
Business Model Canvas
Cost Structure
Key Partnerships
Key Resources
Key Activities Value Propositions Customer
Relationshi...
The
Business Model Canvas
helps you
create value for your business
The
Value Proposition Canvas
helps you
create value for...
The
Business Model Canvas
helps you
create value for your business
The
Value Proposition Canvas
helps you
create value for...
The
Business Model Canvas
helps you
create value for your business
The
Value Proposition Canvas
helps you
create value for...
zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The h...
zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The h...
zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The h...
zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The h...
zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The h...
BM Canvas
ビジネスモデルキャンバス
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
27
[sources: Mark W. Johnson, photo: Hilti.com]
illustration
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
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
1.2
Business model
mechanics
力学
後
ほ
ど
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
Outcome
If a Pain reliever or Gain creator doesn't Fit
anything, it may not be creating customer
value. Don't worry if not...
Outcome
If a Pain reliever or Gain creator doesn't Fit
anything, it may not be creating customer
value. Don't worry if not...
put yourself in the
customers’ shoes
お客様の靴を履く
The focus should be on
what jobs customers
are trying to get done.
– Tony Ulwick, Founder Strategyn
“
”
やるべき仕事
45
customer
顧客
job-to-be-done
やるべき仕事
46
customer
顧客
value proposition
価値提案
job-to-be-done
やるべき仕事
VP Canvas
価値提案キャンバス
1
1.1 Customer Profile
1.2 Value Map
1.3 Fit
The set of value proposition benefits that you design to attract customers.
Create Observe
The set of customer characterist...
The set of value proposition benefits that you design to attract customers.
Create Observe
The set of customer characterist...
The set of value proposition benefits that you design to attract customers.
Create Observe
The set of customer characterist...
The set of value proposition benefits that you design to attract customers.
Create Observe
The set of customer characterist...
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 ...
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 to...
.
Customer
Profile
顧客プロフィール
customer jobs
what customers are
trying to get done
in their work and in
their lives
Job
Custo
conte
may
exam
when
are d
k...
建設会社
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
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
Li...
UPFRONT
INVESTMENT BROKEN
TOOLS
THEFT
DELAYS
PENALTY
COSTS
STRESS
FIND
EXECUTE
CONTRACTS
RESPECT
DEADLINES
FLEET
PLANNING
...
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
describ...
UPFRONT
INVESTMENT BROKEN
TOOLS
THEFT
DELAYS
PENALTY
COSTS
STRESS
FIND
EXECUTE
CONTRACTS
RESPECT
DEADLINES
ACCESS TO
NEWES...
.2
Value Map
価値提案
UPFRONT
INVESTMENT BROKEN
TOOLS
THEFT
DELAYS
PENALTY
COSTS
STRESS
FIND
EXECUTE
CONTRACTS
RESPECT
DEADLINES
ACCESS TO
NEWES...
products & services
A list of all the products and
services a value proposition is
built around
製品/サービス
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...
pain relievers
describe how your products
and services kill or alleviate
customer pains
鎮痛作用∼悩みを解決する
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...
gain creators
describe how your
products and services
create customer gains
利益創出の手段
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...
.3
Fit
適する
l
r
Customers expect and desire a lot from products
and services. Yet, they also know they can’t have
it all. Focus on tho...
l
r
Customers expect and desire a lot from products
and services. Yet, they also know they can’t have
it all. Focus on tho...
rching for Fit
1Problem-Solution Fit
2Product-Market Fit
3Business Model FitThree kinds of fit
フィットの三種類
rching for Fit
1Problem-Solution Fit
2Product-Market Fit
3Business Model FitThree kinds of fit
Understanding customers
rching for Fit
1Problem-Solution Fit
2Product-Market Fit
3Business Model FitThree kinds of fit
Understanding customers
Desi...
rching for Fit
1Problem-Solution Fit
2Product-Market Fit
3Business Model FitThree kinds of fit
Understanding customers
Desi...
MARKET FORCESINDUSTRY FORCES
MACRO ECONOMIC
FORCES
KEY TRENDS
environment
後
ほ
ど
Design, Test, Repeat
design
test
design
ASSESSMENT
OBSERVATION
PROTOTYPING
TO
TESTING
FAILED
FROM
TESTING
STARTING POINTS
BUSINESS MODEL
7QUESTIONS
デザイン思考
Ideas and Starting Points Understand Customers
Prototype Possibilities
prototype possibilities
Starting points Understand ...
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
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
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
November 2012
illustration
Cost Structure
Key Partnerships
Key Resources Channels
Key Activities Value Propositions Customer
Relationships
Customer
S...
The kids’ afternoon off Date night
affordable
for group
2 hrs = right
length of
time
kids are
happy and
calm
safe
environm...
The kids’ afternoon off Date night
affordable
for group
2 hrs = right
length of
time
kids are
happy and
calm
safe
environm...
The kids’ afternoon off Date night
affordable
for group
2 hrs = right
length of
time
kids are
happy and
calm
safe
environm...
The kids’ afternoon off Date night
affordable
for group
2 hrs = right
length of
time
kids are
happy and
calm
safe
environm...
movie
website
big screen
& surround
sound
ideal for
conversation
ideal for
conversation
home
comfort
intellectually
stimul...
movie
website
big screen
& surround
sound
ideal for
conversation
ideal for
conversation
home
comfort
intellectually
stimul...
movie
website
big screen
& surround
sound
ideal for
conversation
ideal for
conversation
home
comfort
intellectually
stimul...
2.1 Prototyping possibilities
2.2 Starting points
2.3 Understanding customers
2
PROTOTYPING
2.
Prototyping
Possibilities
9796
DESIGN
96
プロトタイピングの可能性
an open peer-to-peer marketplace
スケッチ
Napkin sketch
1
Flesh out Ideas with Canvases
計画
3D printing
My Product
ue proposition
Landing page
$1’150
luding a
130
3
Prototype
»
OnlineVideo
Wizard of Oz
n
Product bo...
strategyzer.com
コンピューター支援型デザイン
2.2
Starting Points
STARTING POINTS
109108
DESIGN
108
出発点
The
Business Mod
helps you
create value f
The
Value Propos
helps you
create value f
zoom out
zoom in
The
External Envi
des...
Cost Structure
Key Partnerships
Key Resources
Key Activities Value Propositions
e
ition
ype
Channels
Customer
Relationship...
OBSERVATION
2.3
Understanding
Customers
127126
DESIGN
126
顧客を理解する
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
The Data Detective The AnthropologistThe Journalist
Techniques to gain customer insights
The Data Detective The AnthropologistThe Journalist
Techniques to gain customer insights
The Impersonator The Co-creator The Scientist
Google Keyword Planner
Learn what’s popular with potential
customers by finding the top five
search terms related to your id...
Social Media Analytics
Existing companies and brands should:
Identify the shakers and movers
related to their brand on soc...
view Your Customers
in insights relevant to your context.
ue Proposition Canvas to prepare interviews and
ss of informatio...
B2C: Family Homestay
Stay at one of your potential customers’ home for
several days and live with the family. Participate ...
2.4
Making
Choices
ASSESSMENT
TO
TESTING
FAILED
7QUESTIONS
BUSINESS MODEL
143142142
DESIGN2.4
意思の選択
Questions
Is it embedded in a
great business model?
Does it focus on the
most important jobs,
most extreme pains,
and most...
Does it align with how
customers measure
success?
Does it focus on jobs,
pains, or gains that a
large number of cus-
tomer...
Jobs Important Tangible Unsatisfied Lucrative High-value jobs
= 9
= 7
create
value for
corporation
design IT
strategy
Scori...
VP Design com
well to MOOCs
executive educ
It performs sim
to the
a much
point.
factors o
progression
path to
expertise
ap...
t up to this point
Use low-fidelity
prototypes to
make your ideas
tangible
Always refer back
to customer jobs,
pains, and g...
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
ASSESSMENT
TO
TESTING
FAILED
7QUESTIONS
BU
SINE
SS
MOD
EL
PROTOTYPING
2.5
Finding the Right
Business Model
169168
DESIGN
1...
?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value...
?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value...
?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value...
?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value...
127
[sources: Mark W. Johnson, photo: Hilti.com]
illustration
?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value...
?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value...
?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value...
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resou...
Design, Test, Repeat
design
test
test
SUCCESS
HYPOTHESIS
モデルをテストする
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?
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
?why ?
何故 ?
?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value...
?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value...
4
Enter
the Learning
Loop
Learn
5A
UNCERTAIN
st more
Measure
Build
lean startup
there are no facts in the
building... so get the hell
out and talk to customers
– Steve Blank, entrepreneur & author
“
”
部...
3
3.1 What to Test
3.2. Testing step-by-step
3.3. Bringing it all together
3.
What to Test
215214
TEST
214
何をテストするには?
Provide evidence showing
“what” customers care
about (the circle) before
focusing on “how” to help
them (the square)
Testi...
UPFRONT
INVESTMENT BROKEN
TOOLS
THEFT
DELAYS
PENALTY
COSTS
STRESS
TROUVER
EXÉCUTER
CONTRATS
RESPECTER
DÉLAIS
ACCESS TO
NEW...
Provide evidence
showing that your
customers care
about how your
products and
services kill pains
and create gains
Testing...
UPFRONT
INVESTMENT BROKEN
TOOLS
THEFT
DELAYS
PENALTY
COSTS
STRESS
TROUVER
EXÉCUTER
CONTRATS
RESPECTER
DÉLAIS
ACCESS TO
NEW...
Business Model Canvas
Cost Structure
Key Partnerships
Key Resources Channels
Key Activities Value Propositions Customer
Re...
Business Model Canvas
Cost Structure
Key Partnerships
Key Resources Channels
Key Activities Value Propositions Customer
Re...
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
Test Card
+
-Extract Hypotheses Prioritize Hypotheses Design Test
TESTINGVALUEPROPOSTIONS
プロセスをテストする
Testing step-by-step
Test Card
+
-Extract Hypotheses Prioritize Hypotheses Design Test
TESTINGVALUEPROPOSTIONS
Test Card
+
-Extract Hypotheses Prioritize Hypotheses Design Test
TESTINGVALUEPROPOSTIONS
Learning Card
+
!
-Prioritize Tests Run Tests Capture Learnings Make Progress
Learning Card
+
!
-Prioritize Tests Run Tests Capture Learnings Make Progress
Learning Card
+
!
-Prioritize Tests Run Tests Capture Learnings Make Progress
when testing hypotheses with customers …
各々の仮説をテストする
What people say,
keep in mind …
What people say, and
what people do
are two different things
…interest
Prove th
genuine
Show th
to get them to perform
service (e.g. em
makers
…priorities a
Show which jobs, p
custome...
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products
& Services
Customer
Job(s)
The Value Proposition Canvas
...
customer segment X wants to
save 20% on sales process
customer segment X wants to
save 20% on sales process
talk to 40 potential customers and give
them a trackable link with m...
customer segment X wants to
save 20% on sales process
how many of the interviewees
clicked on the follow-up link
talk to 4...
customer segment X wants to
save 20% on sales process
how many of the interviewees
clicked on the follow-up link
50% click...
SUCCESS
3.3
Experiment
Library
241240
TEST
240
テスト·ライブラリ
A mix of experiments
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of customer...
1. Participatory design
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of custo...
2. Lab studies
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of customers
Lear...
3. Tracking and sale actions
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of ...
A mix of experiments
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of customer...
3.4
Bringing it
all Together
ASSESSMENT
OBSERVATION
PROTOTYPING
TO
TESTING
FAILED
FROM
TESTING
STARTING POINTS
BU
SIN
ESS ...
The
testing
process
プロセスを
テストする
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
The
testing
process
2
Extract
your
Hypotheses
3
Design
Your
Tests
2
Extract
your
Hypotheses
Test Card
4
Enter
the Learning...
The
testing
process
2
Extract
your
Hypotheses
3
Design
Your
Tests
2
Extract
your
Hypotheses
Test Card
4
Enter
the Learning...
3
Design
Your
Tests
4
Enter
the Learning
Loop
5
Capture
Learnings
and Next
Actions
6
Measure
Progress
Learn
Customer
Disco...
Idea Designed Customer Assumptions Validated
Problem Solution Fit
Value Proposition Validated
Product Market Fit
Interest
...
Idea Designed Customer Assumptions Validated
Problem Solution Fit
Value Proposition Validated
Product Market Fit
Interest
...
* Working preview content for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernarda, Smith, ...
The Progress Board
Business
Hypotheses
!
!
!
!
!
Test: Backlog Test: Build
Invalidated
Unclear Results
Validated
Test: Mea...
evolve
修復する・刷新する
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 “
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。
Reinvent Yourself Constantly
What elements in your environment
are changing? What do market, tech-
nology, regulatory, mac...
Reinvent Yourself Constantly
What elements in your environment
are changing? What do market, tech-
nology, regulatory, mac...
Reinvent Yourself Constantly
What elements in your environment
are changing? What do market, tech-
nology, regulatory, mac...
Reinvent Yourself Constantly
What elements in your environment
are changing? What do market, tech-
nology, regulatory, mac...
4.1
Business model
layer
後
ほ
ど
zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The h...
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
独自のビジネスモデルと顧客価値を創造する方法
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独自のビジネスモデルと顧客価値を創造する方法

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

Published in: Business
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独自のビジネスモデルと顧客価値を創造する方法

  1. 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. 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. 3. ? 2009 How to design innovative business models? 百万、30の言語
  4. 4. The Business Model Canvas
  5. 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. 6. ?How to design attractive value propositions that sell … 2014
  7. 7. Business Model Canvas Cost Structure Key Partnerships Key Resources Key Activities Value Propositions Customer Relationships Customer Segments Revenue Streams Channels 15
  8. 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. 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. 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
  11. 11. 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
  12. 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 1
  13. 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 2
  14. 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 3
  15. 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. 16. BM Canvas ビジネスモデルキャンバス
  17. 17. 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
  18. 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 value proposition 価値提案
  19. 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 distribution channels チャンネル
  20. 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 customer relationship 顧客との関係
  21. 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 revenue streams 収益の流れ
  22. 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 key resources 主要リソース revenue streams 収益の流れ
  23. 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 activities 主要な活動 key resources 主要リソース revenue streams 収益の流れ
  24. 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 key partners パートナー revenue streams 収益の流れ
  25. 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 cost structure コスト構造
  26. 26. 27 [sources: Mark W. Johnson, photo: Hilti.com] illustration
  27. 27. 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
  28. 28. 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
  29. 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 建設業者 ハイエンド マシー ンツール
  30. 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 セールスフォース ハイエンド マシー ンツール
  31. 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 ダイレクト 1-to-1 ハイエンド マシー ンツール
  32. 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 トランザクショナル  セールス
  33. 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 製造業
  34. 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 製造業パートナー
  35. 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 ブランドネーム
  36. 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. 37. 1.2 Business model mechanics 力学 後 ほ ど
  38. 38. 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
  39. 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 zooming into the value proposition ズーミング
  40. 40. 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
  41. 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. 42. put yourself in the customers’ shoes お客様の靴を履く
  43. 43. The focus should be on what jobs customers are trying to get done. – Tony Ulwick, Founder Strategyn “ ” やるべき仕事
  44. 44. 45 customer 顧客 job-to-be-done やるべき仕事
  45. 45. 46 customer 顧客 value proposition 価値提案 job-to-be-done やるべき仕事
  46. 46. VP Canvas 価値提案キャンバス
  47. 47. 1 1.1 Customer Profile 1.2 Value Map 1.3 Fit
  48. 48. 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
  49. 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 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
  50. 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. 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 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
  52. 52. 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
  53. 53. 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)
  54. 54. . Customer Profile 顧客プロフィール
  55. 55. 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
  56. 56. 建設会社
  57. 57. 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
  58. 58. 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
  59. 59. 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
  60. 60. 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
  61. 61. 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
  62. 62. .2 Value Map 価値提案
  63. 63. 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 ?
  64. 64. products & services A list of all the products and services a value proposition is built around 製品/サービス
  65. 65. 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
  66. 66. pain relievers describe how your products and services kill or alleviate customer pains 鎮痛作用∼悩みを解決する
  67. 67. 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
  68. 68. gain creators describe how your products and services create customer gains 利益創出の手段
  69. 69. 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
  70. 70. .3 Fit 適する
  71. 71. 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
  72. 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 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
  73. 73. rching for Fit 1Problem-Solution Fit 2Product-Market Fit 3Business Model FitThree kinds of fit フィットの三種類
  74. 74. rching for Fit 1Problem-Solution Fit 2Product-Market Fit 3Business Model FitThree kinds of fit Understanding customers
  75. 75. rching for Fit 1Problem-Solution Fit 2Product-Market Fit 3Business Model FitThree kinds of fit Understanding customers Design value propositions
  76. 76. 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
  77. 77. MARKET FORCESINDUSTRY FORCES MACRO ECONOMIC FORCES KEY TRENDS environment 後 ほ ど
  78. 78. Design, Test, Repeat design test
  79. 79. design ASSESSMENT OBSERVATION PROTOTYPING TO TESTING FAILED FROM TESTING STARTING POINTS BUSINESS MODEL 7QUESTIONS デザイン思考
  80. 80. Ideas and Starting Points Understand Customers Prototype Possibilities prototype possibilities Starting points Understand customersプロトタイピング
  81. 81. 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
  82. 82. 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
  83. 83. 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
  84. 84. November 2012 illustration
  85. 85. 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
  86. 86. 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
  87. 87. 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
  88. 88. 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
  89. 89. 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
  90. 90. 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
  91. 91. 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
  92. 92. 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
  93. 93. 2.1 Prototyping possibilities 2.2 Starting points 2.3 Understanding customers 2
  94. 94. PROTOTYPING 2. Prototyping Possibilities 9796 DESIGN 96 プロトタイピングの可能性
  95. 95. an open peer-to-peer marketplace スケッチ Napkin sketch
  96. 96. 1 Flesh out Ideas with Canvases 計画
  97. 97. 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
  98. 98. strategyzer.com コンピューター支援型デザイン
  99. 99. 2.2 Starting Points STARTING POINTS 109108 DESIGN 108 出発点
  100. 100. 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
  101. 101. 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
  102. 102. OBSERVATION 2.3 Understanding Customers 127126 DESIGN 126 顧客を理解する
  103. 103. 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
  104. 104. The Data Detective The AnthropologistThe Journalist Techniques to gain customer insights
  105. 105. The Data Detective The AnthropologistThe Journalist Techniques to gain customer insights
  106. 106. The Impersonator The Co-creator The Scientist
  107. 107. 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
  108. 108. 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
  109. 109. 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
  110. 110. 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
  111. 111. 2.4 Making Choices ASSESSMENT TO TESTING FAILED 7QUESTIONS BUSINESS MODEL 143142142 DESIGN2.4 意思の選択
  112. 112. 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
  113. 113. 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
  114. 114. 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
  115. 115. 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
  116. 116. 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
  117. 117. 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
  118. 118. 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
  119. 119. ? ? ? ? ? ? ? +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
  120. 120. ? ? ? ? ? ? ? +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
  121. 121. ? ? ? ? ? ? ? +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
  122. 122. ? ? ? ? ? ? ? +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
  123. 123. 127 [sources: Mark W. Johnson, photo: Hilti.com] illustration
  124. 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 you are creating value for your customers.
  125. 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 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
  126. 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 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
  127. 127. 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
  128. 128. Design, Test, Repeat design test
  129. 129. test SUCCESS HYPOTHESIS モデルをテストする
  130. 130. 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?
  131. 131. 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
  132. 132. ?why ? 何故 ?
  133. 133. ? ? ? ? ? ? ? +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
  134. 134. ? ? ? ? ? ? ? +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
  135. 135. 4 Enter the Learning Loop Learn 5A UNCERTAIN st more Measure Build lean startup
  136. 136. 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
  137. 137. 3 3.1 What to Test 3.2. Testing step-by-step 3.3. Bringing it all together
  138. 138. 3. What to Test 215214 TEST 214 何をテストするには?
  139. 139. 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
  140. 140. 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
  141. 141. 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
  142. 142. 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
  143. 143. 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
  144. 144. 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
  145. 145. 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
  146. 146. Test Card + -Extract Hypotheses Prioritize Hypotheses Design Test TESTINGVALUEPROPOSTIONS プロセスをテストする Testing step-by-step
  147. 147. Test Card + -Extract Hypotheses Prioritize Hypotheses Design Test TESTINGVALUEPROPOSTIONS
  148. 148. Test Card + -Extract Hypotheses Prioritize Hypotheses Design Test TESTINGVALUEPROPOSTIONS
  149. 149. Learning Card + ! -Prioritize Tests Run Tests Capture Learnings Make Progress
  150. 150. Learning Card + ! -Prioritize Tests Run Tests Capture Learnings Make Progress
  151. 151. Learning Card + ! -Prioritize Tests Run Tests Capture Learnings Make Progress
  152. 152. when testing hypotheses with customers … 各々の仮説をテストする
  153. 153. What people say, keep in mind …
  154. 154. What people say, and what people do are two different things
  155. 155. …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
  156. 156. 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
  157. 157. customer segment X wants to save 20% on sales process
  158. 158. customer segment X wants to save 20% on sales process talk to 40 potential customers and give them a trackable link with more information
  159. 159. 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
  160. 160. 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
  161. 161. SUCCESS 3.3 Experiment Library 241240 TEST 240 テスト·ライブラリ
  162. 162. 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
  163. 163. 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
  164. 164. 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
  165. 165. 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
  166. 166. 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
  167. 167. 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
  168. 168. The testing process プロセスを テストする
  169. 169. 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
  170. 170. 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
  171. 171. 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
  172. 172. 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
  173. 173. 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
  174. 174. 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
  175. 175. * 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)
  176. 176. 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
  177. 177. evolve 修復する・刷新する
  178. 178. 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 “
  179. 179. 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。
  180. 180. 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
  181. 181. 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
  182. 182. 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
  183. 183. 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
  184. 184. 4.1 Business model layer 後 ほ ど
  185. 185. 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

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