Business Model Innovation and Design at Todai

Tokyo 2014 business model innovation & design ! yves.pigneur@unil.ch (イヴ・) ビジネスモデルイノベーションとデザイン

November 2012 business model innovation & design

Alex (アレックス・)

?How to design innovative business models? どのようにして成功するビジネスモデルを思いつくのか？

time performance sustaining innovation disruptive innovation 破壊的革新

2013

2012

2011

2010

2005

2000

1997

Larry Page & Sergey Brin

1995

1990

1985

1984

柳井正 Yanai Tadashi

1983

1982

1981

1980

Nicolas Hayek

[source: rezonance]

?what do these examples have in common? これらの事例に共通することは何でしょうか？

they focused on product innovation alone they empower the product through the business model 製品イノベーションを超えていく

they simply copied from competitors they invented a new business model 競合他社を後追いするのではなく

they could prove in advance that the model would work they had to take some risk and experiment 証明出来るまで待つのではなく

Our Vision In the future, business leaders will - operate more like surgeons, - prototype like designers, and - experiment like scientists. ! 将来的に、ビジネスパーソンには以下のような視点が必要です ! ＞手術をする外科医のような＞デザイナーが試作品をつくるような＞科学者が実験をするような

right tools 適切なツール

design thinking デザイン思考

experimenting 実験を

Business Model 1 Design Thinking 2 Model testing 3 ビジネスモデルデザイン思考モデルをテストする

!38 your expectations ? あなたの期待？

right tools 適切なツール

1 43 Business Model ビジネスモデル

question 質問

?How much did the cost of home coffee consumption change for Swiss households over the last couple of years? 家庭用コーヒーの消費コストが変化 ?

2004 ¥10’000.- 2014 ¥ ?(CHF 100.-)

+800%+600%

http://www.ﬂickr.com/photos/joeshlabotnik/2294656527/!

Discuss: What is Nespresso’s Business Model? Nespresso ビジネスモデル？

?what is a business model? discuss with your seat neighbour and write down your deﬁnition ビジネスモデルの定義？

common language 共通言語

simple 容易

holistic 全体的な

visual ビジュアル

Business Model Canvas ビジネスモデルキャンバス

customer segment images by JAM 顧客セグメント

value proposition images by JAM 価値提案

distribution channel images by JAM (販売) チャンネル

customer relationship images by JAM 顧客との関係

revenue stream images by JAM 収益の流れ

key resources images by JAM 主要リソース

key activities images by JAM 主要な活動

key partners images by JAM パートナー

cost structure images by JAM コスト構造

customer segments key partners cost structure revenue streamsdistribution channels customer relationshipskey activities key resources value proposition images by JAM 価値提案顧客との関係コスト構造主要な活動チャンネル主要リソース収益の流れ顧客セグメントパートナー

!69 ビジネスモデルキャンバス VALUE PROPOSITION RELATIONSHIP CUSTOMER SEGMENTS CHANNELS KEY ACTIVITIES KEY RESOURCES KEY PARTNERS COST STRUCTURE REVENUE STREAMS The Business Model Canvas コスト構造収益の流れ価値提案顧客との関係顧客セグメント主要な活動パートナー主要リソースチャンネル

A VALUE PROPOSITION A CHANNEL A CUSTOMER TARGET A REVENUE STREAM RELATIONSHIP A RESOURCE COST A PARTNER AN ACTIVITY ANOTHER ACTIVITY ANOTHER VALUE PROPOSITION ビジネスモデル a business model KEY ACTIVITIESKEY PARTNERS CHANNELS VALUE PROPOSITION KEY RESOURCES REVENUE STREAMS RELATIONSHIP COST STRUCTURE CUSTOMER SEGMENTS 価値提案顧客との関係コスト構造主要な活動チャンネル主要リソース収益の流れ顧客セグメントパートナー

www.businessmodelgeneration.com strategyzer.com 開発元: 著作権はBusiness Model Foundry AGに帰属します。ビジネスモデルキャンバスとStrategyzerの開発者製造元: www.stattys.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. The Business Model Canvas 収益の流れチャネル顧客セグメント価値提案主要活動パートナーリソースコスト構造顧客との関係 ∼によってデザインされた: 日時: バージョン:∼のためにデザインされた: 我々のビジネスモデルのコストの中で最も重要なものはどれか？最も高価なリソースは何か？最もお金がかかる活動は何か？あなたのビジネスはどちらかといえば... コスト主導型（最も効率的なコスト構造、低価格を価値として提案、最高レベルの自動化、徹底的なアウトソース）である価値主導型（価値創造に重点を置いている、高品質を価値として提案）である項目例固定費（給与、賃貸料、用役費）変動費規模の経済性多角化の経済性我々の顧客セグメントは、どのチャネルを通して供給されることを望んでいるのか？今現在我々はどのように届けているのか？我々のチャネルはどのように統合されているのか？どのチャネルが一番うまくいっているのか？コスト効率が良いのはどのチャネルか？我々はチャネルと顧客の日常行動とをどのように結びつけているのか？チャネルフェーズ 1. 認知自社の製品やサービスについての認知度をどのように上げるのか？ 2. 評価我々が提供する価値を顧客が評価するために、我々は何ができるか？ 3. 購入どのようにして特定の製品やサービスを顧客に購入してもらうのか？ 4, 配送提案する価値をどのようにして顧客に届けるのか？ 5. アフターセールス購入後のカスタマーサービスはどのように提供するのか？我々の顧客はどのような価値のためなら躊躇無く支払うのか？今現在顧客は何に対して支払いをしているのか？今現在顧客はどのような手段で支払いを行っているのか？顧客はどのような支払い方法を望んでいるのか？それぞれの収入の流れは、全体の収入にどの程度寄与しているのか？誰のために価値を創造するのか？我々に最も重要な顧客は誰か？マス市場ニッチ市場細分化多様化マルチサイド・プラットフォーム各セグメントの顧客は、我々とどのような関係を構築し、維持したいと望んでいるのか？どのような関係が既に構築されているのか？顧客との関係は、ビジネスモデルの他の部分とどのように統合されるのか？それにはどのくらいのコストがかかるのか？例顧客対応担当者専任担当者によるサポートセルフサービス自動化サービスコミュニティ共創我々の提供する価値を生み出すために必要な主な活動とは何か？流通経路は？顧客との関係は？収入の流れは？カテゴリー製造問題解決プラットフォーム/ネットワーク我々の価値を提供するために必要な主なリソースとは何か？流通経路は？顧客との関係は？収入の流れは？リソースの種類物理的リソース知的リソース（ブランド、特許、著作権、データ）人的リソース金銭的リソース主なパートナーは誰か？主な供給業者は誰か？どのキーリソースをパートナーから獲得するのか？パートナーが行う活動は何か？パートナーシップの動機最適化と経済性リスクと不確定要素の低減特定のリソース及び人的資源の取得どのような価値を顧客に提供するのか？顧客のどのような問題を解決するのに役立つのか？どのような製品とサービスの組み合わせをそれぞれの顧客セグメントに対して提供するのか？どの顧客ニーズを満足させるのか？特徴新奇性パフォーマンスカスタマイズ性仕事を成し遂げる、仕上げるデザインブランド/ステータス価格経費削減リスク低減利便性便宜性/有用性種類物品販売サービス利用料定期購入賃貸/レンタル/リースライセンス契約仲介料広告料固定料金定価製品機能別価格顧客セグメント別価格従量制変動料金値引き交渉価格調整時価

example: airBnB prepared with Mathilde Krause

Joe Gebbia

Brian Chesky

1週間で千ドル In 2007, they earned $1’000 in just one week

会議への参加者3 3 attendees to a conference preferred to live with locals

?How to build a service matching visitors who wants rooms with locals who wants to rent out extra space 部屋を探している観光客と、空いている部屋を貸したい地元の住民をマッチングするサービスの構築方法

??? images by Mathildeimages by Mathilde 価値提案顧客との関係コスト構造主要な活動チャンネル主要リソース収益の流れ顧客セグメントパートナー

Nathan Blecharczyk proposed to Brian Chesky & Joe Gebbia to do something more global

! ! an open peer-to-peer marketplace for people to stay anywhere around the world ! オープンなピアツーピア市場

!86 images by Mathilde 価値提案 顧客との関係コスト構造主要な活動チャンネル主要リソース収益の流れ顧客セグメントパートナー

results

June 2008 June 2010 Guest nights booked since 2008 June 2012 10millions 5millions JANUARY 2012

Jan 2009 Jan 2012 Number of Listings since 2009 Jan 2013 300thousands 100thousands Jan 2011Jan 2010

Airbnb hosts in New York in 2008

Airbnb hosts in NewYork in 2011 Airbnb hosts in New York in 2011

$1’650 the earning average per apartment per month in NYC 1650ドルの収益 /アパート /月

time performance sustaining innovation disruptive innovation 破壊的革新

exercise: Nespresso

describe the Nespresso’s business model using the canvas ネスプレッソのビジネスモデルをキャンバスで説明します

コスト構造収益の流れ価値提案顧客との関係顧客セグメント主要な活動パートナー 主要リソースチャンネル

販売店・小売

スイスフラン

製造業者

店舗

スイスフラン

クラブ

特許工場

マーケティング生産配送

Nespresso changed the business model for espresso

average growth of 30% p.a. since 2000 2000年以降の年間平均成長率は30％

estimated 4.5 billion CHF annual revenue with 1 product line in 2013 (5 bio USD) [source: FT, Nov 2013] 1製品群で45億スイスフランの年間売上

time performance traditional industry disruptive BM 破壊的革新

what else...?

!Nespresso almost went bankrupt in 1987 ! 倒産寸前

JOIN VENTURE W/ MACHINE MANUFACTURERS BUSINESS MACHINE MANUFACTURERS MACHINE PODS 共同事業

the right business model can be the difference between success and failure for the same product

Business model mechanics 力学

www.sxc.hu BM as a checklist (チェックリスト)

Revenue StreamsCost Structure Customer Relationships Channels Customer Segments Value Propositions Key ActivitiesKey Partners Key Resources Travelling Oral Surgery Practice Administrators provide access to the Dental Clinics Dental Clinics provide access to the indigent population and the facilities to provide advanced oral care services Oral Surgeons provide the needed skills to perform the advance oral care Dental Anesthesiologists are required to perform surgeries Performing oral surgeries and advanced oral care/ procedures Billing and submitting claims to Medicaid Staffing for performance of surgeries Scheduling of clinic visits and patient procedures Medicaid benefits from the reduction of ongoing costs of oral hygiene by providing preventative care Dental Clinics are recipients of the revenue from the ongoing continuing care of the indigent patients Parents of children are able to receive free oral care for their dependents Children benefit from healthier mouths, oral hygiene, and better smiles An arms length, very impersonal relationship with Medicaid A one-to-one personal relationship with dental clinics A one-to-one personal relationship with the Indigent Patients/ Recipients of care Traveling practice reaches Medicaid through a direct credentialing process Reach the Indigent Populations through Dental clinics and case workers Accreditation and compliance are ongoing costs Rental of clinical facilities in scheduled locations Personnel required for operations and procedures Dental supplies necessary for surgery and advance care procedures We will make money by directly submitting claims and billing to Medicaid These will be fees for oral surgeon, the anesthesiologist, and the required facilities The dental clinics and the indigent population are not actual payers but are Trained personnel allow for smooth operations and good patient care Proper facilities are needed to perform procedures in a sterile environment Supplies are necessary in order to perform procedures Medicaid Dental Clinics Indigent Population Parents of Children w/ Dental Needs on Medicaid Children w/Dental Needs Revenue StreamsCost Structure Customer Relationships Channels Customer Segments Value Propositions Key ActivitiesKey Partners Key Resources Travelling Oral Surgery a business model tells a story (物語)

What does that have to do with business models? ?それはビジネスモデルにおいてどんな意味を持つだろうか？

1 2 3 4 5

example: airBnB prepared with Mathilde Krause

VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENT DISTRIBUTION CHANNEL KEY ACTIVITIES KEY RESOURCES KEY PARTNERS COST REVENUES !139

VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENT DISTRIBUTION CHANNEL KEY ACTIVITIES KEY RESOURCES KEY PARTNERS COST REVENUES !141

design thinking デザイン思考

2 143 Design Thinking デザイン思考

decision Vs design 決定 / デザイン

decision attitude: it’s easy to come up with alternatives, but difﬁcult to choose between them 決定 : 選択肢の中から選択するのが難しい

existing choices a b c

existing choices abcgko designing alternatives

making choices abcgko How do you design business model alternatives? 複数のモデル

business people don’t just need to understand designers better; they need to become designers – Roger Martin, Rotman School @ Toronto ” “ ビジネスの人々は、デザイナーになるために必要がある

Design デザイン 1

think out of the box 箱から出して

– David Kelley, IDEO We evaluate potential solutions through user observation & iterative rapid prototyping. “ ”

http://www.stanford.edu/group/dschool/

Customer insight 顧客インサイト 2

Business Model Key Partners Key Activities Key Resources Value Proposition Customer Relationships Customer Segments Channels Revenue Streams Cost Structure

160 Designing a great value proposition starts with a deep understanding of customers （提供できる素晴らしい価値をデザインすることで）顧客への理解を深めること

Key Partners Key Activities Key Resources Value Proposition Customer Relationships Customer Segments Channels Revenue Streams Cost Structure The Business Model Canvas ﬁt 適応

? 162 How to deﬁne customer/user centricity? 顧客中心主義？

フランス人デザイナーのフィリップ・スタルクによるデザイン

?Great, but what if you don’t have a designer handy?

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

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

Jobs-to-be-done offers a clear way to innovate – Clay Christensen, HBS “ ” “やるべき仕事”を考えることは革新するための明解な方法です

Value Proposition Canvas 価値提案キャンバス

The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com strategyzer.com Gain Creators Pain Relievers Pains Gains Products & Services Customer Job(s) The Value Proposition Canvas Value Proposition Customer Segment strategyzer.comThe makers of Business Model Generation and Strategyzer Copyright Business Model Foundry AG

The Value Proposition Canvas Gain Creators Describe how your products and services create customer gains. How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings? Pain Relievers Do they… Create savings that make your customer happy? (e.g. in terms of time, money and effort, …) Produce outcomes your customer expects or that go beyond their expectations? (e.g. better quality level, more of something, less of something, …) Copy or outperform current solutions that delight your customer? (e.g. regarding specific features, performance, quality, …) Make your customer’s job or life easier? (e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, …) Create positive social consequences that your customer desires? (e.g. makes them look good, produces an increase in power, status, …) Do something customers are looking for? (e.g. good design, guarantees, specific or more features, …) Fulfill something customers are dreaming about? (e.g. help big achievements, produce big reliefs, …) Produce positive outcomes matching your customers success and failure criteria? (e.g. better performance, lower cost, …) Help make adoption easier? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs. Describe how your products and services alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done? Do they… Produce savings? (e.g. in terms of time, money, or efforts, …) Make your customers feel better? (e.g. kills frustrations, annoyances, things that give them a headache, …) Fix underperforming solutions? (e.g. new features, better performance, better quality, …) Put an end to difficulties and challenges your customers encounter? (e.g. make things easier, helping them get done, eliminate resistance, …) Wipe out negative social consequences your customers encounter or fear? (e.g. loss of face, power, trust, or status, …) Eliminate risks your customers fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) Help your customers better sleep at night? (e.g. by helping with big issues, diminishing concerns, or eliminating worries, …) Limit or eradicate common mistakes customers make? (e.g. usage mistakes, …) Get rid of barriers that are keeping your customer from adopting solutions? (e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …) Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done? Products & Services List all the products and services your value proposition is built around. Which products and services do you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs? Which ancillary products and services help your customer perform the roles of: Buyer (e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …) Co-creator (e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Products and services may either by tangible (e.g. manufactured goods, face-to- face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services). Rank all products and services according to their importance to your customer. Are they crucial or trivial to your customer? Gains Describe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings. Pains Customer Job(s) Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done. What does your customer find too costly? (e.g. takes a lot of time, costs too much money, requires substantial efforts, …) What makes your customer feel bad? (e.g. frustrations, annoyances, things that give them a headache, …) How are current solutions underperforming for your customer? (e.g. lack of features, performance, malfunctioning, …) What are the main difficulties and challenges your customer encounters? (e.g. understanding how things work, difficulties getting things done, resistance, …) What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …) What risks does your customer fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) What’s keeping your customer awake at night? (e.g. big issues, concerns, worries, …) What common mistakes does your customer make? (e.g. usage mistakes, …) What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …) Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy. What functional jobs are you helping your customer get done? (e.g. perform or complete a specific task, solve a specific problem, …) What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …) What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …) What basic needs are you helping your customer satisfy? (e.g. communication, sex, …) Besides trying to get a core job done, your customer performs ancillary jobs in different roles. Describe the jobs your customer is trying to get done as: Buyer (e.g. trying to look good, gain power or status, …) Co-creator (e.g. esthetics, feel good, security, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Rank each job according to its significance to your customer. Is it crucial or is it trivial? For each job indicate how often it occurs. Outline in which specific context a job is done, because that may impose constraints or limitations. (e.g. while driving, outside, …) Which savings would make your customer happy? (e.g. in terms of time, money and effort, …) What outcomes does your customer expect and what would go beyond his/her expectations? (e.g. quality level, more of something, less of something, …) How do current solutions delight your customer? (e.g. specific features, performance, quality, …) What would make your customer’s job or life easier? (e.g. flatter learning curve, more services, lower cost of ownership, …) What positive social consequences does your customer desire? (e.g. makes them look good, increase in power, status, …) What are customers looking for? (e.g. good design, guarantees, specific or more features, …) What do customers dream about? (e.g. big achievements, big reliefs, …) How does your customer measure success and failure? (e.g. performance, cost, …) What would increase the likelihood of adopting a solution? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) Rank each gain according to its relevance to your customer. Is it substantial or is it insignificant? For each gain indicate how often it occurs. Rank each pain according to the intensity it represents for your customer. Is it very intense or is it very light.? For each pain indicate how often it occurs. On: Iteration: Designed by:Designed for: Day Month Year No. Customer Segment www.businessmodelgeneration.com Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH Value Proposition Create one for each Customer Segment in your Business Model 価値提案キャンバス

The Value Proposition Canvas Gain Creators Describe how your products and services create customer gains. How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings? Pain Relievers Do they… Create savings that make your customer happy? (e.g. in terms of time, money and effort, …) Produce outcomes your customer expects or that go beyond their expectations? (e.g. better quality level, more of something, less of something, …) Copy or outperform current solutions that delight your customer? (e.g. regarding specific features, performance, quality, …) Make your customer’s job or life easier? (e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, …) Create positive social consequences that your customer desires? (e.g. makes them look good, produces an increase in power, status, …) Do something customers are looking for? (e.g. good design, guarantees, specific or more features, …) Fulfill something customers are dreaming about? (e.g. help big achievements, produce big reliefs, …) Produce positive outcomes matching your customers success and failure criteria? (e.g. better performance, lower cost, …) Help make adoption easier? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs. Describe how your products and services alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done? Do they… Produce savings? (e.g. in terms of time, money, or efforts, …) Make your customers feel better? (e.g. kills frustrations, annoyances, things that give them a headache, …) Fix underperforming solutions? (e.g. new features, better performance, better quality, …) Put an end to difficulties and challenges your customers encounter? (e.g. make things easier, helping them get done, eliminate resistance, …) Wipe out negative social consequences your customers encounter or fear? (e.g. loss of face, power, trust, or status, …) Eliminate risks your customers fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) Help your customers better sleep at night? (e.g. by helping with big issues, diminishing concerns, or eliminating worries, …) Limit or eradicate common mistakes customers make? (e.g. usage mistakes, …) Get rid of barriers that are keeping your customer from adopting solutions? (e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …) Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done? Products & Services List all the products and services your value proposition is built around. Which products and services do you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs? Which ancillary products and services help your customer perform the roles of: Buyer (e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …) Co-creator (e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Products and services may either by tangible (e.g. manufactured goods, face-to- face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services). Rank all products and services according to their importance to your customer. Are they crucial or trivial to your customer? Gains Describe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings. Pains Customer Job(s) Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done. What does your customer find too costly? (e.g. takes a lot of time, costs too much money, requires substantial efforts, …) What makes your customer feel bad? (e.g. frustrations, annoyances, things that give them a headache, …) How are current solutions underperforming for your customer? (e.g. lack of features, performance, malfunctioning, …) What are the main difficulties and challenges your customer encounters? (e.g. understanding how things work, difficulties getting things done, resistance, …) What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …) What risks does your customer fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) What’s keeping your customer awake at night? (e.g. big issues, concerns, worries, …) What common mistakes does your customer make? (e.g. usage mistakes, …) What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …) Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy. What functional jobs are you helping your customer get done? (e.g. perform or complete a specific task, solve a specific problem, …) What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …) What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …) What basic needs are you helping your customer satisfy? (e.g. communication, sex, …) Besides trying to get a core job done, your customer performs ancillary jobs in different roles. Describe the jobs your customer is trying to get done as: Buyer (e.g. trying to look good, gain power or status, …) Co-creator (e.g. esthetics, feel good, security, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Rank each job according to its significance to your customer. Is it crucial or is it trivial? For each job indicate how often it occurs. Outline in which specific context a job is done, because that may impose constraints or limitations. (e.g. while driving, outside, …) Which savings would make your customer happy? (e.g. in terms of time, money and effort, …) What outcomes does your customer expect and what would go beyond his/her expectations? (e.g. quality level, more of something, less of something, …) How do current solutions delight your customer? (e.g. specific features, performance, quality, …) What would make your customer’s job or life easier? (e.g. flatter learning curve, more services, lower cost of ownership, …) What positive social consequences does your customer desire? (e.g. makes them look good, increase in power, status, …) What are customers looking for? (e.g. good design, guarantees, specific or more features, …) What do customers dream about? (e.g. big achievements, big reliefs, …) How does your customer measure success and failure? (e.g. performance, cost, …) What would increase the likelihood of adopting a solution? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) Rank each gain according to its relevance to your customer. Is it substantial or is it insignificant? For each gain indicate how often it occurs. Rank each pain according to the intensity it represents for your customer. Is it very intense or is it very light.? For each pain indicate how often it occurs. On: Iteration: Designed by:Designed for: Day Month Year No. Customer Segment www.businessmodelgeneration.com Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH Value Proposition Create one for each Customer Segment in your Business Model observe 観察する design デザイン Gains Jobs Pains Gain creators Features Pains relievers

The Value Proposition Canvas Gain Creators Describe how your products and services create customer gains. How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings? Pain Relievers Do they… Create savings that make your customer happy? (e.g. in terms of time, money and effort, …) Produce outcomes your customer expects or that go beyond their expectations? (e.g. better quality level, more of something, less of something, …) Copy or outperform current solutions that delight your customer? (e.g. regarding specific features, performance, quality, …) Make your customer’s job or life easier? (e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, …) Create positive social consequences that your customer desires? (e.g. makes them look good, produces an increase in power, status, …) Do something customers are looking for? (e.g. good design, guarantees, specific or more features, …) Fulfill something customers are dreaming about? (e.g. help big achievements, produce big reliefs, …) Produce positive outcomes matching your customers success and failure criteria? (e.g. better performance, lower cost, …) Help make adoption easier? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs. Describe how your products and services alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done? Do they… Produce savings? (e.g. in terms of time, money, or efforts, …) Make your customers feel better? (e.g. kills frustrations, annoyances, things that give them a headache, …) Fix underperforming solutions? (e.g. new features, better performance, better quality, …) Put an end to difficulties and challenges your customers encounter? (e.g. make things easier, helping them get done, eliminate resistance, …) Wipe out negative social consequences your customers encounter or fear? (e.g. loss of face, power, trust, or status, …) Eliminate risks your customers fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) Help your customers better sleep at night? (e.g. by helping with big issues, diminishing concerns, or eliminating worries, …) Limit or eradicate common mistakes customers make? (e.g. usage mistakes, …) Get rid of barriers that are keeping your customer from adopting solutions? (e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …) Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done? Products & Services List all the products and services your value proposition is built around. Which products and services do you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs? Which ancillary products and services help your customer perform the roles of: Buyer (e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …) Co-creator (e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Products and services may either by tangible (e.g. manufactured goods, face-to- face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services). Rank all products and services according to their importance to your customer. Are they crucial or trivial to your customer? Gains Describe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings. Pains Customer Job(s) Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done. What does your customer find too costly? (e.g. takes a lot of time, costs too much money, requires substantial efforts, …) What makes your customer feel bad? (e.g. frustrations, annoyances, things that give them a headache, …) How are current solutions underperforming for your customer? (e.g. lack of features, performance, malfunctioning, …) What are the main difficulties and challenges your customer encounters? (e.g. understanding how things work, difficulties getting things done, resistance, …) What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …) What risks does your customer fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) What’s keeping your customer awake at night? (e.g. big issues, concerns, worries, …) What common mistakes does your customer make? (e.g. usage mistakes, …) What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …) Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy. What functional jobs are you helping your customer get done? (e.g. perform or complete a specific task, solve a specific problem, …) What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …) What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …) What basic needs are you helping your customer satisfy? (e.g. communication, sex, …) Besides trying to get a core job done, your customer performs ancillary jobs in different roles. Describe the jobs your customer is trying to get done as: Buyer (e.g. trying to look good, gain power or status, …) Co-creator (e.g. esthetics, feel good, security, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Rank each job according to its significance to your customer. Is it crucial or is it trivial? For each job indicate how often it occurs. Outline in which specific context a job is done, because that may impose constraints or limitations. (e.g. while driving, outside, …) Which savings would make your customer happy? (e.g. in terms of time, money and effort, …) What outcomes does your customer expect and what would go beyond his/her expectations? (e.g. quality level, more of something, less of something, …) How do current solutions delight your customer? (e.g. specific features, performance, quality, …) What would make your customer’s job or life easier? (e.g. flatter learning curve, more services, lower cost of ownership, …) What positive social consequences does your customer desire? (e.g. makes them look good, increase in power, status, …) What are customers looking for? (e.g. good design, guarantees, specific or more features, …) What do customers dream about? (e.g. big achievements, big reliefs, …) How does your customer measure success and failure? (e.g. performance, cost, …) What would increase the likelihood of adopting a solution? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) Rank each gain according to its relevance to your customer. Is it substantial or is it insignificant? For each gain indicate how often it occurs. Rank each pain according to the intensity it represents for your customer. Is it very intense or is it very light.? For each pain indicate how often it occurs. On: Iteration: Designed by:Designed for: Day Month Year No. Customer Segment www.businessmodelgeneration.com Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH Value Proposition Create one for each Customer Segment in your Business Model not today

prototype プロトタイプ (原型) 3

? 177 How do architects apply design thinking? 建築家はどのようにデザイン思考を適用しますか？

[source: sanaa]

[source: sanaa] 西沢立衛 Nishizawa 妹島和世 Sejima

Rolex learning center

[source: Sony Pictures] Frank Gehry

What does that have to do with business models? ?それはビジネスモデルにおいてどんな意味を持つだろうか？

!203

If you freeze to an idea too quickly, you fall in love with it. – Jim Glymph, Gehry Partner “ ” 最初のアイデアと恋に落ちないでください

... if you reﬁne it too quickly you become attached to it.. – Jim Glymph, Gehry Partner “ ” 洗練するのを急ぎ過ぎてはいけません

example: sunEdison

question 質問

where is solar energy particularly useful? 太陽エネルギーが特に効果的な場所はどこでしょうか？

Jigar Shah

"212 ショッピングセンター shopping centers!

"213 冷蔵庫が必要 cold storage requirement!

"214 電気料金の高い請求書 high energy bill!

"215 ほとんどの電力は12時から16時の間に消費される most energy used between 12:00-16:00!

"216 大型の屋根 large rooftops!

?What could be a scalable business model for SunEdison ? SunEdison社の拡張可能なビジネスモデルとは？

1 PATENTS 特許 SOLAR EXPERTS 太陽光の専門家 SOLAR PANEL INSTALLATION ソーラーパネル LONG TERM RELATIONS 長期的な関係 SHOPPING CENTERS ショッピングセンター SALES FORCE 営業部隊 PURCHASING FEE 購入費用 PANEL MANUFACTURERS パネルの製造業者 INSTALL PANELS パネルの設置 CUSTOMER ACQUISITION 顧客獲得 RESOURCES ACTIVITIESPARTNERS CUSTOMERSVALUE PROPOSITION CHANNELS REVENUESCOST RELATIONSHIP コスト構造収益の流れ価値提案顧客との関係顧客セグメント主要な活動パートナー主要リソースチャンネル

?why don’t the retail stores and shopping centers switch to solar energy? どうしてショッピングセンターは太陽光発電にシフトしないのか？

[sources: Henry Chesbrough, photo: life.com]

?what if we gave the panels away for free to eliminate the hurdle of upfront investment （発電用）パネルを無償提供したらどうだろう？

2 PATENTS 特許 SOLAR EXPERTS 太陽光の専門家 SOLAR PANEL INSTALLATION ソーラーパネル LONG TERM RELATIONS 長期的な関係 SHOPPING CENTERS ショッピングセンター SALES FORCE 営業部隊 PURCHASING FEE 購入費用 PANEL MANUFACTURERS パネルの製造業者 INSTALL PANELS パネルの設置 CUSTOMER ACQUISITION 顧客獲得 POWER PURCHASING AGREEMENTS 電力購入契約 REGULAR PPA PAYMENTS PPA の定期的な支払い SOLAR ENERGYINSTALLATIONS 太陽エネルギーのインストール ACQUIRE PPAS PPAの取得 RESOURCES ACTIVITIESPARTNERS CUSTOMERSVALUE PROPOSITION CHANNELS REVENUESCOST RELATIONSHIP コスト構造収益の流れ価値提案顧客との関係顧客セグメント主要な活動パートナー主要リソースチャンネル big issue

?how to ﬁnance the upfront investment 先行投資の資金はどう調達するか？

3 PATENTS 特許 EXPERTS 太陽光 の専門家 LONG TERM RELATIONS 長期的な関係 SHOPPING CENTERS ショッピングセンター SALES FORCE 営業部隊 PANEL MANUFACTURERS パネルの製造業者 POWER PURCHASING AGREEMENTS 電力購入契約 PPA PAYMENTS 太能家 ACQUIRE PPAS PPAの取得 LOW-RISK INVESTMENT RETURN 低リスクの投資収益率 FINANCIAL INSTITUTIONS 金融機関 INSTITUTIONAL & PRIVATE INVESTORS 機関、民間投資家 INVESTMENT FEE 投資費用 ACQUIRE INVESTORS 投資家の獲得 INSTALL PANELS パネルの設置 POOL OF PPAS PPAs DEVELOPMENT & MONITORING FEE 開発＆モニタリング費用 RESOURCES ACTIVITIESPARTNERS CUSTOMERSVALUE PROPOSITION CHANNELS REVENUESCOST RELATIONSHIP コスト構造収益の流れ価値提案顧客との関係顧客セグメント主要な活動パートナー主要リソースチャンネル

results

SunEdison became the largest solar provider in the U.S. 米国最大の太陽光発電メーカー

in ’09, SunEdison bought by MEMC Electronic Materials for $200 million 2億ドルのためにMEMCに買収

time performance traditional industry disruptive BM 破壊的革新

!innovative business models can unlock opportunities that were not possible with the traditional models

experimenting 実験を

3 235 Model Testing モデルをテストする

DIAGNOSTIC 診断

strength 強さ

weakness ﬂickr 2363952016_97f10be59f_o.jpg 弱さ

?Why do Business Models Fail? なぜビジネスモデルは上手くいかないのでしょうか？

不適切な、顧客の業務を解消する

欠陥のあるビジネスモデル

外部からの脅威

不適切な実行

1 不適切な、顧客の業務を解消する

examples

?How much did they lose on this business? 損失 ?

$800m

are customers waiting for your product ? お客様がお使いの製品を待っている？

Customer development 顧客開発

a business model might look great on paper... but really its... ビジネスモデル

VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENT DISTRIBUTION CHANNEL KEY ACTIVITIES KEY RESOURCES KEY PARTNERS COST REVENUES GUESS GUESS GUESS GUESS GUESS GUESS GUESS GUESS GUESS GUESS GUESS GUESS GUESS ... a set of hypotheses 仮説の集合

[source: Sony Pictures] there are no facts in the building... so get the hell out and talk to customers ! – Steve Blank, entrepreneur & author “ ” 部屋を出て、顧客と話そう

test each hypothesis 各々の仮説をテストする

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

... adapt the business model pivot ビジネスモデルを適応させる customer discovery customer validation customer creation company building

customer discovery customer validation customer creation company building spending 支出 uncertainty 不確実性 ¥ ¥ ¥ ¥ ¥ searching implement

only then should you build your company or launch the project, else you’ll risk... 試験後に起動

burning your cash while searching for a business model 避ける

call for action MVP split testing signature Ad tracking innovation games pre- sales fake sales not today

exercice: Apple iPod

Key Partners Key Activities Key Resources Value Proposition Customer Relationships Customer Segments Channels Revenue Streams Cost Structure Apple iPod seamless music experience high-end mass-market downloadable music legally available iTunes software ダウンロード可能な音楽

?what are the main hypothesis Apple made for the revenue stream coming from the music distribution? 収益の流れの主な仮説

Key Partners Key Activities Key Resources Value Proposition Customer Relationships Customer Segments Channels Revenue Streams Cost Structure Apple iPod seamless music experience high-volume99 cents per song high-end mass-market iTunes software

Hypothesis (we believe that …) people are ready to pay 99 cents per track using iTunes [source:Mullins & Komisar, GETTING TO PLAN B] 仮説

Test (to verify that, we will …) launch a simpliﬁed service with a limited number of songs 検証

Metric (we measure …) the number of music tracks purchased by users from iTunes [source:Mullins & Komisar, GETTING TO PLAN B] 測定

Data (we were right if …) one million downloads the ﬁrst day, 7.5 million in 3 months [source:Mullins & Komisar, GETTING TO PLAN B] 収集したデータ

Key Partners Key Activities Key Resources Value Proposition Customer Relationships Customer Segments Channels Revenue Streams Cost Structure Apple iPod seamless music experience high-end mass-market high-volume99 cents per song iTunes software

not today

exemple: BMGEN

November 2012

question 質問

?How many new business books appear every year ? どのように多くの書籍？

"293

mium

http://en.wikipedia.org/wiki/File:Augustins_cauchemar_03.JPG 悪夢

314

Business Model 1 Design Thinking 2 Model testing 3 ビジネスモデルデザイン思考モデルをテストする

Lessons Learned 学びで得た教訓

the right business model can be the difference between success and failure for the same product 適切なビジネスモデルは、明らかにそうでないものとは異なります（同じ製品なのに成功・失敗

rapidly prototype business models and don’t fall in love with your ﬁrst idea あなたの最初のアイデアと恋に落ちない

get outside the building, meet customers and test your business model オフィスから出て、顧客に会いましょう

SEARCH IMPLEMENT DESIGN TEST 検索 実装するビジネスモデル設計プロセス business model design process The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com The Business Model Canvas Revenue Streams Channels Customer SegmentsValue PropositionsKey ActivitiesKey Partners Key Resources Cost Structure Customer Relationships Designed by: Date: Version:Designed for: designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com

322 THE END

p r e s e n t e d b y A L E X O S T E R W A L D E R & Y V E S P I G N E U R ! w i t h t h e s u p p o r t o f S T R A T E G Y Z E R . C O M & T H E B U S I N E S S M O D E L F O U N D R Y business model innovation & design による字幕

Business Model Innovation and Design at Todai

Yves Pigneur

Business Model Innovation and Design at Todai