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- 1. business model innovation & design alex osterwalder yves pigneur January 2013
- 2. ?How does one come up with successful business models? 어떠한 방법으로 성공적인 비지니스 모델을 제시할 수 있을까?
- 4. Larry Page & Sergey Brin
- 6. ? what do these examples have in common? 이 사례들이 가지는 공통점은?
- 7. 1 they focused on product innovation alone they empower the product through the business model 제품 혁신을 넘어서
- 8. 2 they simply copied from competitors they invented a new business model 경쟁자들을 모방하기에 앞서서
- 9. 3 they could prove in advance that the model would work they had to take some risk and experiment 입증을 기다리기 보다는
- 10. 123 비지니스 모델 설계 사고과정 제품 혁신을 넘어서 경쟁자들을 모방하기에 앞서서 모델기다리기 보다는 입증을 테스트 business model design thinking testing models
- 11. business 1 model 비지니스 모델
- 12. common language 공통 용어
- 13. simple
- 14. holistic
- 15. visual
- 18. 18
- 19. customer segment 고객 세그먼트 images by JAM
- 20. value proposition 가치 제안 images by JAM
- 21. distribution channel 분배(유통) 경로 images by JAM
- 22. customer relationship 고객관계 images by JAM
- 23. revenue stream 수익원 images by JAM
- 24. key resources 핵심 자원 images by JAM
- 25. key activities 핵심 활동 images by JAM
- 26. key partners 핵심 파트너 images by JAM
- 27. cost structure 비용 구조 images by JAM
- 28. customer key activities value proposition relationships 핵심활동 가치 제안 고객관계 key customer partners segments 핵심 파트너십 고객 세그먼트 cost revenue structure key distribution streams 비용구조 resources channels 수익원 핵심자원 채널 images by JAM
- 29. The Business Model Canvas KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION RELATIONSHIP CUSTOMER SEGMENTS 핵심 파트너십 핵심활동 가치 제안 고객관계 고객 세그먼트 KEY RESOURCES CHANNELS 핵심자원 채널 COST STRUCTURE REVENUE STREAMS 비용구조 수익원 비지니스 모델 캔버스 29
- 30. a business model KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION RELATIONSHIP CUSTOMER SEGMENTS 핵심 파트너십 핵심활동 가치 제안 고객관계 고객 세그먼트 AN ACTIVIT Y RELATIONSHIP ANOTHER ACTIVITY A VALUE CHANNELS A CUSTOME R A PARTNER ON KEY RESOURCES PROPOSITI TARGET 핵심자원 채널 ANO TH ER VALUE PROPOSITI A RESOURCE ON A CHANNEL COST STRUCTURE REVENUE STREAMS 비용구조 수익원 A REVENUE COST STREAM 비지니스 모델
- 31. Day Month Year On: Designed for: Designed by: No. Iteration: www.businessmodelgeneration.com http://www.businessmodelgeneration.com
- 32. HARDWARE DIGITAL DIGITAL DIGITAL MANUFACTURER HUB LIFESTYLE PLATFORM 1998 2001 2007 2010
- 33. ? What was the apple’s business model for the iPod? iPod 를 위한 Apple 의 비지니스 모델은 어떠했는가?
- 34. 핵심 파트너십 핵심활동 가치 제안 고객관계 고객 세그먼트 채널 핵심자원 비용구조 수익원
- 39. ? describe the Nespresso’s business model using the canvas 제시된 캔버스를 이용하여 네스프레소의 비지니스 모델을 묘사하기
- 40. 핵심 파트너십 핵심활동 가치 제안 고객관계 고객 세그먼트 채널 핵심자원 비용구조 수익원
- 41. average growth of 30% p.a. since 2000 2000년 이후로 연간 평균 30%의 신장
- 42. in 2011, 3 billion CHF annual revenue with 1 product line 한 제품 라인당 연간 수입 30억 CHF
- 43. Alan
- 44. design 2 thinking 설계 사고과정
- 45. analytical intuitive thinking thinking d esign t h inking 설계 사고과정
- 46. “business people don’t just need to understand designers better; they need to become ” designers Roger Martin Rotman School @ Toronto
- 48. 1 MULTIPLE MODELS 복합 모델 [source: Sony Pictures]
- 50. “ ” You have to bumble into the unknown Frank Gehry architect [source: Sony Pictures]
- 56. [source: flickr]
- 57. architecture
- 58. “if you freeze to an idea too quickly, you fall in Jim Glymph, ” love with it ... Gehry Partner
- 59. “ if you refine it too quickly you become Jim Glymph, Gehry Partner ” attached to it ...
- 60. ? what does it means for business models? 비지니스 모델 측면에서 의미하는 바는?
- 61. ototyp ing pr 원형 (프로토타입)
- 62. 62
- 64. 2 CUSTOMER INSIGHTS 고객 간파
- 65. ? what does it means for business models? 비지니스 모델 측면에서 의미하는 바는?
- 66. analyze from the customer perspective ... KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION RELATIONSHIP CUSTOMER SEGMENTS 핵심 파트너십 핵심활동 가치 제안 고객관계 고객 세그먼트 AN ACTIVIT Y RELATIONSHIP ANOTHER ACTIVITY A VALUE A CUSTOME R A PARTNER ON KEY RESOURCES PROPOSITI CHANNELS TARGET 핵심자원 채널 ANO TH ER VALUE PROPOSITI A RESOURCE ON A CHANNEL COST STRUCTURE REVENUE STREAMS 비용구조 수익원 A REVENUE COST 고객의 시각으로 분석하기 STREAM
- 67. Empathy map what’s on his/her mind? his/her preoccupations his/her worries what he/she thinks what does he/ what does he/ she see? she hear? his/her environment what his/her boss says his/her friends what his/her friends say what the market offers him/her what media influences him/her what does he/she say? 감정이입 도표 his/her attitude how he/she appears in public what he/she tells others [Source: XPLANE, the visual thinking company]
- 68. “ ” Jobs-to-be-done offers a clear way to innovate Clay Christensen HBS 수행할 작업
- 69. Empathy map (JTBD) what are his/her biggest gains? what is his/her job-to-be-done? what are his/her biggest pains? 감정이입 도표 [adapted from: XPLANE]
- 70. desig obser n ve 가치 제안 설계자
- 71. Day Month Year No. Rank each gain according to its relevance to your customer. Is it substantial or is it insignificant? For each gain indicate how often it occurs. Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs. Describe how your products and services create customer gains. Describe the benefits your customer expects, desires or would be surprised by. How do they create benefits your customer expects, desires or would be surprised This includes functional utility, social gains, positive emotions, and cost savings. by, including functional utility, social gains, positive emotions, and cost savings? List all the products and services your value proposition is built around. Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the Which products and services do you offer that help your customer get either a needs they are trying to satisfy. functional, social, or emotional job done, or help him/her satisfy basic needs? Which ancillary products and services help your customer perform the roles of: Besides trying to get a core job done, your customer performs ancillary jobs in differ- Products and services may either by tangible (e.g. manufactured goods, face-to- ent roles. Describe the jobs your customer is trying to get done as: face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services). Rank all products and services according to their importance to your customer. Describe how your products and services alleviate customer pains. How do they Describe negative emotions, undesired costs and situations, and risks that your Are they crucial or trivial to your customer? eliminate or reduce negative emotions, undesired costs and situations, and risks customer experiences or could experience before, during, and after getting the your customer experiences or could experience before, during, and after getting job done. the job done? Rank each job according to its significance to your customer. Is it crucial or is it trivial? For each job indicate how often it occurs. Rank each pain according to the intensity it represents for your customer. Is it very intense or is it very light.? For each pain indicate how often it occurs. Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done? Create one for each Customer Segment in your Business Model Copyright of Business Model Foundry GmbH 가치 제안 설계자 Designed by: Produced by: Business Model Foundry GmbH Stattys GmbH Kalkbreitestrasse 71, Weissbadstrasse 14 8003 Zürich 9050 Appenzell www.businessmodelgeneration.com www.stattys.com http://www.businessmodelgeneration.com
- 72. testing 3 models 모델 테스트
- 73. DIAGNOSTIC QUESTIONING 진단을 위한 질문
- 74. strength
- 78. ? what does it means for business models? 비지니스 모델 측면에서 의미하는 바는?
- 79. a business model might look great on paper... .. but after all it is only a... 비지니스 모델
- 80. ... set of hypotheses KEY KEY VALUE CUSTOMER CUSTOMER PARTNERS ACTIVITIES PROPOSITION RELATIONSHIP SEGMENT GUESS GUESS GUESS GUESS KEY GUESS DISTRIBUTION GUESS RESOURCES CHANNEL GUESS GUESS GUESS GUESS COST REVENUES GUESS GUESS GUESS 일군의 가설들
- 81. “ there are no facts in the building... so get the hell out and talk to ” customers Steve Blank entrepreneur & author 밖으로 나가 고객과 이야기하기
- 82. test each hypothesis 각 가설의 테스트
- 83. ... adapt the business model customer customer customer company discovery validation creation building pivot 모델의 적용
- 85. ? where is solar energy particularly useful? 태양 에너지가 각별히 유용한 곳은?
- 86. Jigar Shah
- 87. shopping centers 쇼핑 센터 87
- 88. ? What could be a scalable business model for SunEdison ? SunEdison 에 적합한 확장 가능한 비지니스 모델이 있다면?
- 89. 1 PARTNERS 핵심 파트너십 ACTIVITIES 핵심활동 VALUE (선 에디슨) PROPOSITION 가치 제안 RELATIONSHIP 고객관계 CUSTOMERS 고객 세그먼트 INSTALL PANELS 패널 설치 LONG TERM CUSTOMER RELATIONS ACQUISITION PANEL 장기거래관계 S HOPPING MANUFACTURERS 고객 유치 CENTERS EL SOLAR PAN ON INSTALLATI 패널 제조업체들 RESOURCES 핵심자원 CHANNELS 채널 쇼핑 센터들 태양 전지판 SOLAR EXPERTS SALES FORCE PATENTS 태양열 전문가들 판매 인력 특허 COST 비용구조 REVENUES 수익원 PURCHASIN G FEE 구입비
- 90. ? why don’t the retail stores and shopping centers switch to solar energy? 쇼핑 센터들이 태양열 에너지로 바꾸지 않는 이유는?
- 92. nd tor es a il s reta to ’t the sw itch do n ters why cen pp ing 지 않는 sho gy ? 바꾸 ner ar e 지로 so l 열 에너 태양 는? 들이 이유 센터 쇼핑 92
- 93. ? what if we gave the panels away for free to eliminate the hurdle of upfront investment 만약 패널들을 무상으로 주었다면?
- 94. 2 PARTNERS 핵심 파트너십 ACTIVITIES 핵심활동 INSTALL VALUE PROPOSITION 가치 제안 RELATIONSHIP 고객관계 CUSTOMERS 고객 세그먼트 PANELS 패널 설치 CUSTOMER LONG TERM AC ISIT E IR ACQUQU ION RELATIONS PANEL PPAS 고객 유치 장기거래관계 S HOPPING MANUFACTURERS PPA 획득 EL CENTERS SOLAR PAN ON INSTALLATI 패널 제조업체들 RESOURCES 핵심자원 PO WER CHANNELS 채널 쇼핑 센터들 PURCHASIN G AGREEMEN판 SOLAR 태 양 전지 TS EXPERTS PATENTS 전력 구매 협정 태양열 전문가들 특허 SALES FORCE SOLAR ENE R 판매 인력 INSTALLAT GY IONS 태양에너지 설치 COST 비용구조 REVENUES 수익원 PURCHASIN REGULAR G FEE PPA PAYMENTS 구입비 력구매 협정 일반 지불형 전
- 95. ? but how to finance the upfront investment 선불 투자를 지불할 수 있는 방법은?
- 96. the nce ina to f nt h ow tme but ves ron t in 법 은? upf 있는방 수 지 불할 를 투자 선불 96
- 97. 3 PARTNERS 핵심 파트너십 ACTIVITIES 핵심활동 INSTALL ACQUIRE VALUE PROPOSITION 가치 제안 RELATIONSHIP 고객관계 CUSTOMERS 고객 세그먼트 PANELS PPAS 패널 설치 PPA 획득 LONG TERM ACQUIRE RELATIONS INVESTORS PANEL 장기거래관계 S HOPPING MANUFACTURERS 투자자들 유치 PO WER CENTERS PURCHASIN G RESOURCES 핵심자원 AGREEMEN CHANNELS 채널 TS 쇼핑 센터들 패널 제조업체들 전력 구매 협정 EXPERTS PATENTS SALES FORCE 태양열 전문가들 특허 판매 인력 INSTITU TIONAL E LOW-RISK & PRIVAT S INVESTMEN T FINANC INVESTOR INSTALLATIONS RETURN IAL POOL OF PPAS INSTITU TIONS 인 투자자들 태양에너지 설치 투자수익 기관 및 개 太 能安装 위험도가 낮은 금융 기관들 COST 비용구조 REVENUES 수익원 INVESTMEN DEVEPPAE T LOPM PAYMENTS & FEE NT MONITORIN G FEE 투자 비용 太 能专家 개발 및 모니터링 비용
- 98. SunEdison became the largest provider of solar power in the US 미국에서 가장 큰 태양열 발전소
- 99. 123 비지니스 모델 설계 사고과정 모델 테스트 business model design thinking testing models