SlideShare una empresa de Scribd logo
1 de 31
Descargar para leer sin conexión




2015.3.2

Yongho (Brad) Cho 

Why
 you
 need
VisionArena Co.,Ltd All Right Reserved http://Visionarena.co.kr
Create Different
This work is licensed under the Creative Commons Attribution-Non Commercial-Share Alike 3.0 Unported
License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/ .
Attribution — You must attribute the work in the manner specified by the author or licensor (but
not in any way that suggests that they endorse you or your use of the work).
You are free :
to Share — to copy, distribute and transmit the work
to Remix — to adapt the work
to make Non commercial use of the work
Under the following conditions:
All of Business Model Zen Frameworks can be used under the CCL’
Share Alike — If you alter, transform, or build upon this work, you may distribute the resulting
work only under the same or similar license to this one.
Let me know your public URL of altered work. ( bmzen@visionarena.co.kr)
Thanks for inspiration. You can reference these books.
- Business Model Generation by Alexander Osterwalder  Yves Pigneur
- Seizing the White Space by A.G. Lafley and Mark W. Johnson
- The Profit Zone by Adrian J. Slywotzky
- Free by Chris Anderson
- Not for Free by Saul J. Berman
Mission of Business Model Zen
“Helping People
To Design and Act
Viable Business Innovation”
If you already have any of below questions,
then you should consider Business Model Zen.
- How can I make my business model much more divergent?
- How can I use significant innovation methods all together easily?
- How can I do business things right with right things?
- How can I produce great business ideas?
WHY WE NEED ANOTHER
BUSINESS MODEL APPROACH
Business Model Zen Canvas
http://businessmodelzen.com
Customer
Mission
Problem
Market
Solution
Advantage
Empathy
High Concept
Revenue
Cost
Cooperator
Cooperator
for
Market
for
Innovation
Exploring Opportunities
Generating Ideas Do  Test
Learn  Pivot
Business Model Zen Canvas
- One page canvas that integrates concept-plan-action
4by4 Business Model Patterns
- 38 powerful business model patterns
Sum, Split, 
Subtract
 Orchestrate
Flow
Twist
SOFT Ideation Wheel
- 25 innovative ideation thinking set
Business Model Map
- cross-over map among blue ocean strategy,
service design, lean startup and bm canvas
Business Model Zen Diagnostic
- Strategical diagnostic framework for business model
Customer Problem
Mission Market
Solution Empathy
Advantage High Concept
Revenue
Cost
Cooperator
Cooperator
for
Market
for
Innovation
Making Good Ideas BM Health Check
Extending Cross-
Over Utility
Empowering
patterns
Unfolded BM Cube
Innovation Solution Box
Even if you fill prevalent business
model canvas with Bad Concept
that can’t sell, you get little
feedback to reflect.
How can I do business things
right with right things?
Problem (1)
Key Question
BUSINESS MODEL ZEN
CANVAS
Solution
Provide
Single Integrated Business View
of ‘Concept-Plan-Action’ with
systematic reflection
with BM Diagnostics
Why you need - Business Model Zen
http://businessmodelzen.com
 
Customer
Mission
Problem
Market
Solution
Advantage
Empathy
High Concept
Revenue
Cost
Cooperator
for Innovation
Exploring Opportunities
Generating Ideas Do  Test
Learn  Pivot
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/ .
Who is my customer?
What is my promise to customer?
What is my customer’s unmet needs?
Are the needs attractive enough to the market?
What are my value propositions to the customer?
Does it have unfair advantages over my competitors?
How can I evoke empathy from my customer?
Does my concept have emotional and cultural aspects?
What is main revenue stream of my business?
What is main cost structure of my business?
Who should I work with to make the
Solution?
Who should I work with to enter the Market?
Date: / /
 
Group:
 
Version:
 Business
Name
 Business Model Zen Canvas
What are candidate solutions for customer problem? Which ideas are in the top priorities?
What are the business opportunities according to business environments, customer needs, lifestyle, social
culture and technology that are changing?
What are the key metrics to test market hypothesis?
If gap exists, what is the main cause of it?
Do we need partial adjustment or big change?
What are the concrete actions to go to market and
test market hypothesis?
Cooperator
for Market
2 3
1
4
5
6
7
8
9
10
Business Model Zen Diagnostics version 1.5
http://businessmodelzen.com
 
Customer
Mission
Problem
Market
Solution
Advantage
Empathy
High Concept
Revenue
Cost
Cooperator
for Innovation
Exploring Opportunities
Generating Ideas Do  Test
Learn  Pivot
This work is licensed under the Creative Commons Attribution-Non Commercial-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/ .
Who is my customer?
What is my promise to customer?
What is my customer’s unmet needs?
Are the needs attractive enough to the market?
What are my value propositions to the customer?
Does it have unfair advantages over my competitors?
How can I evoke empathy from my customer?
Does my concept have emotional and cultural aspects?
What is main revenue stream of my business?
What is main cost structure of my business?
Who should I work with to make the Solution?
Who should I work with to enter the Market?
Instructions
to diagnose
 
1)  Before diagnosing, you are recommended to design the preliminary business model with ZEN canvas.
2)  Diagnose each blocks one by one following block number (located in upper right corner of each block).
3)  If your business fall in red zone while assessing, it is a important signal to review and redesign your business model again. (blue is OK, green needs some review)
What are candidate solutions for customer problem? Which ideas are in the top priorities?
What are the business opportunities according to business environments, customer needs, lifestyle, social culture and
technology that are changing?
What are the key metrics to test market hypothesis?
If gap exists, what is the main cause of it?
Do we need partial adjustment or big change?
What are the concrete actions to go to market and test
market hypothesis?
Cooperator
for Market
2 3
1
4
5
6
7
8
9
10
X axis: Mission and customer value fitness
 
Y axis: Mission and target customer fitness
 
Low! High!
Low!
High!
‘Customer’ area Asses Criteria
 
“Does the mission match the actually pursued value?”!
Pass: I Check If OK: II, III Reconsider: IV
 
Check if
adjusting
customer
Value is
needed!
Check if re-
targeting
customer is
needed!
X axis: Number of customers
 
Y axis: Importance of customer problem (payment inclination)
 
Low! High!
Low!
High!
‘Problem’ area Asses Criteria
 
“How big is the sum of problem?”!
Pass: I Check If OK: II, III Reconsider: IV
 
II I
IV III
X axis: Degree of market competition on solving problem
 
Y axis: Degree of differentiation
 
High! Low!
Low (Incremental)!
High (Substantial)!
‘Solution’ area Asses Criteria
 
“How much can the solution be differentiated? ”!
Pass: I Check If OK: II, III Reconsider: IV

Más contenido relacionado

La actualidad más candente

Business model innovation distr
Business model innovation   distrBusiness model innovation   distr
Business model innovation distrLakshayyadav5
 
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)SPENTREP - Business Model Innovation (reported by Emmanuel Junio)
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)emmanueljunio
 
Business Model Design, For a Competitive Startup
Business Model Design, For a Competitive StartupBusiness Model Design, For a Competitive Startup
Business Model Design, For a Competitive StartupMotaz Agamawi
 
10 Tips 4 Business Model Innovation
10 Tips 4 Business Model Innovation10 Tips 4 Business Model Innovation
10 Tips 4 Business Model InnovationPatrick Van der Pijl
 
Lean Startup Essentials - STARTup Live Hagenberg
Lean Startup Essentials - STARTup Live HagenbergLean Startup Essentials - STARTup Live Hagenberg
Lean Startup Essentials - STARTup Live HagenbergLukas Fittl
 
Entrepreneurial Design: Building a business that customers love and with whic...
Entrepreneurial Design: Building a business that customers love and with whic...Entrepreneurial Design: Building a business that customers love and with whic...
Entrepreneurial Design: Building a business that customers love and with whic...Patrick Stähler
 
Creating value by design thinking or create businesses that customers love
Creating value by design thinking or create businesses that customers loveCreating value by design thinking or create businesses that customers love
Creating value by design thinking or create businesses that customers lovePatrick Stähler
 
A Business DNA Map of the Business Model Canvas
A Business DNA Map of the Business Model CanvasA Business DNA Map of the Business Model Canvas
A Business DNA Map of the Business Model CanvasRod King, Ph.D.
 
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartups
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsLEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartups
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsRod King, Ph.D.
 
Lecture 1: Business Model & Customer Development
Lecture 1: Business Model & Customer DevelopmentLecture 1: Business Model & Customer Development
Lecture 1: Business Model & Customer DevelopmentStanford University
 
What your strategy professors forgot to teach you
What your strategy professors forgot to teach youWhat your strategy professors forgot to teach you
What your strategy professors forgot to teach youPatrick Stähler
 
Business models - Delivering value to your customers, your partners and yours...
Business models - Delivering value to your customers, your partners and yours...Business models - Delivering value to your customers, your partners and yours...
Business models - Delivering value to your customers, your partners and yours...Startup Pirates
 
Business model innovation
Business model innovationBusiness model innovation
Business model innovationbeltamayo
 
Data Insights Driven Business Model Innovation
Data Insights Driven Business Model InnovationData Insights Driven Business Model Innovation
Data Insights Driven Business Model InnovationPatrick Stähler
 
Service Design: A Marketer's Secret Weapon
Service Design: A Marketer's Secret WeaponService Design: A Marketer's Secret Weapon
Service Design: A Marketer's Secret WeaponChallis Hodge
 
3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...
3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...
3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...Rod King, Ph.D.
 
Marketing Value Proposition and Positioning of Early Stage Technology: Five L...
Marketing Value Proposition and Positioning of Early Stage Technology: Five L...Marketing Value Proposition and Positioning of Early Stage Technology: Five L...
Marketing Value Proposition and Positioning of Early Stage Technology: Five L...Kikuyu Daniels
 

La actualidad más candente (20)

Business model innovation distr
Business model innovation   distrBusiness model innovation   distr
Business model innovation distr
 
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)SPENTREP - Business Model Innovation (reported by Emmanuel Junio)
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)
 
Business Model Design, For a Competitive Startup
Business Model Design, For a Competitive StartupBusiness Model Design, For a Competitive Startup
Business Model Design, For a Competitive Startup
 
10 Tips 4 Business Model Innovation
10 Tips 4 Business Model Innovation10 Tips 4 Business Model Innovation
10 Tips 4 Business Model Innovation
 
Business Model Zen Checklist
Business Model Zen ChecklistBusiness Model Zen Checklist
Business Model Zen Checklist
 
Lean Startup Essentials - STARTup Live Hagenberg
Lean Startup Essentials - STARTup Live HagenbergLean Startup Essentials - STARTup Live Hagenberg
Lean Startup Essentials - STARTup Live Hagenberg
 
Business Model Cube
Business Model CubeBusiness Model Cube
Business Model Cube
 
Entrepreneurial Design: Building a business that customers love and with whic...
Entrepreneurial Design: Building a business that customers love and with whic...Entrepreneurial Design: Building a business that customers love and with whic...
Entrepreneurial Design: Building a business that customers love and with whic...
 
Creating value by design thinking or create businesses that customers love
Creating value by design thinking or create businesses that customers loveCreating value by design thinking or create businesses that customers love
Creating value by design thinking or create businesses that customers love
 
A Business DNA Map of the Business Model Canvas
A Business DNA Map of the Business Model CanvasA Business DNA Map of the Business Model Canvas
A Business DNA Map of the Business Model Canvas
 
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartups
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsLEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartups
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartups
 
Lecture 1: Business Model & Customer Development
Lecture 1: Business Model & Customer DevelopmentLecture 1: Business Model & Customer Development
Lecture 1: Business Model & Customer Development
 
BMC in a nutshell
BMC in a nutshellBMC in a nutshell
BMC in a nutshell
 
What your strategy professors forgot to teach you
What your strategy professors forgot to teach youWhat your strategy professors forgot to teach you
What your strategy professors forgot to teach you
 
Business models - Delivering value to your customers, your partners and yours...
Business models - Delivering value to your customers, your partners and yours...Business models - Delivering value to your customers, your partners and yours...
Business models - Delivering value to your customers, your partners and yours...
 
Business model innovation
Business model innovationBusiness model innovation
Business model innovation
 
Data Insights Driven Business Model Innovation
Data Insights Driven Business Model InnovationData Insights Driven Business Model Innovation
Data Insights Driven Business Model Innovation
 
Service Design: A Marketer's Secret Weapon
Service Design: A Marketer's Secret WeaponService Design: A Marketer's Secret Weapon
Service Design: A Marketer's Secret Weapon
 
3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...
3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...
3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...
 
Marketing Value Proposition and Positioning of Early Stage Technology: Five L...
Marketing Value Proposition and Positioning of Early Stage Technology: Five L...Marketing Value Proposition and Positioning of Early Stage Technology: Five L...
Marketing Value Proposition and Positioning of Early Stage Technology: Five L...
 

Similar a Why you need - Business Model Zen

From a concept to viable business — How do we know if we are building the rig...
From a concept to viable business — How do we know if we are building the rig...From a concept to viable business — How do we know if we are building the rig...
From a concept to viable business — How do we know if we are building the rig...Marko Taipale
 
From a concept to viable business — How do we know if we are building the rig...
From a concept to viable business — How do we know if we are building the rig...From a concept to viable business — How do we know if we are building the rig...
From a concept to viable business — How do we know if we are building the rig...Gosei Oy
 
Got an idea and want to start a business
Got an idea and want to start a businessGot an idea and want to start a business
Got an idea and want to start a businessEra Abraham Iyayi
 
Agiles 2015 - Lean Visual Strategy - 22Oct15
Agiles 2015 - Lean Visual Strategy  - 22Oct15Agiles 2015 - Lean Visual Strategy  - 22Oct15
Agiles 2015 - Lean Visual Strategy - 22Oct15Cheryl Quirion
 
VicHealth Physical Activity Innovation Challenge Concept Development Workshop...
VicHealth Physical Activity Innovation Challenge Concept Development Workshop...VicHealth Physical Activity Innovation Challenge Concept Development Workshop...
VicHealth Physical Activity Innovation Challenge Concept Development Workshop...Doing Something Good
 
Startup Pitch Deck (2018)
Startup Pitch Deck (2018)Startup Pitch Deck (2018)
Startup Pitch Deck (2018)Angela Lee
 
Turning Good Ideas into Great Products
Turning Good Ideas into Great ProductsTurning Good Ideas into Great Products
Turning Good Ideas into Great ProductsChristina Wodtke
 
Business model thinking
Business model thinkingBusiness model thinking
Business model thinkingMike Stefaniuk
 
How to Build and Finance Very Successful Start Ups the coming 10 years
How to Build and Finance Very  Successful  Start Ups the coming 10 yearsHow to Build and Finance Very  Successful  Start Ups the coming 10 years
How to Build and Finance Very Successful Start Ups the coming 10 yearsMike Mastroyiannis
 
Business Model Canvas
Business Model CanvasBusiness Model Canvas
Business Model CanvasPrama Academy
 
Lean Startup Basics - Evidence Based Entrepreneurship
Lean Startup Basics - Evidence Based EntrepreneurshipLean Startup Basics - Evidence Based Entrepreneurship
Lean Startup Basics - Evidence Based EntrepreneurshipKelly Schwedland
 
Eugene Crehan - Understanding Your Business Model
Eugene Crehan - Understanding Your Business ModelEugene Crehan - Understanding Your Business Model
Eugene Crehan - Understanding Your Business ModelBizcamp South East
 
Social Wave Strategy
Social Wave StrategySocial Wave Strategy
Social Wave StrategyJay Deragon
 
Business Model Canvas: Developing and Testing the Business Concept
Business Model Canvas: Developing and Testing the Business ConceptBusiness Model Canvas: Developing and Testing the Business Concept
Business Model Canvas: Developing and Testing the Business ConceptTim R. Holcomb, Ph.D.
 
6203 strategic marketing and innovation assessment strategy
6203 strategic marketing and innovation assessment strategy 6203 strategic marketing and innovation assessment strategy
6203 strategic marketing and innovation assessment strategy AASTHA76
 
Go-to-Market Strategy
Go-to-Market StrategyGo-to-Market Strategy
Go-to-Market StrategyJeremy Horn
 
Business Model Innovation Workshop: Gent 2/2/2017
Business Model Innovation Workshop: Gent 2/2/2017Business Model Innovation Workshop: Gent 2/2/2017
Business Model Innovation Workshop: Gent 2/2/2017Bryan Cassady
 
ktc Empathy-driven Innovation Part 3
ktc Empathy-driven Innovation Part 3ktc Empathy-driven Innovation Part 3
ktc Empathy-driven Innovation Part 3Jeroen Gerritsma
 
Lean Startup Analytics and MVP – Lecture and Workshop at Zeppelin University
Lean Startup Analytics and MVP – Lecture and Workshop at Zeppelin UniversityLean Startup Analytics and MVP – Lecture and Workshop at Zeppelin University
Lean Startup Analytics and MVP – Lecture and Workshop at Zeppelin UniversitySebastian Fittko
 

Similar a Why you need - Business Model Zen (20)

From a concept to viable business — How do we know if we are building the rig...
From a concept to viable business — How do we know if we are building the rig...From a concept to viable business — How do we know if we are building the rig...
From a concept to viable business — How do we know if we are building the rig...
 
From a concept to viable business — How do we know if we are building the rig...
From a concept to viable business — How do we know if we are building the rig...From a concept to viable business — How do we know if we are building the rig...
From a concept to viable business — How do we know if we are building the rig...
 
Got an idea and want to start a business
Got an idea and want to start a businessGot an idea and want to start a business
Got an idea and want to start a business
 
Agiles 2015 - Lean Visual Strategy - 22Oct15
Agiles 2015 - Lean Visual Strategy  - 22Oct15Agiles 2015 - Lean Visual Strategy  - 22Oct15
Agiles 2015 - Lean Visual Strategy - 22Oct15
 
VicHealth Physical Activity Innovation Challenge Concept Development Workshop...
VicHealth Physical Activity Innovation Challenge Concept Development Workshop...VicHealth Physical Activity Innovation Challenge Concept Development Workshop...
VicHealth Physical Activity Innovation Challenge Concept Development Workshop...
 
Startup Pitch Deck (2018)
Startup Pitch Deck (2018)Startup Pitch Deck (2018)
Startup Pitch Deck (2018)
 
Turning Good Ideas into Great Products
Turning Good Ideas into Great ProductsTurning Good Ideas into Great Products
Turning Good Ideas into Great Products
 
Business model thinking
Business model thinkingBusiness model thinking
Business model thinking
 
How to Build and Finance Very Successful Start Ups the coming 10 years
How to Build and Finance Very  Successful  Start Ups the coming 10 yearsHow to Build and Finance Very  Successful  Start Ups the coming 10 years
How to Build and Finance Very Successful Start Ups the coming 10 years
 
Business Model Canvas
Business Model CanvasBusiness Model Canvas
Business Model Canvas
 
Lean Startup Basics - Evidence Based Entrepreneurship
Lean Startup Basics - Evidence Based EntrepreneurshipLean Startup Basics - Evidence Based Entrepreneurship
Lean Startup Basics - Evidence Based Entrepreneurship
 
Eugene Crehan - Understanding Your Business Model
Eugene Crehan - Understanding Your Business ModelEugene Crehan - Understanding Your Business Model
Eugene Crehan - Understanding Your Business Model
 
Social Wave Strategy
Social Wave StrategySocial Wave Strategy
Social Wave Strategy
 
Business Model Canvas: Developing and Testing the Business Concept
Business Model Canvas: Developing and Testing the Business ConceptBusiness Model Canvas: Developing and Testing the Business Concept
Business Model Canvas: Developing and Testing the Business Concept
 
6203 strategic marketing and innovation assessment strategy
6203 strategic marketing and innovation assessment strategy 6203 strategic marketing and innovation assessment strategy
6203 strategic marketing and innovation assessment strategy
 
4 business planning
4   business planning4   business planning
4 business planning
 
Go-to-Market Strategy
Go-to-Market StrategyGo-to-Market Strategy
Go-to-Market Strategy
 
Business Model Innovation Workshop: Gent 2/2/2017
Business Model Innovation Workshop: Gent 2/2/2017Business Model Innovation Workshop: Gent 2/2/2017
Business Model Innovation Workshop: Gent 2/2/2017
 
ktc Empathy-driven Innovation Part 3
ktc Empathy-driven Innovation Part 3ktc Empathy-driven Innovation Part 3
ktc Empathy-driven Innovation Part 3
 
Lean Startup Analytics and MVP – Lecture and Workshop at Zeppelin University
Lean Startup Analytics and MVP – Lecture and Workshop at Zeppelin UniversityLean Startup Analytics and MVP – Lecture and Workshop at Zeppelin University
Lean Startup Analytics and MVP – Lecture and Workshop at Zeppelin University
 

Más de The Innovation Lab

비즈니스모델 젠 worksheet for Industry
비즈니스모델 젠 worksheet for Industry비즈니스모델 젠 worksheet for Industry
비즈니스모델 젠 worksheet for IndustryThe Innovation Lab
 
지속 성장 가설 검증을 위한 비주얼 액션보드 (G-Type) 소개
지속 성장 가설 검증을 위한 비주얼 액션보드 (G-Type) 소개 지속 성장 가설 검증을 위한 비주얼 액션보드 (G-Type) 소개
지속 성장 가설 검증을 위한 비주얼 액션보드 (G-Type) 소개 The Innovation Lab
 
Visual ActionBoard (Growth Check Type)
Visual ActionBoard (Growth Check Type)Visual ActionBoard (Growth Check Type)
Visual ActionBoard (Growth Check Type)The Innovation Lab
 
비즈니스모델 젠 철학적 배경 (Philosophy Book)
비즈니스모델 젠 철학적 배경 (Philosophy Book)비즈니스모델 젠 철학적 배경 (Philosophy Book)
비즈니스모델 젠 철학적 배경 (Philosophy Book)The Innovation Lab
 
협동조합 비즈니스용 비즈니스모델 Zen 워크시트 (공개용)
협동조합 비즈니스용 비즈니스모델 Zen 워크시트 (공개용)협동조합 비즈니스용 비즈니스모델 Zen 워크시트 (공개용)
협동조합 비즈니스용 비즈니스모델 Zen 워크시트 (공개용)The Innovation Lab
 
협동조합 전용 비즈니스모델 젠 캔버스
협동조합 전용 비즈니스모델 젠 캔버스협동조합 전용 비즈니스모델 젠 캔버스
협동조합 전용 비즈니스모델 젠 캔버스The Innovation Lab
 
기업가정신과 혁신
기업가정신과 혁신 기업가정신과 혁신
기업가정신과 혁신 The Innovation Lab
 
비즈니스모델 차별화 전략 (What to Differentiate)
비즈니스모델 차별화 전략 (What to Differentiate)비즈니스모델 차별화 전략 (What to Differentiate)
비즈니스모델 차별화 전략 (What to Differentiate)The Innovation Lab
 
Visual Action Board (for Value Check, English Edition)
Visual Action Board (for Value Check, English Edition)Visual Action Board (for Value Check, English Edition)
Visual Action Board (for Value Check, English Edition)The Innovation Lab
 
혁신의 완성을 위한 BM 실행법
혁신의 완성을 위한 BM 실행법혁신의 완성을 위한 BM 실행법
혁신의 완성을 위한 BM 실행법The Innovation Lab
 
Visual ActionBoard 소개
Visual ActionBoard 소개Visual ActionBoard 소개
Visual ActionBoard 소개The Innovation Lab
 
왜 비즈니스모델 건강성 진단이 필요한가
왜 비즈니스모델 건강성 진단이 필요한가왜 비즈니스모델 건강성 진단이 필요한가
왜 비즈니스모델 건강성 진단이 필요한가The Innovation Lab
 
소셜벤처 전용 비즈니스모델 Zen 워크시트 (공개용)
소셜벤처 전용 비즈니스모델 Zen 워크시트 (공개용)소셜벤처 전용 비즈니스모델 Zen 워크시트 (공개용)
소셜벤처 전용 비즈니스모델 Zen 워크시트 (공개용)The Innovation Lab
 
소셜벤처 전용 비즈니스모델 젠 캔버스 (A3)
소셜벤처 전용 비즈니스모델 젠 캔버스 (A3)소셜벤처 전용 비즈니스모델 젠 캔버스 (A3)
소셜벤처 전용 비즈니스모델 젠 캔버스 (A3)The Innovation Lab
 
MIT스타트업 바이블과 비즈니스모델 디자인의 접목 (BMF발표자료)
MIT스타트업 바이블과 비즈니스모델 디자인의 접목 (BMF발표자료)MIT스타트업 바이블과 비즈니스모델 디자인의 접목 (BMF발표자료)
MIT스타트업 바이블과 비즈니스모델 디자인의 접목 (BMF발표자료)The Innovation Lab
 
The Economics of Apple iPhone Introduction (1)
The Economics of Apple  iPhone Introduction (1)The Economics of Apple  iPhone Introduction (1)
The Economics of Apple iPhone Introduction (1)The Innovation Lab
 
The Economics of Apple iPhone Introduction (2)
The Economics of Apple  iPhone Introduction (2)The Economics of Apple  iPhone Introduction (2)
The Economics of Apple iPhone Introduction (2)The Innovation Lab
 
비즈니스모델 포럼 9회차 오픈세미나 '사회문제를 해결하는 비즈니스'
비즈니스모델 포럼 9회차 오픈세미나 '사회문제를 해결하는 비즈니스' 비즈니스모델 포럼 9회차 오픈세미나 '사회문제를 해결하는 비즈니스'
비즈니스모델 포럼 9회차 오픈세미나 '사회문제를 해결하는 비즈니스' The Innovation Lab
 
제8회 비즈니스모델 포럼 오픈세미나, '색다른 세가지 경영전략' 강연 요약
제8회 비즈니스모델 포럼 오픈세미나, '색다른 세가지 경영전략' 강연 요약제8회 비즈니스모델 포럼 오픈세미나, '색다른 세가지 경영전략' 강연 요약
제8회 비즈니스모델 포럼 오픈세미나, '색다른 세가지 경영전략' 강연 요약The Innovation Lab
 
SOFT Ideation - To make great business ideas, then make it SOFT
SOFT Ideation - To make great business ideas, then make it SOFTSOFT Ideation - To make great business ideas, then make it SOFT
SOFT Ideation - To make great business ideas, then make it SOFTThe Innovation Lab
 

Más de The Innovation Lab (20)

비즈니스모델 젠 worksheet for Industry
비즈니스모델 젠 worksheet for Industry비즈니스모델 젠 worksheet for Industry
비즈니스모델 젠 worksheet for Industry
 
지속 성장 가설 검증을 위한 비주얼 액션보드 (G-Type) 소개
지속 성장 가설 검증을 위한 비주얼 액션보드 (G-Type) 소개 지속 성장 가설 검증을 위한 비주얼 액션보드 (G-Type) 소개
지속 성장 가설 검증을 위한 비주얼 액션보드 (G-Type) 소개
 
Visual ActionBoard (Growth Check Type)
Visual ActionBoard (Growth Check Type)Visual ActionBoard (Growth Check Type)
Visual ActionBoard (Growth Check Type)
 
비즈니스모델 젠 철학적 배경 (Philosophy Book)
비즈니스모델 젠 철학적 배경 (Philosophy Book)비즈니스모델 젠 철학적 배경 (Philosophy Book)
비즈니스모델 젠 철학적 배경 (Philosophy Book)
 
협동조합 비즈니스용 비즈니스모델 Zen 워크시트 (공개용)
협동조합 비즈니스용 비즈니스모델 Zen 워크시트 (공개용)협동조합 비즈니스용 비즈니스모델 Zen 워크시트 (공개용)
협동조합 비즈니스용 비즈니스모델 Zen 워크시트 (공개용)
 
협동조합 전용 비즈니스모델 젠 캔버스
협동조합 전용 비즈니스모델 젠 캔버스협동조합 전용 비즈니스모델 젠 캔버스
협동조합 전용 비즈니스모델 젠 캔버스
 
기업가정신과 혁신
기업가정신과 혁신 기업가정신과 혁신
기업가정신과 혁신
 
비즈니스모델 차별화 전략 (What to Differentiate)
비즈니스모델 차별화 전략 (What to Differentiate)비즈니스모델 차별화 전략 (What to Differentiate)
비즈니스모델 차별화 전략 (What to Differentiate)
 
Visual Action Board (for Value Check, English Edition)
Visual Action Board (for Value Check, English Edition)Visual Action Board (for Value Check, English Edition)
Visual Action Board (for Value Check, English Edition)
 
혁신의 완성을 위한 BM 실행법
혁신의 완성을 위한 BM 실행법혁신의 완성을 위한 BM 실행법
혁신의 완성을 위한 BM 실행법
 
Visual ActionBoard 소개
Visual ActionBoard 소개Visual ActionBoard 소개
Visual ActionBoard 소개
 
왜 비즈니스모델 건강성 진단이 필요한가
왜 비즈니스모델 건강성 진단이 필요한가왜 비즈니스모델 건강성 진단이 필요한가
왜 비즈니스모델 건강성 진단이 필요한가
 
소셜벤처 전용 비즈니스모델 Zen 워크시트 (공개용)
소셜벤처 전용 비즈니스모델 Zen 워크시트 (공개용)소셜벤처 전용 비즈니스모델 Zen 워크시트 (공개용)
소셜벤처 전용 비즈니스모델 Zen 워크시트 (공개용)
 
소셜벤처 전용 비즈니스모델 젠 캔버스 (A3)
소셜벤처 전용 비즈니스모델 젠 캔버스 (A3)소셜벤처 전용 비즈니스모델 젠 캔버스 (A3)
소셜벤처 전용 비즈니스모델 젠 캔버스 (A3)
 
MIT스타트업 바이블과 비즈니스모델 디자인의 접목 (BMF발표자료)
MIT스타트업 바이블과 비즈니스모델 디자인의 접목 (BMF발표자료)MIT스타트업 바이블과 비즈니스모델 디자인의 접목 (BMF발표자료)
MIT스타트업 바이블과 비즈니스모델 디자인의 접목 (BMF발표자료)
 
The Economics of Apple iPhone Introduction (1)
The Economics of Apple  iPhone Introduction (1)The Economics of Apple  iPhone Introduction (1)
The Economics of Apple iPhone Introduction (1)
 
The Economics of Apple iPhone Introduction (2)
The Economics of Apple  iPhone Introduction (2)The Economics of Apple  iPhone Introduction (2)
The Economics of Apple iPhone Introduction (2)
 
비즈니스모델 포럼 9회차 오픈세미나 '사회문제를 해결하는 비즈니스'
비즈니스모델 포럼 9회차 오픈세미나 '사회문제를 해결하는 비즈니스' 비즈니스모델 포럼 9회차 오픈세미나 '사회문제를 해결하는 비즈니스'
비즈니스모델 포럼 9회차 오픈세미나 '사회문제를 해결하는 비즈니스'
 
제8회 비즈니스모델 포럼 오픈세미나, '색다른 세가지 경영전략' 강연 요약
제8회 비즈니스모델 포럼 오픈세미나, '색다른 세가지 경영전략' 강연 요약제8회 비즈니스모델 포럼 오픈세미나, '색다른 세가지 경영전략' 강연 요약
제8회 비즈니스모델 포럼 오픈세미나, '색다른 세가지 경영전략' 강연 요약
 
SOFT Ideation - To make great business ideas, then make it SOFT
SOFT Ideation - To make great business ideas, then make it SOFTSOFT Ideation - To make great business ideas, then make it SOFT
SOFT Ideation - To make great business ideas, then make it SOFT
 

Último

Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 

Último (20)

Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 

Why you need - Business Model Zen

  • 4. VisionArena Co.,Ltd All Right Reserved http://Visionarena.co.kr Create Different This work is licensed under the Creative Commons Attribution-Non Commercial-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/ . Attribution — You must attribute the work in the manner specified by the author or licensor (but not in any way that suggests that they endorse you or your use of the work). You are free : to Share — to copy, distribute and transmit the work to Remix — to adapt the work to make Non commercial use of the work Under the following conditions: All of Business Model Zen Frameworks can be used under the CCL’ Share Alike — If you alter, transform, or build upon this work, you may distribute the resulting work only under the same or similar license to this one. Let me know your public URL of altered work. ( bmzen@visionarena.co.kr) Thanks for inspiration. You can reference these books. - Business Model Generation by Alexander Osterwalder Yves Pigneur - Seizing the White Space by A.G. Lafley and Mark W. Johnson - The Profit Zone by Adrian J. Slywotzky - Free by Chris Anderson - Not for Free by Saul J. Berman
  • 5. Mission of Business Model Zen “Helping People To Design and Act Viable Business Innovation”
  • 6. If you already have any of below questions, then you should consider Business Model Zen. - How can I make my business model much more divergent? - How can I use significant innovation methods all together easily? - How can I do business things right with right things? - How can I produce great business ideas?
  • 7. WHY WE NEED ANOTHER BUSINESS MODEL APPROACH
  • 8. Business Model Zen Canvas http://businessmodelzen.com Customer Mission Problem Market Solution Advantage Empathy High Concept Revenue Cost Cooperator Cooperator for Market for Innovation Exploring Opportunities Generating Ideas Do Test Learn Pivot Business Model Zen Canvas - One page canvas that integrates concept-plan-action 4by4 Business Model Patterns - 38 powerful business model patterns Sum, Split, Subtract Orchestrate Flow Twist SOFT Ideation Wheel - 25 innovative ideation thinking set Business Model Map - cross-over map among blue ocean strategy, service design, lean startup and bm canvas Business Model Zen Diagnostic - Strategical diagnostic framework for business model Customer Problem Mission Market Solution Empathy Advantage High Concept Revenue Cost Cooperator Cooperator for Market for Innovation Making Good Ideas BM Health Check Extending Cross- Over Utility Empowering patterns Unfolded BM Cube Innovation Solution Box
  • 9. Even if you fill prevalent business model canvas with Bad Concept that can’t sell, you get little feedback to reflect. How can I do business things right with right things? Problem (1) Key Question
  • 10. BUSINESS MODEL ZEN CANVAS Solution Provide Single Integrated Business View of ‘Concept-Plan-Action’ with systematic reflection with BM Diagnostics
  • 13.   Customer Mission Problem Market Solution Advantage Empathy High Concept Revenue Cost Cooperator for Innovation Exploring Opportunities Generating Ideas Do Test Learn Pivot 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/ . Who is my customer? What is my promise to customer? What is my customer’s unmet needs? Are the needs attractive enough to the market? What are my value propositions to the customer? Does it have unfair advantages over my competitors? How can I evoke empathy from my customer? Does my concept have emotional and cultural aspects? What is main revenue stream of my business? What is main cost structure of my business? Who should I work with to make the Solution? Who should I work with to enter the Market? Date: / /
  • 17.  Business Model Zen Canvas What are candidate solutions for customer problem? Which ideas are in the top priorities? What are the business opportunities according to business environments, customer needs, lifestyle, social culture and technology that are changing? What are the key metrics to test market hypothesis? If gap exists, what is the main cause of it? Do we need partial adjustment or big change? What are the concrete actions to go to market and test market hypothesis? Cooperator for Market 2 3 1 4 5 6 7 8 9 10
  • 18. Business Model Zen Diagnostics version 1.5 http://businessmodelzen.com
  • 19.   Customer Mission Problem Market Solution Advantage Empathy High Concept Revenue Cost Cooperator for Innovation Exploring Opportunities Generating Ideas Do Test Learn Pivot This work is licensed under the Creative Commons Attribution-Non Commercial-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/ . Who is my customer? What is my promise to customer? What is my customer’s unmet needs? Are the needs attractive enough to the market? What are my value propositions to the customer? Does it have unfair advantages over my competitors? How can I evoke empathy from my customer? Does my concept have emotional and cultural aspects? What is main revenue stream of my business? What is main cost structure of my business? Who should I work with to make the Solution? Who should I work with to enter the Market? Instructions to diagnose
  • 20.   1)  Before diagnosing, you are recommended to design the preliminary business model with ZEN canvas. 2)  Diagnose each blocks one by one following block number (located in upper right corner of each block). 3)  If your business fall in red zone while assessing, it is a important signal to review and redesign your business model again. (blue is OK, green needs some review) What are candidate solutions for customer problem? Which ideas are in the top priorities? What are the business opportunities according to business environments, customer needs, lifestyle, social culture and technology that are changing? What are the key metrics to test market hypothesis? If gap exists, what is the main cause of it? Do we need partial adjustment or big change? What are the concrete actions to go to market and test market hypothesis? Cooperator for Market 2 3 1 4 5 6 7 8 9 10 X axis: Mission and customer value fitness
  • 21.   Y axis: Mission and target customer fitness
  • 23.   “Does the mission match the actually pursued value?”! Pass: I Check If OK: II, III Reconsider: IV
  • 24.   Check if adjusting customer Value is needed! Check if re- targeting customer is needed! X axis: Number of customers
  • 25.   Y axis: Importance of customer problem (payment inclination)
  • 27.   “How big is the sum of problem?”! Pass: I Check If OK: II, III Reconsider: IV
  • 28.   II I IV III X axis: Degree of market competition on solving problem
  • 29.   Y axis: Degree of differentiation
  • 30.   High! Low! Low (Incremental)! High (Substantial)! ‘Solution’ area Asses Criteria
  • 31.   “How much can the solution be differentiated? ”! Pass: I Check If OK: II, III Reconsider: IV
  • 32.   X axis: Degree of target customer’s empathy on problem
  • 33.   Y axis: Degree of target customer’s empathy on solution
  • 35.   “Is the degree of customer empathy enough? ”! Pass: I Check If OK: II, III Reconsider: IV
  • 36.   Check if re- targeting customer is needed! Check why solution does not have comparative advantages Is the market chance grasped through the chance search still valid? Were potential ideas fully deduced and discussed? Are the standards for verifying BM hypothesis clear and measurable? Are the practice plans for the market approach specific enough? II I IV III X axis:
  • 37.  Relevancy between revenue source Y axis: Diversity of revenue source
  • 39.   “Are the portfolio and relevant ability enough?” Pass: I Check If OK: II, III Reconsider: IV
  • 40.   Check core revenue source and competency! Check if revenue source can be diversified II I IV III X axis: Period to earn profit after launching
  • 41.   Y axis: Net Customer LTV
  • 43.   “Is the profit model powerful enough? ” Pass: I
  • 44.  
  • 45.  
  • 46.  Check If OK: II, III
  • 47.  
  • 49.   Net Customer Lifetime Value = Customer Lifetime Value
  • 50.  – Customer Acquisition Cost – Customer Retention Cost
  • 51.   Check if fund raising will be possible Check if business itself is attractive II I IV III X axis: Marginal Profit
  • 52.  
  • 53.  Y axis: Investment in Initial stage
  • 55.   “Is the profit model powerful enough?”! Pass: I Check If OK: II, III Reconsider: IV
  • 56.   Check if business itself is attractive Check if fund raising will be possible Marginal Profit = Marginal Revenue – Marginal Cost
  • 57.   and core competency II I IV III X axis: Degree of external cooperation
  • 58.   Y axis: Degree of ecosystem value integrity
  • 60.   “How many cooperation do you consider? ” Pass: I Check If OK: II, III Reconsider: IV
  • 61.   Check if you can invite more cooperators! II I IV III X axis: Easiness to cooperate with
  • 62.   Y axis: Independency to cooperators
  • 63.   Low! High! Low (Must-Have) High (Nice-to-Have) ‘Cooperator’ area Asses Criteria(II)
  • 64.   “Is cooperation possibility high? ” Pass: I Check If OK: II, III Reconsider: IV
  • 65.   Check if you can suggest positive value! Check if differentiation point exist really! II I IV III II I IV III II I IV IIICheck if you could define competition in customer’s eye! Check if you can find more customer groups who has same problem! Check if the problem really happens widely and frequently Check if you can invite more cooperators! Check if cooperation is easy or strong really! Blue means Good Red means Bad
  • 66. Business Model Zen Business Model Zen One Word that includes Balance, Integrity, Simplicity and Orientalism? Why Zen? 禪 Tao Zen (Korea) (China) (Japan) No Nationality Really~
  • 67. Business Model Canvas Where are those?? Creating Value Delivering Value Capturing Value Discovering Value Proofing Value Strategic Consideration Feedback Mechanism The old BM Canvas is good tool and we respect it. But there are significant things left to be improved.
  • 69.   Customer Mission Problem Market Solution Advantage Empathy High Concept Revenue Cost Cooperator for Innovation Exploring Opportunities Generating Ideas Do Test Learn Pivot 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/ . Who is my customer? What is my promise to customer? What is my customer’s unmet needs? Are the needs attractive enough to the market? What are my value propositions to the customer? Does it have unfair advantages over my competitors? How can I evoke empathy from my customer? Does my concept have emotional and cultural aspects? What is main revenue stream of my business? What is main cost structure of my business? Who should I work with to make the Solution? Who should I work with to enter the Market? Date: / /
  • 73.  Business Model Zen Canvas What are candidate solutions for customer problem? Which ideas are in the top priorities? What are the business opportunities according to business environments, customer needs, lifestyle, social culture and technology that are changing? What are the key metrics to test market hypothesis? If gap exists, what is the main cause of it? Do we need partial adjustment or big change? What are the concrete actions to go to market and test market hypothesis? Cooperator for Market 2 3 1 4 5 6 7 8 9 10 Business Model Zen BM Zen helps entrepreneurs not to overlook important things. Creating Value Delivering Value Capturing Value Discovering Value Proofing Value Strategic Consideration + Diagnostics
  • 74. Many ideation methods like SCAMPER, TRIZ do not fit to Business Ideation Issues exactly. Problem (2) How can we produce great business ideas? Key Question
  • 76. SOFT Ideation Level-3 S O T F http://softideation.com
  • 77.   This work is licensed under the Creative Commons Attribution-Non Commercial-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/ . Divideandsellasmuchasyouconsumed Makeitunnecessaryandomit Makenon-customerscustomers Helppeopleexchangethegoods Connect people who want to meet Make the fixed assets floating assets Change the remaining 10 minutes valuable Makethenon-stockassetsintostock Solvetheproblemoutsidethesystem Makethesystem forthepoorCombine the profitable/non-profitable products Gather distinctive proposals Gather customer’s preferences Gather great experiences Divide the share Divideintosingleoneandcontents Removethechoice Reuse what people did Connect a different kind of things Make the interest spread Changethebehaviorthroughthepleasure Changethefeaturetobesold Changetheproblemdifferently Contrive the change of order or relationMake the profit by free model Wheel
  • 78. Theme Selection Idea Generation Check Issues Problem Discovery Opportunities Exploration Theme Brainstorming Idea Expansion Brain writing Idea Classifying Idea Converge Idea Clustering Idea Voting Team Discussion Matrix Evaluation Problem-Sol ution Draw Idea Execution Issue Tree Tool SOFT-25 Checklist Brainstorming Board Brain writing Board SIG (SOFT Ideation Game) Card Idea Theme Board Idea Matrix Board Problem-Solution Draw Board Action Generate great business ideas usin g SOFT Classify and refine generated ideas Prioritize the ideas Check issues and secondary effects while executing Set the preliminary theme http://softideation.com
  • 79.   SOFT Ideation S O T F Process SIG can be played
  • 80. There are no systematic method to make my Business Model greater than (Industry average or Current) As-Is one. How can I make my business model much more divergent? Problem (3) Key Question
  • 81. 4BY4 BUSINESS MODEL PATTERN Solution Provide Tweak current business model to be Divergent
  • 82. VisionArena Co.,Ltd All Right Reserved http://Visionarena.co.kr What it is 4by4 Business Model Patterns 1. Select business core component to leverage Customer Product Channel Profit Model 2. Arithmetical Operation applied to selected business component. + - X % BM approach to leverage your business components with +,-,*,%.
  • 83. VisionArena Co.,Ltd All Right Reserved http://Visionarena.co.kr When to use 4by4 Business Model Patterns on idea exploration stage - use this framework to make new way of business not similar to industry average BM on product validation stage on business growth stage - use this framework to make initial BM (focusing on customer value) working pivoting - use this framework to make proven BM to be optimized and growth-friendly Industry Average Model Business not Validated Yet Business with Low Growth Industry Divergent Model Validated Business Business with High Growth
  • 84. VisionArena Co.,Ltd All Right Reserved http://Visionarena.co.kr 4by4 Business Model Patterns 38 BM Patterns to Change Your Biz. Customer Product Channel Profit Model + - X % ver 1.0 Low Touch De-marketing Micro Segmentation Bundling Crowd Deal Channel Aggregation Disintermediati on Referral Channel per Purpose Unbundling Fractionalizatio Mass Customization Collaborative Production Two-sided Market Brokerage Collaborative Consumption De-composition Acquiring Non customers De-profit source Time-Space Sharing Right Sharing Cross-Subsidiary 3rd party Sponsored Asset FluidizationMembership Franchise Complements Brand Expansion Cost Minimization Licensing Community Feature Composition Installment Freemium Subscription Lease Financing Time value This work is licensed under the Creative Commons Attribution-Non Commercial-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/ . http://businessmodelzen.com
  • 85. So many methods tracking innovation : Blue Ocean, Design Thinking, Lean Startup, BM Canvas and Much More.. How can I use significant innovation methods all together easily? Problem (4) Key Question
  • 86. BUSINESS MODEL MAP Solution Provide Single View of many innovation methods
  • 87. Business Model Zen Canvas http://businessmodelzen.com Customer Mission Problem Market Solution Advantage Empathy High Concept Revenue Cost Cooperator Cooperator for Market for Innovation Exploring Opportunities Generating Ideas Do Test Learn Pivot 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/ . Knowing   Desire  and   Feeling  of  User Proofing   hypothesis   with  Speed   and  Low  cost Drawing   soluons   with  Jobs-­‐to-­‐ be-­‐done Making   Compeon   Irrelevant Blue Ocean Strategy Service Design Lean Startup BM (VP) Canvas Who is my customer? What is my promise to customer? What is my customer’s unmet needs? Are the needs attractive enough to the market? What are my value propositions to the customer? Does it have unfair advantages over my competitors? How can I evoke empathy from my customer? Does my concept have emotional and cultural aspects? Who should I work with to make the Solution? Who should I work with to enter the Market? What is main revenue stream of my business? What is main cost structure of my business? 1 2 3 5 8 4 6 7 9 10 2 3 5 6 7 8 Context Descriptions Business Model Zen is a brand new approach to customer oriented BM methodologies. Can we integrate other methods in a single view? Can we use them in cross-over projects? Why not. Please go on to next page
  • 88. Blue Ocean Strategy Service Design Lean Startup BM (VP) Canvas Now you can use 4 methods all together in one business model context, Zen.
  • 89. http://businessmodelmap.com Customer Mission Problem Market Solution Advantage Empathy High Concept Revenue Cost Cooperators for Innovation Exploring Opportunities Generating Ideas Do Test Learn Pivot This work is licensed under the Creative Commons Attribution-Non Commercial-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/ . (Date:
  • 91.  0.8Business Model Zen - Map Cooperators for Market Who is my customer? What is my promise to customer? What is my customer’s unmet needs? Are the needs attractive enough to the market? What are my value propositions to the customer? Does it have unfair advantages over my competitors? How can I evoke empathy from my customer? Does my concept have emotional and cultural aspects? What is main revenue stream of my business? What is main cost structure of my business? Who should I work with to make the Solution? Who should I work with to enter the Market? ERRC Action Framework Strategy Canvas Strategy Show Six Path Non-Customer Buyer Utility Map Buyer Experience Cycle Value Factor To-Be Value Curve Strategy Sequence - Target Pricing Strategy Sequence - Adoption - Tipping Point Leadership Value Curve Monitoring Slogan (from Value Curve) PMS Map Co- creation Workshop Concept Sketch Participant Observation Persona User Journey Map Role play Contextual Interview Stakeholder Mapping Service Blueprint Service Scenarios Storyboard Service Prototyping Empathy Map Value Proposition Canvas Customer Segments Value Propositions Partners Revenue Stream Cost Structure Channels (Customer Relationships) Key Activities Key Resources MVP Value Hypothesis Growth Hypothesis A/B Test Pivot Cohort Analysis Channels Revenue Stream Cost Structure Customer Segments Early Adopters Problem Alternatives Solution UVP Unfair Advantage Key Metrics BO SD LS BC Blue Ocean Strategy Service Design Lean Startup BM Canvas LS ItemsBMC Items
  • 92. Global Approach Toolkit listed on LeanStartup Circle Wiki Warm Testimonials from BM Communities The 3rd arrived BM master template on Canvanizer and BM Fiddle More (click) More (click) More (click)
  • 94. For more information Visit homepage: http://businessmodelzen.com Email: admin@businessmodelzen.com Phone: +82.2.3454.1108 Contact Person: Brad Cho Customer Centric Business Approach Starting with Why This year, Business Model Zen will enter only one global country. Do you want to take a chance?