Customer centric business model approach starting with Why
Business Model Zen is business modeling methodology that builds upon the disciplines of customer orientation, strategic thinking and loop learning by execution. It is consolidation of the various researches on business models, since 2009, into the form of essential methodologies and toolkits. Business Model Zen provides a single logical frame where a business is systematically modeled and proactively managed, from idea to design and execution.
If you already have any of below questions,
then you should consider Business Model Zen.
- How can I do business things right with right things?
- How can I produce great business ideas?
- How can I make my business model much more divergent?
- How can I use significant innovation methods all together easily?
4. VisionArena Co.,Ltd All Right Reserved http://Visionarena.co.kr
Create Different
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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?
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
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
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
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:
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
77.
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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
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
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.
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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
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
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?