Jbmc niigata session october 13, 2018

2019
Japan
Business Model
Competition
October13,2018
Waseda University
International University of Japan
Dr. Takeru Ohe
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Dr. Takeru Ohe
JBMC Executive Committee
He sits on the boards of Cognex Japan K.K., a machine vision manufacturer, and Consulting OASIS K.K., a
consulting firm specializing in new business development.
He taught Entrepreneurship at Waseda University, Business School and served as managing director of
the Waseda University Incubation Center. Currently he serves as an advisor to Research Promotion
Division of Waseda University and visiting professor at the International University of Japan.
Ph.D. in Experimental Physics from the University of Maryland and MBA from Columbia University
Graduate School of Business.
Dr. Ohe has initiated various successful projects: “Born ASEAN” project, Consulting Based Learning for
ASEAN SMEs program, Teaching Incubation Center Project at Waseda University. Waseda Venture Kids
program and etc.
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Table of Contents
1. VUCA and Experiment
2. Management of Assumptions
3. International Business Model Competition
4. Japan Business Model Competition
5. How to prepare for Japan Business Model Competition
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1.
VUCA and Experiment
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It is crazy out there！
”VUCA”
Volatility, Uncertainty, Complexity, and Ambiguity
1. Any businesses are facing VUCA environment
• (Volatility, Uncertainty, Complexity, and Ambiguity).
2. There is additional degree of uncertainty and ambiguity for any new
business since there are many unknown.
➢To promote a new business, you must deal with uncertainty and
ambiguity, and take advantage of the VUCA environment.
➢End of Competitive Advantage, only Tentative Advantage.
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1-1 VUCA Environment
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Harvard Business Review January-February 2014
What VUCA Really Means for You
Nathan Bennett and James Lemoine
COMPLEXITY VOLATILITY
AMBIGUITY UNCERTAINTY
How much do you know about the situation
How well
can you
predict the
results of
your
actions
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Volatility
• Characteristics: The challenge is unexpected or unstable and may be
unknown duration, but it’s not necessarily hard to understand;
knowledge about it is often available.
• Example:
• Prices fluctuate after natural disaster takes a supplier offline.
• Approach
• Build in stack and devote resources to preparedness for instance, stock pile
inventory or overbuy talent,
• These steps are typically expensive
• Your investment should match the risk
Ref. Nathan Bennett and James Lemoine, HBR2014
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Uncertainty
• Characteristics
• Despite a lack of other information, the event’s basic cause and effect are
known.
• Change is possible but not a given.
• Example
• A competitor’s pending product launch muddies the future of the business
and the market.
• Approach
• Invest in information – collect, interpret, and share it. This works
best in conjunction with structural changes, such as adding information
analysis networks, that can reduce on going uncertainty.
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Complexity
• Characteristics:
• The situation has many interconnected parts and variables. Some information
is available or can be predicted but the volume or nature of it can be
overwhelming to process.
• Example:
• Doing business in many countries with unique regulatory environments,
tariffs, and cultural values.
• Approach：
• Restructure, bring on or develop specialists, and build up resources adequate
to address the complexity.
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Ambiguity
• Characteristics:
• Causal relationships are completely unclear. No precedents exist; you face “unknown
unknowns.”
• Example:
• Move into immature or emerging markets or to launch products outside your core
competences.
• Approach:
• Experiment.
• Understanding cause and effect requires generating hypotheses and testing them.
• Design your experiments so that lessons learned can be broadly applied.
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3X3 New Business Development Matrix
Technology
Theydonotknow
Wedonotknow
Technology
Ambiguity
Technology
Ambiguity,
Market
Uncertainty
Technology & Market
Ambiguity
TheyKnow
Technology
Uncertainty
Technology
Uncertainty
Market
Uncertainty
Technology
Uncertainty
Market
Ambiguity,
Weknow
Main Business
Market
Uncertainty
Market
Ambiguity,
3X3 New Business
Development Matrix
We know We do not know
They Know They do not know
Market
2018/10/14 (C) Takeru Ohe 12Ref. Takeru Ohe

Skills for VUCA World
Five skills of disruptive
innovators
New ideas are often created during
verifying ideas, business concepts and
business models through experiments
and prototypes.
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Experiment
Associate, Questioning,
Observing, Networking

Five Skills
1 - Associate. Innovators associate previously unconnected things to come up
with products or ideas. Innovators apply ideas from completely different
areas to their field.
2 - Questioning. clearly nothing happens unless someone questions things.
“Question the Unquestionable” Ratan Tata - Tata Group
3 - Observing. “Observation is the biggest game changer” - Scott Cook -
founder of Intuit. Obviously learning is greatest when things are observed.
4 - Networking. It is a key skill for any innovator.
5 - Experiment. This would be summed up by “Fail Often, Fail Fast, Fail
Cheap”.
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1-2 End of Competitive Advantage
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How to compete:
the wave of transient advantage of VUCA world
R
e
t
u
r
n
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The End of Competitive Advantage (P13) Rita Gunther
McGrath, HBRP 2012
Launch Ramp up Exploit Reconfigure Disengage

How to compete:
the wave of transient advantage of VUCA world
R
e
t
u
r
n
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The End of Competitive Advantage (P13) Rita Gunther
McGrath, HBRP 2012
Launch, Ramp up, Exploit, Reconfigure, Disengage

1985-2012
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2.
Management of
Assumptions
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2-1 Assumptions
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Statements and Assumptions
• One of the greatest difficulties in
considering new opportunities, is managing
what we know versus what we assume to
be true.
• Statements of fact are statements for
which we are able to provide
verification.
• An assumption is a statement of fact for
which it is not possible to provide
verification, because the data is not
available.
• A key aspect of opportunity evaluation and
selection is managing the ratio of
knowledge (factual statements, supported
by data) to assumptions (statements that
need to be proven true or false).
• It is important to change “qualitative
statements” to “quantitative statements” to
check whether they are right or not.
Discovery Driven Growth
Rita Gunther McGrath and Ian C. MacMillan
2009 HBS

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Ratio of Knowledge to
Assumptions
In the development of your offering to
capitalize on a recognized opportunity, the
ratio of knowledge to assumptions is very low
in the early stages (concept development).
As the project progresses, we learn more and
more, and the ratio of knowledge to
assumptions increases.

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Turning Assumptions to Knowledge
To be an existing business (10:90)
New business (90:10)
Turning assumptions
to knowledge
Amountofknowledge90%
Amount of assumptions 90%

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Experiment:
Accuracy of Assumptions
• Park vendor: gift items such as poster cards, candles at
Inogashira Park in Tokyo
• The participants of the experiment were asked to make 30
assumptions mainly marketing four P: product, place, price,
promotion
Participants Accuracy
Businessmen Max 30% Average 20%
Students Max 15% Average 10%

Baseball Statistics
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Hitting Average 30% Ball Control 70%

Experimental Methodology for Business
Management
As experimental physics has
led to the advancement of
physics, "experimental
management” can lead to
the development of
Business management.
"Experimental
Management" , which was
developed for new business,
must be applied even to the
main lines business in the
VUCA world.
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Importance of Key
Failure Factor
• The concept of Key Failure Factor is suited for the
experimental management, or the lean startup
method.
• Key Failure Factor is more important than Key
Successful Factor in new business development.
•“Creativity is as important as literacy”

Not “Key Success Factor”,
But “Key Failure Factor”
• These are assumptions which influence the failure of the business. If these
assumptions were wrong, you need to stop the project or to pivot the project.
• They affect many elements of the project.
• They have the greatest effect on outcomes.
• They make or break basic feasibility: If they are wrong, you can’ｔ delivery
the business.
• Key Failure Factors are different for different business models. Examples are:
• Competitors‘s acquisition of strong intellectual properties
• Lack of key raw materials such as rare metals
• The market price
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2-2 Progress of your preparation for JBMC
(Experimental Management)
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Six Stages of New Business Development
1
Intuitive
Idea
2 Business
Idea
3
Business
Concept
4
Business
Model
5 Business
Plan
6
Scale Up
Search
R&D
Theme
Documente
d Theme
R&D
Initial
Experiment
al Model
Minimal
Functional
Model
Commerci
alization
Model
Production
Model
Uncertaintylevel
Development
level
Stage

Where are you in new business development stages?
Milestones
Status
(〇 for
Yes)
1 Did you have a written business concept (who has the problem,
what is the problem, what is your solution, and what is value
proposition)
2 Did you meet with people who have the problems?
3 Did you identify key problem which people have?
4 Did you have a solution to the problem?
5 Did you meet experts in this field?
6 Did you build a minimum viable product?
7 Did you identify competitive products/services?
8 Did you have a written business model on canvas?
9 Did you pivot already your initial business model?
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2-2 Business Concept Stage
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Relationship:
Business Concept and Business Model Canvas
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Key
Partners
Key
Activities
Value
Pro-
positions
Customer
Relationships
Customer
SegmentsKey
Resources
Solutions
Channels
Cost
Structure
Revenue
Streams
Business Concept

“Business Concept” is
a group of the most important assumptions
The most important assumptions of your new business are “customer
segment,” “value proposition,” and your “solution” to the “problems”
which the customer segment has. These assumptions are grouped
together to form a “business concept”. (key failure factors)
These assumptions must be checked in the first phase of the business
development to be successful. Once one of the assumptions of this
concept was found to be incorrect, then the concept itself is required
to be modified or pivoted or given up entirely.
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A business concept has clear answers to the
following questions
• Who has problems?
• What kind of problems do they have?
• What is your solution to the problem?
• Why do they buy your solution (value proposition)?
• How much do they pay for your solution?
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Experiment Note
Resource: Value Proposition Design, Osterwalder, A. & etc., Wiley (2014)
Items Comment
Product/Service
(Ex） Autonomous Car
1 Hypothesis
(Ex） Retired men who would like to drive safely
2 Checking Method
(Ex） Interview with older drivers
3 Data Size
(Ex）25 people at Gas stations, Auto part stores, and
High way parking places
4 Metric
(Ex）50% people are interesting in autonomous car
5
Cost and Finishing
Date
(Ex) By the end of 2018 (1000Yen）
6 Next Step (Ex)
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3. International Business Model
Competition
IBMC:
http://www.businessmodelcompetiti
on.com/general-information.html
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IBMC Founders, Host Schools, Judges
The IBMC is currently co-hosted by Brigham Young University, Harvard University,
and Stanford University.
2013 Host - Harvard University
2014 Host - Brigham Young University
2016 Host – Microsoft
2017 Host – Computer History Museum
The Founders:
Nathan Furr (Ph.D., Stanford; Entrepreneurship Professor, BYU)
Steve Blank (Entrepreneurship Professor, UC Berkley; Lecturer, Stanford)
John Richards (Entrepreneurship Professor, BYU)
Scott Petersen (Director, Center for Entrepreneurship & Technology, BYU)
The judges of the 2018 IBMC
http://www.businessmodelcompetition.com/2018-
ibmc-judges.html
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Business Model Competition is different from
Business plan contest
http://www.businessmodelcompetition.com/model-vs-plan.html
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Business Model Competition evaluates the
process of checking of assumptions
Business Model Competition
(BMC)
• The objective is to help
start the business
• Most of time spent
meeting potential
customers or searching
markets
• Customer segmentation
• Value propositions
• The most important thing is
revenues
• The reverse financial
statements are important
Business Plan Contest
(BPC)
• The objective is to write an
elaborate and logical plan
• Most of hours are spent in
front of the PC to get
secondary data
• A lot of time is spent to
prepare financial statements
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4.
Japan
Business Model
Competitions
http://www.businessmodelcompetition.co
m/qualifier-competitions.html
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The Japan Business Model Competition (JBMC)
• JBMC was founded in 2013 by
• Prof. Takeru Ohe (Waseda University, IUJ )
• Dr. Makoto Sarata (ASTEM)
• Mr. Satoshi Okuda (PrimeStyle)
• JBMC is one of feeder competitions for IBMC, and the winner of JBMC automatically will be sent
to the IBMC.
• The 6th Japan Business Model Competition will be held on March 2 (Sat) and 3(Sun), 2019
https://mail.google.com/mail/ca/u/0/?ui=2&ik=22db79abd1&view=att&th=15ea8f36e8a3
9967&attid=0.1&disp=safe&realattid=f_j7voywck1&zw
http://japan-bmc.com/index.html
https://www.facebook.com/japan.bmc
info@japan-bmc.com
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2015 JBMC Finalists
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Business Model University
"Dream Pharos" Cloud notebook between
parents and nursery
Japan Advanced Institute of Science and Technology
"Next .I " Decoration kit for lunch Keio University
Tailored health analysis system Tokyo University
"Dream Come True" new SNS Keio University
Japanese Language and culture lessons
through Youtube
Waseda University
● Log System for low back pain Kyoto University (Started)
Customer service system for beauty salons Tokyo University
Total hair care system based on gene
analysis
Tokyo University
Assist device system with dispensable
actuator
Waseda University
Social "fitting room" platform International University of Japan

2016 JBMC Finalists
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New Found Experience Nagoya Commerce College
Homemade Food Delivery- Kokushikan University
FLEETANGLE -An Automated & Intelligent
Fleet Management System
Nagaoka Science & Technology
University
1tap diet Kyushu University
GOFITURE (Medical Tourism Platform) Osaka University
Challenged to Challengers Kyoto University
●
Establishing New Food Cycle System by
Utilizing Insect Feed
Waseda University (Started)
Maternity Beacon Nagoya Commerce College
Super-Cooling Vegetable delivery
revolution by super-cooling preservation
Osaka Prefecture University
Electric Money Balance Display System
Advanced Institute of Industrial
Technology

2017 JBMC Finalists
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Doctors Crowd Waseda University MBA (Started)
Tranet Miyazaki University
Social Security System Osaka University
Histream Kyushu University
Campus Life Assistant Gakushuin University
Hanoi Recycle Factory (or Hanoi
ZStore)
International University of Japan (Started)
Efficacy and toxicity evaluation service Tsukuba University
eYoga Hong Kong Chinese University

2018JBMC Finalists
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Gokuri Tsukuba University: (Started)
Temperature measurement
Wearable
Waseda University: (Started)
Waypoint Doshisha University
Tooth Blush Service Kyushu University
TOBE Miyazaki University
FleshDeli International University of Japan : (Started)
Project Nudge Nagoya University of Business & Commerce
DNA Chip Osaka University
Kitani University Technology Brunei

5. How to prepare
for the competition
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5-1 Judging Criteria
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The BMC rewards teams for:
1. Identifying and tracking key business model hypotheses (use the
Business Model Canvas)
2. Testing and validating those hypotheses with customers (get outside the
building)
3. Pivoting and iterating their business model based on customer
interactions
• Submissions for the competition focus on the process and learning a team
goes through as they test their unexamined hypotheses in the field and
develop validated business models. The goal is validated learning about the
business model assumptions and failing early is a success compared to
failing late.
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Four elements required
for the Business Model Competition:
• You need to present a story of your business model
Development
• Hypothesis
• Test
• Result
• Significant problem
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JUDGING CRITERIA
http://www.businessmodelcompetition.com/judges-scorecard.html
Hypothesis
1. Did the team use the Business Model
Canvas or similar tool to identify and
track hypotheses?
2. Did the team clearly state their
hypotheses (assumptions)?
3. Did the team identify the most crucial
assumptions to test first (the ones that
will kill their business)? (key failure factor)
Test
4. Did the team design, low cost,
rapid, but reliable tests of these
hypotheses?
5. Did the team conduct the tests in
a reliable manner?
• Number of tests - # should be
adjusted for industry, product type
(web vs physical product), and
business type (B2B vs B2C)
• Quality of tests - interviews are
high quality, surveys & focus
groups are much lower quality
(you don’t know which questions
to ask) unless interviews have
been conducted first2018/10/14 (C) Takeru Ohe 51

Result
6. Did the team clearly state what they learned,
how it validated an assumption or not, and if
that informed any changes/pivots?
7. If changes were made, was the pivot the
team made to support by evidence or did they
fail to pivot when the evidence clearly stated
it?
8. If appropriate, has the team developed a
prototype or minimum viable product (MVP)?
Does the team understand the assumptions
they are tested with a prototype or MVP? Is
the prototype or MVP appropriate to answer
those assumptions?
We want to reward prototypes over full products unless the
product is the result of many prototypes tested with
customers—in other words, we want to reward testing
assumptions before building and building from prototypes up to
products. We do not want to reward just building products too
early based on untested assumptions.
Other
9. Is the team solving a significant
problem (defined in terms of
money or impact)?*
10. Does the team have significant
evidence that the solution is
validated (includes letters of
intent, purchase contracts, sales,
and partners)?*
• * these two criteria serve as tiebreakers
• NOTE: Because web-based businesses are easier to test,
these companies can often pivot faster. We tend to
treat physical products, services, and web/software as
slightly different categories in the judging, then pick the
best of these categories to compete.
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Business Model Canvas: Nespresso
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Conduct experiments and take notes
•Who is going to purchase your product/service?
•Why do they purchase your product/service?
•How much do they pay for your product/service?
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Experiment Note 1 (Customer)
Items Comment
Product/Service
1 Hypothesis
(Ex） Retired men who would like to drive safely
2 Checking Method
3 Data Size
4 Metric
5
Cost and Finishing
Date
6 Next Step (Ex)
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Experiment Note 2 (Why do they purchase your
product/service?)
Items Comment
Product/Service
1 Hypothesis
(Ex） Avoid accident
2 Checking Method
3 Data Size
4 Metric
5
Cost and Finishing
Date
6 Next Step (Ex)
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Experiment Note 3 (How much do they pay for
your product/service?)
Items Comment
Product/Service
1 Hypothesis
(Ex） 1.5times more than the price of current non-
autonomous car
2 Checking Method
(Ex） A/B Price test
3 Data Size
(Ex) 1000 people, 3 rounds on the website
4 Metric
(Ex) The best price ratio is plusmunus10% of 1.5
times
5
Cost and Finishing
Date
6 Next Step (Ex)
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5-2 Example “Owlet”
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2013 Best Business Model “Owlet”
http://www.businessmodelcompetition.com/past-winner-videos.html
The owlet is a wireless monitor measuring
your baby's heart rate and oxygen. The
data is sent to your smartphone and will
alert you if there's an emergency.
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Example: Owlet
• Initial Idea
• Opportunity
• Monitoring pulse oximetry could be easier without the cord
between the device and the monitor display
• Our Smart Sock is designed to notify you if your baby’s oxygen
levels or heart rate fall out of a preset range.
http://www.businessmodelcompetition.com/past-
winner-videos.html
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Owlet: constant progress with systematic
design and testing
• Wireless monitoring of babies' blood oxygen, heart rate and sleep data.
• The owlet is a smartphone compatible baby monitor. But for added safety
and security, Owlet is designed to function independently of your Apple
device. The Smart Sock and the Base Station connects through low power
Bluetooth. If your iOS device dies, or home internet goes out, your Base
Station will still alert you if your baby stops breathing. For convenience, the
Base Station will upload your infant’s heart rate and oxygen levels to the
cloud. You, and anyone with permission, can view your baby’s levels from
anywhere in your home, Grandma’s house, or even the office.
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62
Resource: Value Proposition Design, Osterwalder, A. & etc, Wiley (2014)
4.
Customer Relationships
3. Channels
2.
Value Propositions
7.
Key Activities
6. Key Resources
(Intellectual property,
Assets)
8.
Key Partners
5. Revenue Stream9. Cost structure
Owlet Business Model: Original Idea
1. Initial Idea: an opportunity (Monitoring pulse oximetry could be easier
without the cord between the device and the monitor display)
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1.
Customer Segments
(Cordless
Pulse
oximetry
monitor)
Nurses
Hospitals Hospitals
Salesmen
Cables are
not in the
way, Easy
movement
around
patients

Test 1A Nurse Interviews
Items
1 Hypothesis Wireless pulse oximetry is more convenient
2 Metric Percentage of positive feedback
3 Test Interview nurses
4 Data Of 58 interviews, 93 percent prefer the wireless
monitoring
5 Validate results Validated
6 Period and cost 1 week, $0
7 Next action Interview with hospital manager
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Test 1B: Hospital Administrator Interviews
Items
1 Hypothesis Wireless pulse oximetry is more convenient
2 Metric Percentage of positive feedback
3 Test Interview hospital feedback
4 Data 0 percent ready to pay more for wireless. Ease of use is
not a pain, it not cost effective.
5 Validate results Un-validated
7 Next action New market segment with this technology idea
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65
4.
3. Channels
2.
Value Propositions7.
Key Activities
6. Key Resources
Assets)
8.
Key Partners
Owlet Business Model: version 2
Pivot: Change the customer segment from nurses and hospitals
to worried parents
1.
Customer Segments
7.
Key Activities
8.
Key Partners
Baby
alarm
Parents
Baby
store
< $200 price
Cordless
monitor

Test 2 Parent Interviews
Items
1 Hypothesis Parents are ready to adopt and buy a wireless baby alarm
2 Metric Percentage of adopting parents
3 Test Interview months
4 Data Of 105 interviews, 96 percent adopt the wireless
monitoring “Awesome. I want to buy now!”
7 Next action Develop MVP and landing page
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Test 3 MVP Landing page
(minimum viable product)
Items
1 Hypothesis A smart sock is convenient and easy to use for monitoring
2 Metric Number of positive comments
3 Test An MVP, with a video an a website
4 Data 17,000 views, 5500 shares of facebook, 500 positive
comments by parents, distributors, and research
organizations
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Test 4 A/B Price test
Items
1 Hypothesis Rental versus sale at $200+ sale price
2 Metric Percentage for a sale price
3 Test A/B testing, 3 rounds on the website
4 Data 1170 people tested, $299 the best price
6 Period and cost 8 weeks, $30
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69
Resource: Value Proposition Design, Osterwalder, A. & etc, Wiley (2014)
4.
3. Channels
2.
Value Propositions7.
Key Activities
6. Key Resources
Assets)
8.
Key Partners
Owlet Business Model: version 3
With a more minimal, less risky product, and infant health tracker (heart rate,
oxygen levels, and sleep patterns), but without alarm, for another customer
segment; the less worried parents
1.
Customer Segments
7.
Key Activities
8.
Key Partners
Baby
alarm
FDA
clearance
<$200 price
Infant
health
tracker
Baby stores
Worried
parents
Less
worried
parents
Baby stores

Test 5 Interview/Proposition: Owlet Challenge
Items
1 Hypothesis Less worried parents are ready to adopt and buy a
wireless baby health tracker, without alarm
2 Metric Percentage of parents adopting the no-alarm tracker
3 Test Interview at retail locations, having to choose between
Owlet tracker and other similar systems (video, sound,
and movement)
4 Data Of 81 people interviewed, 20%adopted the Owlet tracker
6 Period and cost 3 weeks, $0
7 Next action
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Testing step-by-Step
• Your customers are the judge, jury, and
executioner of your value proposition, so get
outside of the building and test your ideas with
the customer deployment and lean start-up
process.
• Make sure you start with quick and cheap
experiments to test the assumption underlying
your ideas when uncertainty is at its maxim
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.

5-3 JBMC2019
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Operation of JBMC2019 • JBMC is a place of entrepreneurial education
• Give every team a minimum of two presentation opportunities
• Set a loser recovery game in the finals round.
• The final lands are a semi-final round (automatically to six units to the final),
losers' recovery game (three groups to the final),
• Nine teams will compete for the final.
• Two teams will proceed to the English final.
• IBMC is the first step in the future overseas deployment of the team’s
business.
• Even if you lose the English Round, we will send the team leader to IBMC as an
observer.
• JBMC participation conditions
• • Apply to IBMC,
• • • Participation to the English Final（March 29,2019）.
•
• Qualifying condition of IBMC
• 1) Earn an automatic slot by winning an IBMC Qualifier Competition*, or
• 2) Compete in the At-Large Round and win one of the at-large slots.
• *Teams that compete in and do not win an IBMC Qualifier Competition can
still compete in the At-Large Round
2018/10/14 (C) Takeru Ohe 73

JBMC
Schedule
2018/10/14 (C) Takeru Ohe 74
Start Finish Comment Place
2018 Oct.4 THU JBMC Executive Committee Meeting FCCJ
Oct.13 SAT 13:00 14:30 IUJ
Oct.15 MON JBMC Facebook,
Nov.24 SAT 10:00 17:00 NIGATA BLOCK Final IUJ
Nov.30 TUS 17:00 19:00 Business Model Course 1
START UP HUB TOKYODec.18 TUS 17:00 19:00 Business Model Course 2
2019 Jan.24 THU 17:00 19:00 Business Model Course 3
Feb.4 MON Deadline for JBMC Application
Feｂ.9 SAT Announcement of Final Round Teams
Mar.2 SAT 13:00 17:00 Semifinal (6 Teams to Final)
AJINOMOTO Client
Innovation CenterMar.3 SUN
10:00 12:00 Consolation Match (3 Teams to Final)
14:00 15:00
Final (9 Teams) to select 2 Teams to
English Final
Mar.9 SAT 10:00 12:00 Mentoring for two teams
Tama Graduate School of
Business
Mar.29 SAT 10:00 12:00 English Presentation Final (2 teams)
Apr.1 MON Deadline for IBMC application
May.15 IBMC

Business Model Course powered
by JBMC
2018/10/14
• Location:
• Startup Hub Tokyo (Tokyo foundation NET in Tokyo)
• Supported by:
• Department of Commerce and Industry, Department of
Commerce and Industry, Tokyo Industry and Labor Bureau
https://startuphub.tokyo/
• JBMC Business Model Course
• Time: 17: 00-19: 00
• November 30 Friday, Formulation of the business
concept
• December 18 Tuesday, Formulation of the business
concept
• January 24th Thursday How to fill in the application
form
(C) Takeru Ohe 75

Recruitment and
submission of
applications
• October 15 (Monday) Announcement of
JBMC2019 and JBMC lecture
• Announcement JBMC2019 on web and Facebook
• Final application form
• Request committee members and other
professors to encourage their students to apply for
JBMC
• February 4(Monday), 2019 Deadline for
application
• February 9 (Saturday),2019 Announcement of
the teams to the final round (maximum 18
teams)
2018/10/14 (C) Takeru Ohe 76

Final date and time and location
•Saturday, March 2, 2019
•13: 30 ~ 16: 30 semifinals
•18 teams, three rooms (1 room six teams)
•6 teams to the Final
•Sunday, March 3, 2019
•10: 00 ~ 12: 00 Loser restoration game
•12 teams in 3 rooms (1 room and four teams) Total 2 hours
•One team 20 minutes
•3 teams to the final (announced at 12:30)
•Sunday, March 3, 2019
•14: 30 ~ 17: 30 Final
•Nine teams finals]
•1 Team 20 minutes Total 3 hours 15 minutes (15 minutes coffee
break)
•2 teams to English Presentation Final (March 29,2018)
(C) Takeru Ohe 2018/10/14 77

JBMC Final Round
Ajinomoto Client Innovation Center
Ajinomoto Client Innovation Center
Suzuki-Cho 1-1 Kawasaki-Ku, Kawasaki-shi, Kanagawa-Ken
Keihin-Taishi Line ,Suzuki-Cho Station
2018/10/14 (C) Takeru Ohe 78

English Final Presentation
• March 03 We will select two candidate teams to dispatch for IBMC.
• March 09, March 16, and March 23 Mentoring sessions
• March 29 English Final Presentation in Tokyo.
• Two SKYPE judges will be adopted
• Brigham Young University
• National University of Management, Cambodia
• Select one winning team (up to 3 people) and send to IBMC and the
team will receive around $ 2500 from IBMC
• A second team: one representative will be sent to IBMC as an observer
if the team does not get a presentation a slot at IBMC
• April 15 IBMC office will announce whether the second team
gets a presentation slot at IBMC or not.
• (possibly IBMC $ 2500 and a slot for the presentation upon
acceptance at-large slot.
• Around May 10 and May 11 IBMC
2018/10/14 (C) Takeru Ohe 79

Direct Application
to IBMC（Video
Presentation)
Required for top two
teams at JBMC
• To apply to the IBMC, fill out and submit the form below. In order to
complete the submission form you will need to do the following:
• 1) Create a 5-8 minute video presentation describing the customer
discovery and validation you have been through with your idea and
business model. You may use PowerPoint, Keynote, Prezi or any
other presentation software. The presentation needs to be narrated
and saved as a video file. See the "Presentation Video Creation
Tools" section of the Preparing Your Submission page for help doing
this. We also strongly encourage you to check out the submission
example videos on that same page.
• 2) Upload your video to YouTube
• 3) Indicate that your team understands and agrees to the items
outlined in the Certifications and Agreements Form. This form is
also included in the appendix of the Competition Rules and
Information Packet.
• http://www.businessmodelcompetition.com/preparing-your-
submission.html
2018/10/14 (C) Takeru Ohe 80

References
2018/10/14 (C) Takeru Ohe 81

Thank you
tohe@Waseda.jp
http://japan-bmc.com/
2018/10/14 (C) Takeru Ohe 82

Jbmc niigata session october 13, 2018

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