SlideShare ist ein Scribd-Unternehmen logo
1 von 59
Downloaden Sie, um offline zu lesen
2018
Japan
Business
Model
Competition	
October14, 2017
JBMC Executive Committee Member
Waseda University
International University of Japan
Dr. Takeru Ohe	
(C)	Takeru	Ohe	 1	17/10/16
Dr. Takeru Ohe
JBMC Executive Committee	
He	sits	on	the	boards	of	Cognex	Japan	K.K.,	a	machine	vision	manufacturer,	and	ConsulFng	OASIS K.K.,	a	
consulFng	firm	specializing	in	new	business	development.		
He	taught	Entrepreneurship	at	Waseda	University,	Business	School	and	served	as	managing	director	of	the	
Waseda	University	IncubaFon	Center.	Currently	he	serves	as	an	advisor	to	Research	PromoFon	Division	of	
Waseda	University	and	visiFng	professor	at	the	InternaFonal	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	iniFated	various	successful	projects:	“Born	ASEAN”	project,	ConsulFng	Based	Learning	for	
ASEAN	SMEs	program,	Teaching	IncubaFon	Center	Project	at	Waseda	University.	Waseda	Venture	Kids	
program	and	etc.	
(C)	Takeru	Ohe	 2	17/10/16
Table of Contents	
Uncertainty	and	experient	
Management	of	AssumpFons	
InternaFonal	Business	Model	CompeFFon	
Japan	Business	Model	CompeFFon	
How	to	prepare	for	Japan	Business	Model	CompeFFon
1.
Uncertainty and
Experiment
(Background of
BMC)
17/10/16	 (C)	Takeru	Ohe	 4
Uncertainty for New Business	
1.  There	is	uncertainty	for	any	business	due	to	being	in	the	uncertain	
world.		
2.  There	is	addiFonal	uncertainty	for	any	new	business	since	there	are	
many	unknown	for	startups.		
! To	promote	a	new	business,	you	must	deal	with	uncertainty	and	take	
advantage	of	the	uncertain	environment.	
17/10/16	 (C)	Takeru	Ohe	 5
How to compete: the wave of transient
advantage of uncertainty world
R
e
t
u
r
n
17/10/16 (C) Takeru Ohe 6
The	End	of	CompeFFve	Advantage		(P13)	Rita	Gunther	
McGrath,	HBRP	2012	
Launch								Ramp	up																		Exploit																								Reconfigure	Disengage
How to compete: the wave of transient
advantage of uncertainty world
R
e
t
u
r
n
17/10/16 (C) Takeru Ohe 7
The	End	of	CompeFFve	Advantage		(P13)	Rita	Gunther	
McGrath,	HBRP	2012	
Launch	Ramp	up	Exploit	Reconfigure	Disengage
1985-2012
17/10/16	 (C)	Takeru	Ohe	 8
Definition of New Business
Modified Ansoff Matrix 	
17/10/16	 (C)	Takeru	Ohe	 9	
Diversifica8on	
Market	
Development	
Product	
Development	
Market	Penetra8on	
We	know	market            We	do	not	know		market	
We	do	not		know	Product				We	know		product
Types of Assumptions
17/10/16 (C) Dr. Takeru Ohe  10
ー	ー	
Quantifiable	
InternalassumptionExternalassumptions
assumption
CanbecontrolledCannotbecontrolled
Vision
Mission
Business policy
Production
quantity
Sales force
Selling price
Market price
Growth rate
Competitor's
price
Social trend
Trend
Change in
legislation
Cannot be quantified Can be quantified
Accuracy of Quantifiable
Assumptions	
17/10/16	 (C)	Takeru	Ohe	 11	
AssumpFons	 Items	 Accuracy	
Internal	
AssumpFons	
Development	cost	
Development	period	
	
70%	
External	
AssumpFons	
Market	price	
New	product	
introducFon	
Market	share	
30%
17/10/16 (C) Dr. Takeru Ohe  12
Experiment:
Accuracy of Assumptions
•  Park	vendor:	gic	items	such	as	poster	cards,	candles	at	
Inogashira	Park	in	Tokyo	
•  The	parFcipants	of	the	experiment	were	asked	to	make	30	
assumpFons	mainly	markeFng	four	P:	product,	place,	price,	
promoFon	
Participants Accuracy
Businessmen Max 30% Average 20%
Students Max 15% Average 10%
Baseball Statistics	
17/10/16	 (C)	Takeru	Ohe	 13	
Hidng	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	at	
once	to	the	main	lines	of	the	
company	due	to	uncertainty	in	
the	ultra-compeFFve	world.	
17/10/16	 (C)	Takeru	Ohe	 14
Experimenting	
Five	skills	of	disrupFve	
innovators	
New	ideas	are	ocen	created	during	
verifying	ideas,	business	concepts	and	
business	models	through	experiments	
and	prototypes.	
17/10/16	
(C)	Takeru	Ohe	
15	
Associate,	QuesFoning,	
Observing,	Networking,	
Experiment
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	-	QuesFoning.	clearly	nothing	happens	unless	someone	
quesFons	things.	
	
“QuesFon	the	UnquesFonable”	Ratan	Tata	-	Tata	Group	
	
3	-	Observing.	“ObservaFon	is	the	biggest	game	changer”	-	
Scok	Cook	-	founder	of	Intuit.		Obviously	learning	is	greatest	
when	things	are	observed.	
	
4	-	Networking.	Again,	a	key	skill	for	any	innovator.	
	
5	-	Experiment.	This,	for	me,	would	be	summed	up	by	my	Fail	
Ocen,	Fail	Fast,	Fail	Cheap.	
17/10/16	 (C)	Takeru	Ohe	 16
2.
Management of
Assumptions
17/10/16	 (C)	Takeru	Ohe	 17
17/10/16 (C) Dr. Takeru Ohe  18
Assumptions
•  One	of	the	greatest	difficulFes	in	
considering	new	opportuniFes,	is	managing	
what	we	know	versus	what	we	assume	to	
be	true.		
•  Statements	of	fact	are	statements	for	
which	we	are	able	to	provide	
verificaFon.		
•  An	assumpFon	is	a	statement	of	fact	for	
which	it	is	not	possible	to	provide	
verificaFon,	because	the	data	is	not	
available.		
•  A	key	aspect	of	opportunity	evaluaFon	and	
selecFon	is	managing	the	raFo	of	
knowledge	(factual	statements,	supported	
by	data)	to	assumpFons	(statements	that	
need	to	be	proven	true	or	false).	
•  It	is	important	to	change	“qualitaFve	
statements”	to	“quanFtaFve	statements”	to	
check	whether	they	are	right	or	not.	
	
Discovery	Driven	Growth		
Rita	Gunther	McGrath	and	Ian	C.	MacMillan	
2009	HBS
17/10/16 (C) Dr. Takeru Ohe  19
   	
•  AssumpFons	can	be	checked	quanFtaFvely:	
•  The	50%	of	Children’s	goods	sold	are	less	than	$5.		
•  More	than	50%	visitors	accept	used	children’s	merchandise.	
•  A	shop	is	larger	than	300	m₂,	and	it	is	enough	to	carry	more	than	1000	
items.	
•  A	large	shop	specialized	in	children’s	goods	is	very	akracFve.	
•  Main	goods	are	brand-name	children’s	clothes	(and	baby	goods).		
•  The	purchase	amount	per	customer	is	around	$	50.		
•  Turnout	per	month	is	5,000	people.		
•  An	area	within	a	30-minute	ride	is	a	trading	zone.	
“Statements which you can check
quantitatively” are useful as assumptions
17/10/16 (C) Dr. Takeru Ohe  20
   	
• It	's	hard	to	verify	vague	statements:	
•  If	the	customers	purchase	low-priced	children’s	goods,	they	are	interested	
in	used	goods.		
•  A	clean	and	spacious	sales	floor	and	lot	of	variety	of	merchandise	are	
important.	
•  A	large	shop	specialized	in	children’s	goods	can	akract	customers.		
•  AkracFve	products	are	brand-name	children’s	clothes	and	baby	goods		
•  Purchase	amount	per	customer	is	large.	
•  Turnout	per	month	is	large.	
•  Even	train	ride	area	can	be	the	commercial	area.		
“Statements which you can not check”
are not useful as assumptions
Assumption Test Card	
ITEMS	 Remarks	
1	 Test	No.		
2	 AssumpFon	
3	 Metric	
4	 Test	
5	 Data	
6	 ValidaFon	
7	 Period	
8	 Expense	
17/10/16 (C) Dr. Takeru Ohe  21
(Reference)	Value	ProposiFon	Design	Alex	Osterwalder,	etc.	2014
17/10/16 (C) Dr. Takeru Ohe  22
Ratio of Knowledge to
Assumptions
In	the	development	of	your	offering	to	
capitalize	on	a	recognized	opportunity,	the	
raFo	of	knowledge	to	assumpFons	is	very	low	
in	the	early	stages	(concept	development).		
As	the	project	progresses,	we	learn	more	and	
more,	and	the	raFo	of	knowledge	to	
assumpFons	increases.
17/10/16 (C) Dr. Takeru Ohe  23
Turning Assumptions to Knowledge
To be an existing business (10:90)
New business (90:10)
Turning assumptions
to knowledge
Amountofknowledge90%
Amount of assumptions 90%
Six Stages of New Business Development
1		
Intui8ve	
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		
Ini8al	
Experiment
al	Model
Minimal	
Func8onal	
Model
Commerci
aliza8on	
Model
Produc8on	
Model
Uncertainty	level	
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?	
17/10/16 (C) Dr. Takeru Ohe  25
Key Failure Factor	
•  These	are	assumpFons	which	influence	the	failure	of	the	business.	If	
these	assumpFons	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:	
•  CompeFtors‘s	acquisiFon	of	strong	Intellectual	properFes	
•  Lack	of	key	raw	materials	such	as	rare	metals	
•  The	market	price	
17/10/16 (C) Dr. Takeru Ohe 26
17/10/16(C) Dr. Takeru Ohe  27
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.
Relationship: Business Concept and BMC	
17/10/16 (C) Dr. Takeru Ohe 28
Key		
Partners	
 	
Key		
AcFviFes	
 	 Value		
Pro-
posi8ons	
 	
Customer		
RelaFonships	
 	 Customer		
Segments	
 	
Key		
Resources	
Solu8ons	
 	
Channels	
 	
Cost		
Structure	
 	
Revenue		
Streams	
 	
Business		Concept
“Business Concept” is
a group of the most important assumptions	
The	most	important	assumpFons	of	your	new	business	are	“customer	
segment,”	“value	proposiFon,”	and	your	“soluFon”	to	the	“problems”	
which	the	customer	segment	has.	These	assumpFons	are	grouped	
together	to	form	a	“business	concept”.	
These	assumpFons	must	be	checked	in	the	first	phase	of	the	business	
development	to	be	successful.	Once	one	of	the	assumpFons	of	this	
concept	was	found	to	be	incorrect,	then	the	concept	itself	is	required	
to	be	modified	or	pivoted	or	given	up	enFrely.	
17/10/16 (C) Dr. Takeru Ohe  29
17/10/16 (C) Dr. Takeru Ohe  30
A business concept has clear
answers to the following questions
Who	has	problems?	
What	kind	of	problems	do	they	have?	
What	is	your	soluFon	to	the	problems?	
Why	do	they	buy	your	soluFon	(value	proposiFon)	?
3. International Business Model
Competition
IBMC:
http://
www.businessmodelcompetition.com/
general-information.html
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	
2015	Host	-	Brigham	Young	University	
2016	Host	–	Microsoc		
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)	
Scok	Petersen	(Director,	Center	for	Entrepreneurship	&	Technology,	BYU)	
The	judges	of	the	2017	IBMC		
hkp://www.businessmodelcompeFFon.com/2017-
ibmc-judges.html	
	
17/10/16	
(C)	Takeru	Ohe	 32
Business	Model	CompeFFon	is	
different	from	Business	plan	
contest	
hkp://www.businessmodelcompeFFon.com/model-vs-plan.html	
	
17/10/16	 (C)	Takeru	Ohe	 33
Business Model Competition evaluates the
process of checking of assumptions
Business	Model	Compe88on	
(BMC)	
•  The	objecFve	is	to	help	
start	the	business	
•  Most	of	Fme	spent	
meeFng	potenFal	
customers	or	searching	
markets	
•  Customer	segmentaFon		
•  Value	proposiFons		
•  The	most	important	thing	is	
revenues	
•  The	simple	profit	
statement	is	good	enough	
Business	Plan	Contest 	
(BPC)	
•  The	objecFve	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	Fme	is	spent	to	
prepare	financial	
statements	
(C)	Takeru	Ohe	 34	17/10/16
JUDGING CRITERIA
http://www.businessmodelcompetition.com/judges-scorecard.html
	Hypothesis	
1.	Did	the	team	use	the	Business	Model	
Canvas	or	similar	tool	to	idenFfy	and	track	
hypotheses?		
2.	Did	the	team	clearly	state	their	
hypotheses	(assumpFons)?		
3.	Did	the	team	idenFfy	the	most	crucial	
assumpFons	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	quesFons	
to	ask)	unless	interviews	have	been	
conducted	first		17/10/16	 (C)	Takeru	Ohe	 35
Result	
6.	Did	the	team	clearly	state	what	they	
learned,	how	it	validated	an	assumpFon	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	assumpFons	
they	are	tested	with	a	prototype	or	MVP?	Is	
the	prototype	or	MVP	appropriate	to	answer	
those	assumpFons?		
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	tesFng	assumpFons	before	
building	and	building	from	prototypes	up	to	products.	We	do	not	
want	to	reward	just	building	products	too	early	based	on	
untested	assumpFons.		
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	soluFon	is	
validated	(includes	lekers	of	
intent,	purchase	contracts,	sales,	
and	partners)?*		
•  *	these	two	criteria	serve	as	Febreakers		
•  NOTE:	Because	web-based	businesses	are	easier	to	
test,	these	companies	can	ocen	pivot	faster.	We	tend	to	
treat	physical	products,	services,	and	web/socware	as	
slightly	different	categories	in	the	judging,	then	pick	the	
best	of	these	categories	to	compete.		
17/10/16	 (C)	Takeru	Ohe	 36
4.
Japan
Business
Model
Competitions
hkp://
www.businessmodelcompeFFon.com/
qualifier-compeFFons.html	
	
17/10/16	 (C)	Takeru	Ohe	 37
The Japan Business Model Competition
(JBMC)
	•  JBMC	was	founded	in	2013	by		
•  Prof.	Takeru	Ohe	(Waseda	University	adviser,	IUJ	),		
•  Dr.	Makoto	Sarata	(ASTEM)	
•  Mr.	Satoshi	Okuda	(Primestyle)	in	2013.		
•  JBMC	is	one	of	feeder	compeFFons	for	IBMC,	and	the	winner	of	JBMC	automaFcally	will	be	sent	to	the	
IBMC.	
•  The	5th	Japan	Business	Model	CompeFFon	will	be	held	on	March	3	(Sat)	and	4	(Sun),	2018	
hkps://mail.google.com/mail/ca/u/0/?
ui=2&ik=22db79abd1&view=ak&th=15ea8f36e8a39967&add=0.1&disp=safe&realadd=f_j7voywck1&z
w	
	
hkp://japan-bmc.com/index.html	
hkps://www.facebook.com/japan.bmc	
info@japan-bmc.com	
	
	
	
17/10/16	 (C)	Takeru	Ohe	 38
2015 JBMC Finalists	
17/10/16	 (C)	Takeru	Ohe	 39	
Business	Model University
"Dream	Pharos"	Cloud	notebook	between	
parents	and	nursery
Japan	Advanced	InsFtute	of	Science	and	Technology
"Next	.I	"	DecoraFon	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		
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	"fidng	room"	pla•orm InternaFonal	University	of	Japan
2016 JBMC Finalists	
17/10/16	 (C)	Takeru	Ohe	 40	
Business	Model University
New	Found	Experience Nagoya	Commerce	College
Homemade	Food	Delivery- Kokushikann	University
FLEETANGLE	-An	Automated	&	Intelligent	
Fleet	Management	System
Nagaoka	Science	&	Technology	
University
1tap	diet Kyushu	University
GOFITURE	(Medical	Tourism	Pla•orm) Osaka	University
	Challenged	to	Challengers Kyoto	University
●
Establishing	New	Food	Cycle	System	by	
UFlizing	Insect	Feed
Waseda	University
Maternity	Beacon Nagoya	Commerce	College
Super-Cooling Vegetable	delivery	
revoluFon	by	super-cooling	preservaFon
Osaka	Prefecture	University
Electric	Money Balance	Display	System
Advanced	InsFtute	of	Industrial	
Technology
2017 JBMC Finalists	
17/10/16	 (C)	Takeru	Ohe	 41	
Business	Model University
Doctors	Crowd Waseda	University		MBA
Tranet Miyazaki	University
Social	Security	System Osaka	University
Histream Kyushu	University
Campus	Life	Assistant Gakushuin	University
	Hanoi	Recycle	Factory	(or	Hanoi	
ZStore)
InternaFonal	University	of	Japan
Efficacy	and	toxicity	evaluaFon	service Tsukuba	University
eYoga Hong Kong Chinese University
5. How to prepare
for the competition
17/10/16	(C)	Takeru	Ohe	 42
The JBMC rewards students for: 	
1.  IdenFfying	and	tracking	key	business	model	hypotheses	(use	the	
Business	Model	Canvas)	
2.  TesFng	and	validaFng	those	hypotheses	with	customers	(get	outside	the	
building)	
3.  PivoFng	and	iteraFng	their	business	model	based	on	customer	
interacFons	
•  Submissions	for	the	compeFFon	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	assumpFons	and	failing	early	is	a	success	compared	to	
failing	late.	
17/10/16	 (C)	Takeru	Ohe	 43
Business Model Canvas
Nespresso	
17/10/16	 (C)	Takeru	Ohe	 44
Assumption Test Card	
Items	 Note	
1	 Hypothesis	
2	 Metric	
3	 Test	Method	
4	 Data	
5	 Validate	
results	
6	 Period	and	
cost	
7	 Next	AcFon	
(pivoFng)	
17/10/16	 (C)	Takeru	Ohe	 45	
Resource:	Value	ProposiFon	Design,	Osterwalder,	A.	&	etc.,	Wiley	(2014)
2013 Best Business Model “Owlet”
http://www.businessmodelcompetition.com/past-winner-videos.html
Resource: Value Proposition Design, Osterwalder, A. & etc., Wiley
(2014)	
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.	
17/10/16	 (C)	Takeru	Ohe	 46
Example: Owlet	
•  IniFal	Idea	
•  Opportunity	
•  Monitoring	pulse	oximetry	could	be	easier	without	the	cord	
between	the	device	and	the	monitor	display	
•  Our	Smart	Sock	is	designed	to	noFfy	you	if	your	baby’s	oxygen	
levels	or	heart	rate	fall	out	of		a	preset	range.	
	
hkp://www.businessmodelcompeFFon.com/past-
winner-videos.html	
	
17/10/16 (C) Dr. Takeru Ohe  47
Owlet: constant progress with systematic
design and testing	
•  Wireless	monitoring	of	babies'	blood	oxygen,	heart	rate	and	sleep	data.	
•  The	owlet	is	a	smartphone	compaFble	baby	monitor.	But	for	added	safety	
and	security,	Owlet	is	designed	to	funcFon	independently	of	your	Apple	
device.	The	Smart	Sock	and	the	Base	StaFon	connects	through	low	power	
Bluetooth.	If	your	iOS	device	dies,	or	home	internet	goes	out,	your	Base	
StaFon	will	sFll	alert	you	if	your	baby	stops	breathing.	For	convenience,	the	
Base	StaFon	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.	
17/10/16	 (C)	Takeru	Ohe	 48	
Resource:	Value	ProposiFon	Design,	Osterwalder,	A.	&	etc.,	Wiley	(2014)
49
Resource: Value Proposition Design, Osterwalder, A. & etc, Wiley (2014)
4.
Customer Relationships	
3. Channels	
2.
Value Propositions	
7.		
Key	AcFviFes	
6.	Key	Resources	
(Intellectual	property,	
Assets)	
8.	
Key	Partners	
5.	Revenue	Stream	9.	Cost	structure	
Owlet Business Model: version 0
1.  Initial Idea: an opportunity (Monitoring pulse oximetry could be
easier without the cord between the device and the monitor display)	
17/10/16	 (C) Takeru Ohe	
1.
Customer Segments	
Pulse	
oximetry	
monitor	
Nurses	
Hospitals	 Hospitals	
Salesmen
Test 1A
Nurse Interviews	
Items	
1	 Hypothesis	 Wireless	pulse	oximetry	is	more	convenient	
2	 Metric	 Percentage	of	posiFve	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	acFon	 Interview	with		hospital	manager	
17/10/16	 (C)	Takeru	Ohe	 50	
Resource:	Value	ProposiFon	Design,	Osterwalder,	A.	&	etc.,	Wiley	(2014)
Test 1B
Hospital Administrator Interviews	
Items	
1	 Hypothesis	 Wireless	pulse	oximetry	is	more	convenient	
2	 Metric	 Percentage	of	posiFve	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	effecFve.	
5	 Validate	results	 Un-validated	
6	 Period	and	cost	 1	week,	$0	
7	 Next	acFon	 New	market	segment	with	this	technology	idea	
17/10/16	 (C)	Takeru	Ohe	 51	
Resource:	Value	ProposiFon	Design,	Osterwalder,	A.	&	etc.,	Wiley	(2014)
52
Resource: Value Proposition Design, Osterwalder, A. & etc., Wiley (2014)
4.
Customer Relationships	
3. Channels	
2.
Value Propositions	7.		
Key	AcFviFes	
6.	Key	Resources	
(Intellectual	property,	
Assets)	
8.	
Key	Partners	
5.	Revenue	Stream	9.	Cost	structure	
Owlet Business Model: version 2
Pivot: Change the customer segment from nurses and
hospitals to worried parents	
17/10/16	 (C) Takeru Ohe	
1.
Customer Segments	
7.		
Key	AcFviFes	
8.	
Key	Partners	
Baby	alarm	 Parents	
Baby	
store	
<	$200	price
Test 2
Parent Interviews	
Items	
1	 Hypothesis	 Parents	are	ready	to	adopt	and	buy	a	wireless	baby	alarm	
2	 Metric	 Percentage	of	adopFng	parents	
3	 Test	 Interview	months	
4	 Data	 Of	105	interviews,	96	percent	adopt	the	wireless	
monitoring	“Awesome.	I	want	to	buy	now!”	
5	 Validate	results	 Validated	
6	 Period	and	cost	 1	week,	$100	
7	 Next	acFon	 Develop	MVP	and		landing	page	
17/10/16	 (C)	Takeru	Ohe	 53	
Resource:	Value	ProposiFon	Design,	Osterwalder,	A.	&	etc.,	Wiley	(2014)
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	posiFve	comments	
3	 Test	 An	MVP,	with	a	video	an	a	website	
4	 Data	 17,000	views,	5500	shares	of	facebook,	500	posiFve	
comments	by	parents,	distributors,	and	research	
organizaFons	
5	 Validate	results	 Validated	
6	 Period	and	cost	 2	week,	$320	
17/10/16	 (C)	Takeru	Ohe	 54	
Resource:	Value	ProposiFon	Design,	Osterwalder,	A.	&	etc.,	Wiley	(2014)
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	tesFng,	3	rounds	on	the	website	
4	 Data	 1170	people	tested,	$299	the	best	price	
5	 Validate	results	 Validated	
6	 Period	and	cost	 8	weeks,	$30	
17/10/16	 (C)	Takeru	Ohe	 55	
Resource:	Value	ProposiFon	Design,	Osterwalder,	A.	&	etc.,	Wiley	(2014)
56
Resource: Value Proposition Design, Osterwalder, A. & etc, Wiley (2014)
4.
Customer Relationships	
3. Channels	
2.
Value Propositions	7.		
Key	AcFviFes	
6.	Key	Resources	
(Intellectual	property,	
Assets)	
8.	
Key	Partners	
5.	Revenue	Stream	9.	Cost	structure	
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
17/10/16	 (C) Takeru Ohe	
1.
Customer Segments	
7.		
Key	AcFviFes	
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	adopFng	the	no-alarm	tracker	
3	 Test	 Interview	at	retail	locaFons,	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	
5	 Validate	results	 Validated	
6	 Period	and	cost	 3	weeks,	$0	
7	 Next	acFon	
17/10/16	 (C)	Takeru	Ohe	 57	
Resource:	Value	ProposiFon	Design,	Osterwalder,	A.	&	etc.,	Wiley	(2014)
Testing step-by-Step
•  Your	customers	are	the	judge,	jury,	and	execuFoner	of	your	value	
proposiFon,	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	assumpFon	
underlying	your	ideas	when	uncertainty	is	at	its	maxim.	
17/10/16	 (C)	Takeru	Ohe	 58	
Resource:	Value	ProposiFon	Design,	Osterwalder,	A.	&	etc.,	Wiley	(2014)
References	
17/10/16	 (C)	Takeru	Ohe	 59

Weitere ähnliche Inhalte

Was ist angesagt?

Innovation Loans: July 2018 Open Competition
Innovation Loans: July 2018 Open CompetitionInnovation Loans: July 2018 Open Competition
Innovation Loans: July 2018 Open CompetitionKTN
 
CWIN17 Melbourne / aie client pack_v1.3
CWIN17 Melbourne / aie client pack_v1.3CWIN17 Melbourne / aie client pack_v1.3
CWIN17 Melbourne / aie client pack_v1.3Capgemini
 
Japan Hackathon Pitch Training Deck
Japan Hackathon Pitch Training DeckJapan Hackathon Pitch Training Deck
Japan Hackathon Pitch Training DeckTomoyoshi Koyanagi
 
Stop the innovation wars
Stop the innovation warsStop the innovation wars
Stop the innovation warsWei Li
 
Fuzzy Front End Presentation For Hfi Contextual Innovation Team
Fuzzy Front End Presentation For Hfi Contextual Innovation TeamFuzzy Front End Presentation For Hfi Contextual Innovation Team
Fuzzy Front End Presentation For Hfi Contextual Innovation TeamRushikesh KULKARNI
 
EMIC Project - Presentation
EMIC Project - PresentationEMIC Project - Presentation
EMIC Project - PresentationEMICPT
 
Technology Commercialization Strategy
Technology Commercialization StrategyTechnology Commercialization Strategy
Technology Commercialization Strategycparksbi
 
The Innovation Agency transferable skills workshop 1
The Innovation Agency transferable skills workshop 1The Innovation Agency transferable skills workshop 1
The Innovation Agency transferable skills workshop 1hgomersall
 
Building an Innovation Portfolio
Building an Innovation PortfolioBuilding an Innovation Portfolio
Building an Innovation PortfolioDunphy Associates
 
Class 2 Berkeley/Columbia Lean Launchpad Xmba 296t
Class 2 Berkeley/Columbia Lean Launchpad Xmba 296tClass 2 Berkeley/Columbia Lean Launchpad Xmba 296t
Class 2 Berkeley/Columbia Lean Launchpad Xmba 296tStanford University
 
Corporate Innovation : developing a lean & curious culture : Michel Duchateau...
Corporate Innovation : developing a lean & curious culture : Michel Duchateau...Corporate Innovation : developing a lean & curious culture : Michel Duchateau...
Corporate Innovation : developing a lean & curious culture : Michel Duchateau...Michel Duchateau
 
Business modelling in the fuzzy front end of innovation camera ready 29june11
Business modelling in the fuzzy front end of innovation camera ready 29june11Business modelling in the fuzzy front end of innovation camera ready 29june11
Business modelling in the fuzzy front end of innovation camera ready 29june11Sander Limonard
 

Was ist angesagt? (13)

Innovation Loans: July 2018 Open Competition
Innovation Loans: July 2018 Open CompetitionInnovation Loans: July 2018 Open Competition
Innovation Loans: July 2018 Open Competition
 
TSB Metadata CADI2 Briefing 24_march_v2
TSB Metadata CADI2 Briefing 24_march_v2TSB Metadata CADI2 Briefing 24_march_v2
TSB Metadata CADI2 Briefing 24_march_v2
 
CWIN17 Melbourne / aie client pack_v1.3
CWIN17 Melbourne / aie client pack_v1.3CWIN17 Melbourne / aie client pack_v1.3
CWIN17 Melbourne / aie client pack_v1.3
 
Japan Hackathon Pitch Training Deck
Japan Hackathon Pitch Training DeckJapan Hackathon Pitch Training Deck
Japan Hackathon Pitch Training Deck
 
Stop the innovation wars
Stop the innovation warsStop the innovation wars
Stop the innovation wars
 
Fuzzy Front End Presentation For Hfi Contextual Innovation Team
Fuzzy Front End Presentation For Hfi Contextual Innovation TeamFuzzy Front End Presentation For Hfi Contextual Innovation Team
Fuzzy Front End Presentation For Hfi Contextual Innovation Team
 
EMIC Project - Presentation
EMIC Project - PresentationEMIC Project - Presentation
EMIC Project - Presentation
 
Technology Commercialization Strategy
Technology Commercialization StrategyTechnology Commercialization Strategy
Technology Commercialization Strategy
 
The Innovation Agency transferable skills workshop 1
The Innovation Agency transferable skills workshop 1The Innovation Agency transferable skills workshop 1
The Innovation Agency transferable skills workshop 1
 
Building an Innovation Portfolio
Building an Innovation PortfolioBuilding an Innovation Portfolio
Building an Innovation Portfolio
 
Class 2 Berkeley/Columbia Lean Launchpad Xmba 296t
Class 2 Berkeley/Columbia Lean Launchpad Xmba 296tClass 2 Berkeley/Columbia Lean Launchpad Xmba 296t
Class 2 Berkeley/Columbia Lean Launchpad Xmba 296t
 
Corporate Innovation : developing a lean & curious culture : Michel Duchateau...
Corporate Innovation : developing a lean & curious culture : Michel Duchateau...Corporate Innovation : developing a lean & curious culture : Michel Duchateau...
Corporate Innovation : developing a lean & curious culture : Michel Duchateau...
 
Business modelling in the fuzzy front end of innovation camera ready 29june11
Business modelling in the fuzzy front end of innovation camera ready 29june11Business modelling in the fuzzy front end of innovation camera ready 29june11
Business modelling in the fuzzy front end of innovation camera ready 29june11
 

Andere mochten auch

Jbmcに応募しよう 150707
Jbmcに応募しよう 150707Jbmcに応募しよう 150707
Jbmcに応募しよう 150707Takeru Ohe
 
Jbmc guidance workshop 150823
Jbmc guidance workshop 150823Jbmc guidance workshop 150823
Jbmc guidance workshop 150823Takeru Ohe
 
具体的な準備の方法 150707
具体的な準備の方法 150707具体的な準備の方法 150707
具体的な準備の方法 150707Takeru Ohe
 
参加資格と評価点 150707
参加資格と評価点 150707参加資格と評価点 150707
参加資格と評価点 150707Takeru Ohe
 
アイデアからビジネスコンセプト 150708
アイデアからビジネスコンセプト 150708アイデアからビジネスコンセプト 150708
アイデアからビジネスコンセプト 150708Takeru Ohe
 

Andere mochten auch (6)

Jbmcに応募しよう 150707
Jbmcに応募しよう 150707Jbmcに応募しよう 150707
Jbmcに応募しよう 150707
 
Jbmc guidance workshop 150823
Jbmc guidance workshop 150823Jbmc guidance workshop 150823
Jbmc guidance workshop 150823
 
具体的な準備の方法 150707
具体的な準備の方法 150707具体的な準備の方法 150707
具体的な準備の方法 150707
 
参加資格と評価点 150707
参加資格と評価点 150707参加資格と評価点 150707
参加資格と評価点 150707
 
アイデアからビジネスコンセプト 150708
アイデアからビジネスコンセプト 150708アイデアからビジネスコンセプト 150708
アイデアからビジネスコンセプト 150708
 
JBMC-NIIGATA Session July 11, 2016
JBMC-NIIGATA Session  July 11, 2016JBMC-NIIGATA Session  July 11, 2016
JBMC-NIIGATA Session July 11, 2016
 

Ähnlich wie JBMC-NIIGATA Session October 14, 2017

stanford-design-thinking-brochure.pdf
stanford-design-thinking-brochure.pdfstanford-design-thinking-brochure.pdf
stanford-design-thinking-brochure.pdfDharam Mentor
 
Entrepreneurship in Japan: Interning at J-Seed Ventures
Entrepreneurship in Japan: Interning at J-Seed VenturesEntrepreneurship in Japan: Interning at J-Seed Ventures
Entrepreneurship in Japan: Interning at J-Seed VenturesCindy Huang
 
eva gluyas CV v6 Feb 2016
eva gluyas CV v6 Feb 2016eva gluyas CV v6 Feb 2016
eva gluyas CV v6 Feb 2016Eva Gluyas
 
Six Myths of Product Development
Six Myths of Product DevelopmentSix Myths of Product Development
Six Myths of Product DevelopmentWei Li
 
The business development manager (catalyst of enterprise growth]
The business development manager (catalyst of enterprise growth]The business development manager (catalyst of enterprise growth]
The business development manager (catalyst of enterprise growth]Doris Tan
 
The Goal By Eliyahu M. Veldt
The Goal By Eliyahu M. VeldtThe Goal By Eliyahu M. Veldt
The Goal By Eliyahu M. VeldtNicolle Dammann
 
QSO 680 Module One Journal Guidelines and Rubric Overvi.docx
QSO 680 Module One Journal Guidelines and Rubric  Overvi.docxQSO 680 Module One Journal Guidelines and Rubric  Overvi.docx
QSO 680 Module One Journal Guidelines and Rubric Overvi.docxmakdul
 
EssaysESSAY 1 + 2.docxESSAY 1Using a combination approach.docx
EssaysESSAY 1 + 2.docxESSAY 1Using a combination approach.docxEssaysESSAY 1 + 2.docxESSAY 1Using a combination approach.docx
EssaysESSAY 1 + 2.docxESSAY 1Using a combination approach.docxbridgelandying
 
2017 italia innovation_program
2017 italia innovation_program2017 italia innovation_program
2017 italia innovation_programMarco Pupillo
 
Nme 3107 technopreneurship for canvas june 17
Nme 3107 technopreneurship for canvas june 17Nme 3107 technopreneurship for canvas june 17
Nme 3107 technopreneurship for canvas june 17Charlton Inao
 
Interview with Stefan
Interview with StefanInterview with Stefan
Interview with StefanStefan Voxby
 
MES Thesis - Ontology & Canvas for Strongly Sustainable Business Models - Ora...
MES Thesis - Ontology & Canvas for Strongly Sustainable Business Models - Ora...MES Thesis - Ontology & Canvas for Strongly Sustainable Business Models - Ora...
MES Thesis - Ontology & Canvas for Strongly Sustainable Business Models - Ora...Antony Upward
 
Berlin School of Creative Leadership
Berlin School of Creative LeadershipBerlin School of Creative Leadership
Berlin School of Creative LeadershipAxel Quack
 
Introduction to Japan Business Model Competition 
Introduction to Japan Business Model Competition Introduction to Japan Business Model Competition 
Introduction to Japan Business Model Competition Takeru Ohe
 
Gspace20150719 introduction to project design
Gspace20150719 introduction to project designGspace20150719 introduction to project design
Gspace20150719 introduction to project designAtsushi Koshio
 
PDP International 2021 Working kit
PDP International 2021 Working kitPDP International 2021 Working kit
PDP International 2021 Working kitHAMK Design Factory
 

Ähnlich wie JBMC-NIIGATA Session October 14, 2017 (20)

stanford-design-thinking-brochure.pdf
stanford-design-thinking-brochure.pdfstanford-design-thinking-brochure.pdf
stanford-design-thinking-brochure.pdf
 
Entrepreneurship in Japan: Interning at J-Seed Ventures
Entrepreneurship in Japan: Interning at J-Seed VenturesEntrepreneurship in Japan: Interning at J-Seed Ventures
Entrepreneurship in Japan: Interning at J-Seed Ventures
 
eva gluyas CV v6 Feb 2016
eva gluyas CV v6 Feb 2016eva gluyas CV v6 Feb 2016
eva gluyas CV v6 Feb 2016
 
Six Myths of Product Development
Six Myths of Product DevelopmentSix Myths of Product Development
Six Myths of Product Development
 
The business development manager (catalyst of enterprise growth]
The business development manager (catalyst of enterprise growth]The business development manager (catalyst of enterprise growth]
The business development manager (catalyst of enterprise growth]
 
technopreneurship
technopreneurship technopreneurship
technopreneurship
 
The Goal By Eliyahu M. Veldt
The Goal By Eliyahu M. VeldtThe Goal By Eliyahu M. Veldt
The Goal By Eliyahu M. Veldt
 
QSO 680 Module One Journal Guidelines and Rubric Overvi.docx
QSO 680 Module One Journal Guidelines and Rubric  Overvi.docxQSO 680 Module One Journal Guidelines and Rubric  Overvi.docx
QSO 680 Module One Journal Guidelines and Rubric Overvi.docx
 
EssaysESSAY 1 + 2.docxESSAY 1Using a combination approach.docx
EssaysESSAY 1 + 2.docxESSAY 1Using a combination approach.docxEssaysESSAY 1 + 2.docxESSAY 1Using a combination approach.docx
EssaysESSAY 1 + 2.docxESSAY 1Using a combination approach.docx
 
2017 italia innovation_program
2017 italia innovation_program2017 italia innovation_program
2017 italia innovation_program
 
Nme 3107 technopreneurship for canvas june 17
Nme 3107 technopreneurship for canvas june 17Nme 3107 technopreneurship for canvas june 17
Nme 3107 technopreneurship for canvas june 17
 
Interview with Stefan
Interview with StefanInterview with Stefan
Interview with Stefan
 
MES Thesis - Ontology & Canvas for Strongly Sustainable Business Models - Ora...
MES Thesis - Ontology & Canvas for Strongly Sustainable Business Models - Ora...MES Thesis - Ontology & Canvas for Strongly Sustainable Business Models - Ora...
MES Thesis - Ontology & Canvas for Strongly Sustainable Business Models - Ora...
 
Berlin School of Creative Leadership
Berlin School of Creative LeadershipBerlin School of Creative Leadership
Berlin School of Creative Leadership
 
Jbmc niigata session october 13, 2018
Jbmc niigata session october 13, 2018Jbmc niigata session october 13, 2018
Jbmc niigata session october 13, 2018
 
Introduction to Japan Business Model Competition 
Introduction to Japan Business Model Competition Introduction to Japan Business Model Competition 
Introduction to Japan Business Model Competition 
 
iSEED PREP Program Brochure
iSEED PREP Program BrochureiSEED PREP Program Brochure
iSEED PREP Program Brochure
 
Reshape; Transforming Business 2017
Reshape; Transforming Business 2017Reshape; Transforming Business 2017
Reshape; Transforming Business 2017
 
Gspace20150719 introduction to project design
Gspace20150719 introduction to project designGspace20150719 introduction to project design
Gspace20150719 introduction to project design
 
PDP International 2021 Working kit
PDP International 2021 Working kitPDP International 2021 Working kit
PDP International 2021 Working kit
 

Kürzlich hochgeladen

Establishing An Enterprise and Project Management.pptx
Establishing An Enterprise and Project Management.pptxEstablishing An Enterprise and Project Management.pptx
Establishing An Enterprise and Project Management.pptxshrinivas kulkarni
 
HDPE Pipe Fittings Manufacturer and Supplier
HDPE Pipe Fittings Manufacturer and SupplierHDPE Pipe Fittings Manufacturer and Supplier
HDPE Pipe Fittings Manufacturer and SupplierBhavin Kanani
 
Analysis Of FaarmTech | BBA | Business Plan
Analysis Of FaarmTech | BBA | Business PlanAnalysis Of FaarmTech | BBA | Business Plan
Analysis Of FaarmTech | BBA | Business Planmohsinrai101
 
Path to Traditional Pub - BookFest 2024 presentation - 03-23-2024.pdf
Path to Traditional Pub - BookFest 2024 presentation - 03-23-2024.pdfPath to Traditional Pub - BookFest 2024 presentation - 03-23-2024.pdf
Path to Traditional Pub - BookFest 2024 presentation - 03-23-2024.pdfContent Strategy Inc.
 
How To Get Rich With Bitcoin Even If You Have No Clue About Technology
How To Get Rich With Bitcoin Even If You Have No Clue About TechnologyHow To Get Rich With Bitcoin Even If You Have No Clue About Technology
How To Get Rich With Bitcoin Even If You Have No Clue About Technologyzaidashadali00
 
Institutions Supporting Small Business Enterprises.pptx
Institutions Supporting Small Business Enterprises.pptxInstitutions Supporting Small Business Enterprises.pptx
Institutions Supporting Small Business Enterprises.pptxshrinivas kulkarni
 

Kürzlich hochgeladen (6)

Establishing An Enterprise and Project Management.pptx
Establishing An Enterprise and Project Management.pptxEstablishing An Enterprise and Project Management.pptx
Establishing An Enterprise and Project Management.pptx
 
HDPE Pipe Fittings Manufacturer and Supplier
HDPE Pipe Fittings Manufacturer and SupplierHDPE Pipe Fittings Manufacturer and Supplier
HDPE Pipe Fittings Manufacturer and Supplier
 
Analysis Of FaarmTech | BBA | Business Plan
Analysis Of FaarmTech | BBA | Business PlanAnalysis Of FaarmTech | BBA | Business Plan
Analysis Of FaarmTech | BBA | Business Plan
 
Path to Traditional Pub - BookFest 2024 presentation - 03-23-2024.pdf
Path to Traditional Pub - BookFest 2024 presentation - 03-23-2024.pdfPath to Traditional Pub - BookFest 2024 presentation - 03-23-2024.pdf
Path to Traditional Pub - BookFest 2024 presentation - 03-23-2024.pdf
 
How To Get Rich With Bitcoin Even If You Have No Clue About Technology
How To Get Rich With Bitcoin Even If You Have No Clue About TechnologyHow To Get Rich With Bitcoin Even If You Have No Clue About Technology
How To Get Rich With Bitcoin Even If You Have No Clue About Technology
 
Institutions Supporting Small Business Enterprises.pptx
Institutions Supporting Small Business Enterprises.pptxInstitutions Supporting Small Business Enterprises.pptx
Institutions Supporting Small Business Enterprises.pptx
 

JBMC-NIIGATA Session October 14, 2017