business model design workshop vol.2 feat cool japan

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Business Model Design Workshop 9 กันยายน 2014 โจรสลัดเท่านั้น ที่มีโอกาสเห็นพระจันทร์ได้สวยที่สุด รุ่นที2 การถ่ายทอดคุณค่าของธุรกิจ ผ่านแบรนด์สู่ผู้บริโภค

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Business Model Design Workshop 2, feat. Cool Japan. Second workshop from Trick of the Trade is now moving to the first part of BMC and focusing on Value Proposition.

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Page 1: Business Model Design Workshop Vol.2 feat Cool Japan

Business Model Design Workshop

9 กันยายน 2014

โจรสลัดเท่านั้น ที่มีโอกาสเห็นพระจันทร์ได้สวยที่สุด

รุ่นที่ 2 การถ่ายทอดคุณค่าของธุรกิจ ผ่านแบรนด์สู่ผู้บริโภค

Page 2: Business Model Design Workshop Vol.2 feat Cool Japan

ธรรศภาคย์ เลิศเศวตพงศ์ (ปิ๊ก) !Tel 09 5414 4451 LINE pik6319 email [email protected] www.trickofthetrade.co.th FB Page Trick of the Trade

รู้จักกันก่อน

Page 3: Business Model Design Workshop Vol.2 feat Cool Japan

เราอยากรู้จักคุณบ้าง ช่วยแนะนำตัวเองสักนิด

Page 4: Business Model Design Workshop Vol.2 feat Cool Japan

วันนี้มีเรื่องมาเล่าให้ฟังด้วย

Page 5: Business Model Design Workshop Vol.2 feat Cool Japan
Page 6: Business Model Design Workshop Vol.2 feat Cool Japan

ก้อนหินวิเศษ

Page 7: Business Model Design Workshop Vol.2 feat Cool Japan

Opportunity is an unkind friend. It comes without saying hello and left without saying goodbye.

!โอกาสชอบทำตัวเหมือนเพื่อนสนิทที่ใจร้าย

ชอบมาโดยไม่บอกใคร และจากไปโดยไม่บอกลา

Page 8: Business Model Design Workshop Vol.2 feat Cool Japan

กฎของการเข้า Workshop ให้มีความสุข

Page 9: Business Model Design Workshop Vol.2 feat Cool Japan

คิดให้เยอะ

Page 10: Business Model Design Workshop Vol.2 feat Cool Japan

ขี้สงสัยและขยันถาม

Page 11: Business Model Design Workshop Vol.2 feat Cool Japan

ช่วยแชร์ความเห็น

Page 12: Business Model Design Workshop Vol.2 feat Cool Japan

ทำไมเราต้องมานั่งทำ Business Model กันด้วย

Page 13: Business Model Design Workshop Vol.2 feat Cool Japan

โลกได้เปลี่ยนไปแล้ว ลูกค้าก็เปลี่ยนเช่นกัน

Page 14: Business Model Design Workshop Vol.2 feat Cool Japan
Page 15: Business Model Design Workshop Vol.2 feat Cool Japan
Page 16: Business Model Design Workshop Vol.2 feat Cool Japan
Page 17: Business Model Design Workshop Vol.2 feat Cool Japan
Page 18: Business Model Design Workshop Vol.2 feat Cool Japan
Page 19: Business Model Design Workshop Vol.2 feat Cool Japan
Page 20: Business Model Design Workshop Vol.2 feat Cool Japan
Page 21: Business Model Design Workshop Vol.2 feat Cool Japan
Page 22: Business Model Design Workshop Vol.2 feat Cool Japan

การออกแบบ Business Model From Concept to Consumer

Page 23: Business Model Design Workshop Vol.2 feat Cool Japan

ใครเริ่มต้นทำธุรกิจด้วยการเขียน Business Plan บ้าง?

Page 24: Business Model Design Workshop Vol.2 feat Cool Japan

เห็นด้วยมั๊ยว่ามันช่างน่าปวดกบาลสุดๆ

Page 25: Business Model Design Workshop Vol.2 feat Cool Japan

ลองเปลี่ยนวิธีการใหม่

Page 26: Business Model Design Workshop Vol.2 feat Cool Japan

ทำธุรกิจก็เหมือนการขับรถ

Page 27: Business Model Design Workshop Vol.2 feat Cool Japan

แบรนด์ 1 แบรนด์ ก็เหมือนคน 1 คน

Page 28: Business Model Design Workshop Vol.2 feat Cool Japan

การออกแบบ Business Model ก็เหมือนการสร้างบ้านสักหลัง

Page 29: Business Model Design Workshop Vol.2 feat Cool Japan

ทุกอย่างเริ่มจากจินตภาพ Visual or Concept Thinking

Page 30: Business Model Design Workshop Vol.2 feat Cool Japan

เชื่อมโยงความฝันสู่ความจริง Model Design

Page 31: Business Model Design Workshop Vol.2 feat Cool Japan

ลงมือตามรายละเอียดของแผนงาน Go Forward As Planned

Page 32: Business Model Design Workshop Vol.2 feat Cool Japan
Page 33: Business Model Design Workshop Vol.2 feat Cool Japan
Page 34: Business Model Design Workshop Vol.2 feat Cool Japan
Page 35: Business Model Design Workshop Vol.2 feat Cool Japan
Page 36: Business Model Design Workshop Vol.2 feat Cool Japan

Business Model Design

Page 37: Business Model Design Workshop Vol.2 feat Cool Japan

BMC: Business Model Canvas

Page 38: Business Model Design Workshop Vol.2 feat Cool Japan
Page 39: Business Model Design Workshop Vol.2 feat Cool Japan

เรานำเสนออะไร สู่ลูกค้า อะไรคือสิ่งที่ทำให้ลูกค้า

ผูกพันกับเรา

ช่องทางและวิธีการหารายได้ค่าใช้จ่ายที่เกิดขึ้นจากการดำเนินกิจการ

ใครคือลูกค้าของเราได้บ้าง

สิ่งที่เราต้องทำทุกๆวัน เป็นประจำ

วิธีการเข้าถึงตัวลูกค้า

พันธมิตร/คู่ค้าที่สำคัญ

ทรัพยากรที่จำเป็นต้องมี

Page 40: Business Model Design Workshop Vol.2 feat Cool Japan
Page 41: Business Model Design Workshop Vol.2 feat Cool Japan

Gain CreatorsDescribe how your products and services create customer gains.

How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings?

Do they…Create savings that make your customer happy?(e.g. in terms of time, money and effort, …)

Produce outcomes your customer expects or that go beyond their expectations?(e.g. better quality level, more of something, less of something, …)

Pain Relievers

Copy or outperform current solutions that delight your customer?(e.g. regarding specific features, performance, quality, …)

Make your customer’s job or life easier?(e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, …)

Create positive social consequences that your customer desires?(e.g. makes them look good, produces an increase in power, status, …)

Do something customers are looking for?(e.g. good design, guarantees, specific or more features, …)

Fulfill something customers are dreaming about?(e.g. help big achievements, produce big reliefs, …)

Produce positive outcomes matching your customers success and failure criteria?(e.g. better performance, lower cost, …)

Help make adoption easier?(e.g. lower cost, less investments, lower risk, better quality, performance, design, …)

Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs.

Describe how your products and services alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done?

Do they…Produce savings?(e.g. in terms of time, money, or efforts, …)

Make your customers feel better?(e.g. kills frustrations, annoyances, things that give them a headache, …)

Fix underperforming solutions?(e.g. new features, better performance, better quality, …)

Put an end to difficulties and challenges your customers encounter?(e.g. make things easier, helping them get done, eliminate resistance, …)

Wipe out negative social consequences your customers encounter or fear?(e.g. loss of face, power, trust, or status, …)

Eliminate risks your customers fear?(e.g. financial, social, technical risks, or what could go awfully wrong, …)

Help your customers better sleep at night?(e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)

Limit or eradicate common mistakes customers make?(e.g. usage mistakes, …)

Get rid of barriers that are keeping your customer from adopting solutions?(e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …)

Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done?

Products & ServicesList all the products and services your value proposition is built around.Which products and services do you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs?

Which ancillary products and services help your customer perform the roles of:

Buyer(e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …)

Co-creator(e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …)

Transferrer(e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …)

Products and services may either by tangible (e.g. manufac-tured goods, face-to-face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services).Rank all products and services according to their importance to your customer.

Are they crucial or trivial to your customer?

GainsDescribe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings.

Which savings would make your customer happy?(e.g. in terms of time, money and effort, …)

What outcomes does your customer expect and what would go beyond his/her expectations?(e.g. quality level, more of something, less of something, …)

How do current solutions delight your customer?(e.g. specific features, performance, quality, …)

Pains

Customer Job(s)

Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done.

What does your customer find too costly?(e.g. takes a lot of time, costs too much money, requires substantial efforts, …)

What makes your customer feel bad?(e.g. frustrations, annoyances, things that give them a headache, …)

How are current solutions underperforming for your customer?(e.g. lack of features, performance, malfunctioning, …)

What are the main difficulties and challenges your customer encounters?(e.g. understanding how things work, difficulties getting things done, resistance, …)

What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …)

What risks does your customer fear?(e.g. financial, social, technical risks, or what could go awfully wrong, …)

What’s keeping your customer awake at night?(e.g. big issues, concerns, worries, …)

What common mistakes does your customer make?(e.g. usage mistakes, …)

What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …)

Rank each pain according to the intensity it represents for your customer.Is it very intense or is it very light.? For each pain indicate how often it occurs.

Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy.

What functional jobs are you helping your customer get done? (e.g. perform or complete a specific task, solve a specific problem, …)

What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …)

What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …)

What basic needs are you helping your customer satisfy? (e.g. communication, sex, …)

Besides trying to get a core job done, your customer performs ancillary jobs in different roles. Describe the jobs your customer is trying to get done as:

Buyer (e.g. trying to look good, gain power or status, …)

Co-creator (e.g. esthetics, feel good, security, …)

Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …)

Rank each job according to its significance to your customer. Is it crucial or is it trivial? For each job

indicate how often it occurs.Outline in which specific context a job

is done, because that may impose constraints or limitations.

(e.g. while driving, outside, …)

What would make your customer’s job or life easier?(e.g. flatter learning curve, more services, lower cost of ownership, …)

What positive social consequences does your customer desire?(e.g. makes them look good, increase in power, status, …)

What are customers looking for?(e.g. good design, guarantees, specific or more features, …)

What do customers dream about?(e.g. big achievements, big reliefs, …)

How does your customer measure success and failure?(e.g. performance, cost, …)

What would increase the likelihood of adopting a solution?(e.g. lower cost, less investments, lower risk, better quality, performance, design, …)

Rank each gain according to its relevance to your customer. Is it substantial or is it insignificant? For each gain indicate how often it occurs.

strategyzer.com

The Value Proposition Canvas

Value Proposition Customer Segment

The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG

Produced by: www.stattys.com

Page 42: Business Model Design Workshop Vol.2 feat Cool Japan

Gain CreatorsDescribe how your products and services create customer gains.

How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings?

Do they…Create savings that make your customer happy?(e.g. in terms of time, money and effort, …)

Produce outcomes your customer expects or that go beyond their expectations?(e.g. better quality level, more of something, less of something, …)

Pain Relievers

Copy or outperform current solutions that delight your customer?(e.g. regarding specific features, performance, quality, …)

Make your customer’s job or life easier?(e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, …)

Create positive social consequences that your customer desires?(e.g. makes them look good, produces an increase in power, status, …)

Do something customers are looking for?(e.g. good design, guarantees, specific or more features, …)

Fulfill something customers are dreaming about?(e.g. help big achievements, produce big reliefs, …)

Produce positive outcomes matching your customers success and failure criteria?(e.g. better performance, lower cost, …)

Help make adoption easier?(e.g. lower cost, less investments, lower risk, better quality, performance, design, …)

Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs.

Describe how your products and services alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done?

Do they…Produce savings?(e.g. in terms of time, money, or efforts, …)

Make your customers feel better?(e.g. kills frustrations, annoyances, things that give them a headache, …)

Fix underperforming solutions?(e.g. new features, better performance, better quality, …)

Put an end to difficulties and challenges your customers encounter?(e.g. make things easier, helping them get done, eliminate resistance, …)

Wipe out negative social consequences your customers encounter or fear?(e.g. loss of face, power, trust, or status, …)

Eliminate risks your customers fear?(e.g. financial, social, technical risks, or what could go awfully wrong, …)

Help your customers better sleep at night?(e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)

Limit or eradicate common mistakes customers make?(e.g. usage mistakes, …)

Get rid of barriers that are keeping your customer from adopting solutions?(e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …)

Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done?

Products & ServicesList all the products and services your value proposition is built around.Which products and services do you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs?

Which ancillary products and services help your customer perform the roles of:

Buyer(e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …)

Co-creator(e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …)

Transferrer(e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …)

Products and services may either by tangible (e.g. manufac-tured goods, face-to-face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services).Rank all products and services according to their importance to your customer.

Are they crucial or trivial to your customer?

GainsDescribe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings.

Which savings would make your customer happy?(e.g. in terms of time, money and effort, …)

What outcomes does your customer expect and what would go beyond his/her expectations?(e.g. quality level, more of something, less of something, …)

How do current solutions delight your customer?(e.g. specific features, performance, quality, …)

Pains

Customer Job(s)

Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done.

What does your customer find too costly?(e.g. takes a lot of time, costs too much money, requires substantial efforts, …)

What makes your customer feel bad?(e.g. frustrations, annoyances, things that give them a headache, …)

How are current solutions underperforming for your customer?(e.g. lack of features, performance, malfunctioning, …)

What are the main difficulties and challenges your customer encounters?(e.g. understanding how things work, difficulties getting things done, resistance, …)

What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …)

What risks does your customer fear?(e.g. financial, social, technical risks, or what could go awfully wrong, …)

What’s keeping your customer awake at night?(e.g. big issues, concerns, worries, …)

What common mistakes does your customer make?(e.g. usage mistakes, …)

What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …)

Rank each pain according to the intensity it represents for your customer.Is it very intense or is it very light.? For each pain indicate how often it occurs.

Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy.

What functional jobs are you helping your customer get done? (e.g. perform or complete a specific task, solve a specific problem, …)

What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …)

What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …)

What basic needs are you helping your customer satisfy? (e.g. communication, sex, …)

Besides trying to get a core job done, your customer performs ancillary jobs in different roles. Describe the jobs your customer is trying to get done as:

Buyer (e.g. trying to look good, gain power or status, …)

Co-creator (e.g. esthetics, feel good, security, …)

Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …)

Rank each job according to its significance to your customer. Is it crucial or is it trivial? For each job

indicate how often it occurs.Outline in which specific context a job

is done, because that may impose constraints or limitations.

(e.g. while driving, outside, …)

What would make your customer’s job or life easier?(e.g. flatter learning curve, more services, lower cost of ownership, …)

What positive social consequences does your customer desire?(e.g. makes them look good, increase in power, status, …)

What are customers looking for?(e.g. good design, guarantees, specific or more features, …)

What do customers dream about?(e.g. big achievements, big reliefs, …)

How does your customer measure success and failure?(e.g. performance, cost, …)

What would increase the likelihood of adopting a solution?(e.g. lower cost, less investments, lower risk, better quality, performance, design, …)

Rank each gain according to its relevance to your customer. Is it substantial or is it insignificant? For each gain indicate how often it occurs.

strategyzer.com

The Value Proposition Canvas

Value Proposition Customer Segment

The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG

Produced by: www.stattys.com

Page 43: Business Model Design Workshop Vol.2 feat Cool Japan

Gain CreatorsDescribe how your products and services create customer gains.

How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings?

Do they…Create savings that make your customer happy?(e.g. in terms of time, money and effort, …)

Produce outcomes your customer expects or that go beyond their expectations?(e.g. better quality level, more of something, less of something, …)

Pain Relievers

Copy or outperform current solutions that delight your customer?(e.g. regarding specific features, performance, quality, …)

Make your customer’s job or life easier?(e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, …)

Create positive social consequences that your customer desires?(e.g. makes them look good, produces an increase in power, status, …)

Do something customers are looking for?(e.g. good design, guarantees, specific or more features, …)

Fulfill something customers are dreaming about?(e.g. help big achievements, produce big reliefs, …)

Produce positive outcomes matching your customers success and failure criteria?(e.g. better performance, lower cost, …)

Help make adoption easier?(e.g. lower cost, less investments, lower risk, better quality, performance, design, …)

Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs.

Describe how your products and services alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done?

Do they…Produce savings?(e.g. in terms of time, money, or efforts, …)

Make your customers feel better?(e.g. kills frustrations, annoyances, things that give them a headache, …)

Fix underperforming solutions?(e.g. new features, better performance, better quality, …)

Put an end to difficulties and challenges your customers encounter?(e.g. make things easier, helping them get done, eliminate resistance, …)

Wipe out negative social consequences your customers encounter or fear?(e.g. loss of face, power, trust, or status, …)

Eliminate risks your customers fear?(e.g. financial, social, technical risks, or what could go awfully wrong, …)

Help your customers better sleep at night?(e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)

Limit or eradicate common mistakes customers make?(e.g. usage mistakes, …)

Get rid of barriers that are keeping your customer from adopting solutions?(e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …)

Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done?

Products & ServicesList all the products and services your value proposition is built around.Which products and services do you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs?

Which ancillary products and services help your customer perform the roles of:

Buyer(e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …)

Co-creator(e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …)

Transferrer(e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …)

Products and services may either by tangible (e.g. manufac-tured goods, face-to-face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services).Rank all products and services according to their importance to your customer.

Are they crucial or trivial to your customer?

GainsDescribe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings.

Which savings would make your customer happy?(e.g. in terms of time, money and effort, …)

What outcomes does your customer expect and what would go beyond his/her expectations?(e.g. quality level, more of something, less of something, …)

How do current solutions delight your customer?(e.g. specific features, performance, quality, …)

Pains

Customer Job(s)

Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done.

What does your customer find too costly?(e.g. takes a lot of time, costs too much money, requires substantial efforts, …)

What makes your customer feel bad?(e.g. frustrations, annoyances, things that give them a headache, …)

How are current solutions underperforming for your customer?(e.g. lack of features, performance, malfunctioning, …)

What are the main difficulties and challenges your customer encounters?(e.g. understanding how things work, difficulties getting things done, resistance, …)

What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …)

What risks does your customer fear?(e.g. financial, social, technical risks, or what could go awfully wrong, …)

What’s keeping your customer awake at night?(e.g. big issues, concerns, worries, …)

What common mistakes does your customer make?(e.g. usage mistakes, …)

What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …)

Rank each pain according to the intensity it represents for your customer.Is it very intense or is it very light.? For each pain indicate how often it occurs.

Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy.

What functional jobs are you helping your customer get done? (e.g. perform or complete a specific task, solve a specific problem, …)

What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …)

What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …)

What basic needs are you helping your customer satisfy? (e.g. communication, sex, …)

Besides trying to get a core job done, your customer performs ancillary jobs in different roles. Describe the jobs your customer is trying to get done as:

Buyer (e.g. trying to look good, gain power or status, …)

Co-creator (e.g. esthetics, feel good, security, …)

Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …)

Rank each job according to its significance to your customer. Is it crucial or is it trivial? For each job

indicate how often it occurs.Outline in which specific context a job

is done, because that may impose constraints or limitations.

(e.g. while driving, outside, …)

What would make your customer’s job or life easier?(e.g. flatter learning curve, more services, lower cost of ownership, …)

What positive social consequences does your customer desire?(e.g. makes them look good, increase in power, status, …)

What are customers looking for?(e.g. good design, guarantees, specific or more features, …)

What do customers dream about?(e.g. big achievements, big reliefs, …)

How does your customer measure success and failure?(e.g. performance, cost, …)

What would increase the likelihood of adopting a solution?(e.g. lower cost, less investments, lower risk, better quality, performance, design, …)

Rank each gain according to its relevance to your customer. Is it substantial or is it insignificant? For each gain indicate how often it occurs.

strategyzer.com

The Value Proposition Canvas

Value Proposition Customer Segment

The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG

Produced by: www.stattys.com

Page 44: Business Model Design Workshop Vol.2 feat Cool Japan

ทำให้เด็กกินผักได้ บรรยากาศแห่งความสุขของทุกคนในครอบครัว

!อาหารอร่อย คุณภาพดี

ราคาสมเหตุผล

ระบบสมาชิกโฆษณา เพลง ท่าเต้นให้เด็กทำตาม

การให้บริการ สุภาพ รอยยิ้มของพนักงาน เมนูพิเศษ จานชุดเด็ก

มาเป็นครอบครัว คนรักสุขภาพ

เด็ก

อาหาร เครื่องดื่ม

สาขาในห้าง สาขานอกห้าง Delivery

ฟาร์ม ครัวกลาง

Call Center ระบบกระจายสินค้า

พนักงาน

ฟาร์ม ศูนย์การค้า บริษัทโฆษณา โรงงานขายของใช้ในร้าน

ระบบการจัดการภายในร้าน ระบบ Call Center เมนูุพิเศษรายเดือน

เต้น การควบคุมคุณภาพสินค้า ความสะอาดของร้าน การกระจายสินค้า

วัตถุดิบ ค่าเช่า สวัสดิการพนักงาน การตลาด การขยายสาขา วิจัยพัฒนาสูตรอาหารใหม่ๆ

ค่าขนส่ง การตรวจสอบคุณภาพอาหาร

Page 45: Business Model Design Workshop Vol.2 feat Cool Japan

“You have to clearly communicate to customers why we are

different, better, and worth purchasing from.”

Page 46: Business Model Design Workshop Vol.2 feat Cool Japan

Workshop 1 !!1. ให้ทุกคนเขียน Business Value ของธุรกิจตัวเองในปัจจุบัน !2. Present และให้เพื่อนช่วย Comment !3. 10 นาที สำหรับการทำ !4. 15 คน นำเสนอให้เพื่อนฟัง เพื่อนๆช่วยกันคอมเมนท์

Page 47: Business Model Design Workshop Vol.2 feat Cool Japan

คือตัวบอกลูกค้าว่า “ทำไมลูกค้าถึงต้องเลือกคุณ แทนที่จะเป็นคนอื่น?” (Reason to Choose You)

ทำไม Value Proposition จึงเป็นที่สำคัญที่สุด สำหรับทุกธุรกิจ

คือตัวบอกลูกค้าว่า “ทำไมโลกถึงต้องการธุรกิจของคุณ?” (Reason of Existing)

คือตัวบอกลูกค้าว่า “ทำไมเค้าถึงต้องจ่ายเงินในราคาที่คุณต้องการ?” (Reason to Pay the Price You Charge)

ถ้าคุณยังบอกคุณค่าของตัวเองกับลูกค้าไม่ได้ว่าทำไมเค้าควรจะเลือกคุณ เค้าก็คงคิดในใจว่า

“แล้วเค้าจะเลือกคุณไปเพื่ออะไร”

คือตัวบอกลูกค้าว่า “ธุรกิจของคุณแตกต่างและดีกว่าของคนอื่นยังไง?” (How You Are Different and Better Than Others?)

Page 48: Business Model Design Workshop Vol.2 feat Cool Japan
Page 49: Business Model Design Workshop Vol.2 feat Cool Japan

Value Proposition ที่ดี จะเป็นแรงถีบให้ธุรกิจของคุณไปไกลกว่าเดิมนับร้อยเท่า

Page 50: Business Model Design Workshop Vol.2 feat Cool Japan

หลักการ 5 ข้อ ของการกำหนด Value Proposition

Page 51: Business Model Design Workshop Vol.2 feat Cool Japan

การนำเสนอคุณค่า คือการสื่อสารโดยตรงไปยังความรู้สึกของลูกค้า

(คุณค่าต้องกระแทกความรู้สึก)

Page 52: Business Model Design Workshop Vol.2 feat Cool Japan

คุณค่านั้น ต้องเป็นอะไรที่เหนือกว่า

การตอบสนองความต้องการพื้นฐานของมนุษย์ (ไม่ใช่แค่ กินอิ่ม นอนหลับ)

Page 53: Business Model Design Workshop Vol.2 feat Cool Japan

คุณค่านั้น ต้องทำให้คนมีความสุข

Page 54: Business Model Design Workshop Vol.2 feat Cool Japan

คุณค่านั้น ต้องทำให้คนลืมความทุกข์

Page 55: Business Model Design Workshop Vol.2 feat Cool Japan

คุณค่านั้น ต้องแก้ปัญหาให้เค้าได้

Page 56: Business Model Design Workshop Vol.2 feat Cool Japan

การนำเสนอคุณค่า คือการสื่อสารโดยตรงไปยังความรู้สึกของลูกค้า

(คุณค่าต้องกระแทกความรู้สึก)

คุณค่านั้น ต้องเป็นอะไรที่เหนือกว่า

การตอบสนองความต้องการพื้นฐานของมนุษย์ (ไม่ใช่แค่ กินอิ่ม นอนหลับ)

คุณค่านั้น ต้องทำให้คนมีความสุข

คุณค่านั้น ต้องทำให้คนลืมความทุกข์

คุณค่านั้น ต้องแก้ปัญหาให้เค้าได้

Value Proposition ของ MK มีกี่ข้อ

Page 57: Business Model Design Workshop Vol.2 feat Cool Japan

บริการซ่อมรถคุณภาพมาตรฐานแบบ ครบวงจร รับประกันเสร็จใน 3 วัน

บริการซ่อมรถ ทำสี เคาะเหล็ก งานซ่อมทั่วไป

Page 58: Business Model Design Workshop Vol.2 feat Cool Japan

DAVID FOSTER

Page 59: Business Model Design Workshop Vol.2 feat Cool Japan

Business Model Design Workshop

9 กันยายน 2014

โจรสลัดเท่านั้น ที่มีโอกาสเห็นพระจันทร์ได้สวยที่สุด

รุ่นที่ 2 การถ่ายทอดคุณค่าของธุรกิจ ผ่านแบรนด์สู่ผู้บริโภค

Page 60: Business Model Design Workshop Vol.2 feat Cool Japan
Page 61: Business Model Design Workshop Vol.2 feat Cool Japan

Japan Soft Power

Page 62: Business Model Design Workshop Vol.2 feat Cool Japan
Page 63: Business Model Design Workshop Vol.2 feat Cool Japan
Page 64: Business Model Design Workshop Vol.2 feat Cool Japan
Page 65: Business Model Design Workshop Vol.2 feat Cool Japan
Page 66: Business Model Design Workshop Vol.2 feat Cool Japan
Page 67: Business Model Design Workshop Vol.2 feat Cool Japan
Page 68: Business Model Design Workshop Vol.2 feat Cool Japan

3 สิ่งที่ต้องรู้ก่อนสร้าง Value Proposition

Page 69: Business Model Design Workshop Vol.2 feat Cool Japan

สวมหมวกลูกค้า แล้วมองตัวเราเอง (Think As Customers)

Page 70: Business Model Design Workshop Vol.2 feat Cool Japan

เข้าใจจุดแข็งของสินค้า/บริการเราคืออะไร (Products key Benefifififif its)

Page 71: Business Model Design Workshop Vol.2 feat Cool Japan

มองไปรอบตัว หาจุดด้อยคู่แข่ง (How to be “Different and Better” Than Competitors)

Page 72: Business Model Design Workshop Vol.2 feat Cool Japan

หลักในการนำเสนอคุณค่า Create an Amazing Value Proposition

Page 73: Business Model Design Workshop Vol.2 feat Cool Japan

สั้น ง่าย เข้าใจได้ใน 5 วินาที

Page 74: Business Model Design Workshop Vol.2 feat Cool Japan

หลีกเลี่ยงการโม้ โอ้อวด เกินจริง

Page 75: Business Model Design Workshop Vol.2 feat Cool Japan

ถ้าหาจุดต่างไม่ได้ ก็ให้สร้างขึ้นเอง

Page 76: Business Model Design Workshop Vol.2 feat Cool Japan

กระตุ้นความรู้สึกให้อยากลอง

Page 77: Business Model Design Workshop Vol.2 feat Cool Japan

Workshop 2 !!1. ให้ทุกคนเขียน Business Value ของธุรกิจตัวเองในปัจจุบัน ใหม่อีกครั้ง

พร้อม Business Model !2. Present และให้เพื่อนช่วย Comment !3. 15 นาที สำหรับการทำ !4. 10 คน นำเสนอให้เพื่อนฟัง คนละ 8 นาที เพื่อนๆช่วยกันคอมเมนท์

Page 78: Business Model Design Workshop Vol.2 feat Cool Japan

Business Model Design Workshop

9 กันยายน 2014

โจรสลัดเท่านั้น ที่มีโอกาสเห็นพระจันทร์ได้สวยที่สุด

รุ่นที่ 2 การถ่ายทอดคุณค่าของธุรกิจ ผ่านแบรนด์สู่ผู้บริโภค