2016 YEF Boot Camp

2. why is each of us here?

5. YEF是一種運動、能練腦力，
YEF是一種精神，能養心智，

6. 找回創業的純真年代

7. Agenda
 Evaluating question and solution
 Lean Canvas
 Biz Model canvas
Revenue Stream options
 Examples

8. 工具的使用原則
 這不是水晶球！！
 是一種討論的方法
 需不斷重複、更新資訊、驗證假設
 …………………

9. QS Matrix
Solution
Question
Good
Bad
Bad

10. BIZ MODEL CANVAS?
各位熟悉的

12. 上手嗎？ 使的上力嗎？

13. Biz model Canvas 沒有教的事
 沒有定義要解決什麼問題
 價值主張跟產品是不一樣的東西
 沒有關於競爭環境的描述與分析
 ……..

14. Lean Canvas

17. 有操作的順序嗎？

18. An fancy example….

19. FURTHER

20. Risk evaluation

21. Product Risk
 First make sure you have a problem worth solving
 Define the smallest possible solution (MVP)
 Demonstrate Unique Value Proposition
 Build MVP at small scale then verify at large scale

22. Customer Risk
 Identify who has the pain
 Then narrow down to early adopters who really want
your product
 It’s okay to start with outbound channels
 But gradually build/develop scalable inbound channels

23. Market Risk
 Identify competition through existing alternative and
pick a price for your solution
 Test pricing first by measuring what customers say
 Then by what they do
 Optimize your cost structure to make the biz model
work

24. Design Your Biz

25. Principles of design
thinking?

26. user-centered

27. creativity & exploration

28. interdisciplinary

29. holistic

30. fit

31. the designer’s
toolbox

32. co-creation

33. ideation

34. visualization

35. prototyping

36. what is a
business model?

37. VALUE
PROPOSITION
COST
STRUCTURE
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
ACTIVITY
CONFIGURATION
CORE
CAPABILITIES
PARTNER
NETWORK
REVENUE
STREAMS
INFRASTRUCTURE CUSTOMEROFFER
FINANCE
a business model describes the value an organization offers to
various customers and portrays the capabilities and partners
required for creating, marketing, and delivering this value and
relationship capital with the goal of generating profitable and
sustainable revenue streams
DISTRIBUTION
CHANNELS
[Osterwalder (2004) The Business Model Ontology]
business model framework

38. Apple iTunes & iPod

39. iPod
cost structure
lifestyle brand
“high-end”
consumer
prod. & softw.
design
hardware &
softw. dev.
hardware
revenues
iTunes
multimedia
downloads
e-commerce
multimedia
rights mgmt
iBook
content
producers
Apple stores
dealer
network
multimedia
revenues
hardware
suppliers
brand
management
hardware
distribution
content
distribution
content

40. strategic fit

41. the Amazon.com you know

42. Amazon Simple Storage Services (S3)

43. selling stuff
on the Web
IT infra
customer
relationships
mass
customer
data services
Amazon.com
data grid
partners
selling stuff
Amazon S3
Amazon.com
Internet API
Web2.0
companies
warehousing
& distribution
distribution
content
management
product
selection
A9 product
search
data storage
fees
product
search
search engine
revenues
e-commerce
sites
Internet
marketing

44. back to
YOU INC.

45. the customer interface

46. it better be integrated…

47. VALUE
PROPOSITION
COST
STRUCTURE
CUSTOMER
RELATIONSHIPS
CUSTOMER
SEGMENTS
ACTIVITY
CONFIGURATION
CORE
CAPABILITIES
PARTNER
NETWORK
REVENUE
STREAMS
DISTRIBUTION
CHANNELS
[Osterwalder (2004) The Business Model Ontology]
various starting points / depending on context

48. Netflix
(niche) movies
over the
Internet
COST
STRUCTURE
profile
specialized
clientele
ACTIVITY
CONFIGURATION
large movie
database
independent
films
REVENUE
STREAMS
Web
online movie rental (with large niche movie database)

49. Skype
free VoIP & value
added services
software
development
website
global
(non segmented)
deliver voice &
video quality
“eBay”
large scale
low margin
internet
software
development
free voice-over-IP VoIP telephony &
value-added services

51. BUSINESS MODEL CANVAS 介紹

52. 52
images by JAM
customer
segments
key partners
cost structure revenue
streams
channels
customer
relationships
key activities
key
resources
value proposition
Source: <Sxsw New Rules for the New Bubble >, Steve Blank

53. CUSTOMER SEGMENTS
which customers and users are you serving?
which jobs do they really want to get done?
Source: <Sxsw New Rules for the New Bubble >, Steve Blank

54. Customer Segments
Mass Market
Niche Market
Segmented
Diversified
Multi-sided platforms (or multi-sided markets)

55. VALUE PROPOSITIONS
what are you offering them? what is that
getting done for them? do they care?
Source: <Sxsw New Rules for the New Bubble >, Steve Blank

56. Value Propositions
Newness 創新。
Performance 效能提升。
Customization 客製化商品。
Getting the job done 提供solution。
Design 設計
Brand/status
Price
Cost reduction 幫客人省錢。
Risk reduction
Accessibility
Convenience/usability

58. 在學學生
有參加創業活動或比賽的如YEF
討論室租借服務
能提工作有效率且具創意的產出
其他一般的場地
提供大面積的發想揮灑塗鴉空間
牆面都上了白板漆，可以盡情的揮灑

59. CHANNELS
how does each customer segment want to be reached? through
which interaction points?
Source: <Sxsw New Rules for the New Bubble >, Steve Blank

60. Channels
Channel type
• Own 自己所有的通路
• Sales force
• Web sales
• Own stores
• Partner 所有的通路
• Partner stores
• Wholesaler
Channel phase
• Awareness. How do we raise
awareness about our company’s
products and services?
• Evaluation How do we help
customers evaluate our
organization’s Value Proposition?
• Purchase How do we allow
customers to purchase specific
products and services?
• Delivery How do we deliver a Value
Proposition to customers?
• After sales How do we provide post-
purchase support?

61. CUSTOMER RELATIONSHIPS
what relationships are you establishing with each segment? personal?
automated? acquisitive? retentive?
Source: <Sxsw New Rules for the New Bubble >, Steve Blank

62. Customer Relationships
Personal assistance.
Dedicated personal assistance 專屬個人的服務
Self-service
Automated services
Communities
Co-creation

63. REVENUE STREAMS
what are customers really willing to pay for? how?
are you generating transactional or recurring revenues?
Source: <Sxsw New Rules for the New Bubble >, Steve Blank

64. Revenue Streams
asset sale 賣東西
usage fee 服務費
subscription fee
lending/renting/leasing租金
licensing授權專利
brokerage fee收仲介費用
Advertising

65. 各種可能的營收
Unit Sales Advertising Fees Franchise fees Utility Fees
Subscription Fees Transaction Fees Professional Fees License Fees

66. KEY RESOURCES
which resources underpin your business model? which assets
are essential?
Source: <Sxsw New Rules for the New Bubble >, Steve Blank

67. Key Resources
Physical Intellectual
Human Financial

68. 68
KEY ACTIVITIES
which activities do you need to perform well in your business
model? what is crucial?
Source: <Sxsw New Rules for the New Bubble >, Steve Blank

69. Key Activities
Production 生產
Problem solving
Platform/network

70. KEY PARTNERS
which partners and suppliers leverage your model?
who do you need to rely on?
Source: <Sxsw New Rules for the New Bubble >, Steve Blank

71. Key Partners
Optimization and
economy of scale
Reduction of risk and
uncertainty
Acquisition of particular
resources and activities

72. COST STRUCTURE
what is the resulting cost structure?
which key elements drive your costs?
Source: <Sxsw New Rules for the New Bubble >, Steve Blank

73. Cost Structures
Cost-driven 降低成本，cost down策略
Value-driven 差異化
Cost Structures can have the following characteristics:
• 1.Fixed costs 固定成本
• 2.Variable costs 變動成本
• 3.Economies of scale
• 4.Economies of scope

74. 74
images by JAM
customer
segments
key partners
cost structure revenue
streams
channels
customer
relationships
key activities
key
resources
value proposition
Source: <Sxsw New Rules for the New Bubble >, Steve Blank

76. EXERCISE

77. 顧客探索
第四階段:
驗證或轉向
第一階段:
建立假設、
製作商業
模式圖
第二階段:
測試問題
第三階段:
測試解決
方案

78. QS Matrix
Solution
Question
Good
Bad
Bad

79. Exercise
 請針對你抽到的題目評估其question & solution，並放
到matrix上。
 如果皆屬Good，則請針對其市場、產品、顧客等概念
進行驗證。
 如果屬於一好一壞，則請思考如何可以改善？是題目不
佳，還是方案無用？為好的Q 或好的S找一個具有價值
的地方，然後進行驗證。
 如果你抽到的QS 都不佳~~請發揮集智之力改變它~~

80. Time to Kick-Off!