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BM ZEN Philosophy Book for Innovators (English Edition)

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Innovation starts from world view and mindset. So this BM ZEN philosophy book consists of our innovation coaching essence to entrepreneurs. Welcome to conversation. (E. brad.cho@visionarena.co.kr Skype. brad.cho H. http://businessmodelzen.com)

Publicado en: Empresariales

BM ZEN Philosophy Book for Innovators (English Edition)

  1. 1. BM ZEN Philosophy Book for Innovators English Edition 2016. 5. 29. Copyright @VisionArena 2015 Original Version Published on 29 April, 2016 www.businessmodelzen.com www.businessmodelzen.co.kr www.businessmodelforum.com www.bmhealthcheck.com http://industrysight.com http://gpathwayz.com
  2. 2. STARTING WITH WHY http://businessmodelzen.com
  3. 3. Narrative starting with Why defines meaning of business model. http://businessmodelzen.com
  4. 4. About business model, the whole sum is bigger than the sum of parts. That’s why we need integral thinking.  http://businessmodelzen.com
  5. 5. Good tools make people to think over about worth questions, not simply to fill the blanks. http://businessmodelzen.com
  6. 6. Thinking drives change of action. Action drives difference of result.  http://businessmodelzen.com
  7. 7. PURPOSE http://businessmodelzen.com
  8. 8. What we want, purpose can not be achieved with no purpose. http://businessmodelzen.com
  9. 9. Purpose is for knowing things that we shall not do rather than that we shall do. http://businessmodelzen.com
  10. 10. Both purpose and persistency make excellence together. http://businessmodelzen.com
  11. 11. Purpose means ‘Why'. Even if ‘Why' is fixed, ‘How' should be flexible. http://businessmodelzen.com
  12. 12. The company without its own purpose can not make meaningful innovation. http://businessmodelzen.com
  13. 13. ACTION http://businessmodelzen.com
  14. 14. We can learn things right only with action.  http://businessmodelzen.com
  15. 15. Find hows rather than faults. Make things happen rather than finding hows. That is innovator’s mindset.  http://businessmodelzen.com
  16. 16. Why you should act quickly with little resources is to get in the right way by help of effective learning.  http://businessmodelzen.com
  17. 17. CUSTOMER http://businessmodelzen.com
  18. 18. Compassion driving you to serve customer is the linchpin of entrepreneurship. http://businessmodelzen.com
  19. 19. People having the same specific problem you solve are your customer. http://businessmodelzen.com
  20. 20. Customer is alive and breeding by its nature. So we should not suppose all things going sensible, rational or reasonable like formula.  http://businessmodelzen.com
  21. 21. PROBLEM http://businessmodelzen.com
  22. 22. Market is equal to the sum of customer’s problem. http://businessmodelzen.com
  23. 23. Valuation of company is equal to the sum of customer’s problem your company is solving in the present and future. http://businessmodelzen.com
  24. 24. Market will be found from unmet needs. Market is not created by your invention of new customer problem. http://businessmodelzen.com
  25. 25. Just ask problem to customer, not solution. Your company owe the solution. http://businessmodelzen.com
  26. 26. You can start innovation journey from dividing current problem and solution. http://businessmodelzen.com
  27. 27. When some problem really exists, no one can guarantee it is worth solving. Good problem is in the sweet spot of that problem... is real, is recognized by customer, is explored to be solved by customer, has very little competing solution providers and  has customer with sufficient budget. http://businessmodelzen.com
  28. 28. Every problems are laid in-between other problems. The higher it is about desire. The lower it is about specific needs. Which problem you choose among them makes different result. http://businessmodelzen.com
  29. 29. Every problems lie on the related buyer chain. (buyer, user, influencer,..) One single problem can be perceived quite differently by person on the other side of buyer chain. http://businessmodelzen.com
  30. 30. SOLUTION http://businessmodelzen.com
  31. 31. Always (product) solutions are more than (customer) problems. http://businessmodelzen.com
  32. 32. Often the solution can be the source of another new problem (pain point) to customer. http://businessmodelzen.com
  33. 33. When you eventually solve this newly generated problem by your solution, we can call it excellent solution. http://businessmodelzen.com
  34. 34. Solution is made by problem-solving idea and implemented product. Even when we have awesome idea, we need craftsmanship to make things happen.   http://businessmodelzen.com
  35. 35. The success of product depends on the value customer finally gets, not the value you provide. http://businessmodelzen.com
  36. 36. Customer often use product as unintended way from maker. This sort of unexpected happening help you to find hidden new customers or new problems.   http://businessmodelzen.com
  37. 37. Your attempt to optimize your product skipping customer problem insight has its definite limit.  http://businessmodelzen.com
  38. 38. The same product can generate quite different customer perceptions.  http://businessmodelzen.com
  39. 39. ADVANTAGE http://businessmodelzen.com
  40. 40. Competition is disruptive by its own nature. Success over non- competition is the most desirable high.  http://businessmodelzen.com
  41. 41. Competition is determined by the customer problem which I decide to solve.  http://businessmodelzen.com
  42. 42. Competitor is not enemy. Rather, it could be good teacher to learn from.  http://businessmodelzen.com
  43. 43. It does not mean competitor is your best teacher. True learning that can lead to innovation lies in-between customer and me.  http://businessmodelzen.com
  44. 44. Advantage today and unfair advantage reaching future are somewhat different. Unfair advantage lies on sustainable core competency. We can leverage this core competency when expanding to adjacent markets.  http://businessmodelzen.com
  45. 45. EMPATHY http://businessmodelzen.com
  46. 46. Customers often have certain beliefs about specific categories and product lines.  This affect much on empathy from customer.  http://businessmodelzen.com
  47. 47. You have to sell the problem before you sell the product.  http://businessmodelzen.com
  48. 48. Customer search the reasonable why just after he/she decides to buy something at first moment.  http://businessmodelzen.com
  49. 49. It is important to know the critical decision factor of customer’s buying. Which is often hidden.  http://businessmodelzen.com
  50. 50. We need to look at problem and solution separately.  A customer can empathize with problem but solution. Likewise, a customer can empathize with solution but problem.  http://businessmodelzen.com
  51. 51. Emotional and cultural approaches can lower the barriers to empathy from customer.  http://businessmodelzen.com
  52. 52. COOPERATOR http://businessmodelzen.com
  53. 53. Cooperation makes it possible to overcome limitations of individual being.  http://businessmodelzen.com
  54. 54. Competition and cooperation are two sides of the same coin. However, it make significantly different results depending on what between them you expect from others.  http://businessmodelzen.com
  55. 55. About cooperation, we also need philosophy and strategy. The best performing company are good at cooperation as well as competition.  http://businessmodelzen.com
  56. 56. The best imaginable cooperation enables reproducing good influence mutually in circulative manner. http://businessmodelzen.com
  57. 57. When we can not reduce the degree of irreplaceability, we must share a strong vision built on common destiny. http://businessmodelzen.com
  58. 58. Cooperative equations should be established so that the benefits of the common vision, long horizon of cooperation, enough interaction, and cooperation are higher than the benefits of betrayal.  http://businessmodelzen.com
  59. 59. The sense of community sharing value boosts long-term cooperation.  http://businessmodelzen.com
  60. 60. PROFIT MODEL http://businessmodelzen.com
  61. 61. You generate profits for better products rather than make product just for money.  http://businessmodelzen.com
  62. 62. Here is the order: sell, survive, and grow. Even if you can sell, it does not mean you can survive. Even if you can survive, it does not mean you can grow. There are separate factors to be considered for each. http://businessmodelzen.com
  63. 63. In order to design an viable profit model, you need to look into the elements of the customer problem like frequency, importance and etc.  http://businessmodelzen.com
  64. 64. Pricing should comes from customers’ WTP (willingness to pay). WTP depends on customer's perception to product as well as the the importance of the problem to the customer.  http://businessmodelzen.com
  65. 65. Profit model is the output of creative designing process through connecting buyer, payment time and complementaries.  http://businessmodelzen.com
  66. 66. GROWTH MODEL
  67. 67. Growth is achieved not by the company itself, but by volunteers for marketing. Which are product, customer, cooperator, and employee. http://businessmodelzen.com
  68. 68. Customer satisfaction is not just a result of sales, but a starting point for virtuous cycle of growth. http://businessmodelzen.com
  69. 69. The company sustaining the relationship with customer plays a game on different level compared to the one approaching the customer only with product.
  70. 70. A powerful key message draws empathy from customer and traction. http://businessmodelzen.com
  71. 71. If one customer is bringing two other customers, your business is already equipped with the basis for growth. http://businessmodelzen.com
  72. 72. Growth through entering new and adjacent markets should start from understanding of self. Seeking values and core competency fit lie in its core.  http://businessmodelzen.com
  73. 73. Even if you have a big ambition to change the world, actual growth happens when you carefully balance the speed of execution based on awareness of reality. http://businessmodelzen.com
  74. 74. To go far you need to go together. A growing business is equipped with excellence in both competition and cooperation. http://businessmodelzen.com
  75. 75. FEEDBACK http://businessmodelzen.com
  76. 76. Self-reflection is a feature of a strong and humble person. http://businessmodelzen.com
  77. 77. Only the humble can learn, only the learner grows, and only those who embrace differences can walk across the border.  http://businessmodelzen.com
  78. 78. Fast feedback determines the speed of learning.  http://businessmodelzen.com
  79. 79. BM ZEN Philosophy Book 2016. 5. 29. for InnovatorsCopyright @VisionArena 2015 Original Version Published on 29 April, 2016 www.businessmodelzen.com www.businessmodelzen.co.kr www.businessmodelforum.com www.bmhealthcheck.com http://industrysight.com http://gpathwayz.com

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