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BMGEN in China

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Yves Pigneur
Yves Pigneur

1. SunEdison's business model involved installing solar panels on large commercial rooftops like shopping centers. 2. Key partners included panel manufacturers. Key activities were panel installation. The value proposition was long-term solar solutions. 3. Revenue streams included purchasing fees from customers over long-term relationships. This model leveraged large commercial rooftops and was scalable.

1 of 107
business model innovation & design alex osterwalder (亚历) yves pigneur (伊夫) 商业模式的创新和设计
? How does one come up with successful business models? 怎样才能想出成功的商业模式 ？
2012 Jeff Bezos
amazon
Lei Jun (雷军)
Xiaomi (小米科技)
Li Yanhong (李彦宏)
Baidu (百度)
这 ? what do these examples have in common? 个例子有什么相同之处 ？
1 they focused on product innovation alone they empower the product through the business model 超越产品创新
2 they simply copied from competitors they invented a new business model 超越抄袭的竞争对手
3 they could prove in advance that the model would work they had to take some risk and experiment 不需要时间的证明
123 商业模式 超越产品创新 设计思维 超越抄袭的竞争对手 不需要时间的证明 测试模型 business model design thinking testing models
business 1 model 商业模式
定义
common language 共同的语言
simple
holistic
visual
Business Model Canvas 商业模式画布
customer segment 客户细分 images by JAM
value proposition 价值主张 images by JAM
distribution channel 渠道通路 images by JAM
customer relationship 客户 系 images by JAM
revenue stream 收入来源 images by JAM
key resources 核心资源 images by JAM
key activities 键业务 images by JAM
key partners 重要 伴 images by JAM
cost structure 成本结构 images by JAM
customer key activities value proposition relationships 键业务 价值主张 客户 系 key customer partners segments 重要 伴 客户细分 cost revenue structure key distribution streams resources channels 成本结构 收入来源 核心资源 渠道通路 images by JAM
The Business Model Canvas KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION RELATIONSHIP CUSTOMER SEGMENTS 重要 伴 重要 伴 价值主张 客户 系 客户细分 KEY RESOURCES CHANNELS 核心资源 渠道通路 COST STRUCTURE REVENUE STREAMS 成本结构 收入来源 商业模式画布 31
a business model KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION RELATIONSHIP CUSTOMER SEGMENTS 重要 伴 重要 伴 价值主张 客户 系 客户细分 AN ACTIVIT Y RELATIONSHIP ANOTHER ACTIVITY A VALUE CHANNELS A CUSTOME R A PARTNER ON KEY RESOURCES PROPOSITI TARGET 核心资源 渠道通路 ANO TH ER VALUE PROPOSITI A RESOURCE ON A CHANNEL COST STRUCTURE REVENUE STREAMS 成本结构 收入来源 A REVENUE COST STREAM 商业模式
Day Month Year No. 商 重要 伴 价 客 客 Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? 核心 渠道通路 What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? 成本 收入来源 What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently pay? Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. http://www.businessmodelgeneration.com
HARDWARE DIGITAL DIGITAL DIGITAL MANUFACTURER HUB LIFESTYLE PLATFORM 1998 2001 2007 2010
? What was the apple’s business model for the iPod? 商业模式
重要 伴 键业务 价值主张 客户 系 客户细分 渠道通路 核心资源 成本结构 收入来源
http://www.flickr.com/photos/joeshlabotnik/2294656527/
BMGEN in China
? describe the Nespresso’s business model using the canvas 商业模式
重要 伴 键业务 价值主张 客户 系 客户细分 渠道通路 核心资源 成本结构 收入来源
重要 伴 键业务 价值主张 客户 系 客户细分 渠道通路 核心资源 成本结构 收入来源
Nespresso changed the business model for espresso
but Nespresso almost failed in 1987 濒临破产
KEY KEY VALUE CUSTOMER CUSTOMER PARTNERS ACTIVITIES PROPOSITION RELATIONSHIP SEGMENT KEY DISTRIBUTION RESOURCES CHANNEL JOIN VENTURE MACHINE MANUFACTURERS COST REVENUES 合资企业，机器制造商
Alan
design 2 thinking 设计思维
analytical intuitive thinking thinking d esign t h inking 设计思维
BMGEN in China
MULTIPLE MODELS 多 模型 [source: Sony Pictures]
OPUS @ Hong Kong
“ ” You have to bumble into the unknown Frank Gehry architect [source: Sony Pictures]
[source: Sony Pictures]
BMGEN in China
BMGEN in China
BMGEN in China
[source: Sony Pictures]
[source: flickr]
architecture
? what does it means for business models? 这对商业模式而言意味着什么 ？
ototyp ing pr 原型
61
BMGEN in China
63
BMGEN in China
BMGEN in China
CUSTOMER INSIGHTS 客户观点
? what does it means for business models? 这对商业模式而言意味着什么 ？
analyze from the customer perspective ... KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION RELATIONSHIP CUSTOMER SEGMENTS 重要 伴 重要 伴 价值主张 客户 系 客户细分 AN ACTIVIT Y RELATIONSHIP ANOTHER ACTIVITY A VALUE A CUSTOME R A PARTNER ON KEY RESOURCES PROPOSITI CHANNELS TARGET 核心资源 渠道通路 ANO TH ER VALUE PROPOSITI A RESOURCE ON A CHANNEL COST STRUCTURE REVENUE STREAMS 成本结构 收入来源 A REVENUE COST STREAM
desig obser n ve
Day Month Year No. 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. 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 create customer gains. Describe the benefits your customer expects, desires or would be surprised by. How do they create benefits your customer expects, desires or would be surprised This includes functional utility, social gains, positive emotions, and cost savings. by, including functional utility, social gains, positive emotions, and cost savings? List all the products and services your value proposition is built around. 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 Which products and services do you offer that help your customer get either a needs they are trying to satisfy. 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: Besides trying to get a core job done, your customer performs ancillary jobs in differ- Products and services may either by tangible (e.g. manufactured goods, face-to- ent roles. Describe the jobs your customer is trying to get done as: 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. Describe how your products and services alleviate customer pains. How do they Describe negative emotions, undesired costs and situations, and risks that your Are they crucial or trivial to your customer? eliminate or reduce negative emotions, undesired costs and situations, and risks customer experiences or could experience before, during, and after getting the your customer experiences or could experience before, during, and after getting job done. the job done? 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. 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. 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? Create one for each Customer Segment in your Business Model Copyright of Business Model Foundry GmbH Designed by: Produced by: Business Model Foundry GmbH Stattys GmbH Kalkbreitestrasse 71, Weissbadstrasse 14 8003 Zürich 9050 Appenzell www.businessmodelgeneration.com www.stattys.com http://www.businessmodelgeneration.com
testing 3 models 测试模型
CUSTOMER DEVELOPMENT 客户的演变
BMGEN in China
BMGEN in China
-$800m
? what does it means for business models? 这对商业模式而言意味着什么 ？
a business model might look great on paper... .. but after all it is only a... 商业模式
... set of hypotheses KEY KEY VALUE CUSTOMER CUSTOMER PARTNERS ACTIVITIES PROPOSITION RELATIONSHIP SEGMENT GUESS GUESS GUESS GUESS KEY GUESS DISTRIBUTION GUESS RESOURCES CHANNEL GUESS GUESS GUESS GUESS COST REVENUES GUESS GUESS GUESS 一系列假设
“ there are no facts in the building... so get the hell out and talk to ” customers Steve Blank entrepreneur & author 走出去，和客户多交流
test each hypothesis 测试每一 假设
... adapt the business model customer customer customer company discovery validation creation building pivot 调整这个模型
only then should you build your company or launch the project, else you’ll risk... 否则你将会有⻛风险…
burning your cash while searching for a business model
imp act profit
BMGEN in China
太 能在 ? where is solar energy particularly useful? 些地方特 有利用价值 ？
Jigar Shah
shopping centers 购物中心 88
cold storage requirement 冷藏要求 89
high energy bill 高能源帐单 90
most energy used between 12:00-16:00 大多数的能源消耗于12点到16点之间 91
large rooftops 大型屋顶 92
? What could be a scalable business model for SunEdison ? 商业模式
1PARTNERS 重要 伴 ACTIVITIES 键业务 VALUE PROPOSITION 价值主张 RELATIONSHIP 客户 系 CUSTOMERS 客户细分 INSTALL PANELS 面板安装 LONG TERM CUSTOMER RELATIONS ACQUISITION PANEL ⻓长期合作 系 S HOPPING MANUFACTURERS 获取客户 CENTERS EL SOLAR PAN ON INSTALLATI 面板制造商 RESOURCES 核心资源 CHANNELS 渠道通路 购物广场 太 能面板 SOLAR EXPERTS PATENTS SALES FORCE 太 能专家 专利权 销售力 COST 成本结构 REVENUES 收入来源 PURCHASIN G FEE 采购费用
? why don’t the retail stores and shopping centers switch to solar energy? 为什么购物广场不改换用太 能 ？
BMGEN in China
nd tor es a il s reta to ’t the sw itch do n ters why cen pp ing sho gy ? ？ ner 能 ar e so l 换 用太 不改 物 广场 么 购 为什 97
? what if we gave the panels away for free to eliminate the hurdle of upfront investment 如果我们免费赠送这些面板会如何 ？
2PARTNERS 重要 伴 ACTIVITIES INSTALL 键业务 VALUE PROPOSITION 价值主张 RELATIONSHIP 客户 系 CUSTOMERS 客户细分 PANELS 面板安装 CUSTOMER ACQUIRE LONG TERM ACQUISITION RELATIONS PPAS PANEL 获取客户 ⻓长期合作 系 MANUFACTURERS 获得电力购买协议 S HOPPING CENTERS P O W E R EL SOLARHPAN GN PURC ASIN IO 面板制造商 RESOURCES 核心资源 INSTALLAT T AGREEMEN S CHANNELS 渠道通路 购物广场 SOLAR 太 能面板 电力购买协议 EXPERTS PATENTS 太 能专家 专利权 SALES FORCE SOLAR ENE R INSTALLAT GY 销售力 IONS 太 能安装 COST 成本结构 REVENUES 收入来源 PURCHASIN REGULARG F PA PEE PAYMENTS 采购费用 太 能专家
? but how to finance the upfront investment 前期如何融资？
the nce ina to f nt h ow tme but ves t in ron upf ？ 何 融资 如 前期 101
3 PARTNERS 重要 伴 ACTIVITIES INSTALL 键业务 ACQUIRE VALUE PROPOSITION 价值主张 RELATIONSHIP 客户 系 CUSTOMERS 客户细分 PANELS PPAS 面板安装 获得电力购买协议 LONG TERM ACQUIRE RELATIONS INVESTORS PANEL ⻓长期合作 系 S HOPPING MANUFACTURERS 获得投资者 PO WER CENTERS PURCHASIN G RESOURCES 核心资源 AGREEMEN CHANNELS 渠道通路 TS 购物广场 面板制造商 电力购买协议 EXPERTS SALES FORCE PATENTS 太 能专家 专利 TIONAL 权 销售力 INSTITU E LOW-RISK & PRIVAT S INVESTMEN T FINANC INVESTOR INSTALLATIONS RETURN IAL POOL OF INSTITU PPAS TIONS 和 回报 机构投资者 太 能安装 太 能安装 低⻛风险的投资 金融机构 私人投资者 COST 成本结构 REVENUES 收入来源 INVESTMEN T PPA FEE PAYMENTS 投资费用 太 能专家
RESULTS
SunEdison became the largest provider of solar power in the US 美国最大的太 能发电供应商
in ’09 SunEdison bought by MEMC Electronic Materials for USD 200 million
123 商业模式 设计思维 测试模型 business model design thinking testing models
business model innovation & design alex osterwalder (亚历) yves pigneur (伊夫) 中文字幕：刘湛 (@zhanliu)

More Related Content

BMGEN in China

  • 1. business model innovation & design alex osterwalder (亚历) yves pigneur (伊夫) 商业模式的创新和设计
  • 2. ? How does one come up with successful business models? 怎样才能想出成功的商业模式 ？
  • 9. 这 ? what do these examples have in common? 个例子有什么相同之处 ？
  • 10. 1 they focused on product innovation alone they empower the product through the business model 超越产品创新
  • 11. 2 they simply copied from competitors they invented a new business model 超越抄袭的竞争对手
  • 12. 3 they could prove in advance that the model would work they had to take some risk and experiment 不需要时间的证明
  • 13. 123 商业模式 超越产品创新 设计思维 超越抄袭的竞争对手 不需要时间的证明 测试模型 business model design thinking testing models
  • 14. business 1 model 商业模式
  • 16. common language 共同的语言
  • 21. customer segment 客户细分 images by JAM
  • 22. value proposition 价值主张 images by JAM
  • 23. distribution channel 渠道通路 images by JAM
  • 24. customer relationship 客户 系 images by JAM
  • 25. revenue stream 收入来源 images by JAM
  • 26. key resources 核心资源 images by JAM
  • 27. key activities 键业务 images by JAM
  • 28. key partners 重要 伴 images by JAM
  • 29. cost structure 成本结构 images by JAM
  • 30. customer key activities value proposition relationships 键业务 价值主张 客户 系 key customer partners segments 重要 伴 客户细分 cost revenue structure key distribution streams resources channels 成本结构 收入来源 核心资源 渠道通路 images by JAM
  • 31. The Business Model Canvas KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION RELATIONSHIP CUSTOMER SEGMENTS 重要 伴 重要 伴 价值主张 客户 系 客户细分 KEY RESOURCES CHANNELS 核心资源 渠道通路 COST STRUCTURE REVENUE STREAMS 成本结构 收入来源 商业模式画布 31
  • 32. a business model KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION RELATIONSHIP CUSTOMER SEGMENTS 重要 伴 重要 伴 价值主张 客户 系 客户细分 AN ACTIVIT Y RELATIONSHIP ANOTHER ACTIVITY A VALUE CHANNELS A CUSTOME R A PARTNER ON KEY RESOURCES PROPOSITI TARGET 核心资源 渠道通路 ANO TH ER VALUE PROPOSITI A RESOURCE ON A CHANNEL COST STRUCTURE REVENUE STREAMS 成本结构 收入来源 A REVENUE COST STREAM 商业模式
  • 33. Day Month Year No. 商 重要 伴 价 客 客 Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? 核心 渠道通路 What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? 成本 收入来源 What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently pay? Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. http://www.businessmodelgeneration.com
  • 34. HARDWARE DIGITAL DIGITAL DIGITAL MANUFACTURER HUB LIFESTYLE PLATFORM 1998 2001 2007 2010
  • 35. ? What was the apple’s business model for the iPod? 商业模式
  • 36. 重要 伴 键业务 价值主张 客户 系 客户细分 渠道通路 核心资源 成本结构 收入来源
  • 39. ? describe the Nespresso’s business model using the canvas 商业模式
  • 40. 重要 伴 键业务 价值主张 客户 系 客户细分 渠道通路 核心资源 成本结构 收入来源
  • 41. 重要 伴 键业务 价值主张 客户 系 客户细分 渠道通路 核心资源 成本结构 收入来源
  • 43. but Nespresso almost failed in 1987 濒临破产
  • 44. KEY KEY VALUE CUSTOMER CUSTOMER PARTNERS ACTIVITIES PROPOSITION RELATIONSHIP SEGMENT KEY DISTRIBUTION RESOURCES CHANNEL JOIN VENTURE MACHINE MANUFACTURERS COST REVENUES 合资企业，机器制造商
  • 45. Alan
  • 46. design 2 thinking 设计思维
  • 47. analytical intuitive thinking thinking d esign t h inking 设计思维
  • 49. MULTIPLE MODELS 多 模型 [source: Sony Pictures]
  • 50. OPUS @ Hong Kong
  • 51. “ ” You have to bumble into the unknown Frank Gehry architect [source: Sony Pictures]
  • 59. ? what does it means for business models? 这对商业模式而言意味着什么 ？
  • 60. ototyp ing pr 原型
  • 61. 61
  • 63. 63
  • 66. CUSTOMER INSIGHTS 客户观点
  • 67. ? what does it means for business models? 这对商业模式而言意味着什么 ？
  • 68. analyze from the customer perspective ... KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION RELATIONSHIP CUSTOMER SEGMENTS 重要 伴 重要 伴 价值主张 客户 系 客户细分 AN ACTIVIT Y RELATIONSHIP ANOTHER ACTIVITY A VALUE A CUSTOME R A PARTNER ON KEY RESOURCES PROPOSITI CHANNELS TARGET 核心资源 渠道通路 ANO TH ER VALUE PROPOSITI A RESOURCE ON A CHANNEL COST STRUCTURE REVENUE STREAMS 成本结构 收入来源 A REVENUE COST STREAM
  • 69. desig obser n ve
  • 70. Day Month Year No. 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. 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 create customer gains. Describe the benefits your customer expects, desires or would be surprised by. How do they create benefits your customer expects, desires or would be surprised This includes functional utility, social gains, positive emotions, and cost savings. by, including functional utility, social gains, positive emotions, and cost savings? List all the products and services your value proposition is built around. 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 Which products and services do you offer that help your customer get either a needs they are trying to satisfy. 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: Besides trying to get a core job done, your customer performs ancillary jobs in differ- Products and services may either by tangible (e.g. manufactured goods, face-to- ent roles. Describe the jobs your customer is trying to get done as: 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. Describe how your products and services alleviate customer pains. How do they Describe negative emotions, undesired costs and situations, and risks that your Are they crucial or trivial to your customer? eliminate or reduce negative emotions, undesired costs and situations, and risks customer experiences or could experience before, during, and after getting the your customer experiences or could experience before, during, and after getting job done. the job done? 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. 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. 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? Create one for each Customer Segment in your Business Model Copyright of Business Model Foundry GmbH Designed by: Produced by: Business Model Foundry GmbH Stattys GmbH Kalkbreitestrasse 71, Weissbadstrasse 14 8003 Zürich 9050 Appenzell www.businessmodelgeneration.com www.stattys.com http://www.businessmodelgeneration.com
  • 71. testing 3 models 测试模型
  • 76. ? what does it means for business models? 这对商业模式而言意味着什么 ？
  • 77. a business model might look great on paper... .. but after all it is only a... 商业模式
  • 78. ... set of hypotheses KEY KEY VALUE CUSTOMER CUSTOMER PARTNERS ACTIVITIES PROPOSITION RELATIONSHIP SEGMENT GUESS GUESS GUESS GUESS KEY GUESS DISTRIBUTION GUESS RESOURCES CHANNEL GUESS GUESS GUESS GUESS COST REVENUES GUESS GUESS GUESS 一系列假设
  • 79. “ there are no facts in the building... so get the hell out and talk to ” customers Steve Blank entrepreneur & author 走出去，和客户多交流
  • 80. test each hypothesis 测试每一 假设
  • 81. ... adapt the business model customer customer customer company discovery validation creation building pivot 调整这个模型
  • 82. only then should you build your company or launch the project, else you’ll risk... 否则你将会有⻛风险…
  • 83. burning your cash while searching for a business model
  • 86. 太 能在 ? where is solar energy particularly useful? 些地方特 有利用价值 ？
  • 91. most energy used between 12:00-16:00 大多数的能源消耗于12点到16点之间 91
  • 93. ? What could be a scalable business model for SunEdison ? 商业模式
  • 94. 1PARTNERS 重要 伴 ACTIVITIES 键业务 VALUE PROPOSITION 价值主张 RELATIONSHIP 客户 系 CUSTOMERS 客户细分 INSTALL PANELS 面板安装 LONG TERM CUSTOMER RELATIONS ACQUISITION PANEL ⻓长期合作 系 S HOPPING MANUFACTURERS 获取客户 CENTERS EL SOLAR PAN ON INSTALLATI 面板制造商 RESOURCES 核心资源 CHANNELS 渠道通路 购物广场 太 能面板 SOLAR EXPERTS PATENTS SALES FORCE 太 能专家 专利权 销售力 COST 成本结构 REVENUES 收入来源 PURCHASIN G FEE 采购费用
  • 95. ? why don’t the retail stores and shopping centers switch to solar energy? 为什么购物广场不改换用太 能 ？
  • 97. nd tor es a il s reta to ’t the sw itch do n ters why cen pp ing sho gy ? ？ ner 能 ar e so l 换 用太 不改 物 广场 么 购 为什 97
  • 98. ? what if we gave the panels away for free to eliminate the hurdle of upfront investment 如果我们免费赠送这些面板会如何 ？
  • 99. 2PARTNERS 重要 伴 ACTIVITIES INSTALL 键业务 VALUE PROPOSITION 价值主张 RELATIONSHIP 客户 系 CUSTOMERS 客户细分 PANELS 面板安装 CUSTOMER ACQUIRE LONG TERM ACQUISITION RELATIONS PPAS PANEL 获取客户 ⻓长期合作 系 MANUFACTURERS 获得电力购买协议 S HOPPING CENTERS P O W E R EL SOLARHPAN GN PURC ASIN IO 面板制造商 RESOURCES 核心资源 INSTALLAT T AGREEMEN S CHANNELS 渠道通路 购物广场 SOLAR 太 能面板 电力购买协议 EXPERTS PATENTS 太 能专家 专利权 SALES FORCE SOLAR ENE R INSTALLAT GY 销售力 IONS 太 能安装 COST 成本结构 REVENUES 收入来源 PURCHASIN REGULARG F PA PEE PAYMENTS 采购费用 太 能专家
  • 100. ? but how to finance the upfront investment 前期如何融资？
  • 101. the nce ina to f nt h ow tme but ves t in ron upf ？ 何 融资 如 前期 101
  • 102. 3 PARTNERS 重要 伴 ACTIVITIES INSTALL 键业务 ACQUIRE VALUE PROPOSITION 价值主张 RELATIONSHIP 客户 系 CUSTOMERS 客户细分 PANELS PPAS 面板安装 获得电力购买协议 LONG TERM ACQUIRE RELATIONS INVESTORS PANEL ⻓长期合作 系 S HOPPING MANUFACTURERS 获得投资者 PO WER CENTERS PURCHASIN G RESOURCES 核心资源 AGREEMEN CHANNELS 渠道通路 TS 购物广场 面板制造商 电力购买协议 EXPERTS SALES FORCE PATENTS 太 能专家 专利 TIONAL 权 销售力 INSTITU E LOW-RISK & PRIVAT S INVESTMEN T FINANC INVESTOR INSTALLATIONS RETURN IAL POOL OF INSTITU PPAS TIONS 和 回报 机构投资者 太 能安装 太 能安装 低⻛风险的投资 金融机构 私人投资者 COST 成本结构 REVENUES 收入来源 INVESTMEN T PPA FEE PAYMENTS 投资费用 太 能专家
  • 104. SunEdison became the largest provider of solar power in the US 美国最大的太 能发电供应商
  • 105. in ’09 SunEdison bought by MEMC Electronic Materials for USD 200 million
  • 106. 123 商业模式 设计思维 测试模型 business model design thinking testing models
  • 107. business model innovation & design alex osterwalder (亚历) yves pigneur (伊夫) 中文字幕：刘湛 (@zhanliu)