This time I will put up a checklist of my business model Zen. I just categorized the basic ones among the questions I used at the workshop.

In fact, the one-sheet PDF file used in the workshop can be downloaded from the bottom of this post.

The box below is intended to show that the business model can be configured only by customer issues.

Correspond to basic questions
Correspond to extra questions

 

1.Exploring opportunities

What ‘problems’ remain unanswered in the market? What is the ‘problem’ that has increased or is emerging as a result of technological and social changes?
  • What are the new opportunities for change in the business environment?
    How are customer needs and lifestyles changing?
    What should be considered carefully from a socio-cultural point of view?
    What are the contents of technological change that will affect mid to long term?
    What are the customer needs that do not change with these changes?
    Is there any other new business opportunity that stands out?

 

2. Customer

Who are the key customers with the problems?
Are there other customers with the same ‘problem’? Are there any other hidden problems of the core customer?
  • Who are my key customers?
    Who are my non-customers (STB, rejected, unexplored)?
    How are customer segments divided?
    How can I define a persona?

(Mission)

  • How can I define my team (or corporate)’s mission?
  • What is the purpose of my business?
    What is my commitment to the customer?
    Does the company’s purpose, mission, and customer match?

 

3. (Customer’s) problem

How important is this issue to the customer?
What is the upper / lower ‘problem’ of this problem hierarchy? What steps are better for you to solve? Is the customer different?
  • What are the unmet needs of my customers?
    Is the customer aware of the problem?
    Does the customer recognize this as a sufficiently important issue?
    Are competitors aware of the problem?
    How has the customer solved the problem?

(market)

  • Is the importance of the desire felt by the customer enough?
    Is the number of all customers large enough?
    Are the characteristics of the industry attractive to enter?

 

4. Generating Ideas

What are all the ways to think about solving this ‘problem’?
  • What are some of the potential ideas we can address to solve our customers’ problems?
    Which of the existing solutions in the market is closest to solving the customer problem?
    Can I say that I’ve got enough ideas?
    How do you come up with myriad ideas in three themes?
    What are the final candidates when the ideas are evaluated on the customer side and the enterprise side?

 

5. Solution

Does this solution have a superior advantages over the ‘problem’?
Is there another “problem” that can be solved with this solution?
  • Did you come up with a core solution as a result of your idea?
    What is my conclusion about my value proposition to the problem that the customer is facing?

 

(Comparative advantage)

  • What are the competitive, alternative, and alternative solutions to the customer’s problem?
    Does my solution have a comparative advantage that competitors can not afford?
    Have you considered all the costs (learning, behavioral changes, etc.) that the customer has to pay?

 

6. Cooperator

Who is the collaborator to help you complete the ‘problem’ solution? Who is the co-worker who will help you solve the customer “problem”?
Are you a cooperator selling another “problem” to the same customer? Are you a cooperator selling the same ‘problem’ to other customers? Or a cooperator who sells the same ‘problem’ to the same customer? (Growing the market pie)

(Cooperator for Innovation)

  • Who will you work with to complete the solution?
    Is it easy to cooperate with innovation partners?
    Do not you rely on irreplaceable cooperation?
    Is not it overlooked that cooperation is needed?

(Market cooperators)

  • Who will you work with to enter the market?
    Is it easy to cooperate with market collaborators?
    Do not you rely on irreplaceable cooperation?
    Is not it overlooked that cooperation is needed?

 

7. Profit Model

Is your ‘problem’ temporary / persistent? Is the life cycle long / short?
Can you diversify your portfolio of profit models? How will you protect your core revenue streams?

(Revenue)

  • What are the major revenue sources for my business?
    What will account for the largest portion of revenue?
    What is the source of revenue from the beginning?
    What is the total lifetime value of a customer?

(Cost)

  • What is the main cost structure of my business?
    What are fixed-cost items? (Sales independent)
    What is the variable cost category? (Sales dependent)
    What is the cost of acquiring / maintaining one customer?

 

8. Empathy (from customer)

How will you sell the problem to the customer? How would you agree with the comparative advantage of the solution?
Which empathizing mechanism will you adopt? How to brand?
  • How do you get empathy from your customers?
    How will you inform your customers of your potential needs?
    How will you convince the customer that my solution can be best to solve the problem?

 

(High concept)

  • Did my concept have an emotional / cultural aspect?
    What short and intense slogan will you present?
    Can you make it into a fan without persuasion?

 

9. Do & Test

  • What action will you take specifically to implement?
    What is the approach for accessing the initial market?
    Are there any issues that are revealed before launching?
    How to secure resources and capabilities?
    How do I contact the Early Adapters?
    How do you configure MVP?
    How will the A / B test proceed?

 

10. Learn & Pivot

(Before execution)

  • What indicators will be measured to confirm the hypothesis at runtime?

 

(After execution)

  • Why did the results differ from hypotheses?
    Is the partial adjustment sufficient or necessary?

 

That’s all. You can download the checklist.

(image reference: http://bit.ly/1p6XVvZ)