獲利時代 噗來嗯 設計

顧客觀點Customers Insights

動察引導顧客的需求

同理⼼心地圖

‧ Think & Feel 思想脈絡 : 體悟使用者的想法與感受。

‧ See 看見: 觀想使用者所看到的。

‧Hear 聽見: 聆聽使用者所聽見的。

‧ Say & Do 說與做 : 感受使用者說的話或表現出的行為。

‧ Pain 痛苦 : 領悟真正困擾使用者的、讓人煩惱痛苦的痛點。

‧Gain 獲得 : 探索使用者內心真正想要東西、想做的事、想獲得的價值。

行動數位印刷趨勢案例分享

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白日夢冒險王

當下畫⾯面很值得紀念！

當下畫⾯面很值得紀念！

不能快速拿到！

當下畫⾯面很值得紀念！

對⽅方⽴立即反應！對⽅方⽴立即反應！

稱讚！

很有質感

值得紀念

當下畫⾯面很值得紀念！

當下畫⾯面很值得紀念！

不能快速拿到！

想要與遠⽅方朋友分享

對⽅方⽴立即反應！

獲得⽴立即回饋

稱讚！

很有質感

溫暖的包裝

想要與遠⽅方朋友分享

環境訴求

透過書信卡⽚片傳遞喜悅分享

結婚⽣生⼦子事件

結婚⽣生⼦子

跨國印刷合作貨幣轉換

收到時回應

印刷社群收費折扣

⾃自⼰己喜歡的⼈人⽣生活動向

The Business Model Canvas

Revenue Streams

Channels

Customer SegmentsValue PropositionsKey ActivitiesKey Partners

Key Resources

Cost Structure

Customer Relationships

Designed by: Date: Version:Designed for:

designed by: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer

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.

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

is your business moreCost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)Value Driven (focused on value creation, premium value proposition)

sample characteristicsFixed Costs (salaries, rents, utilities)Variable costsEconomies of scaleEconomies of scope

Through which Channels do our Customer Segments want to be reached? 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?

channel phases1. Awareness

How do we raise awareness about our company’s products and services?2. Evaluation

How do we help customers evaluate our organization’s Value Proposition?3. Purchase

How do we allow customers to purchase specific products and services?4. Delivery

How do we deliver a Value Proposition to customers?5. After sales

How do we provide post-purchase customer support?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

For whom are we creating value?Who are our most important customers?

Mass MarketNiche MarketSegmentedDiversifiedMulti-sided Platform

What type of relationship does each of our Customer Segments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?

examplesPersonal assistanceDedicated Personal AssistanceSelf-ServiceAutomated ServicesCommunitiesCo-creation

What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?

catergoriesProductionProblem SolvingPlatform/Network

What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?

types of resourcesPhysicalIntellectual (brand patents, copyrights, data)HumanFinancial

Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquairing from partners?Which Key Activities do partners perform?

motivations for partnershipsOptimization and economy Reduction of risk and uncertaintyAcquisition of particular resources and activities

What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?

characteristicsNewnessPerformanceCustomization“Getting the Job Done”DesignBrand/StatusPriceCost ReductionRisk ReductionAccessibilityConvenience/Usability

typesAsset saleUsage feeSubscription FeesLending/Renting/LeasingLicensingBrokerage feesAdvertising

fixed pricingList PriceProduct feature dependentCustomer segment dependentVolume dependent

dynamic pricingNegotiation (bargaining)Yield ManagementReal-time-Market

strategyzer.com

關鍵夥伴

關鍵活動

⺫⽬目標客層

關鍵主張

客⼾戶關係

關鍵資源

成本結構

收益流

通路

The Business Model Canvas

Revenue Streams

Channels

Customer SegmentsValue PropositionsKey ActivitiesKey Partners

Key Resources

Cost Structure

Customer Relationships

Designed by: Date: Version:Designed for:

designed by: Business Model Foundry AGThe makers of Business Model Generation and Strategyzer

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.

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

is your business moreCost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)Value Driven (focused on value creation, premium value proposition)

sample characteristicsFixed Costs (salaries, rents, utilities)Variable costsEconomies of scaleEconomies of scope

Through which Channels do our Customer Segments want to be reached? 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?

channel phases1. Awareness

How do we raise awareness about our company’s products and services?2. Evaluation

How do we help customers evaluate our organization’s Value Proposition?3. Purchase

How do we allow customers to purchase specific products and services?4. Delivery

How do we deliver a Value Proposition to customers?5. After sales

How do we provide post-purchase customer support?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

For whom are we creating value?Who are our most important customers?

Mass MarketNiche MarketSegmentedDiversifiedMulti-sided Platform

What type of relationship does each of our Customer Segments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?

examplesPersonal assistanceDedicated Personal AssistanceSelf-ServiceAutomated ServicesCommunitiesCo-creation

What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?

catergoriesProductionProblem SolvingPlatform/Network

What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?

types of resourcesPhysicalIntellectual (brand patents, copyrights, data)HumanFinancial

Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquairing from partners?Which Key Activities do partners perform?

motivations for partnershipsOptimization and economy Reduction of risk and uncertaintyAcquisition of particular resources and activities

What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?

characteristicsNewnessPerformanceCustomization“Getting the Job Done”DesignBrand/StatusPriceCost ReductionRisk ReductionAccessibilityConvenience/Usability

typesAsset saleUsage feeSubscription FeesLending/Renting/LeasingLicensingBrokerage feesAdvertising

fixed pricingList PriceProduct feature dependentCustomer segment dependentVolume dependent

dynamic pricingNegotiation (bargaining)Yield ManagementReal-time-Market

strategyzer.com

關鍵夥伴

關鍵活動

⺫⽬目標客層

關鍵主張

客⼾戶關係

關鍵資源

成本結構

印刷廠商

收益流

通路

即時收到 社群整合每個⼈人每個喜歡分享的⼈人

喜歡拍攝族群

固定成本

系統開發商

體驗設計公司

快速物流業者

倉儲物流業者

市調統計公司

快速成⻑⾧長⼿手機與數位相機族群

在地⾏行銷情感延續

Post it! XXXX

穩定印刷技術

網路速度提昇

印後加⼯工業者

⾏行動端使⽤用者

印刷通路

當地物流業

郵局 / 宅配

⼿手感客製

分享當下

線上收費轉寄折扣

網路社群分享

重要節⽇日

景點配合

商店抽傭折扣

建置成本

開發成本

物流成本

藝⽂文延伸環境保護

再⽣生紙科技

科技互動

藝⽂文活動

⽐比賽積分

國際旅遊玩家

明星 / 攝影師!藝⼈人

互動折扣

⾏行銷成本

Hypo案例分享

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http://hypo.cc/products.html

使⽤用者要的不只是產品 還要有隨之⽽而來的感動

Moo案例分享

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The End