Business Model Design from ZERO Free Templates CC BY 4.0

Business Model Design from ZERO is a tool designed for users to pattern a business model themselves based on basic patterns. The basic patterns are presented based on academic research. By modularizing it like Lego bricks, it can be understood module by module or designed in combination with each module. Establishing notation rules prevents miscommunication and facilitates comparisons, proposals, and evaluations among users. Possible to expand the scope of analysis and create a database. While expanding the base of users by setting general notation rules as a base, the scope of expression can also be expanded by adding minimal innovations to these rules. It can be used for the individual understanding of the business model as well as for group/organizational communication, such as teams/departments.

Transcript

1. Description and Basic Patterns BM Design From ZERO The Complete Guidebook for Business Model Design Toolbox for “Imitation” and “Combination” Waseda University Tatsuhiko Inoue lab. CC BY 4.0 English Translation Support: Team NIKKEI BizRuptors Tatsuhiko Inoue, Ph.D. Professor, Graduate School of Commerce Waseda University
2. WHAT IS “BM (BUSINESS MODEL) DESIGN FROM ZERO” ? Business Model Design Tatsuhiko Inoue Lab. 0.
3. WHAT IS A BUSINESS MODEL? A logical basis of how a company creates, delivers, and captures value for customers and generates revenue from the value. 3 Source: “Business Model Generation” By Osterwalder & Pigneur, translated by Ryusuke Koyama, Shoeisha According to the Systematic Review, a business model is defined by three components: value creation, value delivery, and value capture (Wirtz et al., 2016). The former two are often considered identical. For the sake of practical clarity, we will simplify it as "value creation" and "value capture".
4. SIGNIFICANCE OF LEARNING 1. Able to understand how the business works 2. Able to analyze, evaluate and design business 3. Able to create a prototype that will allow you to gather necessary resources for the business 4. Able to make it easier to plan for succession or sell the business Photo: unsplash 4 In all cases, it is important to “illustrate” models
5. WHAT IS BUSINESS MODEL DESIGN? Tools for business patterning based on basic business model patterns A business chart can also be prepared with basic patterns. Visualization of a profit structure facilitates analysis, conception, prototyping, and verification for businesses. 5
6. THE FEATURES OF BUSINESS MODEL DESIGN BM Design is a tool designed for users to pattern a business model themselves based on basic patterns. The basic patterns are presented based on academic research. By modularizing it like Lego bricks, it can be understood module by module or designed in combination with each module. Establishing notation rules prevents miscommunication and facilitates comparisons, proposals, and evaluations among users. Possible to expand the scope of analysis and create a database. While expanding the base of users by setting general notation rules as a base, the scope of expression can also be expanded by adding minimal innovations to these rules. It can be used for the individual understanding of the business model as well as for group/organizational communication, such as teams/departments.
7. LIKE LEGO BRICKS
8. THE “BM DESIGN FROM ZERO” WAS BUILT PRIMARILY FROM THREE BOOKS AND THREE ACADEMIC PAPERS BOOKS ・ The Basic Framework︓ “Pictogram” by Satoru Itabashi, Diamond Inc. ・ The Strategic Move︓ “Competitive Strategy as a Story” by Ken Kusunoki, Toyo Keizai Inc. ・ The Circular Logic︓ “Learning Organization” by Peter M. Senge, Eiji Press, Inc.(Japanese Edition) ACADEMIC PAPERS ・The Value Creation︓Amit & Zott (2001) ・The Value Capture︓Cusumano et al. (2019) , Tidhar and Eisenhardt (2020), Kawakami (2019) ・Organizing Diagrams︓Tauscher and and Abdelkafi (2017)
9. 3 KINDS OF “BM DESIGN FROM ZERO” MODEL 1. Illustration of Basic Transactions: Simplified version of static activity üCan be used to create patterns of business charts üDifferent arrows indicate different relationships üBasic shapes that are easy to combine like Lego bricks üProvides basic and applied patterns 2. Illustration of Strategic Move: Includes Actions üIndicates strategic moves 3. Illustration of Circular Logic: Detailed version of dynamics üIncorporates the logic of a virtuous cycle For CC BY use Photo: Shutterstock Waseda University Tatsuhiko Inoue lab. CC BY 4.0
10. ACADEMIC AND PRACTICAL - FILLING IN THE UNEXPLORED AREAS OF BM DESIGN According to Tauscher and Abdelkafi (2017), ・Transactional view ・Casual view There is no illustration that depicts both. The "BM Design from ZERO” fills this void. Source︓Tauscher and Abdelkafi (2017), p.167 (partially supplemented) See Inoue, Kondo, Sakai (2023) for details. Globally unexplored areas
11. BM DESIGN TOOLBOX DRAWING RULES Business Model Design Tatsuhiko Inoue Lab. 1.
12. ILLUSTRATION TOOL 1. ACTORS 12 Company Customer Companies (Own company) Customers Individual/ Corporations Supplier Suppliers, etc. Shown in rectangles with the intention of designing them in combination like Lego bricks.
13. ILLUSTRATION TOOL 2. RELATIONSHIP 13 $ Text Exchange Relation $ Continuity Relation $ Relationship requiring additional explanation ・Hook product /service (User-definable) ・Recurring ・Periodic billing ・ In exchange for payment ・ In exchange for a fee Make a difference by the size of the arrow/thickness of the line in the figure to show the size of the contribution to profits. High contribution to profit $ Text Text Text
14. ILLUSTRATION TOOL 3. LOOP (CAUSE-AND-EFFECT CYCLE) 14 Text (Strategic Move X) Strategic moves in a virtuous cycle Texts that explain cause and effect $ is increased by strategic move X $
15. Summary Main Business Data Business Separate boxes to represent multiple businesses in one company Company A Some users Total Users Target Customers ILLUSTRATION TOOL 4. DETAILED NOTATION When adding explanations in texts Notes)
16. DECORATION EXAMPLES Use IP-free materials (Examples for MS users)
17. Mercari User with sales purpose User with Purchase purpose Product $ Cost of product $0 Purchasing Commission Place of Purchase Place of Sales $ Sales Commissions (10% of the price) Matching Model (Three-party market) EXAMPLE: MERCARI Easy to list items for sale. Customers can decide the price themselves, so it does not fluctuate like an auction. Notes 1) Notes 1)
18. GE Jet Engine $ Maintenance $ Consulting Service $ Combination model (Sales + Service + Maintenance) EXAMPLE: GE'S JET ENGINE BUSINESS Profits are growing more on after-sales service and consulting services than on the engines themselves. Notes 1) Notes 1) Aircraft manufacturer
19. (& Mainten- ance Consulta -tion Jet Engine $ Maintenance ˇ Consulting Service $ Notes 1) Since the three businesses are different in nature, there are three different departments within the company that are responsible for revenue. Notes 1) Combination model (Sales + Service + Maintenance) EXAMPLE: GE'S JET ENGINE BUSINESS Manufact- ure Aircraft manufacturer
20. BM DESIGN TOOLBOX BASIC PATTERNS Business Model Design Tatsuhiko Inoue Lab. 2.
21. VALUE CREATION AND VALUE CAPTURE THE TWO AXES OF BASICS Business Model Design Tatsuhiko Inoue Lab.
22. WHAT IS THE BUSINESS MODEL? (RE-MENTION) 22 Recent research suggests that the three components of a business model are "value creation," "value delivery," and "value capture" (Wirtz et al, 2016), although the first two are often discussed in aggregate. For the sake of practical clarity, we simplify the process as "value creation" and "value capture". A logical basis of how a company creates, delivers, and captures value for customers and generates revenue from the value. Source: “Business Model Generation” By Osterwalder & Pigneur, translated by Ryusuke Koyama, Shoeisha
23. TWO AXES OF VALUE CREATION AND VALUE CAPTURE 1. Sources of Value Creation ・Power of Content (Originality) ・Power of Attraction (Efficiency) ・Power of Combination (Complementarity） ・Power for Retaining (Lock-in) 2. Methods of Value Capture ・Value Chain ・Recurring ・Three-party Market Key Points: 1. Classify business models by definition (value creation and value structure). 2. Focus on the transaction structure but not solely on the revenue model. 3. Focus on value creation and value capture as a business model. Photo: Shutterstock
24. BASIC 9 CLASSIFICATIONS Business Model Design Tatsuhiko Inoue Lab.
25. 1. Value Creation Power of content Leverage the uniqueness of the content Power of attraction Leverage information asymmetry Power of combination Leverage complementarity 2. Value Capture Value Chain 1: Manufacture and Sales 2: Distribution Retail 3: Combination Recurring 4: Continuation (Includes leases and licenses) 5: Freemium 6: Installation - based (Includes maintenance and consumables) Three-party Market 7: Advertisement (Stand-alone power of the medium) 8: Matching 9: Complementary Goods Platform ★Basic 9 Classifications (Expression for practitioners) Created by: Tatsuhiko Inoue Lab. (Based on Amit&Zott, 2001, and Tidhar&Eisenhard, 2020）
26. Combination Model Manufacture & Sales Model Distribution Retail Model Continuation Model Freemium Model Advertisement Model Matching Model Complementary Goods Platform Model Power of content Power of attraction Power of combination Value Chain Recurring Three-party Market Tatsuhiko Inoue Lab. Created by: Tatsuhiko Inoue Lab. (Based on Amit&Zott, 2001 and Tidhar&Eisenhard, 2020） Installation-based Model
27. 1: MANUFACTURE & SALES MODEL Business Model Design Tatsuhiko Inoue Lab.
28. 1: MANUFACTURE & SALES MODEL u A business model that competes on the attractiveness of the product or service itself. The product/service must be attractive. u The product should be superior to those of competitors in terms of price and functionality, such as by reducing costs through mass production or differentiating itself through proprietary technology. u By increasing revenue, reinvestment will increase, and a virtuous cycle will be created. u Develop similar products while leveraging know-how, or combine other business models to increase profitability. 28 A business model in which a product or service is developed, manufactured and provided to users for compensation. Examples: Apparel, consumer electronics, automobiles, and other manufacturing industries in general, as well as service industries such as food service. Value Chain Created by: Tatsuhiko Inoue Lab.
29. Product/ Service $ Manufacture & Sales Model: Transaction Diagram Customer “Illustration of Transaction” Manufacturing Company
30. $ Customer Value-adding innovations “Illustration of Strategic Move” Manufacture & Sales Model: Transaction + Strategic Move Manufacturing Company Product/ Service
31. $ Customer Value-adding innovations Sales Increase More products/service development “Illustration of Circular Logic” Manufacture & Sales Model: Transaction + Strategic Move + Virtuous Cycle Manufacturing Company Product/ Service
32. 2: DISTRIBUTION RETAIL MODEL Business Model Design Tatsuhiko Inoue Lab.
33. 2: DISTRIBUTION RETAIL MODEL 33 The business model is to "buy and sell" without making products. Differential value in different markets is linked to revenue. Examples: bookstores, department stores, convenience stores, etc. u A business model that brings together producers and consumers. Differential value in different markets is linked to revenue. Information asymmetry is the key. u Basically, the product itself cannot make a difference. While purchasing in large quantities and lowering the purchase price, it is necessary to add value and raise the price. u If trading margins and capital efficiency can be increased, a virtuous cycle will be created through reinvestment. Value Chain Created by: Tatsuhiko Inoue Lab.
34. Supplier Retail Company Customer $ $ Distribution Retail Model: Transaction Diagram “Illustration of Transaction” Product/ Service Product/ Service
35. Supplier Retail Company Customer $ $ Value-adding innovations Devices to reduce purchase price Distribution Retail Model: Transaction + Strategic Move “Illustration of Strategic Move” Product/ Service Product/ Service
36. Supplier Retail Company Customer $ $ Sales Increase Cost Reduction Value-adding innovations “Illustration of Circular Logic” Distribution Retail Model: Transaction + Strategic Move + Virtuous Cycle Product/ Service Product/ Service Devices to reduce purchase price
37. 3: COMBINATION MODEL Business Model Design Tatsuhiko Inoue Lab.
38. 3: COMBINATION MODEL The "bulk buying" and “incidental purchase" business models. It is important to combine a hook product that attracts another product that complements it. Examples: system products, Izakaya, 100-yen shops, and many others. u A model that encourages bulk or incidental purchases by creating complementarity among multiple products and services. u In some cases, such as system products, they may be combined to increase the value of the use of the system, while in others, in the spirit of "lose money, gain money," the points at which they lose money and the points at which they gain money may be combined to make a profit. u Since the basic idea is to combine easy-to-sell items with hard- to-sell items, it is necessary to intend in advance which products will be the hook and which will be profitable. If it is designed as a product that creates value through a combination of products, it will bring about a virtuous cycle. 38 Value Chain Created by: Tatsuhiko Inoue Lab.
39. Company Customer Hook Product/ Service $ 0 Complementary Product A/Service $ Complementary Product B/Service $ “Illustration of Transaction” Combination Model: Transaction Diagram
40. Company Customer $ 0 $ $ Design to Complement Innovations to Increase Profit Margins “Illustration of Strategic Move” Combination Model: Transaction + Strategic Move Hook Product/ Service Complementary Product A/Service Complementary Product B/Service
41. Company Customer $ 0 $ $ Design to Complement Innovations to Increase Profit Margins Sales Increase Profit Increase “Illustration of Circular Logic” Combination Model: Transaction + Strategic Move + Virtuous Cycle Hook Product/ Service Complementary Product A/Service Complementary Product B/Service
42. 4: CONTINUATION MODEL Business Model Design Tatsuhiko Inoue Lab.
43. 4: CONTINUATION MODEL 43 u A model in which a certain amount of money is charged at a certain frequency in exchange for the continuous provision of a product or service. u The fact that stable income can be expected on an ongoing basis as long as customers do not leave, but if the products and services offered are not attractive enough in the first place, they will not be used on an ongoing basis. u Since a certain amount of revenue can be expected at a fixed time each month, the portion exceeding the profit needed to run the business can be used for planned investments. A business model that ensures sales by having customers continue to use the product or service on a regular basis. This includes pre-paid, flat-rate, and pay-as-you-go methods. Examples: renting, cell phone usage, online subscription services, etc. Recurring Created by: Tatsuhiko Inoue Lab.
44. Company Customer $ “Illustration of Transaction” Continuation Model: Transaction Diagram Product/ Service
45. Company Customer $ Bring meaning to continuity “Illustration of Strategic Move” Continuation Model: Transaction + Strategic Move Product/ Service
46. Company Customer $ Bring meaning to continuity Sales increase and stabilization Planned investment potential “Illustration of Circular Logic” Continuation Model: Transaction + Strategic Move + Virtuous Cycle Product/ Service
47. 5: FREEMIUM MODEL Business Model Design Tatsuhiko Inoue Lab.
48. 5: FREEMIUM MODEL 48 u Let people try it for free first, and then offer a paid version with enhanced features to those who really need it. u As a user, he/she can make a purchase decision after actually checking whether it is really necessary or not. By offering a free trial, the product or service is brought to the attention of users who want it. u If the range of the service that can be used for free is too small, it will not attract users. However, users will not migrate to the paid version if it is too large. The key is to determine how much to make free and how much to make chargeable. Free + Premium business model. Let people try it for free first, and then move on to the paid version with enhanced features if they really need it. Examples: ZOOM, Dropbox, etc. Recurring Created by: Tatsuhiko Inoue Lab.
49. Company $ Fee $0 Premium Users Free Users “Illustration of Transaction” Freemium Model: Transaction Diagram Product/ Service Premium Product/Service
50. Company $ Fee $ 0 Premium Users Free Users Setting of free range Setting of paid range “Illustration of Strategic Move” Freemium Model: Transaction + Strategic Move Product/ Service Premium Product/Service
51. Company $ Fee $ 0 Premium Users Free Users Setting of free range Setting of paid range Expansion of free users Expansion of paid users “Illustration of Circular Logic” Freemium Model: Transaction + Strategic Move + Virtuous Cycle Product/ Service Premium Product/Service
52. 6: INSTALLATION-BASED MODEL Business Model Design Tatsuhiko Inoue Lab.
53. 6: INSTALLATION-BASED MODEL 53 u A model that increases revenue by reducing the purchase price of core products and services to increase the number of users and encourage them to purchase consumables and maintenance services. u The major advantage is the potential for continuous revenue, but detailed attention must be paid to avoid customer churn. u By designing consumables and maintenance services that can be carried out by the company, a virtuous cycle can be triggered to increase revenues after the sale. A model in which the price of the underlying product is kept low to promote installation and profits are made from consumables and maintenance. Examples: inkjet printers, razor blades, Nespresso, etc. Recurring Created by: Tatsuhiko Inoue Lab.
54. Company Customer Hook Product $ 0 Maintenance Services $ Consumables $ “Illustration of Transaction” Installation-based Model: Transaction Diagram
55. Company Customer $ 0 Design to Complement Innovations to Increase Profit Margins $ $ Hook Product Maintenance Services Consumables “Illustration of Strategic Move” Installation-based Model: Transaction + Strategic Move
56. Company Customer $ 0 Sales Increase Profit Increase $ $ “Illustration of Circular Logic” Installation-based Model: Transaction + Strategic Move + Virtuous Cycle Design to Complement Innovations to Increase Profit Margins Hook Product /Service Maintenance Services Consumables
57. 7: ADVERTISEMENT MODEL Business Model Design Tatsuhiko Inoue Lab.
58. 7: ADVERTISEMENT MODEL 58 A model in which the price of the product itself is kept low or free, and advertising fees are earned by using the product as a medium to place advertisements. Examples: commercial TV stations, Google, free newspapers, etc. u The model is to increase the number of users by offering their products or services for free or for a small fee, and to generate revenue by advertising to these users. u The advertisement model also provides the sponsoring advertiser with advertising media and receives compensation for it. If the product or service that serves as the medium is not attractive, it will not be viable because revenue will increase only when it successfully attracts customers. u As the number of users increases, quality sponsors are attracted, and a virtuous cycle is triggered. Three-Party Market Created by: Tatsuhiko Inoue Lab.
59. “Illustration of Transaction” Advertisement Model: Transaction Diagram Company Sponsor Purchaser Advertising Space Service $ Advertisement Fee Information Contents $0 or low price $ User Product/ Service
60. Company Sponsor Purchaser $ $ User Service Quality Improvement Increase in Media Value “Illustration of Strategic Move” Advertisement Model: Transaction + Strategic Move Advertising Space Services Product/ Service $̌or low price Contents Service
61. Company Sponsor Purchaser $ $ User Service Quality Improvement Increase in Media Value Increase in number of users Increase in number of sponsors Increased users and sponsors will increase the value of the medium and quality of service “Illustration of Circular Logic” Advertisement Model: Transaction + Strategic Move + Virtuous Cycle Advertising Space Services Product/ Service $̌or low price Contents Service
62. 8: MATCHING MODEL Business Model Design Tatsuhiko Inoue Lab.
63. 8: MATCHING MODEL 63 u A model that generates revenue by bringing together product/service providers and users. Revenue can be secured by charging one or both parties. u Basically, there is no need to carry inventory, and once it gets going, it can grow with low risk. However, it is not viable without the participation of many providers and many users. u The key is to determine how to increase the number of users on the demand and supply sides. A business model that acts as an intermediary between providers of products and services and the users who seek them. Examples: Recruitment websites, hotel reservation websites, etc. Three-Party Market Created by: Tatsuhiko Inoue Lab.
64. Intermediary company / Platform Supply-side user Demand-side user $ Usage fee Opportunities/ Information Services $ Intermediate Fee “Illustration of Transaction” Matching Model: Transaction Diagram Product/ Service $ Intermediate Fee Opportunities/ Information Services
65. Intermediary company / Platform Supply-side user Demand-side user Supply-side Usage Promotion Demand-side Usage Promotion “Illustration of Strategic Move” Matching Model: Transaction + Strategic Move $ Intermediate Fee Opportunities/ Information Services $ Intermediate Fee Opportunities/ Information Services Product/ Service $ Usage fee
66. Intermediary company / Platform Supply-side user(s) Demand-side user(s) As the number of users increases, the value of the platform will increase Increase in demand-side users Increase in supply-side users Supply-side Usage Promotion Demand-side Usage Promotion “Illustration of Circular Logic” Matching Model: Transaction + Strategic Move + Virtuous Cycle $ Intermediate Fee $ Intermediate Fee Opportunities/ Information Services Opportunities/ Information Services Product/ Service $ Usage fee
67. 9: COMPLEMENTARY GOODS PLATFORM MODEL Business Model Design Tatsuhiko Inoue Lab.
68. 9: COMPLEMENTARY GOODS PLATFORM MODEL 68 u A model that increases value by having third parties provide products that complement the company's own products. u Promote the division of roles, keeping base products and complementary products well separated. u The more complementary producers that participate by developing infrastructure, the more valuable the combination will be and the more users it will attract. u By devising designs to combine with complementary products and by establishing infrastructure, a virtuous cycle will turn. A model that increases value by having third parties provide products that complement the company's own products. Example: Apple iPhone app platform, computer operating system (OS), etc. Three-Party Market Created by: Tatsuhiko Inoue Lab.
69. Platform Company Provider of complementary goods Customer $ Payment Base Product Complementary goods Place for trading complementary goods $ Payment $0 $ Commissions “Illustration of Transaction” Complementary Goods Platform Model: Transaction Diagram Place for trading complementary goods
70. Platform Company Provider of complementary goods Customer $0 Infrastructure development for the provision of complementary goods Product Design Infrastructure development “Illustration of Strategic Move” Complementary Goods Platform Model: Transaction + Strategic Move $ Commissions Place for trading complementary goods Complementary goods $ Payment $ Payment Base Product Place for trading complementary goods
71. Platform Company Provider of complementary goods Customer Infrastructure development for the provision of complementary goods Product Design Infrastructure development “Illustration of Circular Logic” Complementary Goods Platform Model: Transaction + Strategic Move + Virtuous Cycle $ Commissions Place for trading complementary goods $ Payment Base Product $0 Place for trading complementary goods Increase in demand-side users Increase in supply-side users Complementary goods $ Payment As the number of users increases, the value of the platform will increase
72. 3. BASIC 11 CLASSIFICATIONS Business Model Design Tatsuhiko Inoue Lab.
73. Power of content Leverage the uniqueness of the content Power of attraction Leverage information asymmetry Power of combination Leverage complementarity Power of binding Leverage lock-in Value Chain 1: Manufacture and Sales 2: Distribution Retail 3: Combinations 10: License Recurring 4: Continuation 5: Freemium 6: Installation - based (Includes consumables) 11: leasing Three-party Market 7: Advertisement 8: Matching 9: Complementary goods platform ★Basic 11 Classifications (Expression for practitioners) Created by: Tatsuhiko Inoue Lab. (Based on Amit&Zott, 2001, and Tidhar&Eisenhard, 2020）
74. Combination Model Manufacture & Sales Model Distribution Retail Model Continuation Model Freemium Model Advertisement Model Matching Model Complementary Goods Platform Model Power of content Power of attraction Power of combination Value Chain Recurring Three-party Market Tatsuhiko Inoue Lab. Created by: Tatsuhiko Inoue Lab. (Based on Amit&Zott, 2001 and Tidhar&Eisenhard, 2020） Installation-based Model Power of binding License Model Leasing Model
75. 10: LICENSE MODEL Business Model Design Tatsuhiko Inoue Lab.
76. 10: LICENSE MODEL 76 A business model that licenses and reuses intellectual property and know-how developed in the company's own business. Example: Developing cartoon characters into animation, movies, and merchandise. There is also licensing of technology and know-how. u A business model that licenses and reuses intellectual property and know-how developed in the company's own business. u Manga and anime characters are typical, but technology and business know-how can also be licensed. u No additional development costs to license, so revenues go straight to profit. u The key is to be able to develop intellectual property and know-how that other companies want to use. Value Chain Created by: Tatsuhiko Inoue Lab.
77. Company A Customer for A $ Customer for B Company B $ License $ “Illustration of Transaction” License Model: Transaction Diagram Product/ Service Product/ Service
78. Customer for A Customer for B Company B $ Development of superior intellectual property (IP) Company A $ $ “Illustration of Strategic Move” License Model: Transaction + Strategic Move License Product/ Service Product/ Service
79. Sales increase IP Updates Customer for A Customer for B Company B Company A $ $ “Illustration of Circular Logic” License Model: Transaction + Strategic Move + Virtuous Cycle Development of superior intellectual property (IP) Product/ Service License Product/ Service $
80. 11: LEASING MODEL Business Model Design Tatsuhiko Inoue Lab.
81. 11: LEASING MODEL 81 A business model in which equipment and consumer durables are leased for long periods of time. Since the lease cannot be cancelled mid-term, the leasing company can lock in revenues. Examples: Leasing of copiers and company cars for corporate clients, real estate for buildings and buildings, etc. u A business model in which facilities and equipment are leased for long periods of time. Contracts can bind future payments. u Users can save on initial costs and put their funds elsewhere. It also has the advantage of having access to the latest facilities and equipment. u Lease payments include procurement costs and interest. Returned fixtures and equipment can be sold as used equipment. u Maintenance and repairs are the responsibility of the user. Leasing companies can increase revenues by offering additional maintenance services. Recurring-type Created by: Tatsuhiko Inoue Lab.
82. Manufacturer Supplier Leasing Company Leasing Customer Product $ $ Lease payment Service $ Maintenance company Customer for used equipment Used equipment $ “Illustration of Transaction” Leasing Model: Transaction Diagram Product/ Service
83. Manufacturer Supplier Leasing Company Leasing Customer $ $ Lease Payment Service $ Maintenance company Customer for used equipment $ Devices to lower procurement costs “Illustration of Strategic Move” Leasing Model: Transaction + Strategic Move Product Enhanced service Product/ Service Used equipment
84. Manufacturer Supplier Leasing Company Leasing customer $ $ Lease Payment Service $ Maintenance company Customer for used equipment $ Enhanced service Sales increase Cost reduction “Illustration of Circular Logic” Leasing Model: Transaction + Strategic Move + Virtuous Cycle Devices to lower procurement costs Product Product/ Service Used equipment
85. REFERENCES Amit, R., & Zott, C. (2001). Value creation in E-business. Strategic Management Journal, 22(6-7), 493-520. Itabashi, S. (2010). Picto Zukai to visualize business models, Diamond Inc. (in Japanese). Osterwalder, A. and Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Wiley, New Jersey. Täuscher, K., & Abdelkafi, N. (2017). Visual tools for business model innovation: Recommendations from a cognitive perspective. Creativity and Innovation Management, 26(2), 160-174.
86. RELATED MATERIALS PROVIDED BY NIKKEI BIZRUPTORS HTTPS://WWW.NIKKEIBIZRUPTORS.COM/HOME Tatsuhiko INOUE and Genie PAKVISAL (2023) Atomis - A Multifaceted Startup Reimagining Gas as a Service Nikkei BizRuptors. https://www.nikkeibizruptors.com/article/158 Tatsuhiko INOUE and Kim Thanh LE (2023) ACSL - Staying Selected And Never Letting Go Nikkei BizRuptors. https://www.nikkeibizruptors.com/article/156 Prof. Tatsuhiko INOUE, Yafang CHENG and Genie PAKVISAL(2023) Pin Duo Duo - The Blue Ocean For A Social E-Commerce Business Nikkei BizRuptors. https://www.nikkeibizruptors.com/article/110 Tatsuhiko INOUE and Kim Thanh LE (2023). ZMP - The Journey Of Finding A Unique Business Identity, Nikkei BizRuptors. https://www.nikkeibizruptors.com/article/160
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