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Reinventing your business model. Mark W. johnson , Clayton M. christensen Henning Kagermann HBR / 2008.12. 목차. 1. Examples of the Apple. 2. Road map. 3. Business modal : A Definition. 4. How great models are built. 5. . When a new business model is needed.

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Reinventing your business model

Mark W. johnson, Clayton M. christensen

Henning Kagermann

HBR / 2008.12




Examples of the Apple


Road map


Business modal : A Definition


How great models are built


. When a new business model is needed


1. Examples of the Apple

In 2003. Apple introduces the Ipod, with the Itunes store revolutionizing portable entertainment.

Apple did something far smarter than take a good technology and wrap it in a snazzy design.

It in a great business model.


2. Road map

To see past the borders of what is and into the land of the new, companies need a road map.

It starts with thinking about the opportunity to satisfy a real customer who need a job done.

It to construct a blueprint laying out how your company will fulfill that need at a profit.

It is to compare that model to your existing model to see how much you’d have to change it to capture the opportunity.


3. Business modal : A Definition

  • Customer value proposition(CVP)
    • A way to help customers get an important job done
    • Job : fundamental problem in a given situation that needs a solution.
  • Profit formula
  • Key resources
  • Key processes
    • - Operational and managerial processes that allow them to deliver value in a way they can successfully repeat and increase in scale.

4. How great models are built

  • Creating a customer value proposition
    • The most important attribute of a customer value proposition is its precision : how perfectly it nails the customer job to be done
    • 2. Designing a profit formula
    • 3. Identifying key resources and processes
    • - Focusing first on the value proposition and profit formula makes clear how those resources and processes need to interrelate

5. When a new business model is needed

They has observed five strategic circumstances that often require business model change

The opportunity to address through disruptive innovation the needs of large groups of potential customers who are shut out of a market entirely because existing solutions are too expensive or complicated for them.

The opportunity to capitalize on a brand-new technology by wrapping a new business model around it or the opportunity to leverage a tested technology by bringing it to a whole new market


5. When a new business model is needed

3. The opportunity to bring a job to be done focus where one does not yet exist

4. The need to fend off low-end disrupters.

5. The need to respond to a shifting basis of competition