비즈니스 모델에 대해
[HBR] A New Framework for Business Model
by Mark W. Johnson JANUARY 21, 2010
Quick: Describe your company’s business model.
Having trouble? That wouldn’t surprise me. In reality, there isn’t really any consensus about what the term “business model” even means. Suggestions range from the allencompassing, everything-in-your-value-chain approach to the reductionist “A business model is nothing else than a representation of how an organization makes (or intends to make) money.”
That latter definition is from Peter Drucker. And while I applaud his attempt to reach for the essence of the idea, I think he went too far. A business model has to specify more than just how a company intends to make money. It also needs to include some information about why a customer would ever want to give the company any money.
As something of a middle ground, I’ve proposed (in both an HBR article and in more depth in my book Seizing the White Space) a framework meant to be specific enough to overcome the reductionist problem but selective enough to overcome the unwieldiness of the kitchen-sink camp. I’ve broken it out into four boxes that answer the following questions:
1. Why would someone want to buy something from you?
2. How will you make money selling it?
3. What, exactly, are the important things you need to do to pull off the plan? (실행하기 위해)
(I know that’s three questions, but the answer to that last question comes in two parts, so the model requires four boxes.)
1. Why would someone want to buy something from you?
To answer the first question, you need to construct a customer value proposition (CVP) — not by trying to convince customers of the value of your products but the other way around, by identifying an important job a customer needs to get done and then proposing an offering that fulfills that job better than any alternative the customer can turn to.
Generally speaking, the more important job is to the customer, the lower the level of satisfaction with current alternatives and the lower the price, the stronger the CVP.
고객 가치제안을 만들 것
고객이 해결하고자 하는 중요한 소요를 규명하고, 그 소요를 채워주는 여러 대안보다 우세한 대안을 (offering: 제품, 서비스)를 제안하는 것이 중요한데,
일반적으로 1) 고객에게 (해결하고자 하는 그 소요가) 중요하면 할 수록, 현재의 대안에 대한 만족도는 낮아지고 , 2) 가격이 낮아지면 질 수록, 고객가치제안은 강해지는 경향
2. How will you make money selling it?
To answer the second question, you need to specify your profit formula. On one level you could think of this merely as how much you expect to sell at a certain price minus your costs, but to be useful as a strategic tool, I’ve broken it out into four buckets:
a. Revenue model — simply, quantity times price 생산량 x 가격
b. Cost structure — not only direct costs and indirect costs, but also overhead, which too many companies think of as immutable 직접비와 간접비 뿐 아니라 고정비 구조도 고려 (불변의 것이 아님)
c. Margin model — though technically part of the cost structure, I break it out separately because all too often companies mistake their margins for their entire profit formula and have tremendous difficulty understanding how a lower – margin opportunities could ever be profitable
4. Resource velocity — often overlooked as a profit generator, this measures how many widgets a company can invent, design, produce, warehouse, ship, service, sell, and pay for throughout the value chain for a given amount of investment, for a given amount of time. In some sense, it’s a measure of not how much money flows through your company but how quickly it flows through it.
Profit Fomula (수익 공식)을 구체화할 것
a. 매출(Revenue) model — 생산량 x 가격
b. 원가(Cost) structure — 직접비와 간접비 뿐 아니라 고정비 구조도 고려 (불변의 것이 아님)
c. 마진(Margin) model — 마진을 낮추더라도 Profitable 할 수 있는데 잘 모름
d. 자원(Resource) 속도(velocity) — 얼마나 많은 제품을 개발, 설계, 생산, 보유, 배송, 서비스, 판매할 수 있는지를 측정하는 측정자, 또한 특정 기간 내 특정한 금액을 밸류 체인 전반에 투자하는가 - 즉 회사 내에 얼마나 많은 현금 흐름이 있는가 가 아닌 얼마나 빨리 현금이 흐르는가를 의미 (how quickly it flows through it)
3. What, exactly, are the important things you need to do to pull off the plan?
Finally, to answer the third question, you need to identify which company resources and which processes are essential to delivering the customer value proposition. These are not all the steps in the value chain — just those that are critical for the CVP.
고객 가치 제안에 핵심/필수적인 자원과 프로세스를 규명할 것
밸류체인의 모든 스텝이 다 필수적인 것은 아님
특정 자원(인력, 기술 등) 및 프로세스가 CVP에 핵심적인 요소
이들을 우선적으로 투자해야 함
As Peter Drucker did in the quote above, many people equate the profit formula with the entire business model. That’s often all that’s captured in many business model analogies, as well. Worse, many people focus just on the margin or overhead requirements of their current profit formula.
But every successful company is operating according to a business model that incorporates all four parts of this framework — a value proposition customers want (고객이 원하는 가치를 제안), delivered through a coherent profit formula (일관성있는 수익 공식에 따라서 전달), which not only covers its overhead and margins but generates revenue at a certain volume and velocity (고정비와 마진 뿐 아니라 매출까지 특정한 볼륨과 속도에 기반해서 발생), by employing certain key resources effectively through certain key processes. (특정 프로세스 전반에 효과적인 자원들을 배치함으로써)
Identify this model and you will go a long way toward understanding why your company is successful in what it’s doing (or at least what it was doing before the recession). And unless you know that, you’ll have little chance of working out what you need to change to be successful doing something else — like meeting whatever challenges the post-recession economy creates this year.
Mark W. Johnson is chairman of Innosight, a strategic innovation consulting and investing company with offices in Massachusetts, Singapore, and India, which he cofounded with Harvard Business School professor Clayton M. Christensen. Mark’s book is Seizing the White Space: Business Model Innovation for Growth and Renewal. Mark W. Johnson is a senior partner and a cofounder of the innovation and strategy consulting firm Innosight.
