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COURSERA Business Model Canvas, Wk4-01 Animated Video, Navigating the Environment

Wk4-01 Animated Video, Navigating the Environment

[MUSIC] Remember the chaos your idea faced before you made the canvas? Well, you've tamed some of it by mapping the elements that are mostly in your control, but the world out there is full of threats, constraints, and opportunities beyond your control. They create the environment in which you'll design and build your business model, and in which your business will fight for survival everyday. Just because you can't control these factors, doesn't mean you can't, and shouldn't account for them in your model. Doing so will help prepare your model for threats, ready it for changing legal constraints, and prime it to jump on innovations. Let's see how mapping the environment will affect the Boomer Travel Agency model. On the right, you'll map market forces. Everything related to the customer segments you selected. Ask yourself, which other segments are there? Which ones are the most lucrative? Looks like Beth has discovered a segment that boomers with a range of disposable wealth. You could ask, which segments are growing, and what do they most want, and why might your customers resist? Okay, good. Boomers have trouble adapting to new technology. Now above your canvas, map Key Trends. A new technology's about to undercut your proposition or super charge it. What regulations are coming up? How is this Society at large shifting, right Carl? Rising medical costs could way heavy on your customers. Now to the left, map industry forces. Who are your main competitors? What advantages do their business models provide? Could they crush you. Your industry may already have a dominate competitor. Competitor. But ask yourself, where are their weaknesses? Can you disrupt them? What might happen as suppliers and partners evolve or don't? Better to know now that the travel field is crowded and volatile, right Carl? Finally, below your canvas mat microeconomic forces. How's the global economy doing? Markets may be in a state of rampant uncertainty. How available is capital? Venture capitalists may be taking few risks. How well is the infrastructure developed in the market you are doing business in? Sure, many boomers are experiencing a decline in living standards. Now you've mapped your environment full of threats, opportunities and constraints. What do you do? Use the map, of course, to make your business model more responsive. Looking at industry forces on the left side of your canvas, ask does your model have a competitive edge today? Tomorrow? Good thinking, Beth. That dominant competitor could be a threat. Looking at key trends on the top of your canvas Just ask is your model prepared for emerging trends? Okay. If rising medical costs encourage overseas treatment, that could be an opportunity for your travel agency. On the right for Market Forces, is your model in line with evolving customer needs? Sure, if your customers are resistant to the internet. You're right to rethink delivery through a website, and below for macro-economic forces, how will your model adjust to macro-economic shifts? Yes Beth, unfortunately travel is becoming a luxury that a growing number of your customers can't afford, but don't be overwhelmed by these elements. Asking and answering these questions will help make your business model better suited to its environment and that much more likely to succeed. Now, you're ready to start testing your model in the real world.

Wk4-01 Animated Video, Navigating the Environment Wk4-01アニメーションビデオ、環境のナビゲート

[MUSIC] Remember the chaos your idea faced before you made the canvas? [音楽]キャンバスを作る前にあなたのアイデアが直面した混乱を覚えていますか? Well, you've tamed some of it by mapping the elements that are mostly in your control, but the world out there is full of threats, constraints, and opportunities beyond your control. さて、あなたは主にあなたのコントロール下にある要素をマッピングすることによってそれのいくつかを飼いならしました、しかしそこの世界はあなたのコントロールを超えた脅威、制約、そして機会でいっぱいです。 They create the environment in which you'll design and build your business model, and in which your business will fight for survival everyday. 彼らはあなたがあなたのビジネスモデルを設計して構築し、あなたのビジネスが毎日生き残るために戦う環境を作ります。 Just because you can't control these factors, doesn't mean you can't, and shouldn't account for them in your model. これらの要因を制御できないからといって、制御できないという意味ではなく、モデルでそれらを考慮すべきではありません。 Doing so will help prepare your model for threats, ready it for changing legal constraints, and prime it to jump on innovations. そうすることで、モデルを脅威に備え、法的な制約を変更する準備を整え、イノベーションに飛びつく準備を整えることができます。 Let's see how mapping the environment will affect the Boomer Travel Agency model. 環境のマッピングがブーマー旅行代理店モデルにどのように影響するかを見てみましょう。 On the right, you'll map market forces. 右側では、市場の力をマッピングします。 Everything related to the customer segments you selected. 選択した顧客セグメントに関連するすべて。 Ask yourself, which other segments are there? 他にどのセグメントがありますか? Which ones are the most lucrative? 最も儲かるのはどれですか? Looks like Beth has discovered a segment that boomers with a range of disposable wealth. ||||||||baby boomers|||||| Sepertinya Beth telah menemukan segmen yang menjadi boomer dengan berbagai kekayaan yang dapat dibuang. ベスは、さまざまな可処分資産を持つブーマーのセグメントを発見したようです。 You could ask, which segments are growing, and what do they most want, and why might your customers resist? ||||segmentos|||||||||||||| どのセグメントが成長しているのか、そして彼らが最も望んでいるのは何か、そしてなぜあなたの顧客は抵抗するのか、と尋ねることができます。 Okay, good. Boomers have trouble adapting to new technology. 団塊の世代は、新しいテクノロジーに適応するのに苦労しています。 Now above your canvas, map Key Trends. キャンバスの上に、主要なトレンドをマッピングします。 A new technology's about to undercut your proposition or super charge it. 新しいテクノロジーがあなたの提案を打ち負かすか、それを過大に請求しようとしています。 What regulations are coming up? |regulamentações||| どのような規制がありますか? How is this Society at large shifting, right Carl? この社会はどのように大きく変化していますか、右カール? Rising medical costs could way heavy on your customers. 医療費の上昇は、顧客に大きな負担をかける可能性があります。 Now to the left, map industry forces. Who are your main competitors? What advantages do their business models provide? 彼らのビジネスモデルにはどのような利点がありますか? Could they crush you. 彼らはあなたを押しつぶすことができますか? Your industry may already have a dominate competitor. あなたの業界はすでに支配的な競争相手を持っているかもしれません。 Competitor. But ask yourself, where are their weaknesses? しかし、彼らの弱点はどこにあるのか、自問してみてください。 Can you disrupt them? ||perturbar| それらを混乱させることができますか? What might happen as suppliers and partners evolve or don't? サプライヤーやパートナーが進化したり、進化しなかったりするとどうなるでしょうか。 Better to know now that the travel field is crowded and volatile, right Carl? トラベルフィールドが混雑していて不安定であることを今知っておくとよいでしょう、カール? Finally, below your canvas mat microeconomic forces. 最後に、キャンバスマットの下にミクロ経済学の力があります。 How's the global economy doing? 世界経済はどうですか? Markets may be in a state of rampant uncertainty. Pasar mungkin dalam keadaan ketidakpastian yang merajalela. 市場は不確実性が蔓延している可能性があります。 How available is capital? Seberapa tersedia modal? 資本はどのくらい利用できますか? Venture capitalists may be taking few risks. ベンチャーキャピタリストはほとんどリスクを冒していないかもしれません。 How well is the infrastructure developed in the market you are doing business in? あなたがビジネスをしている市場でインフラストラクチャはどれくらいうまく開発されていますか? Sure, many boomers are experiencing a decline in living standards. 確かに、多くの団塊世代は生活水準の低下を経験しています。 Now you've mapped your environment full of threats, opportunities and constraints. これで、脅威、機会、制約に満ちた環境をマッピングできました。 What do you do? 職業はなんですか? Use the map, of course, to make your business model more responsive. もちろん、マップを使用して、ビジネスモデルの応答性を高めます。 Looking at industry forces on the left side of your canvas, ask does your model have a competitive edge today? キャンバスの左側にある業界の力を見て、モデルに今日の競争力があるかどうかを尋ねます。 Tomorrow? Good thinking, Beth. That dominant competitor could be a threat. その支配的な競争相手は脅威になる可能性があります。 Looking at key trends on the top of your canvas Just ask is your model prepared for emerging trends? キャンバスの上部にある主要なトレンドを確認するモデルは新しいトレンドに備えていますか? Okay. If rising medical costs encourage overseas treatment, that could be an opportunity for your travel agency. 医療費の高騰が海外での治療を後押しするのであれば、それはあなたの旅行代理店にとってのチャンスかもしれません。 On the right for Market Forces, is your model in line with evolving customer needs? Market Forcesの右側で、あなたのモデルは進化する顧客のニーズに沿っていますか? Sure, if your customers are resistant to the internet. 確かに、あなたの顧客がインターネットに抵抗しているなら。 You're right to rethink delivery through a website, and below for macro-economic forces, how will your model adjust to macro-economic shifts? あなたはウェブサイトを介した配信を再考する権利があります、そして以下のマクロ経済力については、あなたのモデルはマクロ経済の変化にどのように適応しますか? Yes Beth, unfortunately travel is becoming a luxury that a growing number of your customers can't afford, but don't be overwhelmed by these elements. ||||||||||||||||||||sobrecarregada||| はいベス、残念ながら旅行はますます多くの顧客が買う余裕がない贅沢になりつつありますが、これらの要素に圧倒されることはありません。 Sim Beth, infelizmente viajar está se tornando um luxo que um número crescente de seus clientes não pode pagar, mas não se deixe sobrecarregar por esses elementos. Asking and answering these questions will help make your business model better suited to its environment and that much more likely to succeed. これらの質問に答えることで、ビジネスモデルをその環境により適したものにし、成功する可能性を大幅に高めることができます。 Fazer e responder a essas perguntas ajudará a tornar seu modelo de negócios mais adequado ao seu ambiente e com muito mais probabilidade de sucesso. Now, you're ready to start testing your model in the real world. これで、実世界でモデルのテストを開始する準備が整いました。