Abstract
In this paper, I presented a strategy for a consumable-good-focused business model in which an important type of business model in the field of business-model studies is applied to create new customer value from mature products such as beverages and revitalize the business concerned. I also analyzed the cases of Nestle Japan's Barista and Doke Gusto coffeemakers, Marukome's miso-soup dispenser, and the Sujahta Silk Ice ice-cream server as examples of successful consumable business models. I showed that characteristics of this strategy are that few corporate resources are invested in hardware development and manufacture, and that they constitute a mechanism for avoiding the long-standing problem of compatible consumable products. I emphasized the importance of this strategy and discussed businesses to which it could be applied effectively.
