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The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)
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The 1-Minute VALUE PROPOSITION ACT: A Simpler and Scalable Toolkit for Designing Magnetic Value Propositions (MVPs)

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Peter Drucker, the late Management Guru, once said: "Because the purpose of business is to create a customer, the business enterprise has two – and only two – basic functions: marketing and …

Peter Drucker, the late Management Guru, once said: "Because the purpose of business is to create a customer, the business enterprise has two – and only two – basic functions: marketing and innovation." The 1-Minute Value Proposition Act focuses on radically improving the two basic functions of a business: Marketing and Innovation.

Also, the 1-Minute Value Proposition Act contains a simple but powerful visual marketing tool that helps enterprises, startups, and established businesses to develop Magnetic Value Propositions in 1 Minute. If you'd like to rapidly reDesign, test, and manage your business (and personal) value propositions, check out the 1-Minute Value Proposition Act. Benefits of obtaining a Magnetic Value Proposition (MVP) include systematic engagement, acquisition, and retention of more customers.

So, why not test-drive the 1-Minute Value Proposition Act?

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Notes
  • Great model but quite long. Creating a value proposition may just following the Golden Circle : Why, How and What? Applicable to build Personal Value Proposition :
    To do so, answer the following three questions
    1. Why can I be useful? What business driver should I respond to?
    2. How do I proceed? Which area should I focus on?
    3. What results can I deliver? For what improvement?
    To learn more
    http://blog.instarlink.com/en/content/generate-value-proposition
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  • In referred to Slide 65 in my previous comments. This is shifted now to Slide 83. Dr. King enriched the presentation and made it even extra valuable.
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  • SlideShare Team- This is an extremely valuable presentation and it crowns the great efforts of Dr. Rod King. The presentation deserves a spot on SS Homepage.
    Please take notice of this splendid presentation.
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  • @RodKing Rod, I am so delighted that my comment was of some value. More delighted I am with the immediate incorporation of the scene structure. This is reflected in your reeponse '...I've updated the presentation to include an alternative Value Proposition Model that is focused on the VPM as a storyboard that contains Customer Scene, Product Scene, and Action Scene'. I checked Slide 65 as well. Great work and I greatly appreciate how you value your commenter. Rod, this presentation is part of me as much as it is part of you.Slide 65 with my photo testifies for this feeling.
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  • @AliAnani; dvjones4971; Magdalena-Maria GROSU; Carl Ware:
    Just to let you know that I've included your comments in the above presentation for the 1-Minute Value Proposition Model. I hope you guys don't mind. The presentation is more exciting as comments are added in real-time to the Trade-off Block for Customers/Consumers of the 1-Minute Value Proposition Model; see Slide 65 which illustrates how customer feedback can be collected during what Steve Blank calls 'Customer Development:' Get Out of the Building.

    Your feedback would be appreciated.

    Best,
    Rod.
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  • 1. Value  Proposi-on  Model  (VPM)  for  Apple’s  Classic  iPod  –  The  4  Trade-­‐off  Scenes  Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises                                                WHO?  WHAT?  HOW?  WHERE?  WHEN?  VALUE  PROPOSITION  PLOT  Similarity:  Digital  Music  Player  Differen/a/on:  1,000  Songs  in  Pocket  WHY  (ACT/BUY,  NOW)?  q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 2. Value  Proposi-on  Model  (VPM)  for  Apple’s  Classic  iPod  –  Triangula4on  of  Peripheral  Scenes  Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises                                                WHO?  WHAT?  HOW?  WHERE?  WHEN?  VALUE  PROPOSITION  PLOT  Similarity:  Digital  Music  Player  Differen/a/on:  1,000  Songs  in  Pocket  WHY  (ACT/BUY,  NOW)?  q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 3. Value  Proposi-on  Model  (VPM)  for  Apple’s  Classic  iPod  Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises                                                WHO?  WHAT?  HOW?  WHERE?  WHEN?  VALUE  PROPOSITION  PLOT  Similarity:  Digital  Music  Player  Differen/a/on:  1,000  Songs  in  Pocket  WHY  (ACT/BUY,  NOW)?  q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)  q  Fitness  (Synergy/Connec/on)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  P.I.E.S.  Note  P.I.E.S.  is  an  acronym  for  Physical;  Intellectual;  Emo4onal;  Spiritual  
  • 4. Details  of  Value  Proposi-on  Model  (VPM)  for  Apple’s  Classic  iPod  Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises    PRODUCT/SERVICE/TOOL  (Output:  Prototype/Full  Scale)        -­‐    +  CUSTOMER/CONSUMER  (Persona/Profile/Community)        -­‐   +    JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW  (Func4onality/Goal/Requirements)          -­‐   +  WHO?  WHAT?  HOW?  WHERE?  WHEN?  q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)  VALUE  PROPOSITION  PLOT  Similarity:  Digital  Music  Player  Differen/a/on:  1,000  Songs  in  Pocket  WHY  (ACT/BUY,  NOW)?  CUSTOMER-­‐PRODUCT  Fitness  Problem-­‐Solu/on  (Market-­‐Product  Innova/on)  Fit    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 5. Details  of  Value  Proposi-on  Model  (VPM)  for  Apple’s  Classic  iPod  Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises    PRODUCT/SERVICE/TOOL  (Output:  Prototype/Full  Scale)        -­‐    +  CUSTOMER/CONSUMER  (Persona/Profile/Community)        -­‐   +    JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW  (Func4onality/Goal/Requirements)          -­‐   +  Posi4oning/Features/CRM/Pricing  WHO?  WHAT?  HOW?  WHERE?  WHEN?  q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)  VALUE  PROPOSITION  PLOT  Similarity:  Digital  Music  Player  Differen/a/on:  1,000  Songs  in  Pocket  WHY  (ACT/BUY,  NOW)?    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 6. Details  of  Value  Proposi-on  Model  (VPM)  for  Apple’s  Classic  iPod  Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises    PRODUCT/SERVICE/TOOL  (Output:  Prototype/Full  Scale)        -­‐    +  CUSTOMER/CONSUMER  (Persona/Profile/Community)        -­‐   +    JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW  (Func4onality/Goal/Requirements)          -­‐   +  Supply  (Asserted/Hypothesized/Pushed)  Demand  (AIDA/Required/Validated/Metrics)  Posi4oning/Features/CRM/Pricing  WHO?  WHAT?  HOW?  WHERE?  WHEN?  q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)  VALUE  PROPOSITION  PLOT  Similarity:  Digital  Music  Player  Differen/a/on:  1,000  Songs  in  Pocket  WHY  (ACT/BUY,  NOW)?    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 7. ENVIRONMENT  GLOBAL  BUSINESS  MODEL  (GBM)  STORY  for  Apple’s  Classic  iPod        #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hWp://businessmodels.ning.com  &  hWp://twiWer.com/RodKuhnKing          Suppliers/  Partners  Processes/  Ac4vi4es  Internal  Resources  (Employees;  IP;  etc.)  VALUE  CREATION  ACT   VALUE  PROPOSITION  ACT  Product/  Service  Customers  Jobs-­‐To-­‐Be-­‐Done  Value  Proposi-on  (Plot)  Cost  (Structure)  Profit  Core  Competence  SHARED  VALUE  (PROFIT)  ACT  BUSINESS  MODEL  For  Classic  iPod  Revenue  (Streams)  Shared  Value  
  • 8. VALUE  PROPOSITION  GENERATOR  FOR  APPLE’S  CLASSIC  IPOD  Collabora4vely  Document,  Deconstruct,  Construct,  and  Compare  Value  Proposi4on  Models  (VPMs)  ORGANIZATION  (Business/  Product/  Service/  Place/Situa4on/  Scene/  Object)  CUSTOMER/CONSUMER    JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW   PRODUCT/  SERVICE/  TOOL  (INDUSTRY)  VALUE  PROPOSITION  STATEMENT  (HEADING/PLOT)  Who?   How?   Where?   When?   What?   WHY  (Act/Buy,  Now)?  Apple          “A  Thousand  Songs  in  Your  Pocket”            Listen  up  to  1000  songs  anywhere  without  CDs  or  tape  or  hassle            “Seamless  music  experience”    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 9. TRADE-­‐OFF  SCENE  FOR  CUSTOMER/CONSUMER  OF  APPLE’S  CLASSIC  IPOD  q  Past  (“As  Was”)   q  Future  (“To  Be”)  CUSTOMER/CONSUMER  (Persona/Profile/Community)                        -­‐    +  q         Present  (“As  Is”)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 10. TRADE-­‐OFF  SCENE  FOR  JOBS-­‐TO-­‐BE-­‐DONE  OF  APPLE’S  CLASSIC  IPOD  q  Past  (“As  Was”)   q  Future  (“To  Be”)  JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW  (Func4onality/Goal/Requirements)                        -­‐    +  q         Present  (“As  Is”)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 11. TRADE-­‐OFF  SCENE  FOR  PRODUCT/SERVICE/TOOL  OF  APPLE’S  CLASSIC  IPOD  q  Past  (“As  Was”)   q  Future  (“To  Be”)  PRODUCT/SERVICE/TOOL  (Output:  Prototype/Full  Scale)                        -­‐    +  q         Present  (“As  Is”)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 12. PAST  Value  Proposi-on  Model  (VPM)  for  Music  Players:  Sony’s  CD  Walkman  (Analog)  Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises                                                WHO?  WHAT?  HOW?  WHERE?  WHEN?  VALUE  PROPOSITION  PLOT  Similarity:    Music  Player  Differen/a/on:  Portable  Music  WHY  (ACT/BUY,  NOW)?  ü  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  q  Fitness  (Synergy/Connec/on)  P.I.E.S.  Note  P.I.E.S.  is  an  acronym  for  Physical;  Intellectual;  Emo4onal;  Spiritual  
  • 13. Past    (“As  Was”)  Value  Proposi-on  Model              Present  (“As  Is”)  Value  Proposi-on  Model              Future  (“To  Be”)  Value  Proposi-on  Model              VALUE  PROPOSITION  PLAN  (VPP)  FOR  MUSIC  PLAYER  INDUSTRY    Evolu/on  of  Value  Proposi/on  Models  Mission/Vision/Purpose/  Ideals/  Ideal  Final  Result/…  3 214Key  (The  4  Scenes  of  a  Value  Proposi4on  Model)    1:  Value  Proposi4on  Plot  (Statement)  2:  Customers/Consumers  3:  Product/Service/Tool  4:  Jobs-­‐To-­‐Be-­‐Done/Workflow  Strategy/Execu-on  How  SHOULD  business  (model/system)  get  to  desired  VPT?    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 14. Disrup4on  Spot  Luxury  Spot  Strategic  Choice  Sweet  Spot  Value  Proposi4on  Blue  Ocean  Value  Proposi4on  Luxury  Spot  (“Differen/a/on”)  Value  Proposi4on  Disrup-on  Spot/Lean  (“Low  Cost”/  “Disrup/ve”)  Value  Proposi4on  TRADE-­‐OFF  MAP  FOR  MUSIC  PLAYER  INDUSTRY  Red  Ocean    vs.  Blue  Ocean  Value  Proposi/ons  (Strategies/Business  Models)    Volcano  Value  Proposi4on  Green  Ocean  Value  Proposi4on  Red  Ocean  Value  Proposi4on  No-­‐Man’s-­‐Island  Value  Proposi4on  Oasis  (‘Stuck-­‐in-­‐the-­‐middle’)  Value  Proposi4on  (-­‐):  PAIN:  Size  (Inconvenience;  Complexity  of  Use)    (+):  DELIGHT:  No.  of  songs  stored  (Storage;  Performance)  Key  Profitable  Value  Proposi4on    Unprofitable  Value  Proposi4on  “Insane”  Happiness  (Value)  Ideal  Final  Result  (IFR)  Infinite  Shared  Happiness      #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  Market  Segment  (Job-­‐To-­‐Be-­‐Done/Goal;  Product/Tool):  Listen  to  music  
  • 15. Every  Physical  Object    Has    A  Tacit/An  Explicit  Value  Proposi-on,    A  Tacit/An  Explicit  Trade-­‐off,  and    A  Tacit/An  Explicit  Value    
  • 16. A  Customer  Value  Proposi-on  Is  The  Heart,  Brain,  and  Soul  of  A  Business  (Model)  
  • 17. Value  Proposi-on  Model:  Templates  VPM  
  • 18. “Because  the  purpose  of  business  is  to  create  a  customer,  the  business  enterprise  has  two  –  and  only  two  –  basic  func4ons:  marke-ng  and  innova-on.    “Marke4ng  and  innova4on  produce  results;  all  the  rest  are  costs.    “Marke4ng  is  the  dis4nguishing,  unique  func4on  of  the  business.”    Peter  Drucker    The  2  Basic  Func-ons  of  a  Business  
  • 19. A  Value  Proposi-on  Model  (VPM)    Focuses  on    Marke-ng  and  Innova-on  
  • 20. A  Value  Proposi-on  Model  (VPM)  Reflects,  Tells,  or  Presents  An  Emo-onal  Story  About  The  Targeted  Customer  
  • 21. A  Value  Proposi-on  Model  (VPM)  is  a  Visual  Marke-ng  Tool  That  Consists  of    4  Interrelated  Trade-­‐off  Scenes:    1.      Trade-­‐off  Scene  for  Value  Proposi-on  Plot    2.      Trade-­‐off  Scene  for  Customers/Consumers    3.  Trade-­‐off  Scene  for  Product/Service/Tool  4.  Trade-­‐off  Scene  for  Jobs-­‐To-­‐Be-­‐Done/Workflow  Note  A  Trade-­‐off  Scene  is  a  visual  ideas  organizer  that  illustrates  or  describes  an  object  together  with  the  object’s  impact  of  pain  (-­‐)  and  delight  (+).  The  4  Trade-­‐off  Scenes  of  the  Value  Proposi-on  Model  (VPM)  Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises    3   2  1  4  3  2  1  4    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 22. Natural  Language  Story  of  Value  Proposi-on  Model  (VPM)                                                VALUE  PROPOSITION  PLOT  Similarity:  ………………………….…..………  Differen/a/on:  …..……………………………  WHY  (ACT/BUY,  NOW)?  q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)  Subject  (Protagonist/  Agent)  Verb  (Ac/vity/  Task/  Func/on/  Outcome)  Object  (Tool/  Product)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 23. Storyboard  of  Value  Proposi-on  Model  (VPM)                                                VALUE  PROPOSITION  PLOT  Similarity:  ………………………….…..………  Differen/a/on:  …..……………………………  WHY  (ACT/BUY,  NOW)?  q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)  Customer  Scene  Ac-on  Scene  Product  Scene    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 24. 4  Basic  Ques-ons  for  the  Value  Proposi-on  Model  (VPM)                                                VALUE  PROPOSITION  PLOT  Similarity:  ………………………….…..………  Differen/a/on:  …..……………………………  WHY  (ACT/BUY,  NOW)?  q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)  How  does  your  customer  spend  (valuable)  -me?  What  is  your  business/  product/  service?  Who  is  your  customer/  consumer?  Out  of  the  Enterprise  (System)  In  the  Enterprise  (System)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 25. The  4  Trade-­‐off  Scenes  of  the  Value  Proposi-on  Model  (VPM)  Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises                                                WHO?  WHAT?  HOW?  WHERE?  WHEN?  VALUE  PROPOSITION  PLOT  Similarity:  ………………………….…..………  Differen/a/on:  …..……………………………  WHY  (ACT/BUY,  NOW)?  q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 26. Triangula-on  of  Peripheral  Scenes  of  Value  Proposi-on  Model  (VPM)    Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises                                                WHO?  WHAT?  HOW?  WHERE?  WHEN?  VALUE  PROPOSITION  PLOT  Similarity:  ………………………….…..………  Differen/a/on:  …..……………………………  WHY  (ACT/BUY,  NOW)?  q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 27. Overview  of  Value  Proposi-on  Model  (VPM)  for  Engaging,  Acquiring,  and  Retaining  More  Customers    Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises                                                WHO?  WHAT?  HOW?  WHERE?  WHEN?  VALUE  PROPOSITION  PLOT  Similarity:  ………………………….…..………  Differen/a/on:  …..……………………………  WHY  (ACT/BUY,  NOW)?  q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  q  Fitness  (Synergy/Connec/on)  P.I.E.S.  Note  P.I.E.S.  is  an  acronym  for  Physical;  Intellectual;  Emo4onal;  Spiritual  
  • 28. Details  of  Value  Proposi-on  Model  (VPM)  for  Engaging,  Acquiring,  and  Retaining  More  Customers    Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises    PRODUCT/SERVICE/TOOL  (Output:  Prototype/Full  Scale)        -­‐    +  CUSTOMER/CONSUMER  (Persona/Profile/Community)        -­‐   +    JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW  (Func4onality/Goal/Requirements)          -­‐   +  WHO?  WHAT?  HOW?  WHERE?  WHEN?  VALUE  PROPOSITION  PLOT  Similarity:  ………………………….…..………  Differen/a/on:  …..……………………………  WHY  (ACT/BUY,  NOW)?  q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)  CUSTOMER-­‐PRODUCT  Fitness    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  Problem-­‐Solu/on  (Market-­‐Product  Innova/on)  Fit  
  • 29. Details  of  Value  Proposi-on  Model  (VPM)  for  Engaging,  Acquiring,  and  Retaining  More  Customers    Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises    PRODUCT/SERVICE/TOOL  (Output:  Prototype/Full  Scale)        -­‐    +  CUSTOMER/CONSUMER  (Persona/Profile/Community)        -­‐   +    JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW  (Func4onality/Goal/Requirements)          -­‐   +  WHO?  WHAT?  HOW?  WHERE?  WHEN?  VALUE  PROPOSITION  PLOT  Similarity:  ………………………….…..………  Differen/a/on:  …..……………………………  WHY  (ACT/BUY,  NOW)?  q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)  Posi4oning/Features/CRM/Pricing    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 30. Details  of  Value  Proposi-on  Model  (VPM)  for  Engaging,  Acquiring,  and  Retaining  More  Customers    Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises    PRODUCT/SERVICE/TOOL  (Output:  Prototype/Full  Scale)        -­‐    +  CUSTOMER/CONSUMER  (Persona/Profile/Community)        -­‐   +    JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW  (Func4onality/Goal/Requirements)          -­‐   +  Posi4oning/Features/CRM/Pricing  WHO?  WHAT?  HOW?  WHERE?  WHEN?  VALUE  PROPOSITION  PLOT  Similarity:  ………………………….…..………  Differen/a/on:  …..……………………………  WHY  (ACT/BUY,  NOW)?  q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)  Supply  (Asserted/Hypothesized/Pushed)  Demand  (AIDA/Required/Validated/Metrics)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 31. Checklist  for  Elements  of  Value  Proposi-on  Model  
  • 32. CHECKLIST  FOR  VALUE  PROPOSITION  PLOT  q  Past  (“As  Was”)   q  Future  (“To  Be”)  VALUE  PROPOSITION  PLOT  (WHY  ACT,  NOW?)                        -­‐    +  q       Present  (“As  Is”)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  q  What  features  of  the  product/service/tool/business  model  are  SIMILAR  to  those  in  the  exis4ng  marketplace?  q  What  features  of  the  product/service/tool/business  model  are  DIFFERENT  from  those  in  the  exis4ng  marketplace?  q  What  is  your  Value  Proposi4on  Statement  (VPS)  for  the  product/service/tool?    q  Are  you  sa4sfied  with  the  effec4veness  of  your  Value  Proposi4on  Statement  (VPS)?    q  What,  on  a  scale  of  1  (low)  to  10  (high),    is  your  level  of  pain  regarding  the  value  proposi4on  (plot)?      q  What,  on  a  scale  of  1  (low)  to  10  (high),    is  your  level  of  delight  regarding  the  value  proposi4on  plot  (statement)?  
  • 33. CHECKLIST  FOR  CUSTOMER/CONSUMER  q  Past  (“As  Was”)   q  Future  (“To  Be”)  CUSTOMER/CONSUMER  (Persona/Profile/Community)                        -­‐    +    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  q  Who  are  the  target  customers/consumers?  q  How  would  you  describe  the  persona  and/or  demographic  profile  of  the  most  valuable  customer/consumer?      q  What  are  important  dislikes  or  pains  of                the  customer/consumer?    q  What  fundamental  problems  are  customers/  consumers  trying  to  solve?      q  What  are  important  likes  or  delights  of                the  customer/consumer?    q       Present  (“As  Is”)  
  • 34. CHECKLIST  FOR  PRODUCT/SERVICE/TOOL  q  Past  (“As  Was”)   q  Future  (“To  Be”)  PRODUCT/SERVICE/TOOL  (Output:  Prototype/Full  Scale)                        -­‐    +  q         Present  (“As  Is”)  VPM      #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  q  What  is  (the  name  and  product  category  of)  the  main  product/service/tool  that  is  (to  be)  offered  to  customers?  q  What  are  capabili4es  of  the  product/service?  q  What  are  the  key  features  of  the  product/service?    q  What  are  3  serious  pains  or  problems  encountered  by  customers  when  they  use  the  product/service/tool?    q  What  are  3  important  benefits  that  the  product/service/tool  offers  to  customers?  
  • 35. CHECKLIST  FOR  JOBS-­‐TO-­‐BE-­‐DONE  q  Past  (“As  Was”)   q  Future  (“To  Be”)  JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW  (Func4onality/Goal/Requirements)                        -­‐    +  q         Present  (“As  Is”)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  q  For  what  physical/intellectual/emo4onal/spiritual  (P.I.E.S.)  events,  goals,  ac4vi4es,  and  tasks  do  customers  use  the  product/service/tool?  q  What  is  the  most  important  event,  goal,  ac4vity,  and/or  task  for  which  customers  use  the  product/service/tool?  q  In  what  places,  loca4ons,  or  areas  do  customers  use  the  product/service/tool?  q  When  (during  the  day/week/month/year)  do  customers  use  the  product/service/tool?    q  What  are  typical  obstacles  or  barriers  that  prevent  customers  from  effec4vely  using  the  product/service/tool?  q  What  are  nega/ve  evalua4on  criteria  for  Jobs-­‐To-­‐Be-­‐Done  or  undesirable  Outcomes?        q  What  are  typical  factors  that  help  customers  to  effec4vely  use  the  product/service/tool?  q  What  are  posi/ve  evalua4on  criteria  for  Jobs-­‐To-­‐Be-­‐Done  or  desirable  Outcomes?  
  • 36.  Value  Proposi-on  Generator  
  • 37. DESCRIPTION  OF  INFORMATION  REQUIRED  (INPUTS)  FOR  VALUE  PROPOSITION  GENERATOR  Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises    PRODUCT/SERVICE/TOOL  (Output:  Prototype/Full  Scale)  q Product  Group  q Name  of  Product  q Main  Func-onality  (Features)                -­‐    +  CUSTOMER/CONSUMER  (Persona/Profile/Community)  q Customer  Group  q Customer  Segment  q Niche/Individual  q Prospects  (Non-­‐customers)  -­‐   +    JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW  (Func4onality/Goal/Requirements)  q Vital  (Core)  Job-­‐To-­‐Be-­‐Done:            Physical/Intellectual/Emo4onal/            Spiritual  (P.I.E.S.)  Jobs  q Complementary  Jobs-­‐To-­‐Be-­‐Done  -­‐   +  WHO?  WHAT?  HOW?  WHERE?  WHEN?  VALUE  PROPOSITION  PLOT  Similarity:  ………………………….…..………  Differen/a/on:  …..……………………………  WHY  (ACT/BUY,  NOW)?  q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)  q Benefits  (Noun/                    Adjec/ve/                  Statement)  q Value  Factors  q Pain  (Problems)  q Risks;  Hassles  q Fears;  Doubts  q Unmet  Needs  q Desirable  Result/                Outcome  q Value  Factors  q Aspira/ons  q Strengths  q Hierarchy  of              Needs  &  Tasks  q Obstacles/              Barriers  q Value  Constraints  q Cost  (Price)  q Value  Constraints    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 38. MULTI-­‐VALUE  PROPOSITION  MODEL  FOR  DECISION-­‐MAKING  (COMPETITOR/SEGMENTATION)  ANALYSIS  Collabora4vely  Document,  Deconstruct,  Construct,  and  Compare  Value  Proposi4on  Models  (VPMs)  3   2  1  4  Key  1:  Value  Proposi4on  Plot  (Statement)  2:  Customers/Consumers  3:  Product/Service/Tool  4:  Jobs-­‐To-­‐Be-­‐Done/Workflow  3  1  4  2   2  1  3  4  Compe/tor  1’s  Value  Proposi/on  Model  Compe/tor  2’s  Value  Proposi/on  Model  Given  Value  Proposi/on  Model    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 39. THE  4  SCENES  OF  A  VALUE  PROPOSITION  MODEL  –  Storyboard/Mind  Map  Template  Collabora4vely  Document,  Deconstruct,  Construct,  and  Compare  Value  Proposi4on  Models  (VPMs)  VALUE  PROPOSITION  MODEL  (VPM)      Core    Trade-­‐off  Scene    3  Peripheral  Trade-­‐off  Scenes  Why-­‐Scene:  Value  Proposi-on  Plot  Who-­‐Scene:  Customer/Consumer  How/Where/When-­‐Scene:  Jobs-­‐To-­‐Be-­‐Done  What-­‐Scene:  Product/Service/Tool    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 40. VALUE  PROPOSITION  GENERATOR  Collabora4vely  Document,  Deconstruct,  Construct,  and  Compare  Value  Proposi4on  Models  (VPMs)  ORGANIZATION  (Business/  Product/  Service/  Place/Situa4on/  Object)  CUSTOMER/CONSUMER    JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW   PRODUCT/  SERVICE/  TOOL  (INDUSTRY)  VALUE  PROPOSITION  STATEMENT  (HEADING/PLOT)  Who?   How?   Where?   When?   What?   WHY  (Act/Buy,  Now)?                                  #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 41.                VALUE  PROPOSITION  GENERATOR  FOR  FORMULATING  VALUE  PROPOSITION  STATEMENTS                                Collabora4vely  Document,  Deconstruct,  Construct,  and  Compare  Value  Proposi4on  Models  (VPMs)  ORGANIZATION  (Business/  Product/  Service/  Place/Situa4on/  Object)  CUSTOMER/CONSUMER    JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW   PRODUCT/  SERVICE/  TOOL  (INDUSTRY)  VALUE  PROPOSITION  STATEMENT  (HEADING/PLOT)  Who?   How?   Where?   When?   What?   WHY  (Act/Buy,  Now)?            For  [Customer/  Niche]  Who  Hate  [Pain]/  Who  Want  …  [Benefit]  The  [Name  of  Product]  Is  a  [Product  Group]  That  [Benefit]            [Name  of  Product]  Is  [Iconic/Breakthrough  Product]  For  [Product  Group]            We  help  [Customer/  Niche]  Do  [Cri/cal  Job-­‐To-­‐Be-­‐Done]  By  [Task]  Sheet  1  of  4    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 42. ORGANIZATION  (Business/  Product/  Service/  Place/Situa4on/  Object)  CUSTOMER/CONSUMER    JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW   PRODUCT/  SERVICE/  TOOL  (INDUSTRY)  VALUE  PROPOSITION  STATEMENT  (HEADING/PLOT)  Who?   How?   Where?   When?   What?   WHY  (Act/Buy,  Now)?            We  believe  our  best  customers  are  [Customer/Segment/Niche]  Who  …  [Pain]/  Because  of  [Root-­‐cause  of  Pain/Constraint]  The  [Name  of  Product]  Is  [List  of  Adjec/ves  for  Desirable  Value  Factors/Benefits]            [Shocking  Fact  or  One-­‐line  Descrip/on  of  Related  Big  Urgent  Market  Problem  or  Societal  Pain]  We  offer    [Product  Category]  That  enables  [Desirable  Result/  Outcome]  Sheet  2  of  4                  VALUE  PROPOSITION  GENERATOR  FOR  FORMULATING  VALUE  PROPOSITION  STATEMENTS                                Collabora4vely  Document,  Deconstruct,  Construct,  and  Compare  Value  Proposi4on  Models  (VPMs)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 43. ORGANIZATION  (Business/  Product/  Service/  Place/Situa4on/  Object)  CUSTOMER/CONSUMER    JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW   PRODUCT/  SERVICE/  TOOL  (INDUSTRY)  VALUE  PROPOSITION  STATEMENT  (HEADING/PLOT)  Who?   How?   Where?   When?   What?   WHY  (Act/Buy,  Now)?            The  [Superla/ve  (most  …)  for  Delight/Pain-­‐Factor]  for  [Product  Category]            [Unique  Func/onali-­‐ty:  Verb  +  Object  +  Benefit-­‐Adverb]  We  are  the  only  ones  who  offer  [Customer/Niche]  [Product]  that  [Unique  Benefit]  Sheet  3  of  4                  VALUE  PROPOSITION  GENERATOR  FOR  FORMULATING  VALUE  PROPOSITION  STATEMENTS                                Collabora4vely  Document,  Deconstruct,  Construct,  and  Compare  Value  Proposi4on  Models  (VPMs)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 44. ORGANIZATION  (Business/  Product/  Service/  Place/Situa4on/  Object)  CUSTOMER/CONSUMER    JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW   PRODUCT/  SERVICE/  TOOL  (INDUSTRY)  VALUE  PROPOSITION  STATEMENT  (HEADING/PLOT)  Who?   How?   Where?   When?   What?   WHY  (Act/Buy,  Now)?            To  [Customers]  who  are  looking  [Key  Benefit]    We  provide  [Product  category]  products/services            You  know  that  [Customer  Problems]  Well,  we  offer  [Name  of  Product/Service]  which  [Benefits]  Sheet  4  of  4                  VALUE  PROPOSITION  GENERATOR  FOR  FORMULATING  VALUE  PROPOSITION  STATEMENTS                                Collabora4vely  Document,  Deconstruct,  Construct,  and  Compare  Value  Proposi4on  Models  (VPMs)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 45. Blank  Templates  Of  Trade-­‐off  Scenes  
  • 46. THE  3  PARTS  OF  A  TRADE-­‐OFF  SCENE  (BLOCK)                        -­‐    +    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  ROOF  STAGE  FOUNDATION  (TRADE-­‐OFF  MAP)  
  • 47. TRADE-­‐OFF  SCENE:  Visual  Ideas  Organizer  (Template)    q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)                        -­‐    +    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 48. TRADE-­‐OFF  SCENE:  Visual  Ideas  Organizer  (Template)  –  Envelope  (Picture  Frame/Movie  Screen)  Format    q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)                        -­‐    +    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 49. TRADE-­‐OFF  SCENE:  Visual  Ideas  Organizer  (Template)  –  3  Part-­‐Stage  Theater  Format    q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)                        -­‐    +    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 50. TRADE-­‐OFF  SCENE:  Visual  Ideas  Organizer  (Template)  –  4  Part-­‐Stage  Theater  Format    q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)                        -­‐    +    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 51. Addi-onal  Concepts  And  Tools  of  Value  Proposi-on  Model  
  • 52. DEFINITION  OF  VALUE  PROPOSITION  Value  Proposi-on  refers  to  a  promise  of  value  –  quan/ta/vely  defined  as  a  delight/pain  or  benefit/cost  ra/o    –  to  be  delivered  to  a  customer  segment    Note  A  Value  Proposi4on  Model  has  four  trade-­‐off  scenes:    u  Value  Proposi4on  Plot:  outline  of  value  proposi/on  statement  u  Customer/Consumer  u  Product/Service/Tool  u  Jobs-­‐To-­‐Be-­‐Done/Workflow    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 53. Disrup4on  Spot  Luxury  Spot  Strategic  Choice  Sweet  Spot  Value  Proposi4on  Blue  Ocean  Value  Proposi4on  Luxury  Spot  (“Differen/a/on”)  Value  Proposi4on  Disrup-on  Spot/Lean  (“Low  Cost”)  Value  Proposi4on  TRADE-­‐OFF  MAP  OF  9  ARCHETYPAL  VALUE  PROPOSITIONS  Profitable  vs.  Unprofitable  Value  Proposi/ons  (Strategies/Business  Models)    Michael  Porter:  “The  essence  of  strategy  is  to  find  a  different  [but  profitable]  value  proposi4on”  Volcano  Value  Proposi4on  Green  Ocean  Value  Proposi4on  Red  Ocean  Value  Proposi4on  No-­‐Man’s-­‐Island  Value  Proposi4on  Oasis  (‘Stuck-­‐in-­‐the-­‐middle’)  Value  Proposi4on  (-­‐):  PAIN:  Cost;  Time;  Complexity;  Inaccessibility;  Inconvenience;  Size;  Defect;  Waste;  Risk  (+):  DELIGHT:  Benefit,  e.g.,  Performance;  Quality;  Cachet/Status;  Novelty;  Interac4vity;  Customiza4on  Key  Profitable  Value  Proposi4on    Unprofitable  Value  Proposi4on  “Insane”  Happiness  (Value)  Ideal  Final  Result  (IFR)  Infinite  Shared  Happiness      #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  Market  Segment  (Job-­‐To-­‐Be-­‐Done/Goal;  Product/Tool):  ………………..…………………..…….…………  ……………………………………………………………………….…………….………….………….  
  • 54. Past    (“As  Was”)  Value  Proposi-on  Model              Present  (“As  Is”)  Value  Proposi-on  Model              Future  (“To  Be”)  Value  Proposi-on  Model              VALUE  PROPOSITION  PLAN  (VPP)    The  Evolu/on  of  Value  Proposi/on  Models  Mission/Vision/Purpose/  Ideals/  Ideal  Final  Result/…    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  3 2143 2143 214Strategy/Execu-on  How  SHOULD  business  (model/system)  get  to  desired  VPT?  Key  (4  Scenes  of  a  Value  Proposi4on  Model)    1:  Value  Proposi4on  Plot  (Statement)  2:  Customers/Consumers  3:  Product/Service/Tool  4:  Jobs-­‐To-­‐Be-­‐Done/Workflow  
  • 55. VISUALIZATION  OF  A  MAGNETIC  VALUE  PROPOSITION  (MVP)  Magne/c  Value  Proposi/on  as  Confluence  of  Relevant  Customer  Segment,  Jobs-­‐To-­‐Be-­‐Done,  and  Product  Features          CUSTOMER/CONSUMER  PRODUCT/SERVICE  JOBS-­‐TO-­‐BE-­‐DONE  Less  Valuable  Customers  Less  Important  Features  Unimportant  Jobs  To  Be  Done  Magne4c  Value  Proposi4on  (MVP)  Valuable    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 56. 3  STRUCTURAL  CONDITIONS  FOR  A  MAGNETIC  VALUE  PROPOSITION  Magne/c  Value  Proposi/on  as  “Plot”  for  a  Value  Proposi/on  Story  The  3  Peripheral  Scenes  Must  Triangulate  in  Order  to  Have  a  Magne-c  Value  Proposi-on  (MVP)    1.  “Product-­‐Customer”  Fitness  or  Synergy  2.  “Customer-­‐Jobs-­‐To-­‐Be-­‐Done”  Fitness  or  Synergy  3.  “Jobs-­‐To-­‐Be-­‐Done-­‐Product”  Fitness  or  Synergy  Note  Any  significant  change  in  any  of  the  3  trade-­‐off  scenes  above  affects  the  quality  and  impact  of  the  Magne4c  Value  Proposi4on  (MVP)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 57.  VALUE  PROPOSITION  MODEL  FOR  BETTER  ENGAGING,  ACQUIRING,  AND  RETAINING  CUSTOMERS                                                                                                                                          The  1-­‐Minute  Value  Proposi/on  Model  6  Steps  for  Preparing  a  Value  Proposi-on  Statement    1.  Obtain  a  copy  of  the  “Overview”  template  of  the  4  Trade-­‐off  Scenes  of  Value  Proposi4on  Model  (VPM)  2.  Search  for,  obtain,  and  place  a  relevant  picture  on  each  of  the  following  trade-­‐off  scenes:  WHO?  (Customer/Consumer)  WHAT?  (Product/Service/Tool)  HOW?  (Jobs-­‐To-­‐Be-­‐Done/Event)    3.  Use  the  trade-­‐off  scene  of  “WHY?  (Value  Proposi-on  Plot)”  and  write  a  phrase  for  the  Point  of  Similarity  (PoS),  that  is,  how  your  product  is  similar  to  exis4ng  compe4ng  products  4.  Write  a  phrase  for  the  Point  of  Differen4a4on  (PoD),  that  is,  how  your  product  is  different  from  exis4ng  compe4ng  products;  use  the  “WHY?”  trade-­‐off  scene  for  Value  Proposi4on  Plot    5.  Check  the  PoS  and  PoD  for  coherence  with  the  3  trade-­‐off  scenes:  WHO?  WHAT?  HOW?  6.  Write  (Test/Validate/Share),  using  a  single  sentence,  your  Value  Proposi4on  Statement    VPM    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 58.                                  VALUE  PROPOSITION  MODEL  (VPM)  CHECKLIST                                                                                                  Ques/ons  for  Designing,  Managing,  and  Tes/ng  a  Magne/c  Value  Proposi/on  4  Categories  of  Ques-ons  for  Designing,  Managing,  and  Tes-ng  a  Magne-c  Value  Proposi-on  (MVP)    Product/Service/Tool  q  What  is  (the  name  and  product  category  of)  the  main  product/service/tool  that  is  (to  be)  offered  to  customers?  q  What  are  func4onali4es  or  capabili4es  of  the  product/service/tool?  q  What  are  key  features  of  the  product/service/tool?  q  What  are  3  important  benefits  that  the  product/service/tool  offers  to  customers?  q  What  are  3  serious  pains  or  problems  encountered  by  customers  when  they  use  the  product/service/tool?    Customer/Consumer  q  Who  are  the  target  customers/consumers?  q  How  would  you  describe  the  persona  and/or  demographic  profile  of  the  most  valuable  customer/consumer?  q  What  fundamental  problems  are  customers/consumers  trying  to  solve?  q  What  are  important  likes  or  delights  of  the  customer/consumer?  q  What  are  important  dislikes  or  pains  of  the  customer/consumer?    Jobs  To  Be  Done  q  For  what  events,  goals,  ac4vi4es,  and  tasks  do  customers  use  the  product/service/tool?  q  What  is  the  most  important  event,  goal,  ac4vity,  and/or  task  for  which  customers  use  the  product/service/tool?  q  In  what  places,  loca4ons,  or  areas  do  customers  use  the  product/service/tool?  q  When  (during  the  day/week/month/year)  do  customers  use  the  product/service/tool?  q  What  are  typical  obstacles  or  barriers  that  prevent  customers  from  effec4vely  using  the  product/service/tool  or  achieving  their  goals/objec4ves?  q  What  are  evalua4on  criteria  for  Jobs-­‐To-­‐Be-­‐Done  or  desired  outcomes  (or  unacceptable  criteria  for  undesired  outcomes)?    Value  Proposi-on  Plot  &  Statement  q  What  features  of  the  product/service/tool/business  model  are  SIMILAR  to  those  in  the  exis4ng  marketplace?  q  What  features  of  the  product/service/tool/business  model  are  DIFFERENT  from  those  in  the  exis4ng  marketplace?  q  What  is  your  Value  Proposi4on  Statement  (VPS)  for  the  product/service/tool?  q  Are  you  sa4sfied  with  the  effec4veness  of  your  Value  Proposi4on  Statement  (VPS)?  VPM    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 59. VALUE  PROPOSITION  EVALUATOR  Systema4cally  Assess  the  Impact  (“R.I.D.E.S.”)  of  a  Value  Proposi4on  Statement  q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)  0  2  4  6  8  10  Resonance  ("Talkability")  Inspira4on  Delight  Empowerment  Surprise  Worst  Value  Proposi4on  Ideal  Value  Proposi4on    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 60. LENGTH  OF  A  MAGNETIC  VALUE  PROPOSITION  Magne/c  Value  Proposi/on  as  “Plot”  for  a  Value  Proposi/on  Story  A  Magne-c  Value  Proposi-on  (MVP)  should  be  “TwiWerable”,  that  is,  can  be  posted  on  TwiYer  with  no  more  than  140  characters    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 61. Business  Model  Value  Crea-on  Model  (VCM)    Value  Proposi-on-­‐and-­‐  Delivery  Model  (VPM)  Value  Sharing  (Profit/People/Planet)  Model  (VSM)  Note  A  business  model  refers  to  a  representa4on  of  how  an  organiza4on  creates,  delivers,  and  shares  value  (happiness).    A  business  model  has  3  sub-­‐models:  Value  Crea4on  Model;  Value  Proposi4on  and  Delivery  Model;  Value  Sharing  (Financial/Social/Environmental)  Model      ENVIRONMENT  ANATOMY  OF  A  BUSINESS  MODEL      #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  Product  Innova/on  Model   Marke/ng  Model   Financial  or  Profit  Model  
  • 62. ENVIRONMENT  3-­‐ACT  BUSINESS  MODEL:  The  3  Acts  of  a  Business  Model  (Story)        #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  VALUE  CREATION  ACT      (Product  Innova4on)  VALUE  PROPOSITION  ACT      (Marke4ng)    VALUE  SHARING  ACT    (Profitability)  BUSINESS  MODEL  (Story)  
  • 63. ENVIRONMENT  3-­‐ACT  BUSINESS  MODEL:  Scenes  for  Each  Act  of  a  Business  Model  (Story)        #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hWp://businessmodels.ning.com  &  hWp://twiWer.com/RodKuhnKing          Suppliers/  Partners  Processes/  Ac4vi4es  Internal  Resources  (Employees;  IP;  etc.)  VALUE  CREATION  ACT   VALUE  PROPOSITION  ACT  Customers  Jobs-­‐To-­‐Be-­‐Done  Value  Proposi-on  (Plot)  Cost  (Structure)  Profit  Core  Competence  SHARED  VALUE  (PROFIT)  ACT  BUSINESS  MODEL  (Story)  Revenue  (Streams)  Shared  Value  Product/  Service  
  • 64. BUSINESS  MODEL:  Storyboard  (Visual  Ideas  Organizer/Template)  –  Theater  Format    q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)  THE  3  SUB-­‐MODELS  OF  A  BUSINESS  MODEL                                        Value  Crea-on  Model  (VCM)                                                    Value  Proposi-on  Model  (VPM)                        Value  Sharing  Model  (VSM):  Financial/Social/Environmental    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  VPM    Product  Innova/on  Stage   Marke/ng  Stage  Financial  (Value  Sharing)  Founda/on  
  • 65. BUSINESS  MODEL    JOBS-­‐TO-­‐BE-­‐DONE  Design  Shared  Value  (Supply  Infrastructure:  Internal  System)                                        “Back  End”  Deliver  Shared  Value  (Demand  Infrastructure:  External)      “Front  End”  Business  Model  Environ-­‐ment  (BME)  Learn  About  Business  System  (PROJECT/TOOL)  Business  Model  Canvas  (Extended  Business)  Key  Partners  (KP)  Key    Resources  (KR)  Key  Ac-vi-es  (KA)  Value  Prop.  (VP)  Channels    (CH)  Custom-­‐er  Rel.  (CR)  Customer  Segments  (CS)  SEMPORCES    Business  Chain  (Ecosystem)  S:  Supplier/  Inputs  E:  Employ-­‐ees,  etc.  M:  Mach-­‐inery  P:  Process/  Strategy  O:  Product/  Service  R:  Retailers/  Distributors/CRM  C:  Customer  E:  Environ-­‐ment  DESCRIPTIONS  (Content:  Outcomes/  Ac4vi4es/Tasks)  Manage  Shared  Value  (S:  Shared  Value/Mission/IMPACT  ANALYSIS)    Financial  Value  or  Profit  Trade-­‐off  Cost  (-­‐)  Benefit  (+)  Social  Value  or  People  Trade-­‐off  Cost  Benefit  Env.  Value  or  Planet  Trade-­‐off  Cost  Benefit  Value  Proposi-on  Model  (VPM)  as  “Front  End”  of  the  Global  Business  Model  Canvas  -­‐  Overview  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)  
  • 66. BUSINESS  MODEL    JOBS-­‐TO-­‐BE-­‐DONE  Design  Shared  Value  (Supply  Infrastructure:  Internal  System)                                        “Back  End”  Deliver  Shared  Value  (Demand  Infrastructure:  External)      “Front  End”  Business  Model  Environ-­‐ment  (BME)  Learn  About  Business  System  (PROJECT/TOOL)  Business  Model  Canvas  (Extended  Business)  Key  Partners  (KP)  Key    Resources  (KR)  Key  Ac-vi-es  (KA)  Value  Prop.  (VP)  Channels    (CH)  Custom-­‐er  Rel.  (CR)  Customer  Segments  (CS)  SEMPORCES    Business  Chain  (Ecosystem)  S:  Supplier/  Inputs  E:  Employ-­‐ees,  etc.  M:  Mach-­‐inery  P:  Process/  Strategy  O:  Product/  Service  R:  Retailers/  Distributors/CRM  C:  Customer  E:  Environ-­‐ment  DESCRIPTIONS  (Content:  Outcomes/  Ac4vi4es/Tasks)  Manage  Shared  Value  (S:  Shared  Value/Mission/IMPACT  ANALYSIS)    Financial  Value  or  Profit  Trade-­‐off  Cost  (-­‐)  Benefit  (+)  Social  Value  or  People  Trade-­‐off  Cost  Benefit  Env.  Value  or  Planet  Trade-­‐off  Cost  Benefit  Value  Proposi-on  Model  (VPM)  as  “Front  End”  of  the  Global  Business  Model  Canvas  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  q  Past  (“As  Was”)   q  Present  (“As  Is”)   q  Future  (“To  Be”)  
  • 67. 1.   Design  a  Magne-c  Value  Proposi-on  (MVP)  That      Solves  a  Personal  or  Team  Problem    2.    Design  a  Magne-c  Value  Proposi-on  (MVP)  That      Solves  a  Community,  Society,  or  Social  Problem    3.    Design  a  Magne-c  Value  Proposi-on  (MVP)  That      Solves  a  Business  or  Enterprise  (For-­‐Profit)  Problem    4.    Design  a  Magne-c  Value  Proposi-on  (MVP)  That      Solves  a  Global  (Worldwide)  Problem      EXERCISES  ON  DESIGNING  A  MAGNETIC  VALUE  PROPOSITION  A  New  Way  to  Visually  Share,  Capture,  Organize,  Present,  and  Evaluate  Human-­‐centered  Problems    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 68. Simply  Map    Your  Inspira-ons,  Business  Ideas,  and  Projects    Using    The  Value  Proposi-on  Model  (VPM)  
  • 69. Appendix    Value  Proposi-on  Model  Real-­‐4me  Case  Study  VPM    
  • 70. THE  CORE  PROBLEM      Fuzzy  or  Poorly  Presented  Value  Proposi4ons  (That  are  Not  “TwiYerable”)  About  90%  of  Startups  Fail  Due  to  Fuzzy  or  Poorly  Presented  Value  Proposi-ons    The  3  Habits  of  Failing  Startups    1.  Failing  startups  do  not  explicitly  formulate  or  systema4cally  ar4culate  a  customer  value  proposi4on  2.  Failing  startups  do  not  have  a  value  proposi4on  that  reflects  the  fitness  triangle  of  “customer-­‐product-­‐jobs  to  be  done”  3.  Failing  startups  do  not  systema4cally,  con4nuously,  or  inexpensively  test  customer  value  proposi4ons  to  determine  impact  on  customer  engagement,  acquisi4on,  and  reten4on  as  well  as  profit      #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 71.                                                                                                                                  THE  SOLUTION      One-­‐minute  Value  Proposi4on  Model  Value  Proposi-on  Model    VPM      #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 72. Value  Proposi-on  Model  (VPT)  for  Tool  of  Value  Proposi-on  Model  (VPM)  –  The  4  Trade-­‐off  Scenes  Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises                              WHO?  WHAT?  HOW?  WHERE?  WHEN?  q  Past  (“As  Was”)   q  Future  (“To  Be”)  VPM    VALUE  PROPOSITION  PLOT  Similarity:  Visual  Marke4ng  Tool  Differen/a/on:  1-­‐Minute  Value  Prop.  WHY  (ACT/BUY,  NOW)?  ü  Present  (“As  Is”)                                                                  Marketer/                (Busy;  limited  resources;  marke-ng  problems;  few  or  no  customers)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 73. Triangula-on  of  Value  Proposi-on  Model  (VPM)  for  Tool  of  Value  Proposi-on  Model  (VPM)  Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises                              WHO?  WHAT?  HOW?  WHERE?  WHEN?  q  Past  (“As  Was”)   q  Future  (“To  Be”)  VPM    VALUE  PROPOSITION  PLOT  Similarity:  Visual  Marke4ng  Tool  Differen/a/on:  1-­‐Minute  Value  Prop.  WHY  (ACT/BUY,  NOW)?  ü  Present  (“As  Is”)                                                                  Marketer/                (Busy;  limited  resources;  marke-ng  problems;  few  or  no  customers)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 74. Value  Proposi-on  Model  (VPM)  for  Tool  of  Value  Proposi-on  Model  (VPM)  Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises                                                                                      Marketer/                (Busy;  limited  resources;  marke-ng  problems;  few  or  no  customers)          WHO?  WHAT?  HOW?  WHERE?  WHEN?  q  Past  (“As  Was”)   q  Future  (“To  Be”)  VPM    VALUE  PROPOSITION  PLOT  Similarity:  Visual  Marke4ng  Tool  Differen/a/on:  1-­‐Minute  Value  Prop.  WHY  (ACT/BUY,  NOW)?  ü  Present  (“As  Is”)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  q  Fitness  (Synergy/Connec/on)  P.I.E.S.  Note  P.I.E.S.  is  an  acronym  for  Physical;  Intellectual;  Emo4onal;  Spiritual  
  • 75. PRODUCT/SERVICE/TOOL  (Output:  Prototype/Full  Scale)        -­‐    +  CUSTOMER/CONSUMER  (Persona/Profile/Community)        -­‐   +    JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW  (Func4onality/Goal/Requirements)          -­‐   +  WHO?  WHAT?  HOW?  WHERE?  WHEN?  q  Past  (“As  Was”)   ü  Present  (“As  Is”)   q  Future  (“To  Be”)  Value  Proposi-on  Model  (VPM)  for  Tool  of  Value  Proposi-on  Model  (VPM)  Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises    VALUE  PROPOSITION  PLOT  Similarity:  Visual  Marke4ng  Tool  Differen/a/on:  1-­‐Minute  Value  Prop.  WHY  (ACT/BUY,  NOW)?  VPM    CUSTOMER-­‐PRODUCT  Fitness  Problem-­‐Solu/on  (Market-­‐Product)  Fit    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 76. PRODUCT/SERVICE/TOOL  (Output:  Prototype/Full  Scale)        -­‐    +  CUSTOMER/CONSUMER  (Persona/Profile/Community)        -­‐   +    JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW  (Func4onality/Goal/Requirements)          -­‐   +  Supply  (Asserted/Hypothesized/Pushed)  Demand  (AIDA/Required/Validated/Metrics)  Posi4oning/Features/CRM/Pricing  WHO?  WHAT?  HOW?  WHERE?  WHEN?  q  Past  (“As  Was”)   ü  Present  (“As  Is”)   q  Future  (“To  Be”)  Value  Proposi-on  Model  (VPM)  for  Tool  of  Value  Proposi-on  Model  (VPM)  Collabora4vely  Design  a  Magne4c  Value  Proposi4on  (MVP)  That  Resonates,  Inspires,  Delights,  Empowers,  and  Surprises    VALUE  PROPOSITION  PLOT  Similarity:  Visual  Marke4ng  Tool  Differen/a/on:  1-­‐Minute  Value  Prop.  WHY  (ACT/BUY,  NOW)?  VPM      #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 77. ENVIRONMENT  GLOBAL  BUSINESS  MODEL  (GBM)  STORY  for  Tool  of  Value  Proposi-on  Model  (VPM)        #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hWp://businessmodels.ning.com  &  hWp://twiWer.com/RodKuhnKing          Suppliers/  Partners  Processes/  Ac4vi4es  Internal  Resources  (Employees;  IP;  etc.)  VALUE  CREATION  ACT   VALUE  PROPOSITION  ACT  Customers  Jobs-­‐To-­‐Be-­‐Done  Value  Proposi-on  Cost  (Structure)  Profit  Core  Competence  SHARED  VALUE  (PROFIT)  ACT  BUSINESS  MODEL          For  Tool  of  VPM  Revenue  (Streams)  Shared  Value  Product/  Service  
  • 78. VALUE  PROPOSITION  GENERATOR  FOR  VALUE  PROPOSITION  MODEL  (VPM)  Collabora4vely  Document,  Deconstruct,  Construct,  and  Compare  Value  Proposi4on  Models  (VPMs)  ORGANIZATION  (Business/  Product/  Service/  Place/Situa4on/  Object)  CUSTOMER/CONSUMER    JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW   PRODUCT/  SERVICE/  TOOL  (INDUSTRY)  VALUE  PROPOSITION  STATEMENT  (HEADING/PLOT)  Who?   How?   Where?   When?   What?   WHY  (Act/Buy,  Now)?  VDD  University  hYp://businessmodels.ning.    com        Visually  Design  a  Magne/c  Value  Proposi/on  (MVP)  in  1  Minute            Master  the  Art  and  Science  of  Designing  Magne4c  Value  Proposi4ons  (MVPs)            VPM      #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 79. Elements  of  Value  Proposi-on  Model  For  Value  Proposi-on  Model  (VPM)  
  • 80. TRADE-­‐OFF  SCENE  FOR  VALUE  PROPOSITION  PLOT  OF  VALUE  PROPOSITION  MODEL  (VPM)    q  Past  (“As  Was”)   q  Future  (“To  Be”)  VALUE  PROPOSITION  PLOT  (WHY  ACT,  NOW?)                        -­‐    +  ü  Present  (“As  Is”)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  Visually  Design  a  Magne/c  Value  Proposi/on  (MVP)  in  1  Minute  
  • 81. CHECKLIST  FOR  VALUE  PROPOSITION  PLOT  OF  VALUE  PROPOSITION  MODEL  (VPM)    q  Past  (“As  Was”)   q  Future  (“To  Be”)  VALUE  PROPOSITION  PLOT  (WHY  ACT,  NOW?)                        -­‐    +  ü  Present  (“As  Is”)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  q  What  features  of  the  product/service/tool/business  model  are  SIMILAR  to  those  in  the  exis4ng  marketplace?  q  What  features  of  the  product/service/tool/business  model  are  DIFFERENT  from  those  in  the  exis4ng  marketplace?  q  What  is  your  Value  Proposi4on  Statement  (VPS)  for  the  product/service/tool?    q  Are  you  sa4sfied  with  the  effec4veness  of  your  Value  Proposi4on  Statement  (VPS)?    q  What,  on  a  scale  of  1  (low)  to  10  (high),    is  your  level  of  pain  regarding  the  value  proposi4on  (plot)?      q  What,  on  a  scale  of  1  (low)  to  10  (high),    is  your  level  of  delight  regarding  the  value  proposi4on  plot  (statement)?  
  • 82. TRADE-­‐OFF  SCENE  FOR  CUSTOMER/CONSUMER  OF  VALUE  PROPOSITION  MODEL  (VPM)    q  Past  (“As  Was”)   q  Future  (“To  Be”)  CUSTOMER/CONSUMER  (Persona/Profile/Community)                        -­‐    +  ü  Present  (“As  Is”)  Marketer/    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 83. REAL-­‐TIME  TRADE-­‐OFF  SCENE  FOR  CUSTOMER/CONSUMER  OF  VALUE  PROPOSITION  MODEL  (VPM)    q  Past  (“As  Was”)   q  Future  (“To  Be”)  CUSTOMER/CONSUMER  (Persona/Profile/Community)                        -­‐    +  ü  Present  (“As  Is”)  I  love  the  story  format  of  your  Value  Proposi4on    Model.  The  Value  Plot  is  absolutely    crea4ve  as  you  set  the  mo4on  for  the  3-­‐Act  Structure  of  your  value  proposi4on  story.  I  like  the  graphics,  the  movement  between  the  scenes  and  the  end  of  the  story.  Climax  at  its  best.  Really  great  model/tool  to  explore/refine/clarify  ones  value    proposi4on,    Incorpora4ng/  integra4ng    many  of  the  current  mainstream  frameworks  from  the  gurus  (Drucker,  Christensen,  Osterwalder  et  al.)  Congratula4ons  Dear  Rod!    Extremely  Interes4ng!    And  Useful!    Rod,  the  MVP  is  a  very  clever  tool.  I  much  prefer  the  term  Magne4c  Value  Proposi4on  to  the  classic  "Elevator  Pitch”.  Thank  you  for  sharing  this  tool.    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 84. CHECKLIST  FOR  CUSTOMER/CONSUMER  OF  VALUE  PROPOSITION  MODEL  (VPM)    q  Past  (“As  Was”)   q  Future  (“To  Be”)  CUSTOMER/CONSUMER  (Persona/Profile/Community)                        -­‐    +  ü  Present  (“As  Is”)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  q  Who  are  the  target  customers/consumers?  q  How  would  you  describe  the  persona  and/or  demographic  profile  of  the  most  valuable  customer/consumer?      q  What  are  important  dislikes  or  pains  of                the  customer/consumer?    q  What  fundamental  problems  are  customers/consumers  trying  to  solve?      q  What  are  important  likes  or  delights  of                the  customer/consumer?    
  • 85. TRADE-­‐OFF  SCENE  FOR  JOBS-­‐TO-­‐BE-­‐DONE  OF  VALUE  PROPOSITION  MODEL  (VPM)  q  Past  (“As  Was”)   q  Future  (“To  Be”)  JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW  (Func4onality/Goal/Requirements)                        -­‐    +  q         Present  (“As  Is”)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 86. CHECKLIST  FOR  JOBS-­‐TO-­‐BE-­‐DONE  OF  VALUE  PROPOSITION  MODEL  (VPM)  q  Past  (“As  Was”)   q  Future  (“To  Be”)  JOBS-­‐TO-­‐BE-­‐DONE/WORKFLOW  (Func4onality/Goal/Requirements)                        -­‐    +  q         Present  (“As  Is”)    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing    q  What  are  typical  obstacles  or  barriers  that  prevent  customers  from  effec4vely  using  the  product/service/tool?  q  What  are  nega/ve  evalua4on  criteria  for  Jobs-­‐To-­‐Be-­‐Done  or  undesirable  Outcomes?        q  What  are  typical  factors  that  help  customers  to  effec4vely  use  the  product/service/tool?  q  What  are  posi/ve  evalua4on  criteria  for  Jobs-­‐To-­‐Be-­‐Done  or  desirable  Outcomes?  q  For  what  physical/intellectual/emo4onal/spiritual  (P.I.E.S.)  events,  goals,  ac4vi4es,  and  tasks  do  customers  use  the  product/service/tool?  q  What  is  the  most  important  event,  goal,  ac4vity,  and/or  task  in  which  customers  use  the  product/service/tool?  q  In  what  places,  loca4ons,  or  areas  do  customers  use  the  product/service/tool?  q  When  (during  the  day/week/month/year)  do  customers  use  the  product/service/tool?  
  • 87. TRADE-­‐OFF  SCENE  FOR  PRODUCT/SERVICE/TOOL  OF  VALUE  PROPOSITION  MODEL  (VPM)  q  Past  (“As  Was”)   q  Future  (“To  Be”)  PRODUCT/SERVICE/TOOL  (Output:  Prototype/Full  Scale)                        -­‐    +  q         Present  (“As  Is”)  VPM      #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 88. CHECKLIST  FOR  PRODUCT/SERVICE/TOOL  OF  VALUE  PROPOSITION  MODEL  (VPM)  q  Past  (“As  Was”)   q  Future  (“To  Be”)  PRODUCT/SERVICE/TOOL  (Output:  Prototype/Full  Scale)                        -­‐    +  q         Present  (“As  Is”)  VPM      #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  q  What  is  (the  name  and  product  category  of)  the  main  product/service/tool  that  is  (to  be)  offered  to  customers?  q  What  are  the  key  features  of  the  product?    q  What  are  3  serious  pains  or  problems  encountered  by  customers  when  they  use  the  product/service/tool?    q  What  are  3  important  benefits  that  the  product/service/tool  offers  to  customers?  
  • 89. TYPOLOGY  OF  MARKETING  PROBLEMS  3  Categories  of  Marke/ng  Problems  Marke-ng  Problems  Customer  Engagement  Problems  Customer  Acquisi-on  Problems  Customer  Reten-on  Problems    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 90.                                                                                                                                  WANTED          1  Billion  Entrepreneurs  for  Tes-ng  the  One-­‐Minute  Value  Proposi-on  Model  VPM  The  Value  Proposi-on  Model  (VPM)  is  a    One-­‐Minute  Value  Proposi-on  Tool.    As  a  Visual  Marke-ng  Tool,  the  Value  Proposi-on  Model  Helps  Entrepreneurs  and  Startups  To  Uniquely  Prepare  and  Share  -­‐  in  1  Minute  -­‐  Magne4c  Value  Proposi4on  for  Products,  Services,  and  Organiza-ons.    Entrepreneurs  and  Startups  Use  the  VPM  When  They  Want  to  Engage,  Acquire,  and  Retain  More  Customers.    Would  You  Like  to  Test-­‐Drive  the  VPM  for  Your  Product  or  Service?  In  One  Minute?      #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 91. Acknowledgement  The  Value  Proposi4on  Model  (VPM)  is  a  unique  synthesis  of  the  best  ideas  for  designing,  managing,  and  tes4ng  customer  value  proposi-ons.    The  VPM  mainly  draws  from  the  ideas,  frameworks,  and  tools  of  the  following  authors:    q  Peter  Drucker:  Marke-ng  and  Innova-on  as  the  Two  Basic  Func-ons  of  an  Enterprise    q  Michael  Porter:  Value  Proposi-on  Triangle  of  “Customers-­‐Needs-­‐Price”;  Trade-­‐off;  3  Generic  Strategies;  Shared  Value  q  Clayton  Christensen:  Job-­‐To-­‐Be-­‐Done;  Disrup-ve  Innova-on  q  Anthony  Ulwick:  Outcome  Driven  Innova-on    q  W.  Chan  Kim  &  Renee  Mauborgne:  Blue  Ocean  Strategy;  Strategy  Canvas;  Value  Factors;  Value  Curve;  4  Ac-ons  Grid  q  James  Anderson  &  Wouter  Van  Rossum:  Point  of  Parity  &  Point  of  Difference  q  Alexander  Osterwalder:  Value  Proposi-on  Canvas  &  Business  Model  Canvas  q  Eric  Ries:  Lean  Startup  (Problem-­‐Solu4on  Fit;  Market-­‐Product  Fit);  Steve  Blank:  Customer  Development  (“Get  Out  Of  Building”)  q  Neil  Borden’s  Marke-ng  Mix  &  E.  J.  McCarthy’s  4Ps  of  Marke-ng  q  Simon  Sinek:  Golden  Circle  &  Start  With  Why    q  Genrich  Altshuller:  Theory  of  Inven-ve  Problem  Solving  (“TRIZ”)  Especially  Contradic-ons;  Contradic-on  Matrix;                        Mul-screen  Diagram;  Substance-­‐Field  Analysis;  Ideal  Final  Result;  Evolu-onary  PaWerns    q  Eli  GoldraW:  Theory  of  Constraints  Especially  Undesirable  and  Desirable  Effects;  Weakest  Link  in  Chain    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 92. Visually  Document  And  Share  Your  Value  Proposi-on  Models    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 93. Inexpensively  Translate  and  Test  Value  Proposi-on  Models  Especially  Using  Google  AdWords,  Landing  (Minimum  Web)  Pages,  And  Geung  Out  of  the  Enterprise    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  
  • 94. Finally  …  What  are  Your  Ideas  and  Sugges-ons  For  Improving  This  Visual  Handbook    On  The  1  Minute-­‐Value  Proposi-on  Model  (VPM)?    #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hYp://businessmodels.ning.com  &  hYp://twiYer.com/RodKuhnKing  

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