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3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template for Systematically Pivoting or Persevering in a Lean Startup
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3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template for Systematically Pivoting or Persevering in a Lean Startup

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If there were to be a single word that describes the Lean Startup methodology, I’d vote for “Pivot.” However, “Pivot” is one of the most abused terms in the lexicon of a Lean Startup.

In his book, “The Lean Startup,” Eric Ries notes: “A pivot is a special kind of change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.” He then lists 10 types of pivots that can occur in a startup. He suggests that startups should have regular “Pivot or Persevere” meetings. The typology of pivots is strongly tied to the building blocks and profit logic of a business model. However, Ries does not illustrate the typology of pivots especially within the framework and profit logic of a business model.

This presentation on the 3-Act Business Model Storyboard visually organizes the 10 types of pivots within the profit logic of a business model; see http://goo.gl/MorILv . Consequently, one can see how a pivot in one part of a business model affects other parts of the Lean Startup’s business model. The Business Model Storyboard also indicates why it’s difficult to make pivots or structural changes in established business models; I describe this phenomenon as “Pivot Inertia (PI).” Pivot Inertia is responsible for the demise of once established firms such as Blockbuster and Borders. Overcoming Pivot Inertia is critical for the success of both startups and established businesses. Google, PayPal, and Groupon all overcame Pivot Inertia and made a fortune.

Finally, there is a template of the Business Model Storyboard that facilitates application of the Lean Startup Method. In particular, the Business Model Storyboard facilitates the process of formulating, testing, and validating business model hypotheses of Lean Startups. Using the Business Model Storyboard should make easier the understanding, planning, and execution of pivots in both startups and established companies.

Rod.

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  • Rod- it is fascinating that sometimes we hesitate saying something or doing something to turn out to our advantage. Happy birthday, Rod. It is a little bit late, but the infinity symbol of your birthday makes it appropriate to wish you happy birthday any time during August.

    Thank you for your very pleasing response, dear Rod
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  • @hudali15: Ali, As you know, one of the greatest rewards an inventor can have is when users validate his or her apparently impossible vision. Your statement of - 'Many disciplines that cover many different fields may be accommodated under the umbrella of your 3-Act Model.' - is the highest validation that I've got of my vision to provide an all-in-one tool (knowledge platform). Your insight delights me. Another delight, which I experienced, is your reference to an octopus. I'm fascinated with the agility and versatility of the amorphous octopus. To me, the octopus is a paragon of innovation: it has 8 legs for achieving apparently impossible feats. And talking of the number 8, it has been with me since birth ... having been born on the 8th day of the 8th month (August) at 8:25pm. And did I say that the last digit of my birth year is 8? Maybe, that's why I'm attracted to the creature and symbol of the octopus. Kudos for revealing my 'secret' identity (:-).
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  • Rod- it is amazing the extent to which your 3-Act Business Model is able to reach and cover as a storyboard. Many disciplines that cover many different fields may be accommodated under the umbrella of your 3-Act Model. This Model is like an octopus. The most striking characteristic of the octopus is its wide array of techniques to avoid or thwart attackers. In your case how your model encompasses so many ideas comfortably. Or, may be I should look for a better description. Rod, that is not an easy task.
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  • 1.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Product  Innova-on   Customer  Development   Innova-on  Accoun-ng  Job-­‐To-­‐   Get-­‐Done   3-­‐ACT  BUSINESS  MODEL  STORYBOARD  FOR  LEAN  STARTUP  PIVOTS     Lean  Startup  Planning,  Modeling,  and  Execu6on  (LSPME)  
  • 2.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Product  Innova-on:   BUILD   Customer  Development:   MEASURE   Innova-on  Accoun-ng:   LEARN   Job-­‐To-­‐   Get-­‐Done   3-­‐ACT  BUSINESS  MODEL  STORYBOARD  FOR  LEAN  STARTUP  PIVOTS     Lean  Startup  Planning,  Modeling,  and  Execu6on  (LSPME)  
  • 3.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   Product  Innova-on:   BUILD   Customer  Development:   MEASURE   Innova-on  Accoun-ng:   LEARN   Job-­‐To-­‐   Get-­‐Done   3-­‐ACT  BUSINESS  MODEL  STORYBOARD  FOR  LEAN  STARTUP  PIVOTS     Lean  Startup  Planning,  Modeling,  and  Execu6on  (LSPME)  
  • 4.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   Product  Innova-on:   BUILD   Customer  Development:   MEASURE   Innova-on  Accoun-ng:   LEARN   Job-­‐To-­‐   Get-­‐Done   3-­‐ACT  BUSINESS  MODEL  STORYBOARD  FOR  LEAN  STARTUP  PIVOTS     Lean  Startup  Planning,  Modeling,  and  Execu6on  (LSPME)  
  • 5.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   Product  Innova-on:   BUILD   Customer  Development:   MEASURE   Innova-on  Accoun-ng:   LEARN   Job-­‐To-­‐   Get-­‐Done   3-­‐ACT  BUSINESS  MODEL  STORYBOARD  FOR  LEAN  STARTUP  PIVOTS     Lean  Startup  Planning,  Modeling,  and  Execu6on  (LSPME)  
  • 6.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   Product  Innova-on:   BUILD   Customer  Development:   MEASURE   Innova-on  Accoun-ng:   LEARN   Job-­‐To-­‐   Get-­‐Done   VISION  (Problems/Plan/Ideas)   3-­‐ACT  BUSINESS  MODEL  STORYBOARD  FOR  LEAN  STARTUP  PIVOTS     Lean  Startup  Planning,  Modeling,  and  Execu6on  (LSPME)    PRODUCT  (Op6miza6on)   STRATEGY  (Emergent;  Pivot)  
  • 7.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   3-­‐ACT  BUSINESS  MODEL  STORYBOARD  FOR  LEAN  STARTUP  PIVOTS   10  Pivots:  Based  on  Eric  Ries’s  Catalog  of  Pivots  in  his  book,  “The  Lean  Startup”   Product/Value  ProposiWon   q Zoom-­‐in  Pivot   q Zoom-­‐out  Pivot   q PlaYorm  (Total  SoluFon)  Pivot     Channels  &  RelaWonships   q Channel  Pivot   q Engine  of  Growth  Pivot     Customer/Job-­‐To-­‐Get-­‐Done   q  Customer  Segment  Pivot   q  Customer  Need  Pivot     require(s)   require(s)   Inputs/Partners         Internal  Resources   q Business  Architecture  Pivot   q Technology  Pivot       Processes/AcWviWes         require(s)   affect(s)   require(s)   deliver(s)   Cost  (Pain)         Revenue  (Delight)   q Value  Capture  Pivot       PROFIT  (VALUE)       requires   drive(s)   delights   delight(s)   delight(s)   Product  Innova-on:   BUILD   Customer  Development:   MEASURE   Innova-on  Accoun-ng:   LEARN   (Problem-­‐SoluFon  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   VISION  (Problems/Plan/Ideas)    PRODUCT  (Op6miza6on)   STRATEGY  (Emergent;  Pivot)  
  • 8.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   3-­‐ACT  BUSINESS  MODEL  STORYBOARD  OF  OPTIONS  FOR  LEAN  STARTUP  PIVOTS     Generic  Pivot  PaPerns  for  the  Business  Model  of  a  Lean  Startup   (Based  on  A.  Osterwalder  and  Y.  Pigneur’s  book,  “Business  Model  GeneraFon”)   Product/Value  ProposiWon   q Single  Product  or  Service   q Bundled  Product  or  Service   q Value  Proposi6on:  Luxury;   DisrupWon/Lean;  Blue  Ocean   Channels  &  RelaWonships   q Online;  Automated   q Offline;  Sales  Force   q Direct:  No  Intermediary   q Indirect  Retailers/Distributors   Customer/Job-­‐To-­‐Get-­‐Done   q High-­‐end  (Luxury)  Market   q Low-­‐end  (Mass)  Market   q Niche/Segmented  Market   q Bilateral/MulWsided  Market   require(s)   require(s)   Inputs/Partners   q Strategic  Alliances   q Joint  Ventures   q “CoopeWtors”   q Exclusive  Buyer-­‐Supplier     Internal  Resources   q Physical  Resources   q Intellectual  Resources   q EmoWonal  Resources   q Spiritual  Resources   Processes/AcWviWes   q Problem  Solving  (ConsulWng)   q ProducWon  (Manufacturing)   q PlaYorm/Network  Manage-­‐ ment;  ExtracWon   require(s)   affect(s)   require(s)   deliver(s)   Cost  (Pain)   q Low  Cost;  No-­‐frills;   Minimum  Viable  Cost   q Value-­‐driven  Cost   q Total  SoluWon  Cost   Revenue  (Delight)   q Asset  (Product)  Sale   q Usage  Fee;  Rent;  Lease   q SubscripWon;  Ads;  Free   q Licensing;  Brokerage   PROFIT  (VALUE)   q High  Profit  Margin;   Low  Velocity   q Low  Profit  Margin;   High  Velocity   requires   drive(s)   delights   delight(s)   delight(s)   (Problem-­‐SoluFon  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   Product  Innova-on:   BUILD   Customer  Development:   MEASURE   Innova-on  Accoun-ng:   LEARN   VISION  (Problems/Plan/Ideas)    PRODUCT  (Op6miza6on)   STRATEGY  (Emergent;  Pivot)  
  • 9.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   VALUE  CREATION  MODEL:   COST  REDUCTION   VALUE  PROPOSITION  MODEL:   REVENUE  INCREASE   Inputs/Partners   q Co-­‐creaFon;  Social  Media   q Open  Source  CollaboraFon   q Crowd-­‐funding/sourcing   q FracFonalizaFon/Co-­‐owner   q Investor/Sponsor/Donor   q Mergers  &  AcquisiFons   Internal  Resources   (Physical/Intellectual/Emo6onal/ Spiritual  Resources)   q Creator;  Broker;  Landlord   q Peer-­‐to-­‐Peer  PlaYorm   q Facilitated  Network   q Patents  (“Fences”;  Barriers)     Processes/AcWviWes   q OperaFonal  Excellence;  JIT   q AutomaFon  (Self-­‐service/DIY)   q GamificaFon;  DigitalizaFon   q Ecosystem  Management   q Problem  Solving;  ConsulFng   q CompeFFve  Strategies   Product/Value  ProposiWon   q Asset  Sale/Direct  Sale   q Product  Leadership/Extension   q Used/2nd  Hand  Product;  Bargain   q CustomizaFon  (Value  Factors)   q Bundling/Unbundling   q Product/So_ware  as  a  Service   Channels  &  RelaWonships   q Offline/Online;  (In)direct  Sale   q Franchise;  Licensing;  Affiliates   q Distributor;  Disintermediator   q Ad  Network;  Brand  MulFplier   q AggregaFon/DisaggregaFon   q AucFon/Reverse  AucFon   Customer/Job-­‐To-­‐Get-­‐Done   q Customer  InFmacy/Loyalty   q B2B;  B2C   q Long  Tail;  Community  (Hub)   q Two-­‐sided  Market  (Segments)   q MulF-­‐sided  Market  (PlaYorm)   q Luxury/Mass  Market/Niche   Cost  (Pain)   q Outsourcing;  SpecializaFon   q Group  Deals   q Lending/RenFng/Leasing   q Cross-­‐subsidizaFon   q FracFonalizaFon/Co-­‐owner     Revenue  (Delight)   q Pre-­‐payment;  AmorFzaFon   q Discount;  Dynamic  Pricing   q Razor  Blade  (“Bait  &  Switch”)   q Usage  Fee;  SubscripFon  Fee   q Tiered  Payment;  Freemium   q DonaFon;  Free   PROFIT  (VALUE)   q Shared  Value  (Profit)   q Transient  CompeFFve  Adv.   q Sustainable  CompeFFve  Adv.   q Red  Ocean;  Low  Cost/Margin   q Blue  Ocean;  Luxury  Spot   q DisrupFon/Lean  Spot   PROFIT  MODEL:   PROFIT  INCREASE   51  BUSINESS  PROFIT  PATTERNS   (Specific  Pivot  PaPerns)  
  • 10.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   3-­‐ACT  BUSINESS  MODEL  STORYBOARD  FOR  LEAN  STARUP  PLANNING,  MODELING,  AND  EXECUTION   Lean  Startup  Roadmap  for  Visually  Planning,  Modeling,  and  Execu6ng  the  Strategy  of  a  Lean  Startup   (Based  on  Eric  Ries’s  Book,  “The  Lean  Startup”)   Product/Value  ProposiWon         Channels  &  RelaWonships         Customer/Job-­‐To-­‐Get-­‐Done         require(s)   require(s)   Inputs/Partners         Internal  Resources         Processes/AcWviWes         require(s)   affect(s)   require(s)   deliver(s)   Cost  (Pain)         Revenue  (Delight)         PROFIT  (VALUE)         requires   drive(s)   delights   delight(s)   delight(s)   (Problem-­‐SoluFon  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   Product  Innova-on:   BUILD   Customer  Development:   MEASURE   Innova-on  Accoun-ng:   LEARN   VISION  (Problems/Plan/Ideas)   q  Engagement   q  AcquisiFon;  AcFvaFon   q  RetenFon;  Referral;  Revenue    PRODUCT  (Op6miza6on)   STRATEGY  (Emergent;  Pivot)  
  • 11. Which  Canvas  or  Storyboard  to  Use  for   Lean  Startup  Planning,  Modeling,  and  Execu-on?  
  • 12.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   3-­‐ACT  BUSINESS  MODEL  STORYBOARD     Tree  Template   Product/Value  ProposiWon         Channels  &  RelaWonships         Customer/Job-­‐To-­‐Get-­‐Done         Inputs/Partners         Internal  Resources         Processes/AcWviWes         Cost  (Pain)         Revenue  (Delight)         PROFIT  (VALUE)         Job-­‐To-­‐   Get-­‐Done   Product  Innova-on:   BUILD   Customer  Development:   MEASURE   Innova-on  Accoun-ng:   LEARN   VISION  (Problems/Plan/Ideas)    PRODUCT  (Op6miza6on)   STRATEGY  (Emergent;  Pivot)  
  • 13.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   3-­‐ACT  BUSINESS  MODEL  STORYBOARD     9  Types  of  Unknowns,  Indeterminacies,  or  Risks  in  a  Lean  Startup   Product/Value  ProposiWon         Channels  &  RelaWonships         Customer/Job-­‐To-­‐Get-­‐Done         Inputs/Partners         Internal  Resources         Processes/AcWviWes         Cost  (Pain)         Revenue  (Delight)         PROFIT  (VALUE)         Job-­‐To-­‐   Get-­‐Done   Product  Innova-on:   BUILD   Customer  Development:   MEASURE   Innova-on  Accoun-ng:   LEARN   VISION  (Problems/Plan/Ideas)    PRODUCT  (Op6miza6on)   STRATEGY  (Emergent;  Pivot)  
  • 14.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   3-­‐ACT  BUSINESS  MODEL  STORYBOARD     Network  Template   Product/Value  ProposiWon         Channels  &  RelaWonships         Customer/Job-­‐To-­‐Get-­‐Done         require(s)   require(s)   Inputs/Partners         Internal  Resources         Processes/AcWviWes         require(s)   affect(s)   require(s)   deliver(s)   Cost  (Pain)         Revenue  (Delight)         PROFIT  (VALUE)         requires   drive(s)   delights   delight(s)   delight(s)   (Problem-­‐SoluFon  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   Product  Innova-on:   BUILD   Customer  Development:   MEASURE   Innova-on  Accoun-ng:   LEARN   VISION  (Problems/Plan/Ideas)    PRODUCT  (Op6miza6on)   STRATEGY  (Emergent;  Pivot)  
  • 15.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   3-­‐ACT  BUSINESS  MODEL  STORYBOARD     9  Types  of  Unknowns,  Indeterminacies,  or  Risks  in  a  Lean  Startup   Product/Value  ProposiWon         Channels  &  RelaWonships         Customer/Job-­‐To-­‐Get-­‐Done         require(s)   require(s)   Inputs/Partners         Internal  Resources         Processes/AcWviWes         require(s)   affect(s)   require(s)   deliver(s)   Cost  (Pain)         Revenue  (Delight)         PROFIT  (VALUE)         requires   drive(s)   delights   delight(s)   delight(s)   (Problem-­‐SoluFon  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   Product  Innova-on:   BUILD   Customer  Development:   MEASURE   Innova-on  Accoun-ng:   LEARN   VISION  (Problems/Plan/Ideas)    PRODUCT  (Op6miza6on)   STRATEGY  (Emergent;  Pivot)  
  • 16.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   3-­‐ACT  BUSINESS  MODEL  STORYBOARD   Elements  and  Profit  Logic  of  Osterwalder  &  Pigneur’s  Business  Model  Canvas   Product/Value  ProposiWon   q Value  ProposiWon  (VP)       Channels  &  RelaWonships   q Channels  (CH)   q Customer  RelaWonships  (CR)     Customer/Job-­‐To-­‐Get-­‐Done   q Customer  Segment  (CS)       require(s)   require(s)   Inputs/Partners   q Key  Partners  (KP)       Internal  Resources   q Key  Resources  (KR)     Processes/AcWviWes   q Key  AcWviWes  (KA)       require(s)   affect(s)   require(s)   deliver(s)   Cost  (Pain)   q Cost  Structure  (C$)       Revenue  (Delight)   q Revenue  Streams  (R$)       PROFIT  (VALUE)         requires   drive(s)   delights   delight(s)   delight(s)  
  • 17.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   3-­‐ACT  BUSINESS  MODEL  STORYBOARD   Elements  and  Profit  Logic  of  Ash  Maurya’s  Lean  Canvas   Product/Value  ProposiWon   q       Unique  Value  ProposiWon   q       SoluWon     Channels  &  RelaWonships   q       Channels       Customer/Job-­‐To-­‐Get-­‐Done   q     Customer  Segment   q     Problem  (Trade-­‐off)     require(s)   require(s)   Inputs/Partners         Internal  Resources   q       Unfair  Advantage       Processes/AcWviWes           require(s)   affect(s)   require(s)   deliver(s)   Cost  (Pain)   q       Cost  Structure       Revenue  (Delight)   q       Revenue  Streams       PROFIT  (VALUE)   q Key  Metrics       requires   drive(s)   delights   delight(s)   delight(s)   (Problem-­‐SoluFon  Fit;  Product-­‐Market  Fit)  
  • 18.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   3-­‐ACT  BUSINESS  MODEL  STORYBOARD   Elements  and  Profit  Logic  of  Mark  Johnson’s  4-­‐Box  Business  Model   Product/Value  ProposiWon   q       Customer  Value  ProposiWon       Channels  &  RelaWonships         Customer/Job-­‐To-­‐Get-­‐Done         require(s)   require(s)   Inputs/Partners         Internal  Resources   q       Key  Resources     Processes/AcWviWes   q       Key  Processes       require(s)   affect(s)   require(s)   deliver(s)   Cost  (Pain)         Revenue  (Delight)         PROFIT  (VALUE)   q       Profit  Formula       requires   drive(s)   delights   delight(s)   delight(s)  
  • 19. Past  Reality                   Present  Reality                 Future  Reality                     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Strategy   Short/Medium/Long-­‐term   WHAT  to  pivot?   TO  WHAT  to  pivot?   WHY  pivot?   3-­‐ACT  BUSINESS  MODEL  PLAN     4  Pivot  Ques6ons  &  Unique  Kanban  Board   HOW  to  pivot?   Date:  ………………………………..   Vision   Product  

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