A Business DNA Map of the Business Model Canvas

Thinking Different for Infinite Shared Happiness A BUSINESS DNA MAP OF THE BUSINESS MODEL CANVAS Towards a Unified Tool forBusiness Model Innovation, Strategic Planning, and Performance Management Dr. Rod Kuhn King

EVERY OBJECT IN THE UNIVERSE IS A FASCINATING STORYAT PRESENT AND IN FUTURE

WHAT’SYOUR FASCINATING STORY?

BUSINESS DNA MAP

THE BUSINESS DNA MAP IS A VISUAL PLATFORMFOR PRESENTING STORIES, MODELS, AND PROJECTS ESPECIALLY IN STRATEGIC MANAGEMENT, BUSINESS STRATEGY, AND INNOVATION

BENEFITS OF THE BUSINESS DNA MAP Thinking Different for Infinite Shared HappinessVisually Present or Articulate Visually Improve Visually Business Ideas; Innovative Ideas  Branding  Inspire; Motivate Mission; Vision; Core Values  Sales; Marketing  Persuade; Convince Value Proposition; Elevator Speech  Product Development  Understand; Learn Strategy Map; Strategic Statement  Customer Development  Design; Analyze; Solve Problems Business/Strategic Plan; Brand  Organizational Alignment  Narrate; Tell; Show; Present Business Case: Success/Failure  Employee Engagement  Co-createVisually Build/Increase ITENNSEL BENEFITS Visually Reduce Credibility OF  Information Overload Respect THE BUSINESS DNA MAP:  Death By ‘Bullet Points’ Cultural Identity Visually Create, Share, and  Conflicts (‘Wastes’) in Meetings as Manage Business Stories well as Projects in Space and TimeVisually Build/Enhance/Manage Visually Facilitate Visually Propose and Manage Knowledge; Holistic Thinking  Collaboration; Co-creation  Changes Holistic Problem Solving  Crowdsourcing; Networking  Transformations Creativity; Innovation  Storytelling; Conversations  Innovations Productivity; Performance  Writing of Business Proposals  Projects; Programs

STORY LOGIC OF THE BUSINESS DNA MAP: 3 Fundamental Building BlocksBusiness DNA Question: ……………………………………………………………………………………………………………………………… D N A Stimulus Helper Protagonist Result (Product) (Customer) Challenge/Problem/Need Response Design Needs Aspirations (How?) (What?) (Why?) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

GENERAL LOGIC OF THE BUSINESS DNA MAP: 3 Fundamental Building BlocksBusiness DNA Question: ……………………………………………………………………………………………………………………………… D N A Stimulus Product Customers Result Response Design Needs Aspirations (How?) (What?) (Why?) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

BUSINESS LOGIC OF THE BUSINESS DNA MAPBusiness DNA Question: ……………………………………………………………………………………………………………………………… D N A Offer/Positioning/Advertisements; PRODUCT DELIVERY/MAINTENANCE/COST Product Customers Result Feedback/Attention/Interaction/ Delight/Action/Trust/Love/Desire/Loyalty; ENQUIRY/ORDER/PAYMENT/REVENUE Design Needs Aspirations (How?) (What?) (Why?) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

BUSINESS MODEL CANVAS

THE BUSINESS MODEL CANVAS Source: http://en.wikipedia.org/wiki/Business_Model_Canvas“The Business Model Canvas is a strategic “It *Business Model Canvas+ is a visual chartmanagement template for developing new or with elements describing a firms valuedocumenting existing business models.” proposition, infrastructure, customers, and finances.” THE BUSINESS MODEL CANVAS“It *Business Model Canvas+ “The Business Model Canvasassists firms in aligning their was initially proposed byactivities by illustrating Alexander Osterwalder based onpotential trade-offs.” his earlier work on Business Model Ontology.” Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

DELIGHT AND APPLICATIONS OF THE BUSINESS MODEL CANVASSource: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman. • Establish “As Is” and “To Be”Establish a Common Language for • Determine Shared Goals and Business ModelsBusiness Model Innovation Strategic Priorities in Business • Do Reality Check on and Clarify • Easily Illustrate the Financial Existing Business Model Viability of a Business Model • Envision Innovative Business Models• Align Members of Leadership Team ITENNSEL • Show Members of a Team the Big (For Instance, During Formation of DELIGHT AND APPLICATIONS Picture, Roles, and Interdependen- New Non-profit Program) cies in a Project OF• Help Government Organizations THE BUSINESS MODEL CANVAS • Think Holistically and Avoid Getting Adopt an Entrepreneurial Mindset Stuck on Details of the Business• Assess Personal Business Model and • Design an Attractive Business Plan • Restructure Value Chain Especially Discover Opportunities By Offering New Value Propositions • Translate Business Plans Into• Capture Ideas and Solutions for Business Processes and Activities for • Design Future Organizational Projects Implementation Structure of a Company Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

BUSINESS MODEL CANVAS: 9 Building BlocksSource: http://en.wikipedia.org/wiki/Business_Model_Canvas (Alexander Osterwalder & Yves Pigneur) ITENN

PAIN AND CRITICISMS OF THE BUSINESS MODEL CANVASSource: http://en.wikipedia.org/wiki/Business_Model_Canvas (Based on Prof. Dr. Mark von Rosing’s Critique) “Doesnt include a representation of “*T}heory cant be applied to a full “Doesnt include corporate structure the main business goals, e.g. business model framework.” and responsibility …” strategic business objectives, critical successfactors and key performance indicators, which a holistic business model approach should include.” “Doesnt include a representation of ITENNSEL “Doesnt have a clear cause and the main business issues/pain points PAIN AND CRITICISMS effect linkage between the and thereby corporate weakness, competencies, desired outcomes and OF which a holistic business model measurements.” approach should include for they THE BUSINESS MODEL CANVAS “The linkages among competences, represent the threat to the measurements and results is not companys business model.” explicit.” “Doesnt consider the issue of “Doesnt consider the important “Doesnt place enough emphasis on performance measurements, which issue of goal setting, which is critical business model management and is is vital for business modelling.” for developing the business model.” thereby missing a continuous improvement and governance “Doesnt include a representation of approach to the business model.” core differentiated and core competitive competencies …” Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

100,000 ft VISIONARY PERSPECTIVE OFBUSINESS MODEL CANVAS

BUSINESS DNA MAP FOR BUSINESS MODEL CANVAS – Visionary PerspectiveBusiness DNA Question: ……………………………………………………………………………………………………………………………… D N A • Supply Infrastructure • Demand Infrastructure • Offer • Profitability Design Needs Aspirations (How?) (What?) (Why?) Source: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman Drukwerk. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Example: VISIONARY BUSINESS MODEL (Plan/Future Story/Hypotheses) FOR “BUSINESS MODEL GENERATION” BOOK PROJECT D N A • Visionaries • Game-changers• Visual, Practical, and • Co-creation of • Challengers Beautiful Handbook for a Potential • Entrepreneurs Business Model Innovators Bestseller • Executives (with Names of • Consultants Co-creators) • Academics • Companies• Personalized Books for • Simpler Eliminate complexity Companies and their in visualizing business Business Customers models Model InnovationSUPPLY INFRASTRUCTURE DEMAND INFRASTRUCTURE OFFER/VALUE Design Needs Aspirations (How?) (What?) (Why?) Source: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman Drukwerk.Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

BUSINESS DNA MAP FOR PROFITABILITY OF “BUSINESS MODEL GENERATION” PROJECT Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry?Stage in Lifecycle (S-Wave): Infancy Date: 2009 Business DNA D Design N Needs A Aspirations Profitability “Inside the Enterprise” “Outside the Enterprise” (Storyboard) - Product Development - Customer Development - Vision Management “Business Model Generation” • Visual, Practical, and • Visionaries • Co-creation of book by Alexander Oster- Beautiful Handbook for • Game-changers a Potential Bestseller walder and Yves Pigneur Business Model Innovators • Challengers (with Names of • Entrepreneurs Co-creators) • Executives; Consultants • Academics • Simpler Business Model • Personalized Books for • Companies Innovation Companies and their Eliminate complexity in visualizing Customers business models Benefit or Revenue: (+) • Hub Membership Fees Total Benefit or Revenue: • Advance/Post-Publication Sales • Free Section of Book • Fee for Customized Version • Royalties from Publishers Cost: (-) • Design Total Cost: • Content Production • Printing • Distribution Value or Profit (Margin) Total Profit (Margin): Return On Investment (ROI): Source: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman Drukwerk. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

BUSINESS DNA MAP FOR SWOT ANALYSIS OF “BUSINESS MODEL GENERATION” PROJECT Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry? Stage in Lifecycle (S-Wave): Infancy Date: 2009 Business DNA D Design N Needs A AspirationsSWOT Analysis “Inside the Enterprise” “Outside the Enterprise”(Storyboard) - Product Development - Customer Development - Vision Management“Business Model Generation” • Visual, Practical, and • Visionaries • Co-creation ofbook by Alexander Oster- Beautiful Handbook for • Game-changers a Potential Bestsellerwalder and Yves Pigneur Business Model Innovators • Challengers (with Names of • Entrepreneurs Co-creators) • Executives; Consultants • Academics • Simpler Business Model • Personalized Books for • Companies Innovation Companies and their CustomersCURRENT S: Strengths Overall Strength:SITUATION W: Weaknesses Overall Weakness:FUTURE O: Opportunities Overall Opportunity:SITUATION T: Threats Overall Threat: Source: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman Drukwerk. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

BALANCED SCORECARD PERSPECTIVES FOR “BUSINESS MODEL GENERATION” PROJECT Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry?Stage in Lifecycle (S-Wave): Infancy Date: 2009 Business DNA D Design N Needs A Aspirations Balanced Scorecard “Inside the Enterprise” “Outside the Enterprise” (Storyboard: Measures) - Product Development - Customer Development - Vision Management “Business Model Generation” • Visual, Practical, and • Visionaries; Game-changers • Co-creation of book by Alexander Oster- Beautiful Handbook for • Challengers; Entrepreneurs a Potential Bestseller walder and Yves Pigneur Business Model Innovators • Executives; Consultants • Business Model Innova- • Personalized Books for … • Academics; Companies tion Financial (Investor) To succeed financially, Perspective how should we appear to our shareholders? Customer To achieve our vision, how Perspective should we appear to our customers? Process To satisfy our shareholders Perspective and customers, what business processes must we excel at? Employee (Learning) To achieve our vision, how Perspective will we sustain our ability to change and improve? Source: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman Drukwerk. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

50,000 ft STRATEGIC PERSPECTIVE OFBUSINESS MODEL CANVAS

BUSINESS DNA MAP FOR BUSINESS MODEL CANVAS – Strategic PerspectiveBusiness DNA Question: ……………………………………………………………………………………………………………………………… D N A • Value Proposition• Key Partnerships (KP) • Channels (CH) (VP)• Key Resources (KR) • Customer Relationships (CR) • Revenue (R$)• Key Activities (KA) • Customer Segments (CS) • Cost (C$)SUPPLY INFRASTRUCTURE DEMAND INFRASTRUCTURE OFFER/VALUE Design Needs Aspirations (How?) (What?) (Why?) Source: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman Drukwerk.Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Example: STRATEGIC BUSINESS MODEL (Plan/Future Story/Hypotheses) FOR “BUSINESS MODEL GENERATION” BOOK PROJECT D N A• Key Partnerships • Channels • Value - Hub Members- The Movement (Design) Proposition - Word of Mouth; Guerilla Mrktng- Ning Platform; Amazon.com - Visual, Practical, - Businessmodel.com- 3rd Party Logistics Company and Beautiful Hand-• Key Resources • Customer Relationships book for Business - Businessmodelhub.com Model Innovators- Blog and Online Visibility - Co-creation of a Potential - Business Model Event (Amsterdam)- Business Model Hub Bestseller- Powerful Methodology • Customer Segments - Personalized Books for - Visionaries; etc. Companies and Their• Key Activities - Entrepreneurs Customers- Content Production - Companies - Bus. Model Inno- Hub Management - Guerilla Mrktng * Revenue * CostSUPPLY INFRASTRUCTURE DEMAND INFRASTRUCTURE OFFER/VALUE Design Needs Aspirations (How?) (What?) (Why?) Source: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman Drukwerk.Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Strategic Business DNA Dashboard for “Business Model Generation” Book Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry? BUSINESS DNA DESIGN BLOCK NEEDS BLOCK D (Inside the Enterprise) (Outside the Enterprise) N BUSINESS MODEL Key Key Key Customer Channels Customer GLOBAL CANVAS Partners Resources Activities Relation- Segments ENVIRON- (KP) (KR) (KA) ships (CR) (CH) (CS) MENT MAP: Business “SEMPORCES” Suppliers/ Employee/ Machinery/ Process/ Output: Retailers/ Customers/ Model Genes (Universal Inputs Actors/ Props/ Strategy/ Product/ Channels/ Audience Environment System Logic) Culture/IP Infrastructure Tactics Service Distributors (BME) “Business Model The Move- Osterwal- Co-creation Visual, Blog; Visionaries Market Generation” ment der & Of Bestseller practical, Word-of- Game- Forces Book (Design) Pigneur and beauti- mouth by changers Content ful Hub Challengers Industry Ning.com Core Team Production; handbook members Forces Members Hub Man- Entrepreneurs Amazon. agement Personalized Websites Executives Macro- com Co- books for Businessmod Consultants economic creators Guerilla companies elgeneration; Academics Forces 3rd Party (Other Marketing and their Amazon; Logistics Hub and Word of customers Bookstores Companies Key Trends members) Mouth DELIGHT: Customized Free/ Hub Member- Royalties Revenue (R$) Versions Paid: Adv. ship FeesA PAIN: Design Printing Content Distribution Cost (C$) Production SHARED VALUE (PROPOSITION/VP): Co-creation of Potential Bestseller (Contains Co-creators); Simpler Business Model Innovation Source of Information: Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

SWOT Analysis for “Business Model Generation” Book Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry? BUSINESS DNA DESIGN BLOCK NEEDS BLOCK D (Inside the Enterprise) (Outside the Enterprise) N BUSINESS MODEL Key Key Key Customer Channels Customer GLOBAL CANVAS Partners Resources Activities Relation- Segments ENVIRON- (KP) (KR) (KA) ships (CR) (CH) (CS) MENT MAP: Business “SEMPORCES” Suppliers/ Employee/ Machinery/ Process/ Output: Retailers/ Customers/ Model Genes (Universal Inputs Actors/ Props/ Strategy/ Product/ Channels/ Audience Environment System Logic) Culture/IP Infrastructure Tactics Service Distributors (BME) “Business Model The Move- Osterwal- Co-creation Visual, Blog; Visionaries Market Generation” ment der & Of Bestseller practical, Word-of- Game- Forces Book (Design) Pigneur and beauti- mouth by changers Content ful Hub Challengers Industry Ning.com Core Team Production; handbook members Forces Members Hub Man- Entrepreneurs Amazon. agement Personalized Websites Executives Macro- com Co- books for Businessmod Consultants economic creators Guerilla companies elgeneration; Academics Forces 3rd Party (Other Marketing and their Amazon; Logistics Hub and Word of customers Bookstores Companies Key Trends members) Mouth S: Strengths W: WeaknessesA O: Opportunities T: Threats Source of Information: Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Benchmarking for “Business Model Generation” Book Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry? BUSINESS DNA DESIGN BLOCK NEEDS BLOCK D (Inside the Enterprise) (Outside the Enterprise) N BUSINESS MODEL Key Key Key Customer Channels Customer GLOBAL CANVAS Partners Resources Activities Relation- Segments ENVIRON- (KP) (KR) (KA) ships (CR) (CH) (CS) MENT MAP: Business “SEMPORCES” Suppliers/ Employee/ Machinery/ Process/ Output: Retailers/ Customers/ Model Genes (Universal Inputs Actors/ Props/ Strategy/ Product/ Channels/ Audience Environment System Logic) Culture/IP Infrastructure Tactics Service Distributors (BME) Traditional Book Good Content/ Writing Book Publisher/ Readers ‘Five Forces’ Publishing Publisher Publ. Deal Retail of Competn “Business Model The Move- Osterwal- Co-creation Visual, Blog; Visionaries Market Generation” ment der & Of Bestseller practical, Word-of- Game- Forces Book (Design) Pigneur and beauti- mouth by changers Content ful Hub Challengers Industry Ning.com Core Team Production; handbook members Forces Members Hub Man- Entrepreneurs Amazon. agement Personalized Websites Executives Macro- com Co- books for Businessmod Consultants economic creators Guerilla companies elgeneration; Academics Forces 3rd Party (Other Marketing and their Amazon; Logistics Hub and Word of customers Bookstores Companies Key Trends members) MouthA Delight: (+) Pain: (-) Source of Information: Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Balanced Scorecard Perspectives for “Business Model Generation” Book Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry? BUSINESS DNA DESIGN BLOCK NEEDS BLOCK D (Inside the Enterprise) (Outside the Enterprise) N BUSINESS MODEL Key Key Key Customer Channels Customer GLOBAL CANVAS Partners Resources Activities Relation- Segments ENVIRON- (KP) (KR) (KA) ships (CR) (CH) (CS) MENT MAP: Business “SEMPORCES” Suppliers/ Employee/ Machinery/ Process/ Output: Retailers/ Customers/ Model Genes (Universal Inputs Actors/ Props/ Strategy/ Product/ Channels/ Audience Environment System Logic) Culture/IP Infrastructure Tactics Service Distributors (BME) “Business Model The Move- Osterwal- Co-creation Visual, Blog; Visionaries Market Generation” ment der & Of Bestseller practical, Word-of- Game- Forces Book (Design) Pigneur and beauti- mouth by changers Content ful Hub Challengers Industry Ning.com Core Team Production; handbook members Forces Members Hub Man- Entrepreneurs Amazon. agement Personalized Websites Executives Macro- com Co- books for Businessmod Consultants economic creators Guerilla companies elgeneration; Academics Forces 3rd Party (Other Marketing and their Amazon; Logistics Hub and Word of customers Bookstores Companies Key Trends members) Mouth Financial PerspectiveA Customer Persp. Process Persp. Learning Persp. Source of Information: Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Business DNA Management for “Business Model Generation” Book Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry? BUSINESS DNA DESIGN BLOCK NEEDS BLOCK D (Inside the Enterprise) (Outside the Enterprise) N BUSINESS MODEL Key Key Key Customer Channels Customer GLOBAL CANVAS Partners Resources Activities Relation- Segments ENVIRON- (KP) (KR) (KA) ships (CR) (CH) (CS) MENT MAP: Business “SEMPORCES” Suppliers/ Employee/ Machinery/ Process/ Output: Retailers/ Customers/ Model Genes (Universal Inputs Actors/ Props/ Strategy/ Product/ Channels/ Audience Environment System Logic) Culture/IP Infrastructure Tactics Service Distributors (BME) “Business Model The Move- Osterwal- Co-creation Visual, Blog; Visionaries Market Generation” ment der & Of Bestseller practical, Word-of- Game- Forces Book (Design) Pigneur and beauti- mouth by changers Content ful Hub Challengers Industry Ning.com Core Team Production; handbook members Forces Members Hub Man- Entrepreneurs Amazon. agement Personalized Websites Executives Macro- com Co- books for Businessmod Consultants economic creators Guerilla companies elgeneration; Academics Forces 3rd Party (Other Marketing and their Amazon; Logistics Hub and Word of customers Bookstores Companies Key Trends members) Mouth MODEL (Plan)A PROTOTYPE (Do) MEASURE (Check) LEARN (Review) Source of Information: Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Customer Development for “Business Model Generation” Book Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry? BUSINESS DNA DESIGN BLOCK NEEDS BLOCK D (Inside the Enterprise) (Outside the Enterprise) N BUSINESS MODEL Key Key Key Customer Channels Customer GLOBAL CANVAS Partners Resources Activities Relation- Segments ENVIRON- (KP) (KR) (KA) ships (CR) (CH) (CS) MENT MAP: Business “SEMPORCES” Suppliers/ Employee/ Machinery/ Process/ Output: Retailers/ Customers/ Model Genes (Universal Inputs Actors/ Props/ Strategy/ Product/ Channels/ Audience Environment System Logic) Culture/IP Infrastructure Tactics Service Distributors (BME) “Business Model The Move- Osterwal- Co-creation Visual, Blog; Visionaries Market Generation” ment der & Of Bestseller practical, Word-of- Game- Forces Book (Design) Pigneur and beauti- mouth by changers Content ful Hub Challengers Industry Ning.com Core Team Production; handbook members Forces Members Hub Man- Entrepreneurs Amazon. agement Personalized Websites Executives Macro- com Co- books for Businessmod Consultants economic creators Guerilla companies elgeneration; Academics Forces 3rd Party (Other Marketing and their Amazon; Logistics Hub and Word of customers Bookstores Companies Key Trends members) Mouth Customer DiscoveryA Cust. Validation Cust. Creation Company Building Source of Customer Development Phases : Blank, S. (2007) The Four Steps To The Epiphany. USA: Quad/Graphics. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Program for “Business Model Generation” Book Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry? BUSINESS DNA DESIGN BLOCK NEEDS BLOCK D (Inside the Enterprise) (Outside the Enterprise) N BUSINESS MODEL Key Key Key Customer Channels Customer GLOBAL CANVAS Partners Resources Activities Relation- Segments ENVIRON- (KP) (KR) (KA) ships (CR) (CH) (CS) MENT MAP: Business “SEMPORCES” Suppliers/ Employee/ Machinery/ Process/ Output: Retailers/ Customers/ Model Genes (Universal Inputs Actors/ Props/ Strategy/ Product/ Channels/ Audience Environment System Logic) Culture/IP Infrastructure Tactics Service Distributors (BME) “Business Model The Move- Osterwal- Co-creation Visual, Blog; Visionaries Market Generation” ment der & Of Bestseller practical, Word-of- Game- Forces Book (Design) Pigneur and beauti- mouth by changers Content ful Hub Challengers Industry Ning.com Core Team Production; handbook members Forces Members Hub Man- Entrepreneurs Amazon. agement Personalized Websites Executives Macro- com Co- books for Businessmod Consultants economic creators Guerilla companies elgeneration; Academics Forces 3rd Party (Other Marketing and their Amazon; Logistics Hub and Word of customers Bookstores Companies Key Trends members) Mouth Week 1A Week 2 Week 3 Week … Source of Information: Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

TEMPLATES

THE BUSINESS DNA MAP – 100,000ft Classic StoryboardBusiness DNA Question: ……………………………………………………………………………………………………………………………… D N A Offer/Positioning/Advertisements; PRODUCT DELIVERY/MAINTENANCE/COST Product/Solution Customer Problems/Issues Result Feedback/Attention/Interaction/ Delight/Trust/Love/Desire/Loyalty; ENQUIRY/ORDER/PAYMENT/REVENUE Design Needs Aspirations (How?) (What?) (Why?) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Template: BUSINESS DNA DASHBOARD – 100,000ft Swimlane StoryboardBusiness DNA Question: ………………………………………………………………………………………………………………………………Stage in Lifecycle (S-Wave): …………………………..............................…………… Date: …………………………………….. Business DNA D Design N Needs A Aspirations Item “Inside the Enterprise” “Outside the Enterprise” (Storyboard) - Product Development - Customer Development - Vision Management Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Template: BUSINESS DNA DASHBOARD for Profitability – 100,000ft Grid StoryboardBusiness DNA Question: ………………………………………………………………………………………………………………………………Stage in Lifecycle (S-Wave): …………………………..............................…………… Date: …………………………………….. Business DNA D Design N Needs A Aspirations Profitability “Inside the Enterprise” “Outside the Enterprise” (Storyboard) - Product Development - Customer Development - Vision Management Description DELIGHT: Benefit or Revenue Total Benefit or Revenue: (+) PAIN: Cost Total Cost: (-) Value or Profit Total Profit: Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Template: SWOT ANALYSIS ON BUSINESS DNA DASHBOARD – 100,000ft Grid Storyboard Business DNA Question: ……………………………………………………………………………………………………………………………… Stage in Lifecycle (S-Wave): …………………………..............................…………… Date: …………………………………….. Business DNA D Design N Needs A AspirationsSWOT Analysis System Supersystem (Environment) Result(Storyboard)DescriptionCURRENT S: Strengths Overall Strength:SITUATION W: Weaknesses Overall Weakness:FUTURE O: Opportunities Overall Opportunity:SITUATION T: Threats Overall Threat: Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Template: BALANCED SCORECARD PERSPECTIVES ON BUSINESS DNA DASHBOARDBusiness DNA Question: ………………………………………………………………………………………………………………………………Stage in Lifecycle (S-Wave): …………………………..............................…………… Date: …………………………………….. Business DNA D Design N Needs A Aspirations Balanced Scorecard “Inside the Enterprise” “Outside the Enterprise” (Storyboard: Measures) - Product Development - Customer Development - Vision Management Description Financial (Investor) To succeed financially, Perspective how should we appear to our shareholders? Customer To achieve our vision, how Perspective should we appear to our customers? Process To satisfy our shareholders Perspective and customers, what business processes must we excel at? Employee (Learning) To achieve our vision, how Perspective will we sustain our ability to change and improve? Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Blank Template: Strategic Business DNA Dashboard – 50,000ft Business DNA Question: ……………………………………………………………………………………………………………………………… BUSINESS DNA DESIGN BLOCK NEEDS BLOCK D (Inside the Enterprise) (Outside the Enterprise) N TOOL/MODEL: GLOBAL ENVIRON- MENT MAP: “SEMPORCES” Suppliers/ Employee/ Machinery/ Process/ Output: Retailers/ Customers/ Environment Genes (Universal Inputs Actors/ Props/ Strategy/ Product/ Channels/ Audience System Logic) Culture/IP Infrastructure Tactics Service Distributors Description DELIGHT:A PAIN: SHARED VALUE (PROPOSITION): Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Strategic Business DNA Dashboard for Business Model Canvas Business DNA Question: ……………………………………………………………………………………………………………………………… BUSINESS DNA DESIGN BLOCK NEEDS BLOCK D (Inside the Enterprise) (Outside the Enterprise) N BUSINESS MODEL Key Key Key Customer Channels Customer GLOBAL CANVAS Partners Resources Activities Relation- Segments ENVIRON- (KP) (KR) (KA) ships (CR) (CH) (CS) MENT MAP: Business “SEMPORCES” Suppliers/ Employee/ Machinery/ Process/ Output: Retailers/ Customers/ Model Genes (Universal Inputs Actors/ Props/ Strategy/ Product/ Channels/ Audience Environment System Logic) Culture/IP Infrastructure Tactics Service Distributors (BME) Market Description Forces Industry Forces Macro- economic Forces Key Trends DELIGHT: Revenue (R$)A PAIN: Cost (C$) SHARED VALUE (PROPOSITION/VP): Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

SWOT Analysis on Strategic Business DNA Dashboard Business DNA Question: ……………………………………………………………………………………………………………………………… BUSINESS DNA DESIGN BLOCK NEEDS BLOCK D (Inside the Enterprise) (Outside the Enterprise) N BUSINESS MODEL Key Key Key Customer Channels Customer GLOBAL CANVAS Partners Resources Activities Relation- Segments ENVIRON- (KP) (KR) (KA) ships (CR) (CH) (CS) MENT MAP: Business “SEMPORCES” Suppliers/ Employee/ Machinery/ Process/ Output: Retailers/ Customers/ Model Genes (Universal Inputs Actors/ Props/ Strategy/ Product/ Channels/ Audience Environment System Logic) Culture/IP Infrastructure Tactics Service Distributors (BME) Market Description Forces Industry Forces Macro- economic Forces Key Trends S: Strengths W: WeaknessesA O: Opportunities T: Threats Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Balanced Scorecard Perspectives on Strategic Business DNA Dashboard Business DNA Question: ……………………………………………………………………………………………………………………………… BUSINESS DNA DESIGN BLOCK NEEDS BLOCK D (Inside the Enterprise) (Outside the Enterprise) N BUSINESS MODEL Key Key Key Customer Channels Customer GLOBAL CANVAS Partners Resources Activities Relation- Segments ENVIRON- (KP) (KR) (KA) ships (CR) (CH) (CS) MENT MAP: Business “SEMPORCES” Suppliers/ Employee/ Machinery/ Process/ Output: Retailers/ Customers/ Model Genes (Universal Inputs Actors/ Props/ Strategy/ Product/ Channels/ Audience Environment System Logic) Culture/IP Infrastructure Tactics Service Distributors (BME) Market Description Forces Industry Forces Macro- economic Forces Key Trends Financial PerspectiveA Customer Persp. Process Persp. Learning Persp. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Business DNA Management on Strategic Business DNA Dashboard Business DNA Question: ……………………………………………………………………………………………………………………………… BUSINESS DNA DESIGN BLOCK NEEDS BLOCK D (Inside the Enterprise) (Outside the Enterprise) N BUSINESS MODEL Key Key Key Customer Channels Customer GLOBAL CANVAS Partners Resources Activities Relation- Segments ENVIRON- (KP) (KR) (KA) ships (CR) (CH) (CS) MENT MAP: Business “SEMPORCES” Suppliers/ Employee/ Machinery/ Process/ Output: Retailers/ Customers/ Model Genes (Universal Inputs Actors/ Props/ Strategy/ Product/ Channels/ Audience Environment System Logic) Culture/IP Infrastructure Tactics Service Distributors (BME) Market Description Forces Industry Forces Macro- economic Forces Key Trends MODEL (Plan)A PROTOTYPE (Do) MEASURE (Check) LEARN (Review) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Customer Development Phases on Strategic Business DNA Dashboard Business DNA Question: ……………………………………………………………………………………………………………………………… BUSINESS DNA DESIGN BLOCK NEEDS BLOCK D (Inside the Enterprise) (Outside the Enterprise) N BUSINESS MODEL Key Key Key Customer Channels Customer GLOBAL CANVAS Partners Resources Activities Relation- Segments ENVIRON- (KP) (KR) (KA) ships (CR) (CH) (CS) MENT MAP: Business “SEMPORCES” Suppliers/ Employee/ Machinery/ Process/ Output: Retailers/ Customers/ Model Genes (Universal Inputs Actors/ Props/ Strategy/ Product/ Channels/ Audience Environment System Logic) Culture/IP Infrastructure Tactics Service Distributors (BME) Market Description Forces Industry Forces Macro- economic Forces Key Trends Customer DiscoveryA Cust. Validation Cust. Creation Company Building Source of Customer Development Phases : Blank, S. (2007) The Four Steps To The Epiphany. USA: Quad/Graphics. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Program for Strategic Business DNA Dashboard Business DNA Question: ……………………………………………………………………………………………………………………………… BUSINESS DNA DESIGN BLOCK NEEDS BLOCK D (Inside the Enterprise) (Outside the Enterprise) N BUSINESS MODEL Key Key Key Customer Channels Customer GLOBAL CANVAS Partners Resources Activities Relation- Segments ENVIRON- (KP) (KR) (KA) ships (CR) (CH) (CS) MENT MAP: Business “SEMPORCES” Suppliers/ Employee/ Machinery/ Process/ Output: Retailers/ Customers/ Model Genes (Universal Inputs Actors/ Props/ Strategy/ Product/ Channels/ Audience Environment System Logic) Culture/IP Infrastructure Tactics Service Distributors (BME) Market Description Forces Industry Forces Macro- economic Forces Key Trends Week 1A Week 2 Week 3 Week … Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

APPENDIX

THE ZOOMABLE BUSINESS DNA MAP: Examples Tools for Business Model Visualization, Organization, Management, and PresentationLevel Description of Business DNA Map or Storyboard No. of(Storyboard) (Checklist) Main Topics200,000ft Industry Value Chain Analysis (Genome); Business Value System (Network)100,000ft Systems View of Business DNA Map; Key Functional Departments; 3(Visionary) Business DNA Dashboard; User-Centered Design; IDEO’s Human Centered Design; Plan-As-You-Go; Lean Startup Strategy; Strategy Statement;90,000ft Balanced Scorecard; Strategy Map; 4 Four Box Model Framework; Lean Startup70,000ft One Page Business Plan 550,000ft SEMPORCES Chain (Sequence of Genes); 9(Strategic) Business Model Canvas; Lean Canvas40,000ft Enterprise Value Chain 1210,000ft Customer Development 14(Tactical)5,000ft Open Services Value Chain; Traditional Business Plan 16 Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Overview: BUSINESS DNA DASHBOARD FOR ZOOMABLE BUSINESS MODEL CANVASBusiness DNA Question: ………………………………………………………………………………………………………………………………Stage in Lifecycle (S-Wave): …………………………..............................…………… Date: …………………………………….. Business DNA D Design N Needs A Aspirations Item “Inside the Enterprise” “Outside the Enterprise” (Storyboard) - Product Development - Customer Development - Vision Management Description Supply Infrastructure Demand Infrastructure Offer Value VISIONARY Perspective • Product • Customer • Result - Visionary Business Model (Goals and Objectives) STRATEGIC Perspective • Key Partnerships (KP) • Channels (CH) • Value Proposition (VP) • Key Resources (KR) • Customer Segments (CS) • Revenue Streams (R$) - Business Model Canvas • Key Activities (KA) • Customer Relationships (CR) • Cost Structure (C$) (Strategies; Hypotheses) OPERATIONAL Perspective • Partner Performance • Customer Performance • Offer Performance - Business Model Scorecard • Resource Performance (Key Performance Indicators) • Activity Performance • Financial Performance Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Four-Box Business Model on Strategic Business DNA Dashboard Business DNA Question: ……………………………………………………………………………………………………………………………… BUSINESS DNA DESIGN BLOCK NEEDS BLOCK D (Inside the Enterprise) (Outside the Enterprise) N FOUR-BOX Key Key Key Key Key GLOBAL BUSINESS MODEL Resources Resources Activities Resources Resources ENVIRON- (1) (2) (3) (4) MENT MAP: Business “SEMPORCES” Suppliers/ Employee/ Machinery/ Process/ Output: Retailers/ Customers/ Model Genes (Universal Inputs Actors/ Props/ Strategy/ Product/ Channels/ Audience Environment System Logic) Culture/IP Infrastructure Tactics Service Distributors (BME) Market Description Forces Industry Forces Macro- economic Forces Key Trends DELIGHT: FORMULA PROFIT RevenueA PAIN: Cost SHARED VALUE (PROPOSITION): Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

30 APPLICATIONS OF BUSINESS DNA MAP Business DNA Question: ……………………………………………………………………………………………………………………………… Business Concept (Idea/Vision)  Value Chain Modeling/Profiling  Business Model Mapping & Dev., Testing, and Validation Analysis  Value Chain & Industry Analysis Pitching of Business Projects  Business Model Innovation  Value Chain Optimization  Business Value Engineering One-Minute Business Model  Value Chain Innovation  Financial Planning & Budgeting One-page Business Plan Strategy Mapping  Process Mapping: SIPOC ITENN Value Curve Mapping BUSINESS DNA MAP:  Root-cause Analysis A Platform for Business Strategy Design: Universal Strategic Planning and  Fishbone Diagramming Low Cost Strategy; Differentiation Performance Management Strategy; Blue Ocean Strategy; Disruptive Innovation Strategy  Benchmarking  Environmental/Situational Value Innovation: Products/Ads  Visual Project Management Description and Analysis Visual Risk/SWOT Analysis  Wargaming  Performance Management, for example, using the Balanced Trade-off Analysis  Scenarios; Decision-making Scorecard Conflict Resolution  Team/Personal Development  Total Business Intelligence Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

BUSINESS GENOME INDEX: A Periodic Table of Elements of Business Stories & Models Business Genomics Ontology for Universal Strategic Management and Innovation S E M P O R C E SSuppliers/ Employees/ Machinery/ Processes/ Output: Retailers/ Customers/ Environ- SharedInputs Culture/ Tools/ Goals/ Product/ Distributors/ Consumers ment Value IP Facility Strategies Service Channels (Care/Support)Partners Key Resources Activities Implicit Customer Relationship Society SHARED(Suppliers/ (Processes) Shared Management VALUEMaterials/ Value (VISION: CAPABILITIES: CORE COMPETENCIES LOCAL GLOBALInfo) Proposition Pain/ ENVIRONMENT ENV. Delight) ENTERPRISE (BUSINESS SYSTEM) D N A Design Needs Aspiratns SUPPLY CHAIN COMPETI- COMPE- (VALUE CHAIN) TIVE TITIVE FORCES ADVAN- TAGEINPUT PROCESSING OUTPUT EXTERNAL ENVIRONMENT RESULT (Impacts/ BUSINESS DNA GAME Effects) BUSINESS GENOME INDEX (Business Genome Map/Business Semantic Web/Shared Value Model) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

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