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Advanced Business Model Canvas

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This presentation features an "Advanced" Business Model Canvas. Building on Alexander Osterwalder's Business Model Canvas and Business Model Environment as well as Rod King's Value Chain Map. New …

This presentation features an "Advanced" Business Model Canvas. Building on Alexander Osterwalder's Business Model Canvas and Business Model Environment as well as Rod King's Value Chain Map. New elements are added to the Business Model Canvas while maintaining the visual structure of the original canvas.

Using the Advanced Business Model Canvas, you'll be able to carry out business model planning, analysis, design, and performance management such as in the following tools and techniques:

* Balanced Scorecard
* Strategy Map
* Value Chain Analysis
* Root-cause Analysis
* Process Analysis (as in Six Sigma)

The Advanced Business Model Canvas is envisioned as a 'one-stop tool' that facilitates 3D-Business Model Planning.

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  • BIBLIOGRAPHYBarnes, D. (Ed.) (2001) Understanding Business. London: Routledge.Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
  • BIBLIOGRAPHYBarnes, D. (Ed.) (2001) Understanding Business. London: Routledge.Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
  • BIBLIOGRAPHYBarnes, D. (Ed.) (2001) Understanding Business. London: Routledge.Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
  • BIBLIOGRAPHYAnderson, C. (2009) Free. New York: Hyperion.Anderson, C. (2006) The Long Tail. New York: Hyperion.Bicheno, J. (2000) The Lean Toolbox. Buckingham: Moreton Press.Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).Hammond, J.S.; Keeney, R.L.; Raiffa, H. (1999) Smart Choices. Boston: Harvard Business School (HBS) Press.Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.Kurzweil, R. (2005) The Singularity is Near. New York: Viking.Maney, K. (2009) Trade-off. New York: Broadway Books.Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.Silverstein, D.; Samuel, P.; DeCarlo, N. (2009)The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
  • BIBLIOGRAPHYAnderson, C. (2009) Free. New York: Hyperion.Anderson, C. (2006) The Long Tail. New York: Hyperion.Bicheno, J. (2000) The Lean Toolbox. Buckingham: Moreton Press.Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).Hammond, J.S.; Keeney, R.L.; Raiffa, H. (1999) Smart Choices. Boston: Harvard Business School (HBS) Press.Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.Kurzweil, R. (2005) The Singularity is Near. New York: Viking.Maney, K. (2009) Trade-off. New York: Broadway Books.Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.Silverstein, D.; Samuel, P.; DeCarlo, N. (2009)The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
  • BIBLIOGRAPHYBarnes, D. (Ed.) (2001) Understanding Business. London: Routledge.Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
  • BIBLIOGRAPHYBarnes, D. (Ed.) (2001) Understanding Business. London: Routledge.Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
  • BIBLIOGRAPHYOsterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
  • BIBLIOGRAPHYBarnes, D. (Ed.) (2001) Understanding Business. London: Routledge.Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
  • Transcript

    • 1. “ADVANCED” BUSINESS MODEL CANVAS: Template
      A Visual Template for Mapping, Optimizing, and Designing Business Models & Value Chains
      ITENN
      Based on Business Model Canvas: http://en.wikipedia.org/wiki/Business_Model_Canvas
      Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    • 2. “ADVANCED” BUSINESS MODEL CANVAS
      For Apple’s iPod (2001)
      ITENN
      “Lovemark”
      “A Thousand Songs in Your Pocket”
      Mass Market
      Original Equipment Manufacturers (OEMs)
      • Hardware Design
      - Software Design
      • Marketing
      Switching Costs
      “Luxury Spot”
      Seamless Music Experience on Demand
      iTunes Store
      Record Companies
      www.apple.com
      • Staff
      • 3. Apple Brand
      Apple Stores
      Selected Retail Stores
      • Fragmented and Low–Fi Music Experience
      • 4. To Effortlessly Listen to High Quality and Diverse Music at Any Time
      - IPod Hardware
      - iTunes Software
      - Content & Agreements
      Based on Business Model Canvas: http://en.wikipedia.org/wiki/Business_Model_Canvas
      Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    • 10. Minimum “ADVANCED” BUSINESS MODEL CANVAS
      For Apple’s iPod (2001)
      ITENN
      “Lovemark”
      “A Thousand Songs in Your Pocket”
      Mass Market
      Original Equipment Manufacturers (OEMs)
      • Hardware Design
      - Software Design
      • Marketing
      Switching Costs
      “Luxury Spot”
      Seamless Music Experience on Demand
      iTunes Store
      Record Companies
      www.apple.com
      Apple Stores
      Selected Retail Stores
      • Fragmented and Low–Fi Music Experience
      • 12. To Effortlessly Listen to High Quality and Diverse Music at Any Time
      - IPod Hardware
      - iTunes Software
      - Content & Agreements
      Based on Business Model Canvas: http://en.wikipedia.org/wiki/Business_Model_Canvas
      Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    • 18. COST-REVENUE MAP For Apple’s iPod Where currently are you & your competitors? Where must you go? How will you get there?
      Blue Ocean Universe/
      New Market
      Market Segment: Digital Music Players
      Luxury Spot
      Blue Ocean
      (“Practical Impossibility”)
      Revenue
      Disruption Spot
      Disruption Spot
      (+): DELIGHT
      Red Ocean
      Strategic Choice
      Key
      OMG-Experience:
      Undesirable Experience:
      Cost
      (-): PAIN
      Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    • 19. COST-REVENUE MAP: Categories of Business Models & CanvasesWhere currently are you & your competitors? Where must you go? How will you get there?
      Blue Ocean Universe/
      New Market
      Market Segment
      Luxury Spot
      Sweet Spot
      Blue Ocean
      (“Practical Impossibility”)
      Luxury Spot
      Revenue
      (Differentiation;
      Quality;
      Performance)
      Disruption Spot
      Disruption Spot
      Volcano
      Oasis
      (+): DELIGHT
      Green Ocean
      Red Ocean
      No Man’s Island
      Strategic Choice
      Key
      OMG-Experience:
      Undesirable Experience:
      Cost
      (No. of Competitors)
      (-): PAIN
      Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    • 20. “ADVANCED” BUSINESS MODEL CANVAS: Jumbo Blocks
      A Visual Template for Mapping, Optimizing, and Designing Business Models & Value Chains
      pro
      Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    • 21. “ADVANCED” BUSINESS MODEL CANVAS
      Original Business Model Canvas & Elements from the Business Model Environment
      A Visual Template for Mapping, Optimizing, and Designing Business Models & Value Chains
      ITENN
      Problem/Job
      • Investors /
      Environment
      Service
      Based on Business Model Canvas: http://en.wikipedia.org/wiki/Business_Model_Canvas
      Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    • 27. BUSINESS MODEL CANVAS
      Alexander Osterwalder
      A Visual Template for Developing and Sketching Out New and Existing Business Models
      ITENN
      Source: http://en.wikipedia.org/wiki/Business_Model_Canvas
    • 28. “ADVANCED” BUSINESS MODEL CANVAS
      Performance Dashboard ForLean Startups
      ITENN
      Level of Complaints
      - Customer Satisfaction
      - Customer Delight
      No. of Prospects/ Registrations
      • Cycle time for pivots/
      prototyping/releases
      • Cost per pivot cycle
      Net Promoter Score
      No. of Customers
      No. of Referrals
      Advertising Expenses
      No. of contracts/
      memo of understanding
      Cost per Acquisition (Paid/Net)
      • Lessons learnt/insights
      • 29. No. of interviews/pivots
      Viral Coefficient
      Customer Lifetime Value
      • Revenue (Sales)
      • 30. Cash Burn Rate
      • 31. Months of Cash Left
      • 32. Time to Cash Flow-
      Breakeven
      • Contribution Margin
      • 33. No. of Competitors
      - Customer Pain
      - Level of Defects
      Customer Loyalty/ Retention
      • No. of Releases/Pivots
      • 34. No. of MVPs
      • 35. Total Page Views/Visits
      Average Time to First Order; Time for Follow-on Order
      • Suppliers/Materials/Employees/Rent/Hosting
      • 36. Machinery/Equipment/Design/Manufacturing
      • 37. Marketing & Sales/Transportation/Miscellaneous
      • 38. Direct Sale of Product/Service
      • 39. Subscriptions/Leasing Fees/Licensing Fees/Royalties
      • 40. Advertising/Commissions/Brokerage
      Based on Business Model Canvas: http://en.wikipedia.org/wiki/Business_Model_Canvas
      Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

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