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 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.
  • Advanced Business Model Canvas

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

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