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BUSINESS MODEL DEVELOPMENT FOR BLUE OCEAN STARTUPS

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Static Business and Strategic Plans are fast becoming irrelevant in a world of rapid commoditization, great uncertainty, and limited resources especially for scalable startups. BUSINESS MODEL......

Static Business and Strategic Plans are fast becoming irrelevant in a world of rapid commoditization, great uncertainty, and limited resources especially for scalable startups. BUSINESS MODEL DEVELOPMENT (BMD) is emerging as a more dynamic, relevant, and cost-effective approach. However, tools for BMD are authored by different people and found in different books as well as websites. Finding a comprehensive set of tools for BMD is time-consuming.

This presentation, "Business Model Development for Blue Ocean Startups" is currently the only resource that integrates tools for BMD in a worksheet or template format that facilitates collaboration. The tools can instantly be used for your projects on business model discovery, validation, execution, and/or performance management.

Please note that this FREE & INTERACTIVE One-stop Toolkit is available for a LIMITED TIME.

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  • 1. NEW
    BUSINESS MODEL DEVELOPMENT
    FOR BLUE OCEAN STARTUPS
    A One-stop Toolkit for Discovering, Validating, and Managing Your Business Model
    Dr. Rod Kuhn King
    Visual Problem Solver, Inventor, and Magician
  • 2. Business Model Development (BMD)
    Involves a
    Visual Integration of
    Best Practice Methodologies
    Including
    • Kim & Mauborgne’sBlue Ocean Strategy
    • 3. Steve Blank’s Customer Development
    • 4. Eric Ries’sLean Startup
    • 5. Alex Osterwalder’sBusiness Model Canvas
    • 6. Rod King’s Wisdomsourcing Map
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 7. Business Model Development (BMD)
    Is a More Cost-Effective Way
    To Design, Launch, and Manage Businesses
    Especially
    Scalable Startups
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 8. Business Model Development (BMD)
    Recognizes That
    Business Plan Development (BPD)
    Is an Ineffective and Unsuitable Approach
    In a World of Rapid Commoditization,
    Great Uncertainty, and Limited Resources
    Such as in the World of
    Scalable Startups
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 9. The Paradigm of
    Business Model Development (BMD)
    Assumes That Businesses
    Should Be Conceived, Launched, and Managed
    Like in Successful Magic Theater:
    Customers Should Be Put First
    In Order to Design and Deliver
    Oh My God (OMG)-Customer Experiences
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 10. ADVANTAGES OF BUSINESS MODEL DEVELOPMENTFOR BLUE OCEAN STARTUPS
    GURUS
    EASIER TO UNDERSTAND AND APPLY
    FACILIITATES COLLABORATION
    SCALABLE AND FRACTAL TOOLS
    RAPID DEPLOYMENT AND LEARNING
    TIME AND MONEY SAVINGS
    ADVANTAGES
    OF
    BUSINESS MODEL DEVELOPMENT (BMD)
    FOR BLUE OCEAN STARTUPS
    CAN BE LINKED TO AND INTEGRATED WITH ALL TOOLS FOR
    CUSTOMER PROBLEM SOLVING
    VERSATILE: APPLICABLE TO SOFTWARE AND NON-SOFTWARE BUSINESSES
    “FUNNER” TO USE
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 11. JOURNEY OFTHE BLUE OCEAN STARTUP
    100%
    Blue Ocean
    (“Practical Impossibility”)
    Luxury Spot
    Luxury Spot
    Profit Margin
    20%
    Disruption Spot
    Disruption Spot
    (+): DELIGHT
    BLUE OCEAN STARTUP
    10%
    Strategic Choice
    Green Ocean
    Key
    OMG-Experience:
    Undesirable Experience:
    Red Ocean
    3
    6
    10 (Global)
    No. of Direct Competitors
    (Level of Commoditization)
    (-): PAIN
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 12. BLUE OCEAN STARTUP CubeCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Market (Customer Problem/Goal): ……………………………………………
    Profit Margin
    GURUS
    New
    Market
    Space
    (+): DELIGHT 2
    (-): PAIN
    Direct Competitors (Commoditization)
    Existing
    Market
    Space
    Key
    OMG-Experience:
    Undesirable Experience:
    (+): DELIGHT 1
    Industry Attractiveness
    (Market Growth)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 13. CUSTOMER CREATION PYRAMID FORTHE BLUE OCEAN STARTUP
    GURUS
    BLUE OCEAN STARTUP
    Oh My God-
    Product/Service
    • Delighters
    MARKET OPPORTUNITY SPACE
    (LATENT DEMAND/CUSTOMERS)
    • Satisfiers
    BUSINESS
    • Dissatisfiers
    IMPROVE
    Customer Experience
    • Delighters
    DIRECT COMPETITORS
    (Core Sector/Strategic Groups:
    Substitutes)
    • Satisfiers
    Why?
    How?
    • Dissatisfiers
    SWITCHERS
    • Delighters
    INDIRECT COMPETITORS (Peripheral/Adjacent Industries: Alternatives/Value Chain Complements)
    CREATE (Integrate/Demonstrate)
    Oh My God-Experiences
    • Satisfiers
    Why?
    How?
    • Dissatisfiers
    UNTAPPED CUSTOMERS
    NON-COMPETITORS
    (Remote Industries/Economy:
    Sectoral & Geographical Non-alternatives)
    Why?
    How?
    (New) Customer Value Proposition/Market: …………………………………………………………………..
    Diffusion (Word-of-mouth) Potential = Delighters + Satisfiers - Dissatisfiers
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 17. DEFINITION OFOH MY GOD (OMG)-PRODUCT
    CUSTOMER PERSPECTIVE (Voice of the Customer)
    BUSINESS PERSPECTIVE (Voice of the Business)
    GURUS
    • An Oh My God (OMG)-Product delivers an uncontested experience or value which is so remarkable that the large majority of customers say: “Oh My God!”
    • 18. An Oh My God (OMG)-Product is an uncontested market leader in a fast growing niche or market segment, that is, an OMG-Product has a market share of at least three times that of the nearest competitor as well as has a market growth rate of at least 10% a year.
    In addition, the OMG-Product has a profit margin of at least 20%.
    DEFINITION OF
    OH MY GOD (OMG)-PRODUCT
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 19. ARCHETYPAL STRATEGIESFOR DESIGNING OH MY GOD (OMG)-PRODUCTS
    GURUS
    ARCHETYPAL
    STRATEGIES
    Zooming-in
    Market Strategies
    Zooming-out
    Market Strategy
    Existing Market (Segment)
    (Compete on Existing Dimensions of
    Customer Experience: Cost vs. Value or Diff.)
    “Luxury Spot” Business Model:
    High Differentiation & High Cost Strategy
    • “Disruption Spot” Business Model:
    Low Cost or Disruptive Innovation Strategy
    • “Practical Impossibility” Business Model:
    Emerging Blue Ocean Strategy
    • “Sweet Spot” Business Model:
    High Differentiation & Moderate Cost
    Strategy
    New Market (Universe)
    (Compete on New Dimensions of
    Customer Experience: Pain vs. Delight)
    • “New Market” Business Model:
    Ideal Market Disruption Strategy/
    Ideal Blue Ocean Strategy/
    Ideal Market Strategy
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 20. PROBLEM-SOLUTION MAP
    Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
    PROBLEM
    SOLUTION
    GURUS
    PROBLEM-SOLUTION
    MAP
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 21. “PUSH” vs. “PULL”BUSINESS MODEL DEVELOPMENT
    “PUSH” BUSINESS MODEL DEVELOPMENT
    “PULL” BUSINESS MODEL DEVELOPMENT
    GURUS
    • Supply-oriented Approach
    • 22. Product-centric
    • 23. Waterfall Model: Linear Product Development
    • 24. Production Line/Chain Model
    • 25. Classic Competitive Strategy
    • 26. Traditional Business Plan
    • 27. Traditional Strategic Plan
    • 28. Traditional Balanced Scorecard
    • 29. Long Cycle for Product Development
    • 30. High Risk of Product-Market Misfit
    • 31. Suitable in a Routine/Predictable World of Little or No Risk
    as well as Great Access to Resources
    • Demand-oriented Approach
    • 32. Customer-centric
    • 33. Customer Development Model (Steve Blank): Iterative
    • 34. Lean Startup Model (Eric Ries): Continuous Learning And
    Rapid Prototyping/Deployment
    • Blue Ocean Startup (Rod King)
    • 35. Blue Ocean Strategy
    • 36. Disruptive Innovation Strategy
    • 37. Crowdsourcing
    • 38. QFD/Voice of the Customer
    • 39. Six Sigma/Lean Thinking/
    Agile Development/Just-In-Time
    • Concurrent Engineering
    “PUSH” vs. “PULL”
    BUSINESS MODEL DEVELOPMENT
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 40. 4 STAGES IN THE WEB OF
    BUSINESS MODEL DEVELOPMENT
    1. BUSINESS MODEL PROBLEM & DISCOVERY
    2. BUSINESS MODEL VALIDATION
    GURUS
    BUSINESS MODEL DEVELOPMENT
    (BMD) MAP
    4. BUSINESS MODEL MANAGEMENT
    3. BUSINESS MODEL EXECUTION
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 41. BUSINESS MODEL PROBLEM & DISCOVERYVisually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
    ITENN
    GURUS
    BUSINESS MODEL PROBLEM & DISCOVERY
    What’s the evidence?
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 42. BUSINESS MODEL VALIDATIONVisually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
    ITENN
    GURUS
    BUSINESS MODEL VALIDATION
    What’s the evidence?
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 43. BUSINESS MODEL EXECUTIONVisually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
    ITENN
    GURUS
    BUSINESS MODEL EXECUTION
    What’s the evidence?
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 44. BUSINESS MODEL MANAGEMENTVisually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
    ITENN
    GURUS
    BUSINESS MODEL MANAGEMENT
    What’s the evidence?
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 45. THE 2 WORLDS OF BUSINESS MODEL DEVELOPMENT
    BUSINESS MODEL PROBLEM & DISCOVERY
    BUSINESS MODEL VALIDATION
    WORLD OF BUSINESS MODEL SEARCH
    (For ‘Startups/Entrepreneurs/Founders’)
    GURUS
    THE 2 WORLDS OF
    BUSINESS MODEL DEVELOPMENT
    BUSINESS MODEL MANAGEMENT
    BUSINESS MODEL EXECUTION
    WORLD OF BUSINESS MODEL EXECUTION
    (For ‘Established Companies/Accountants’)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 46. WISDOMSOURCING CANVAS A Zoomable Jigsaw Puzzle for Collaboratively Solving Problems and Presenting Solutions
    Date: ……………………..……
    GURUS
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 47. BUS. MODEL DEVELOPMENT FOR THE BLUE OCEAN STARTUP
    Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Theme: ………………………………………………………………………………………… Date: …………………..…..
    Mission/Vision: …………………….………………………………………………….
    Market Segment (Customer Problem/Goal): ……………………….….…
    GURUS
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 48. PROJECT TEAM FOR THE BLUE OCEAN STARTUP
    GURUS
    MEMBER 1
    MEMBER 3
    MEMBER 2
    MEMBER 4
    MEMBER 5
    PROJECT TEAM FOR:
    MEMBER 6
    MEMBER …
    MEMBER 7
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 49. PROJECT TEAM Template: ExampleEXECUTIVE TEAM FOR APPLE INC.
    GURUS
    Steve Jobs
    Tim Cook
    Jonathan Ive
    Ron Johnson
    Bruce Sewell
    APPLE INC.:
    Executives
    (2010)
    Phillip Schiller
    Peter Oppenheimer
    Scott Forstall
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 50. SOCIAL NETWORK FOR THE BLUE OCEAN STARTUP
    GURUS
    MEMBER/CONTACT 1
    MEMBER/CONTACT 3
    MEMBER/CONTACT 2
    MEMBER/CONTACT 4
    MEMBER/CONTACT 5
    SOCIAL NETWORK/ CONTACTS FOR:
    MEMBER/CONTACT 6
    MEMBER/CONTACT …
    MEMBER/CONTACT 7
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 51. The Methodology of
    Business Model Development (BMD)
    Seamlessly Integrates
    Major Breakthrough Ideas and Tools
    In Customer Development, Collaboration, Business Creativity, Strategy, Innovation, and Performance Management
    Over the Last 50 Years
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 52. Business Model Development (BMD)
    Helps to Reduce
    the Risk of Failure of Businesses
    Especially Scalable Startups
    By Facilitating
    the Discovery, Validation, Execution, and Management of
    Business Models
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 53. Business Model Development (BMD)
    Also Helps Individuals and Teams
    To Deploy
    Any Business Process or Methodology
    In a
    Simpler, Faster, and Funner Way
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 54. WHY DO BUSINESSES (STARTUPS) FAIL AND DIE?
    ITENN
    GURUS
    S: SUPPLIER/MATERIAL
    PROBLEMS
    • Inadequate Suppliers
    • 55. Inadequate Materials
    E: EMPLOYEE/KNOWLEDGE
    ASSETS/CULTURE PROBLEMS
    • Unrealistic Vision/Forecast/Target
    • 56. Ineffective Team/Culture
    • 57. Ineffective Business Strategy
    • 58. Ineffective Product Development
    • 59. Ineffective Strategic Alignment
    • 60. Inadequate Learning/Insights
    M: MACHINERY/EQUIPMENT/
    FACILITY/LOCATION PROBLEMS
    • Inadequate Machinery/
    Equipment/Tools
    • Inadequate Technology
    • 61. Inadequate Infrastructure
    • 62. Inadequate Location
    E: ENVIRONMENT PROBLEMS
    • Inadequate Profit Margin/Cash
    Flow/Return On Investment
    • Hyper-competition
    • 63. Commoditization: Red Ocean
    • 64. Ineffective Partners; Conflicts
    • 65. Volatile/Chaotic Environment
    P: PROCESS PROBLEMS
    • Incomplete Global Value Chain/
    Business Model; Waste
    • Inadequate Business Processes:
    Business Model Development/
    Innovation/Strategy/Execution
    • Ineffective Marketing/Sales
    WHY DO BUSINESSES (STARTUPS) FAIL AND DIE?
    INEFFECTIVE/INADEQUATE
    • Customer Value Proposition
    • 66. Business Value (Experience)
    • 67. Customer Value (Experience)
    • 68. Competitive Advantage
    R: RETAILER/DISTRIBUTOR/
    CHANNEL PROBLEMS
    • Inadequate Channels/
    Distributors/Logistics
    • Inadequate Branding/Marketing/ Advertising
    O: OUTPUT (PRODUCT/
    SERVICE) PROBLEMS
    • Product-Market Misfit
    • 69. Service-Market Misfit
    • 70. Ineffective Pricing Model/
    Strategy
    • Slow Prototyping/Deployment
    • 71. Unacceptable Defects/Design
    C: CUSTOMER/CONSUMER &
    RELATIONSHIP PROBLEMS
    • Inadequate No. of Customers
    • 72. Inadequate Market Growth Rate
    • 73. Inadequate Customer Relation-
    ships/Loyalty
    • Inadequate Collaboration/‘VoC’
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 74. CUSTOMER JOBS TO BE DONE (JBTD)Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
    GURUS
    WHAT (JOBS)?
    WHERE?
    WHO?
    WHY?
    HOW?
    CUSTOMER JOBS TO BE DONE (JBTD)
    What’s the evidence?
    HOW MANY? HOW MUCH?
    WHAT NEXT?
    WHEN?
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 75. COMPETITORS’ PRODUCTS/SERVICESVisually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
    ITENN
    GURUS
    COMPETITORS’
    PRODUCTS/SERVICES
    What’s the evidence?
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 76. COMPETITORS’ PROBLEMSVisually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
    GURUS
    WHAT (PROBLEMS)?
    WHERE?
    WHO?
    WHY?
    HOW?
    COMPETITORS’ PROBLEMS:
    What’s the evidence?
    HOW MANY? HOW MUCH?
    WHAT NEXT?
    WHEN?
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 78. CUSTOMER PROBLEMSVisually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
    GURUS
    WHAT (PROBLEMS/PAIN)?
    WHERE?
    WHO?
    WHY?
    HOW?
    CUSTOMER PROBLEMS (PAIN)
    What’s the evidence?
    HOW MANY? HOW MUCH?
    WHAT NEXT?
    WHEN?
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 79. BUSINESS PROBLEMSVisually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
    GURUS
    WHAT (PROBLEMS)?
    WHERE?
    WHO?
    WHY?
    HOW?
    BUSINESS PROBLEMS (PAIN)
    What’s the evidence?
    HOW MANY? HOW MUCH?
    WHAT NEXT?
    WHEN?
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 80. ROOT-CAUSE MAPVisually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
    GURUS
    CAUSE 1
    CAUSE 3
    CAUSE 2
    CAUSE 4
    CAUSE 5
    ROOT-CAUSE MAP
    -------------------------------
    MAIN PROBLEM (EFFECT):
    What’s the evidence?
    CAUSE 6
    CAUSE …
    CAUSE 7
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 81. BUSINESS VISIONVisually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
    GURUS
    WHAT (VISION)?
    WHERE?
    WHO?
    WHY (MISSION)?
    HOW?
    BUSINESS VISION
    HOW MANY? HOW MUCH?
    WHAT NEXT?
    WHEN?
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 82. WHAT IS A BUSINESS MODEL?
    GURUS
    A Business Model or Value Chain
    is a Schema of
    How an Organization or Industry Operates
    to Deliver Value
    Especially Profit and
    Oh My God-Customer Experiences
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 83. UNIVERSAL MODEL OF A SYSTEM
    ITENN
    GURUS
    SYSTEM
    OUTPUT
    PROCESSING
    INPUT
    (Elements)
    FEEDBACK (“Pivot”/Learning Cycle)
    ENVIRONMENT
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 84. UNIVERSAL BUSINESS SYSTEM
    ITENN
    GURUS
    BUSINESS
    OUTPUT
    (Product/ Service)
    PROCESSING
    (PROCESSES)
    INPUT
    (EMPLOYEES/
    MACHINERY)
    FEEDBACK (“Pivot”/Learning Cycle)
    ENVIRONMENT
    SUPPLIERS/
    MATERIALS
    CUSTOMERS/
    CONSUMERS
    RETAILERS/
    CHANNELS
    Partners
    Competitors
    Investor
    Government
    Society
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 85. VISUAL EQUATION FOR A SYSTEMVisually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
    GURUS
    INPUT (ELEMENT) 1: X1
    INPUT (ELEMENT) 3 : X3
    INPUT (ELEMENT) 2 : X2
    INPUT (ELEMENT) 4 : X4
    INPUT (ELEMENT) 5 : X5
    VISUAL EQUATION FOR
    A SYSTEM
    -------------------------------
    OUTCOME OR OUTPUT (Y)
    =
    FUNCTION OF INPUTS (X)
    INPUT (ELEMENT) 6 : X6
    INPUT (ELEMENT) … : X…
    INPUT (ELEMENT) 7 : X7
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 86. GLOBALVALUE CHAIN
    Zoomable Elements of a Value Chain or Business Model: “SEMPORCE”
    ITENN
    GURUS
    S: SUPPLIERS/MATERIALS
    E: EMPLOYEES/KNOWLEDGE
    ASSETS/CULTURE
    M: MACHINERY/EQUIPMENT/
    FACILITY/LOCATION
    E: ENVIRONMENT
    P: PROCESSES
    GLOBAL VALUE CHAIN:
    OUTCOMES/GOALS
    • Customer Value Proposition (Job)
    • 87. Business Value = Revenue/Cost
    • 88. Customer Value (Experience) =
    Customer Delight/Customer Pain
    R: RETAILERS/DISTRIBUTORS/
    CHANNELS
    O: OUTPUTS (PRODUCT/
    SERVICE)
    C: CUSTOMERS/CONSUMERS &
    RELATIONSHIPS
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 89. GLOBAL VALUE CHAIN WASTE
    ITENN
    GURUS
    S: SUPPLIER/MATERIAL WASTE
    E: EMPLOYEES/KNOWLEDGE
    ASSETS/CULTURE WASTE
    M: MACHINERY/EQUIPMENT/
    FACILITY/LOCATION WASTE
    E: ENVIRONMENT WASTE
    P: PROCESS WASTE
    GLOBAL VALUE CHAIN
    WASTE:
    OUTCOMES/DEFECTS
    • Customer Value Proposition (Job)
    • 90. Business Value = Revenue/Cost
    • 91. Customer Value (Experience) =
    Customer Delight/Customer Pain
    R: RETAILER/DISTRIBUTOR/
    CHANNEL WASTE
    O: OUTPUT (PRODUCT/
    SERVICE) WASTE
    C: CUSTOMER/CONSUMER WASTE
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 92. GLOBAL VALUE CHAIN HYPOTHESES
    Formulate, Test, and Validate Hypotheses for Elements of Value Chain or Business Model
    ITENN
    GURUS
    S: SUPPLIER/MATERIAL
    HYPOTHESES
    E: EMPLOYEES/KNOWLEDGE
    ASSETS/CULTURE HYPOTHESES
    M: MACHINERY/EQUIPMENT/
    FACILITY/LOCATION HYPOTHESES
    E: ENVIRONMENT HYPOTHESES
    P: PROCESS HYPOTHESES
    GLOBAL VALUE CHAIN
    HYPOTHESES:
    EXPECTATIONS FOR
    • Customer Value Proposition (Job)
    • 93. Business Value = Revenue/Cost
    • 94. Customer Value (Experience) =
    Customer Delight/Customer Pain
    R: RETAILER/DISTRIBUTOR/
    CHANNEL HYPOTHESES
    O: OUTPUT (PRODUCT/
    SERVICE) HYPOTHESES
    C: CUSTOMER/CONSUMER
    HYPOTHESES
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 95. GOALS OF GLOBALVALUE CHAIN
    Collaboratively List and/or Sketch Goals Including Elements of Vision, Value Proposition,
    Business Value, and Customer Value
    ITENN
    GURUS
    GLOBAL VALUE CHAIN:
    GOALS
    • Customer Value Proposition (Job)
    • 96. Business Value = Revenue/Cost
    • 97. Customer Value (Experience) =
    Customer Delight/Customer Pain
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 98. SUPPLIERS
    Collaboratively List and/or Sketch Suppliers/Materials
    ITENN
    GURUS
    S: SUPPLIERS/MATERIALS
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 99. EMPLOYEES
    Collaboratively List and/or Sketch Employees/Knowledge Assets
    ITENN
    GURUS
    E: EMPLOYEES/
    KNOWLEDGE ASSETS
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 100. MACHINERY
    Collaboratively List and/or Sketch Machinery/Equipment/Facilities
    ITENN
    GURUS
    M: MACHINERY/ EQUIPMENT/FACILITY
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 101. PROCESSES
    Collaboratively List and/or Sketch Processes/Strategies
    ITENN
    GURUS
    P: PROCESSES/STRATEGIES
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 102. OUTPUTS
    Collaboratively List and/or Sketch Outputs (Products/Services)
    ITENN
    GURUS
    O: OUTPUTS
    (PRODUCTS/SERVICES)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 103. RETAILERS
    Collaboratively List and/or Sketch Retailers/Channels/Distributors
    ITENN
    GURUS
    R: RETAILERS/CHANNELS/ DISTRIBUTORS
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 104. CUSTOMERS
    Collaboratively List and/or Sketch Customers/Consumers
    ITENN
    GURUS
    C: CUSTOMERS/
    CONSUMERS
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 105. ENVIRONMENT
    Collaboratively List and/or Sketch Elements of Environment:
    Partners/Complementors/Competitors/Industries/Investors/Government/NGOs/Enemies/Society
    ITENN
    GURUS
    E: ENVIRONMENT
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 106. GENERIC ELEMENTS OF GLOBAL VALUE CHAIN
    Collaboratively List, Sketch, Organize, and/or Manage Metrics for Elements of Value Chain
    ITENN
    GURUS
    S: SUPPLIERS/MATERIAL
    E: EMPLOYEES/KNOWLEDGE
    ASSETS/CULTURE
    M: MACHINERY/EQUIPMENT/
    FACILITY/LOCATION
    E: ENVIRONMENT
    • Competitors/Industry/Economy
    • 107. Partners/Complementors
    • 108. Investors/Board of Directors
    • 109. Public/Society/Enemies/Non-customer
    • 110. Government/NGOs/Environment
    P: PROCESSES
    • Preparing/Searching/Discovering
    • 111. Purchasing/Leasing
    • 112. Receiving/Delivering/Learning/Installing
    • 113. Using/Sharing/Complementing
    • 114. Maintaining/Storing/Managing/Disposing
    GLOBAL VALUE CHAIN
    (PERFORMANCE DASHBOARD)
    OUTCOMES/GOALS
    • Customer Value Proposition (Job)
    • 115. Business Value = Revenue/Cost
    • 116. Customer Value (Experience) =
    Customer Delight/Customer Pain
    C: CUSTOMERS & CONSUMERS
    RELATIONSHIPS
    • Core Customers/Users/Influencers
    • 117. Peripheral Customers/Users/Influ.
    • 118. Remote Customers/Users/Influ.
    R: RETAILERS/DISTRIBUTORS/
    CHANNELS
    • Retailers/Distributors/Channels
    • 119. Place/Warehousing/Location
    • 120. Promotion/Buzz
    • 121. Branding/Marketing
    • 122. Advertising
    • 123. Selling/Relationship Management
    O: OUTPUTS (PRODUCT/
    SERVICE)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 129. GLOBALVALUE CHAIN FOR“BUSINESS MODEL CANVAS”
    Visually Observe Similarities and Differences Between Global Value Chain & Business Model Canvas
    ITENN
    GURUS
    S: SUPPLIERS/MATERIALS
    • Key Resources (KR) – Suppliers
    E: EMPLOYEES/KNOWLEDGE
    ASSETS/CULTURE
    • Key Resources (KR) – Employees
    M: MACHINERY/EQUIPMENT/
    FACILITY/LOCATION
    • Key Resources (KR) – Machinery
    E: ENVIRONMENT
    • Key Partners (KP)
    P: PROCESSES
    • Key Activities (KA)
    GLOBAL VALUE CHAIN
    FOR “BUSINESS MODEL CANVAS”: GOALS
    • Customer Value Proposition (VP)
    • 130. Revenue Streams (R$)
    • 131. Cost Structure (C$)
    R: RETAILERS/DISTRIBUTORS/
    CHANNELS
    • Channels (CH)
    O: OUTPUTS (PRODUCT/
    SERVICE)
    • Key Resources (KR) – Product/
    Service
    C: CUSTOMERS/CONSUMERS &
    RELATIONSHIPS
    • Customer Segments (CS)
    • 132. Customer Relationships (CR)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 133. GLOBALVALUE CHAIN FORAPPLE INC.: iPod
    Visually Observe Similarities and Differences Between Global Value Chain & Business Model Canvas
    ITENN
    GURUS
    S: SUPPLIERS/MATERIALS
    • Key Resources (KR) – Suppliers
    E: EMPLOYEES/KNOWLEDGE
    ASSETS/CULTURE
    • Key Resources (KR) – Employees
    • 134. Staff
    • 135. Apple Brand
    M: MACHINERY/EQUIPMENT/
    FACILITY/LOCATION
    • Key Resources (KR) – Machinery
    E: ENVIRONMENT
    • Key Partners (KP)
    • 136. Record Companies
    • 137. Original Equipment Manufactur-
    ers (OEMs)
    P: PROCESSES
    APPLE INC.: iPod (2001)
    • Customer Value Proposition (VP): “A Thousand Songs in Your Pocket”
    • 141. Revenue Streams (R$): iPod Hard-
    ware; iTunes Store; Commissions
    • Cost Structure (C$): Employees; Manufacturing; Marketing & Sales
    R: RETAILERS/DISTRIBUTORS/
    CHANNELS
    O: OUTPUTS (PRODUCT/
    SERVICE)
    • Key Resources (KR) – Product/
    Service
    • iPod Hardware
    • 146. iTunes Software
    • 147. Content & Agreements
    C: CUSTOMERS/CONSUMERS &
    RELATIONSHIPS
    • Customer Segments (CS)
    • 148. Luxury Spot; Mass Market
    • 149. Customer Relationships (CR)
    • 150. “Lovemark”
    • 151. Switching Costs
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 152. BUSINESS MODEL PIVOT FOR APPLE INC.: iPod - 2001Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Market Segment (Customer Problem): ‘Fragmented’ Music Experience
    Mission/Vision: “… Apple leads the digital music revolution. …”
    GURUS
    SYSTEM (INDUSTRY/BUSINESS)
  • 153. BUSINESS MODEL PLAN FOR APPLE INC.: iPod - 2001 Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Mission/Vision: “… Apple leads the digital music revolution. …”
    Market Segment (Customer Problem): ‘Fragmented’ Music Experience
    GURUS
  • 154. BUSINESS MODEL MATRIX:TemplateCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Mission/Vision: …………………….………………………………………………….
    Market Segment (Customer Problem/Goal): ……………………….….…
    GURUS
    SYSTEM (INDUSTRY/BUSINESS)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 155. BUSINESS MODEL EVOLUTIONCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Mission/Vision: …………………….………………………………………………….
    Market Segment (Customer Problem/Goal): ……………………….….…
    GURUS
    SYSTEM (INDUSTRY/BUSINESS)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 156. BUSINESS MODEL LIFECYCLECollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    GURUS
    SYSTEM (INDUSTRY/BUSINESS)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 157. BUSINESS MODEL DEVELOPMENT (BMD) MATRIX: TemplateCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    GURUS
    SYSTEM (INDUSTRY/BUSINESS)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 158. BUSINESS MODEL DEVELOPMENT (BMD) MATRIX: PopulatedCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    GURUS
    SYSTEM (INDUSTRY/BUSINESS)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 159. BUSINESS MODEL TRENDSCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    GURUS
    SYSTEM (INDUSTRY/BUSINESS)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 160. INDUSTRY BUSINESS MODELSCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Mission/Vision: …………………….………………………………………………….
    Market Segment (Customer Problem/Goal): ……………………….….…
    GURUS
    SYSTEM (INDUSTRY/BUSINESS)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 161. BUSINESS MODEL PLANNINGCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Mission/Vision: …………………….………………………………………………….
    Market Segment (Customer Problem/Goal): ……………………….….…
    GURUS
    SYSTEM (INDUSTRY/BUSINESS)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 162. BUSINESS MODEL PLANCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Mission/Vision: …………………….………………………………………………….
    Market Segment (Customer Problem/Goal): ……………………….….…
    GURUS
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 163. BUSINESS MODEL SWOT ANALYSISCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Mission/Vision: …………………….………………………………………………….
    Market Segment (Customer Problem/Goal): ……………………….….…
    GURUS
    SYSTEM (INDUSTRY/BUSINESS)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 164. BUSINESS MODEL PIVOTCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Mission/Vision: …………………….………………………………………………….
    Market Segment (Customer Problem/Goal): ……………………….….…
    GURUS
    SYSTEM (INDUSTRY/BUSINESS)
  • 165. BUSINESS MODEL PIVOT: ScenariosCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Market Segment (Customer Problem/Goal):
    Increase or Appropriately Reduce CUSTOMER VALUE QUOTIENT
    Mission/Vision: …………………….………………………………………………….
    GURUS
    SYSTEM (INDUSTRY/BUSINESS)
  • 166. BUSINESS MODEL ADJACENCIESCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Mission/Vision: …………………….………………………………………………….
    Market Segment (Customer Problem/Goal): ……………………….….…
    GURUS
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 167. SIX SIGMA-BUSINESS MODEL MATRIX Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Mission/Vision: …………………….………………………………………………….
    Market Segment (Customer Problem/Goal): ……………………….….…
    GURUS
    SYSTEM (INDUSTRY/BUSINESS)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 168. CUSTOMER DEVELOPMENT-BUSINESS MODEL (CDBM) MATRIXCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Mission/Vision: …………………….………………………………………………….
    Market Segment (Customer Problem/Goal): ……………………….….…
    GURUS
    SYSTEM (INDUSTRY/BUSINESS)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 169. CUSTOMER DISCOVERY-BUSINESS MODEL
    Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Mission/Vision: …………………….………………………………………………….
    Market Segment (Customer Problem/Goal): ……………………….….…
    GURUS
  • 170. VALUE NETWORK-BUSINESS MODELCollaboratively Design Oh My God-Visijon, Strategies, Products, Services, and Business Models
    Mission/Vision: …………………….………………………………………………….
    Market Segment (Customer Problem/Goal): ……………………….….…
    GURUS
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 171. VALUE NETWORK-BUSINESS MODEL: TraditionalBook PublisherCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Mission/Vision: …………………….………………………………………………….
    Market Segment (Customer Problem/Goal): ……………………….….…
    GURUS
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 172. CUSTOMER DEVELOPMENT FOR SCALABLE STARTUPS
    Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Theme: ………………………………………………………………………………………… Date: …………………..…..
    Mission/Vision: …………………….………………………………………………….
    Market Segment (Customer Problem/Goal): ……………………….….…
    GURUS
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 173. COMPANY BLUEPRINT (Version X)
    STAKEHOLDER IMPACTS
    [Profit (Margin); Revenue /Cost ;
    Unit Price; Volume; Speed; Trade-off]
    GURUS
    MISSION/VISION
    CUSTOMER VALUE PROPOSITION
    GOALS, OBJECTIVES, STRATEGIES & TACTICS
    (PLAN)
    CUSTOMER PROBLEM
    (BIG URGENT MARKET PROBLEM: BUMP)
    RESOURCES
    (GLOBAL VALUE CHAIN)
    • S: Suppliers
    • 174. E: Employees (Core Competencies)
    • 175. M: Machinery/Equipment/Facility
    • 176. P: Processes
    • 177. O: Output (Product/Service)
    • 178. R: Retailers/Distributors/Channels
    • 179. C: Consumer/Customer Segments
    • 180. E: Environment: Competitors, etc.
    CORE VALUES (Incentives/Penalties)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 181. Cost-Performance Map for ‘Market Types’ Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Ideal Value Space
    (Ideal Market/
    Ideal Impossibility/
    Ideal Tool/
    Ideal Universe/
    Entirely New Market)
    GURUS
    Market Segment (Customer Problem/Goal): ………………………………………………………
    Existing High end-Market
    Luxury Spot
    Performance
    (Functionality;
    Quality)
    Resegmented/
    Reframed/Low-cost Market
    Disruption Spot
    (+): DELIGHT
    Strategic Choice
    Key
    OMG-Experience:
    Undesirable Experience:
    Cost
    (Adoption Barrier; Complexity; Inaccessibility; Delay)
    (-): PAIN
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 182. CUSTOMER EXPERIENCE MAP: TemplateCollaboratively Collect, Organize, Prioritize, and ManageVision, Strategies, Products, Services, and Business Models
    Ideal Value Space
    (Ideal Market/
    Ideal Impossibility/
    Ideal Tool/
    Ideal Universe/
    New Market)
    GURUS
    Market Segment (Customer Problem/Goal): ………………………………………………………
    Luxury Spot
    Disruption Spot
    (+): DELIGHT
    Strategic Choice
    Key
    OMG-Experience:
    Undesirable Experience:
    (-): PAIN
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 183. Cost-Quality MapFor Product/Service/Business ModelWhere Currently is the System?/Why? Where Must the System go?/Why? How Will the System Get There?
    Ideal Value Space
    (Ideal Market/
    Ideal Impossibility/
    Ideal Tool/
    Ideal Universe/
    New Market)
    GURUS
    Market Segment (Customer Problem/Goal): ………………………………………………………
    Luxury Spot
    Quality
    (Performance)
    Disruption Spot
    (+): DELIGHT
    Strategic Choice
    Key
    OMG-Experience:
    Undesirable Experience:
    Cost
    (Price)
    (-): PAIN
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 184. Cost-Differentiation MapVisually Describe, Analyze, and Manage Customer Experiences (in Space/Time)
    Ideal Value Space
    (Ideal Market/
    Ideal Impossibility/
    Ideal Tool/
    Ideal Universe/
    New Market)
    GURUS
    Market Segment (Customer Problem/Goal): ………………………………………………………
    Classic DIFFERENTIATION
    Strategy
    Luxury Spot
    Differentiation
    (Uniqueness)
    Classic
    COST LEADERSHIP
    Strategy
    “STUCK-IN-THE-MIDDLE”
    Strategy
    Disruption Spot
    (+): DELIGHT
    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
  • 185. Cost-Performance Map Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Ideal Value Space
    (Ideal Market/
    Ideal Impossibility/
    Ideal Tool/
    Ideal Universe/
    New Market Disruption)
    GURUS
    Market Segment (Customer Problem/Goal): ………………………………………………………
    Sustaining Innovation
    (Incumbent: High end,
    ‘20-80’ Customers;
    High Profit Margin)
    Luxury Spot
    Growth
    Performance
    (Functionality;
    Quality)
    Low-end Disruption
    (Disruptive Innovator: Low-end, Overserved Customers; Low Margin;
    ‘Good Enough’ Quality)
    Disruption Spot
    (+): DELIGHT
    Competition
    Strategic Choice
    Key
    OMG-Experience:
    Undesirable Experience:
    Cost
    (Adoption Barrier; Complexity; Inaccessibility; Delay)
    (-): PAIN
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 186. Value Innovation Cycle Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Ideal Value Space
    (Ideal Market/
    Ideal Impossibility/
    Ideal Tool/
    Ideal Universe/
    New Market)
    GURUS
    Market Segment (Customer Problem/Goal): ………………………………………………………
    SCALE
    Differentiated Business Model
    INVENT
    Differentiated
    Product/Service
    Luxury Spot
    Differentiation
    (Uniqueness)
    Disruption Spot
    (+): DELIGHT
    STANDARDIZE
    Product/Service;
    OUTSOURCE
    ‘Peripherals’
    TRANSFER
    Resources and
    EXIT
    Strategic Choice
    Key
    OMG-Experience:
    Undesirable Experience:
    Risk
    (-): PAIN
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 187. Growth vs. Competition Cycle Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Ideal Value Space
    (Ideal Market/
    Ideal Impossibility/
    Ideal Tool/
    Ideal Universe/
    New Market)
    GURUS
    Market Segment (Customer Problem/Goal): ………………………………………………………
    Luxury Spot
    Growth
    “PAPER” COMPANY
    (Luxury Spot)
    “ROCK” COMPANY
    (Sweet Spot)
    Differentiation
    (Uniqueness)
    Disruption Spot
    (+): DELIGHT
    “SCISSORS” COMPANY
    (Disruption Spot)
    Competition
    Strategic Choice
    Key
    OMG-Experience:
    Undesirable Experience:
    Risk
    (-): PAIN
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 188. Value Discipline MapCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Ideal Value Space
    (Ideal Market/
    Ideal Impossibility/
    Ideal Tool/
    Ideal Universe/
    New Market)
    GURUS
    Market Segment (Customer Problem/Goal): ………………………………………………………
    Luxury Spot
    Customer Intimacy
    DISCIPLINE
    Product Leadership
    DISCIPLINE
    Quality of Experience
    (Performance)
    Disruption Spot
    Operational Excellence
    DISCIPLINE
    (+): DELIGHT
    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
  • 189. Lean-Six Sigma Map Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Ideal Value Space
    (Ideal Market/
    Ideal Impossibility/
    Ideal Tool/
    Ideal Universe/
    New Market)
    GURUS
    Market Segment (Customer Problem/Goal): ………………………………………………………
    Luxury Spot
    Lean-Six Sigma
    METHODOLOGY
    Lean Manufacturing
    METHODOLOGY
    Process
    Speed
    (Agility; Flow;
    Efficiency;
    Effectiveness)
    Disruption Spot
    Six Sigma
    METHODOLOGY
    (+): DELIGHT
    Strategic Choice
    Key
    OMG-Experience:
    Undesirable Experience:
    Defect (Error; Waste; Delay;
    Complaint; Deviation from ‘Standard’;
    Delivery Time; Complexity)
    (-): PAIN
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 190. Meaning-driven Innovation Map Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Ideal Value Space
    (Ideal Market/
    Ideal Impossibility/
    Ideal Tool/
    Ideal Universe/
    New Market)
    GURUS
    Market Segment (Customer Problem/Goal): ………………………………………………………
    Game-changing
    MEANING/TOOL
    (Paradigm Shift)
    Emergent
    MEANING/TOOL
    Stretch
    MEANING/TOOL
    Luxury Spot
    Novelty of Meaning
    (Interaction; Job; Utility; Want;
    Language; Style;
    Differentiation)
    Disruption Spot
    Disruptive
    MEANING/TOOL
    (+): DELIGHT
    Generic
    MEANING/TOOL
    (Existing Paradigm)
    Strategic Choice
    Key
    OMG-Experience:
    Undesirable Experience:
    Technology Obsolescence
    (Maturity; Cycle; Evolution)
    (-): PAIN
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 191. Technical Innovation MapCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Ideal Value Space
    (Ideal Market/
    Ideal Impossibility/
    Ideal Tool/
    Ideal Universe/
    New Market)
    GURUS
    Market Segment (Customer Problem/Goal): ………………………………………………………
    TRIZ Design
    (Win-Win) Strategy
    Value Innovation
    Conventional Design
    (Win-Lose) Strategy
    Thinking-in-the-box
    Optimization Design
    (Win-Neutral) Strategy
    Optimization
    Luxury Spot
    Desirable
    Parameter
    (Performance;
    Strength; Power;
    Reliability Quality;
    Accuracy;
    Speed; Content;
    Versatility)
    Disruptive Design
    (‘Good Enough’) Strategy
    Disruptive Innovation
    Disruption Spot
    (+): DELIGHT
    [USEFUL EFFECT]
    Strategic Choice
    Key
    OMG-Experience:
    Undesirable Experience:
    Undesirable Parameter
    (Cost; Size; Weight; Time; Defect; Rigidity; Quantity; Material; Complexity; Resource)
    (-): PAIN
    [HARMFUL EFFECT]
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 192. Product Portfolio MapCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Ideal Value Space
    (Ideal Market/
    Ideal Impossibility/
    Ideal Tool/
    Ideal Universe/
    New Market)
    GURUS
    Market Segment (Customer Problem/Goal): ………………………………………………………
    Luxury Spot
    Market
    Growth
    Rate
    Star
    Question Mark
    Disruption Spot
    (+): DELIGHT
    Strategic Choice
    Cash Cow
    Dog
    Key
    OMG-Experience:
    Undesirable Experience:
    Commoditization
    (1 – Market Share)
    (-): PAIN
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 193. CUSTOMER EXPERIENCE MAP: DescriptionsCollaboratively Collect, Organize, Prioritize, and ManageVision, Strategies, Products, Services, and Business Models
    Ideal Value Space
    (Ideal Market/
    Ideal Impossibility/
    Ideal Tool/
    Ideal Universe/
    New Market)
    GURUS
    10
    Luxury Spot
    Sweet Spot
    Blue Ocean
    (“Practical Impossibility”)
    Luxury Spot
    6
    Disruption Spot
    Disruption Spot
    Volcano
    Oasis
    (+): DELIGHT
    3
    Green Ocean
    Red Ocean
    No Man’s Island
    Strategic Choice
    Key
    OMG-Experience:
    Undesirable Experience:
    3
    6
    10
    (-): PAIN
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 194. BUMP MAPCollaboratively Discover or Identify Big Urgent Market Pain (BUMP)
    GURUS
    Market Segment (Customer Problem/Goal): ………………………………………………………
    Big Urgent Market Pain
    (BUMP)
    Luxury Spot
    Urgency
    (Need/Importance)
    of Solution
    Disruption Spot
    (+): DELIGHT
    Little Urgent Market Pain
    (LUMP)
    Strategic Choice
    Size or Pervasiveness of Pain
    (Number of ‘Victims’ or
    Customers & Non-customers)
    List of Stakeholders
    (-): PAIN
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 195. Customer Value CubeCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Market (Customer Problem/Goal): ……………………………………………
    Emotional Delight
    (Branding/Differentiation; Customization)
    GURUS
    Future
    Market
    Space
    (+): DELIGHT 2
    (-): PAIN
    Intellectual Pain
    (Complexity; Cost Inaccessibility;
    Processing Time)
    Existing Market
    Space
    Key
    OMG-Experience:
    Undesirable Experience:
    (+): DELIGHT 1
    Physical Delight
    (Functionality; Quality; Performance)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 196. LEAN STARTUP CubeCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Market (Customer Problem/Goal): Lean Customer Development
    Value
    (Quality; Differentiation)
    GURUS
    Future
    Market
    Space
    (+): DELIGHT 2
    Lean Startup
    (-): PAIN 2
    Waste
    (Cost; Time; Defect)
    Existing Market
    Space
    Key
    OMG-Experience:
    Undesirable Experience:
    (-): DELIGHT 1
    Performance
    (Functionality)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 197. TRADE-OFF GRAPH: Template
    Visually Describe, Analyze, and Manage Customer Experiences & Trade-offs
    GURUS
    Zero Trade-off
    (Ideal Tool/New Market Disruption/Singularity)
    Market Segment (Customer Problem/Goal): ………………………………………………………………………..…
    Desirable Experience
    Undesirable Experience
    PAIN
    Customer Value Quotient (VEQ) = Weighted Delight/Weighted Pain = Utility Function
    = Slope of Customer Experience Curve
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 198. Classic Competitive Strategies GraphCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    GURUS
    Zero Trade-off
    (Ideal Tool/New Market Disruption/Singularity)
    Market Segment (Customer Problem/Goal): Competitive Advantage
    Classic Differentiation
    (“Short head”/ “20-80”/
    High Profit Margin)
    Desirable Experience
    “Stuck
    in the Middle”
    Classic Cost Leadership
    (“Long Tail”/
    Low Profit Margin)
    Undesirable Experience
    CONVENTIONAL THINKING
    (“Higher quality, higher cost”)
    PAIN
    (Cost)
    Customer Value Quotient (CVQ) = Weighted Delight/Weighted Pain = Utility Function
    = Slope of Customer Experience Curve
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 199. Knowledge Advantage GraphCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    GURUS
    Market Segment (Customer Problem/Goal): ………………………………………………………………………..…
    Zero Trade-off
    (Ideal Tool/New Market Disruption/Singularity)
    DEMAND CURVE
    (When price decreases, demand increases)
    KNOWLEDGE ADVANTAGE CURVE
    (‘Long-term Demand Curve’)
    PAIN
    (Cost; Price)
    Customer Value Quotient (VVQ) = Weighted Delight/Weighted Pain = Utility Function
    = Slope of Customer Experience Curve
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 200. Price-Quantity (Demand & Supply) GraphCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    GURUS
    Market Segment (Customer Problem/Goal): ………………………………………………………………………..…
    Zero Trade-off
    (Ideal Tool/New Market Disruption/Singularity)
    DEMAND CURVE
    (When price decreases, consumer increases demand)
    SUPPLY CURVE
    (When price increases, supplier increases quantity)
    PAIN
    (Price)
    Customer Value Quotient (VVQ) = Weighted Delight/Weighted Pain = Utility Function
    = Slope of Customer Experience Curve
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 201. Moore’s Law GraphCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    GURUS
    Market (Customer Goal): Integrated Circuit Board
    Zero Trade-off
    (Ideal Tool/New Market Disruption/Singularity)
    CEQ = 8/1= 8
    CEQ = 4/1= 4
    CEQ = 2/1= 2
    PAIN
    (Size)
    Customer Experience Quotient (CEQ) = Weighted Delight/Weighted Pain Function of (Transistors/Size)
    = Slope of Customer Experience Curve
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 202. BLUE OCEAN-BUSINESS MODEL Collaboratively Expand Market and Become Uncontested Leader in Emerging Fast-growing Industry
    GURUS
    E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE
    • Highly Productive and Creative
    • 203. Discovery-driven Learning
    • 204. Customer Development/Lean Startup
    • 205. Fast Decisions
    • 206. Ambidextrous Org.: De-/Centralized
    S: SUPPLIERS/MATERIALS
    • Real-time Integrated Scheduling/
    Shipping/Warehouse Management
    • External Co-creators
    • 207. Cheaper Supplies: Raw Materials
    M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION
    • Informal Ambience/Atmosphere
    • 208. Advanced Technology Platform:
    Automation
    • Massive/Scalable Infrastructure
    • 209. Modular Architecture: Interoperable
    E: ENVIRONMENT
    • Competitors/Econ./Complementors
    • 210. Partners: Distribution Channels
    • 211. Investors
    • 212. Public/Society/Enemies
    • 213. Government/NGOs/Environment
    GLOBAL VALUE CHAIN FOR BLUE OCEAN
    Customer Value Proposition::
    [REVENUE/COST]
    P: PROCESS CHAIN/GOALS
    • AmbidextrousBusiness Model
    • 214. Experimentation: Fast and Low-cost Failures; Big (Disruptive) Wins
    • 215. Unique Technology (IP); Agile Process
    • 216. Mass Customization; Just-in-Time
    R: RETAILERS/DISTRIBUTORS/ CHANNELS/INTERFACE
    • Online Business/Store
    • 217. Offline: Superstores; Franchises
    • 218. Real-time Transaction of Orders
    • 219. Integrated Channel Management
    C: CONSUMERS/CUSTOMERS
    • Long-tail (80/20) Consumers/
    Customers
    • Short-head (20/80) Consumers/
    Customers; Online Support
    O: OUTPUTS/PRODUCT/SERVICE
    • High Quality; Feature-differentiated
    • 220. High Differentiation; Recognizable
    Brand; Unique Design
    • Low Price or Free; Widely Accessible
    • 221. Self-service
    KEY
    Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow)
    Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 222. DISRUPTION SPOT-BUSINESS MODELCollaboratively Expand Market and Become Uncontested Leader in Emerging Fast-growing Industry
    GURUS
    E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE
    • Centralized Organization
    • 223. Productivity and Process-focused
    • 224. Lower Paid Employees
    • 225. Vertical Teams/Structured Jobs
    • 226. “Cultivation/Control” Culture
    S: SUPPLIERS/MATERIALS
    • Low-price and Quality-Compliant
    Suppliers
    • Contracted/Outsourced Suppliers
    M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION
    • Cost-reduction Platform
    • 227. High Quality/Scalable IT Architecture
    • 228. Optimized Plant Capacity/Infra’
    • 229. High Asset Utilization
    • 230. Low Rent/Suburban Location
    E: ENVIRONMENT
    • Competitors/Econ./Complementors
    • 231. Partners: Distribution Channels
    • 232. Investors
    • 233. Public/Society/Enemies
    • 234. Government/NGOs/Environment
    GLOBAL VALUE CHAIN FOR DISRUPTION SPOT
    Customer Value Proposition::
    [REVENUE/COST]
    P: PROCESS CHAIN/GOALS
    • Standardization; Modularization
    • 235. Process Improvement & Waste Min.
    • 236. Optimization/Outsourcing/Innovation
    • 237. Customer Development; Lean Startup
    • 238. Process Improvement & Waste Red.
    R: RETAILERS/DISTRIBUTORS/ PROMOTION CHANNELS
    • Online Business/Store
    • 239. Offline: Superstores/Franchises:
    Low Cost, High Volume-Products/
    Services
    C: CONSUMERS/CUSTOMERS
    • Mass Market: Overserved/Unserved
    • 240. Early/Fast Adopters; Pragmatists
    • 241. ‘Good Enough’ or Minimum Customer
    Service
    O: OUTPUTS/PRODUCT/SERVICE
    • Simple-to-use Product/Service
    • 242. ‘Good Enough’ Functionality/Quality
    • 243. Low/Discounted Price
    • 244. Widely Available; Fast-moving
    KEY
    Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow)
    Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 245. LUXURY SPOT-BUSINESS MODEL Collaboratively Expand Market and Become Uncontested Leader in Existing Fast-growing Industry
    GURUS
    E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE
    • Decentralized Organization
    • 246. High Level of Employee Creativity
    • 247. Design/Solutions-Competence
    • 248. Intimate Knowledge of the Consumer
    • 249. Organic/“Collaboration” Culture
    S: SUPPLIERS/MATERIALS
    • Novel/Unique Materials
    M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION
    • HighlyInnovative/Disruptive
    Technology
    • Luxury Ambience
    • 250. High Rent; Premium/Urban Location
    E: ENVIRONMENT
    • Competitors/Industry/Economy
    • 251. Partners/Complementors
    • 252. Investors: Large Capital Investment
    • 253. Public/Society/Enemies
    • 254. Government/NGOs/Environment
    GLOBAL VALUE CHAIN FOR LUXURY SPOT
    Customer Value Proposition:
    [REVENUE/COST]
    P: PROCESS CHAIN/GOALS
    • Customer Experience-Driven/Inno.
    • 255. Customer Relationship Management
    • 256. Outstanding Marketing/Branding
    • 257. Excellent R & D/Product Engineering
    • 258. Selective Customization
    R: RETAILERS/DISTRIBUTORS/ PROMOTION CHANNELS
    • Few Stores: High Cost, Low Volume-
    Products/Services
    • Exclusive Access
    C: CONSUMERS/CUSTOMERS
    • Personalized Interaction/Experience:
    High Touch, High Feel; Co-creation
    • Customer Experience Segmentation
    • 259. Superior Customer Support
    • 260. High end Customers: Conservative
    O: OUTPUTS/PRODUCT/SERVICE
    • Rare Product/Service; Premium Price
    • 261. High Performance; High Quality
    • 262. Highly Recognized Brand; Extension
    • 263. Feature-rich; High Profit Margin
    • 264. Prestigious; Cool Factor; Social Aura
    KEY
    Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow)
    Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 265. CUSTOMER EXPERIENCE OF COMPETITORSCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Mission/Vision: …………………….………………………………………………….
    Market Segment (Customer Problem/Goal): ……………………….….…
    GURUS
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 266. CUSTOMER EXPERIENCE CURVESCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Mission/Vision: …………………….………………………………………………….
    Market Segment (Customer Problem/Goal): ……………………….….…
    GURUS
    10
    8
    6
    4
    2
    0
    Key -> 1: Low level; 10: Extraordinary level of experience
    Customer Value Quotient (CVQ)
    = Weighted Delight/Weighted Pain
  • 267. CUSTOMER EXPERIENCE TACTICSCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    Mission/Vision: …………………….………………………………………………….
    Market Segment (Customer Problem/Goal): ……………………….….…
    GURUS
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 268. 4 VALUE INNOVATION SUPERHEROES
    FOR THE BLUE OCEAN STARTUP
    E: ELIMINATOR
    Has the Power to
    Has all tools and gadgets for ELIMINATING objects
    R: REDUCER
    Has the Power to
    • Remove partially; Streamline
    • 273. Trim; Prune; Downsize; Make Lean
    • 274. Minify; Miniaturize
    • 275. Separate; Standardize; Replace
    • 276. Divide; Segment
    Has all tools and gadgets for REDUCING objects
    GURUS
    4 VALUE INNOVATION SUPERHEROES
    (ARCHETYPAL THINKING ROLES)
    FOR
    TARGETED OBJECTS/RESOURCES: System, Elements, Attributes, Processes
    & Supersystem/Industry/Environment
    C: CREATOR:
    Has the Power to
    • Make (a)symmetrical/opposite
    • 277. Reverses Combine; Integrate
    • 278. Replace; Universalize
    • 279. Create Fields/Forces/Feedback
    • 280. Substitute; Transform; Restructure
    • 281. Use Another Dimension
    • 282. Hybridize/Bisociate
    Has all tools and gadgets for CREATING objects
    I: INCREASER
    Has the Power to
    • Add; Multiply; Magnify; Mutate
    • 283. Merge; Nest
    • 284. Introduce Interface; Cushion;
    • 285. Stretch; Extend
    • 286. Diversify
    • 287. Use Additional Components
    Has all tools and gadgets for INCREASING objects
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 288. ITENN
    WISDOMSOURCING MAPS FOR THE BLUE OCEAN STARTUPVisually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
    GURUS
    1 PART-WISDOMSOURCING MAP
    2 PART-WISDOMSOURCING MAP
    3 PART-WISDOMSOURCING MAP
    4 PART-WISDOMSOURCING MAP
    5 PART-WISDOMSOURCING MAP
    WISDOMSOURCING MAPS:
    Family of Wisdomsourcing Maps (Zoomable Idea Organizers) for Facilitating Collaboration, Ideas Management, Creativity, and Customer Problem Solving
    CLASSIC VERTICAL MAP
    PAIN-DELIGHT MAP
    CLASSIC HORIZONTAL MAP
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 289. CLASSIC WISDOMSOURCING MAPSFamily of Fractal Idea Organizers for Collaborative Creativity, Problem-solving, Decision-making, and Learning
    Classic Family of Wisdomsourcing Maps: Parent and 8 Children
    GURUS
    Horizontal
    Wisdomsourcing Map
    Vertical
    Wisdomsourcing Map
    Pain-Delight
    Wisdomsourcing Map
    Collect Ideas:
    Flexibly & Efficiently List/Brainstorm/ Document/Storyboard Ideas in Cluster
    Organize Ideas:
    Outline/Deconstruct; Classify/Collate/ Analyze/Synthesize Ideas in Cluster
    Prioritize Ideas:
    Rate/Rank/Sort/Classify/Compare/ “Analogize”/“Bisociate” Ideas in Cluster
    Parent (Child: Mini-Wisdomsourcing Map)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 290. THE INFINITE WISDOMSOURCING MAPCollaboratively and Fractally Organize All Information in the Universe: Past, Present, and Future
    GURUS
    Level 2
    Zooming In Space
    (Time)
    Level 1
    Super Wisdomsourcing Map:
    3x3 Classic Wisdomsourcing Map
    Classic Wisdomsourcing Map:
    3x3 Mini-Wisdomsourcing Map
    Level 0
    Zooming Out of Space (Time)
    Mini-Wisdomsourcing Map
    (Building Block, Atom, Seed, or Screen)
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 291. CLASSIC HORIZONTAL MAP
    Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
    GURUS
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 292. ITENN
    CLASSIC VERTICAL MAP
    Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
    GURUS
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 293. CLASSIC PAIN-DELIGHT MAP
    Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
    Ideal Value Space
    (Ideal Market/
    Ideal Impossibility/
    Ideal Tool/
    Ideal Universe/
    New Market)
    GURUS
    Market Segment (Customer Problem/Goal): ………………………………………………………
    Luxury Spot
    Disruption Spot
    (+): DELIGHT
    Strategic Choice
    Key
    OMG-Experience:
    Undesirable Experience:
    (-): PAIN
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 294. GURUS
    ABOUT THE INVENTOR/AUTHOR
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 295. BIOGRAPHICAL SKETCHBackground Information on Dr. Rod King, Creator of Business Model Development (BMD)
    GURUS
    • Visual Problem Solver
    • 296. Speaker & Consultant on Business Model Development
    • 297. Inventor of The Wisdomsourcing Trilogy,a Customer Problem Solv-ing Suite for Collaboratively Designing Oh My God-Strategies, Products, and Business Models
    • 298. B. Eng. (Hons) in Civil Eng.
    • 299. Master of Infrastructure Planning
    • 300. Ph.D. in Regional Dev. Planning
    • 301. Postgraduate Certificate in Advanced Academic Studies
    • 302. Over 20 years of experience in creative problem solving for
    multi-disciplinary projects
    • Founder and former CEO of Galaxy IT, Inc.,a venture-financed visual search engine business
    • 303. Major contributor on creativity to the multi-author book, “Research Methods for Postgraduates”
    • 304. Former Lecturer
    Inventor of over 40 Tools for
    The Wisdomsourcing Trilogy –
    Facilitating work in the areas of
    • Business Model Development
    • 305. Business and Strategic Planning
    • 306. Product & Service Innovation
    • 307. Performance Management
    Founder of the Wisdomsourcing
    Group, an online Global Think Tank
    for collaboratively improving
    customer experiences and resolving
    tough dilemmas
    Organizer & Coordinator of Wisdom-
    sourcing survey involving over 200
    professionals from over 30 countries
    Dr. Rod King
    Visual Problem Solver,
    Inventor & Magician
    Inventor of “The Fractal Grid”
    This technology, which has US and
    International patent-pending, can be
    used for visually organizing and
    Prioritizing massive amounts of
    information such as in search
    engines, social networks, and
    other communities on the Internet
    CONTACT
    Dr. Rod King: California, USA
    Cell: (559) 248-6230
    rodkuhnking@sbcglobal.net
    http://twitter.com/RodKuhnKing
    • Inventor of first software that wholly invents magic tricks
    • 308. Inventor of several magic tricks
    • 309. Author of “Trickanalyzing the Close-up Magic of David Copperfield” & several articles
    • 310. Winner of several championships in chess and table-tennis
  • EVOLUTION OF WISDOMSOURCING
    1.
    BRAINSTORMING
    GURUS
    • Alex Osborne (1953)
    • 311. Rules for Brainstorming – No criticism
    during idea generation
    (Pain-Delight Evaluation of Trade-off)
    • Wisdomsourcing Deck
    • 327. Manifesto for Wisdomsourcing Game
    • 328. Jeff Howe (2006)
    • 329. Crowdsourced Goods and Information Products
    • 330. Off-site Tools for Strategic Analysis and Problem
    Solving
    • ‘Ad hoc’ Group
    • 331. Unlimited Number of Volunteers
    • 332. Peer Production; Documentation
    • 333. Open Innovation and Value Chain
    • 334. Prosumers: Consumers who participate like employees/producer in a business
    • 335. Competitions; Contests; Prizes
    • 336. Recognition; Reputation
    WISDOMSOURCING
    3.
    CROWDSOURCING
    2.
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 337. Got Business Model Problems?
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 338. Please Help Other Startups and Entrepreneurs!
    Send an E-mail
    To, at least, 10 Colleagues
    Telling Them About This
    FREE & INTERACTIVE One-stop Toolkit:
    “Business Model Development
    for Blue Ocean Startups”
    Note: This offer is for LIMITED TIME ONLY!!!
    Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing