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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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    BUSINESS MODEL DEVELOPMENT FOR BLUE OCEAN STARTUPS BUSINESS MODEL DEVELOPMENT FOR BLUE OCEAN STARTUPS Presentation Transcript

    • 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
    • Business Model Development (BMD)
      Involves a
      Visual Integration of
      Best Practice Methodologies
      Including
      • Kim & Mauborgne’sBlue Ocean Strategy
      • Steve Blank’s Customer Development
      • Eric Ries’sLean Startup
      • Alex Osterwalder’sBusiness Model Canvas
      • Rod King’s Wisdomsourcing Map
      Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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- CUSTOMERS
      • Profitable
      • Break-even
      • Unprofitable
      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
    • 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!”
      • 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
    • 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
    • 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
    • “PUSH” vs. “PULL”BUSINESS MODEL DEVELOPMENT
      “PUSH” BUSINESS MODEL DEVELOPMENT
      “PULL” BUSINESS MODEL DEVELOPMENT
      GURUS
      • Supply-oriented Approach
      • Product-centric
      • Waterfall Model: Linear Product Development
      • Production Line/Chain Model
      • Classic Competitive Strategy
      • Traditional Business Plan
      • Traditional Strategic Plan
      • Traditional Balanced Scorecard
      • Long Cycle for Product Development
      • High Risk of Product-Market Misfit
      • Suitable in a Routine/Predictable World of Little or No Risk
      as well as Great Access to Resources
      • Demand-oriented Approach
      • Customer-centric
      • Customer Development Model (Steve Blank): Iterative
      • Lean Startup Model (Eric Ries): Continuous Learning And
      Rapid Prototyping/Deployment
      • Blue Ocean Startup (Rod King)
      • Blue Ocean Strategy
      • Disruptive Innovation Strategy
      • Crowdsourcing
      • QFD/Voice of the Customer
      • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • WHY DO BUSINESSES (STARTUPS) FAIL AND DIE?
      ITENN
      GURUS
      S: SUPPLIER/MATERIAL
      PROBLEMS
      • Inadequate Suppliers
      • Inadequate Materials
      E: EMPLOYEE/KNOWLEDGE
      ASSETS/CULTURE PROBLEMS
      • Unrealistic Vision/Forecast/Target
      • Ineffective Team/Culture
      • Ineffective Business Strategy
      • Ineffective Product Development
      • Ineffective Strategic Alignment
      • Inadequate Learning/Insights
      M: MACHINERY/EQUIPMENT/
      FACILITY/LOCATION PROBLEMS
      • Inadequate Machinery/
      Equipment/Tools
      • Inadequate Technology
      • Inadequate Infrastructure
      • Inadequate Location
      E: ENVIRONMENT PROBLEMS
      • Inadequate Profit Margin/Cash
      Flow/Return On Investment
      • Hyper-competition
      • Commoditization: Red Ocean
      • Ineffective Partners; Conflicts
      • 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
      • Business Value (Experience)
      • Customer Value (Experience)
      • Competitive Advantage
      R: RETAILER/DISTRIBUTOR/
      CHANNEL PROBLEMS
      • Inadequate Channels/
      Distributors/Logistics
      • Inadequate Branding/Marketing/ Advertising
      O: OUTPUT (PRODUCT/
      SERVICE) PROBLEMS
      • Product-Market Misfit
      • Service-Market Misfit
      • Ineffective Pricing Model/
      Strategy
      • Slow Prototyping/Deployment
      • Unacceptable Defects/Design
      C: CUSTOMER/CONSUMER &
      RELATIONSHIP PROBLEMS
      • Inadequate No. of Customers
      • Inadequate Market Growth Rate
      • Inadequate Customer Relation-
      ships/Loyalty
      • Inadequate Collaboration/‘VoC’
      Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    • 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
    • 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
    • COMPETITORS’ PROBLEMSVisually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
      GURUS
      WHAT (PROBLEMS)?
      WHERE?
      WHO?
      WHY?
      HOW?
      COMPETITORS’ PROBLEMS:
      • Weaknesses
      • Threats
      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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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)
      • Business Value = Revenue/Cost
      • 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
    • 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)
      • Business Value = Revenue/Cost
      • 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
    • 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)
      • Business Value = Revenue/Cost
      • 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
    • 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)
      • Business Value = Revenue/Cost
      • Customer Value (Experience) =
      Customer Delight/Customer Pain
      Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
      • Partners/Complementors
      • Investors/Board of Directors
      • Public/Society/Enemies/Non-customer
      • Government/NGOs/Environment
      P: PROCESSES
      • Preparing/Searching/Discovering
      • Purchasing/Leasing
      • Receiving/Delivering/Learning/Installing
      • Using/Sharing/Complementing
      • Maintaining/Storing/Managing/Disposing
      GLOBAL VALUE CHAIN
      (PERFORMANCE DASHBOARD)
      OUTCOMES/GOALS
      • Customer Value Proposition (Job)
      • Business Value = Revenue/Cost
      • Customer Value (Experience) =
      Customer Delight/Customer Pain
      C: CUSTOMERS & CONSUMERS
      RELATIONSHIPS
      • Core Customers/Users/Influencers
      • Peripheral Customers/Users/Influ.
      • Remote Customers/Users/Influ.
      R: RETAILERS/DISTRIBUTORS/
      CHANNELS
      • Retailers/Distributors/Channels
      • Place/Warehousing/Location
      • Promotion/Buzz
      • Branding/Marketing
      • Advertising
      • Selling/Relationship Management
      O: OUTPUTS (PRODUCT/
      SERVICE)
      • Product/Service
      • Pricing
      • Packaging
      • Display
      • Design
      • Plan
      Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    • 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)
      • Revenue Streams (R$)
      • Cost Structure (C$)
      R: RETAILERS/DISTRIBUTORS/
      CHANNELS
      • Channels (CH)
      O: OUTPUTS (PRODUCT/
      SERVICE)
      • Key Resources (KR) – Product/
      Service
      C: CUSTOMERS/CONSUMERS &
      RELATIONSHIPS
      • Customer Segments (CS)
      • Customer Relationships (CR)
      Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    • 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
      • Staff
      • Apple Brand
      M: MACHINERY/EQUIPMENT/
      FACILITY/LOCATION
      • Key Resources (KR) – Machinery
      E: ENVIRONMENT
      • Key Partners (KP)
      • Record Companies
      • Original Equipment Manufactur-
      ers (OEMs)
      P: PROCESSES
      • Key Activities (KA):
      • Hardware Design
      • Software Design
      • Marketing
      APPLE INC.: iPod (2001)
      • Customer Value Proposition (VP): “A Thousand Songs in Your Pocket”
      • Revenue Streams (R$): iPod Hard-
      ware; iTunes Store; Commissions
      • Cost Structure (C$): Employees; Manufacturing; Marketing & Sales
      R: RETAILERS/DISTRIBUTORS/
      CHANNELS
      • Channels (CH)
      • iTunes Store
      • www.apple.com
      • Apple Stores
      • Selected Retail Stores
      O: OUTPUTS (PRODUCT/
      SERVICE)
      • Key Resources (KR) – Product/
      Service
      • iPod Hardware
      • iTunes Software
      • Content & Agreements
      C: CUSTOMERS/CONSUMERS &
      RELATIONSHIPS
      • Customer Segments (CS)
      • Luxury Spot; Mass Market
      • Customer Relationships (CR)
      • “Lovemark”
      • Switching Costs
      Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    • 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)
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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)
    • 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)
    • 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
    • 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
    • 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
    • CUSTOMER DISCOVERY-BUSINESS MODEL
      Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
      Mission/Vision: …………………….………………………………………………….
      Market Segment (Customer Problem/Goal): ……………………….….…
      GURUS
    • 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
    • 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
    • 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
    • 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
      • E: Employees (Core Competencies)
      • M: Machinery/Equipment/Facility
      • P: Processes
      • O: Output (Product/Service)
      • R: Retailers/Distributors/Channels
      • C: Consumer/Customer Segments
      • E: Environment: Competitors, etc.
      CORE VALUES (Incentives/Penalties)
      Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
      • Discovery-driven Learning
      • Customer Development/Lean Startup
      • Fast Decisions
      • Ambidextrous Org.: De-/Centralized
      S: SUPPLIERS/MATERIALS
      • Real-time Integrated Scheduling/
      Shipping/Warehouse Management
      • External Co-creators
      • Cheaper Supplies: Raw Materials
      M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION
      • Informal Ambience/Atmosphere
      • Advanced Technology Platform:
      Automation
      • Massive/Scalable Infrastructure
      • Modular Architecture: Interoperable
      E: ENVIRONMENT
      • Competitors/Econ./Complementors
      • Partners: Distribution Channels
      • Investors
      • Public/Society/Enemies
      • Government/NGOs/Environment
      GLOBAL VALUE CHAIN FOR BLUE OCEAN
      Customer Value Proposition::
      [REVENUE/COST]
      P: PROCESS CHAIN/GOALS
      • AmbidextrousBusiness Model
      • Experimentation: Fast and Low-cost Failures; Big (Disruptive) Wins
      • Unique Technology (IP); Agile Process
      • Mass Customization; Just-in-Time
      R: RETAILERS/DISTRIBUTORS/ CHANNELS/INTERFACE
      • Online Business/Store
      • Offline: Superstores; Franchises
      • Real-time Transaction of Orders
      • 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
      • High Differentiation; Recognizable
      Brand; Unique Design
      • Low Price or Free; Widely Accessible
      • 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
    • DISRUPTION SPOT-BUSINESS MODELCollaboratively Expand Market and Become Uncontested Leader in Emerging Fast-growing Industry
      GURUS
      E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE
      • Centralized Organization
      • Productivity and Process-focused
      • Lower Paid Employees
      • Vertical Teams/Structured Jobs
      • “Cultivation/Control” Culture
      S: SUPPLIERS/MATERIALS
      • Low-price and Quality-Compliant
      Suppliers
      • Contracted/Outsourced Suppliers
      M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION
      • Cost-reduction Platform
      • High Quality/Scalable IT Architecture
      • Optimized Plant Capacity/Infra’
      • High Asset Utilization
      • Low Rent/Suburban Location
      E: ENVIRONMENT
      • Competitors/Econ./Complementors
      • Partners: Distribution Channels
      • Investors
      • Public/Society/Enemies
      • Government/NGOs/Environment
      GLOBAL VALUE CHAIN FOR DISRUPTION SPOT
      Customer Value Proposition::
      [REVENUE/COST]
      P: PROCESS CHAIN/GOALS
      • Standardization; Modularization
      • Process Improvement & Waste Min.
      • Optimization/Outsourcing/Innovation
      • Customer Development; Lean Startup
      • Process Improvement & Waste Red.
      R: RETAILERS/DISTRIBUTORS/ PROMOTION CHANNELS
      • Online Business/Store
      • Offline: Superstores/Franchises:
      Low Cost, High Volume-Products/
      Services
      C: CONSUMERS/CUSTOMERS
      • Mass Market: Overserved/Unserved
      • Early/Fast Adopters; Pragmatists
      • ‘Good Enough’ or Minimum Customer
      Service
      O: OUTPUTS/PRODUCT/SERVICE
      • Simple-to-use Product/Service
      • ‘Good Enough’ Functionality/Quality
      • Low/Discounted Price
      • 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
    • LUXURY SPOT-BUSINESS MODEL Collaboratively Expand Market and Become Uncontested Leader in Existing Fast-growing Industry
      GURUS
      E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE
      • Decentralized Organization
      • High Level of Employee Creativity
      • Design/Solutions-Competence
      • Intimate Knowledge of the Consumer
      • Organic/“Collaboration” Culture
      S: SUPPLIERS/MATERIALS
      • Novel/Unique Materials
      M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION
      • HighlyInnovative/Disruptive
      Technology
      • Luxury Ambience
      • High Rent; Premium/Urban Location
      E: ENVIRONMENT
      • Competitors/Industry/Economy
      • Partners/Complementors
      • Investors: Large Capital Investment
      • Public/Society/Enemies
      • Government/NGOs/Environment
      GLOBAL VALUE CHAIN FOR LUXURY SPOT
      Customer Value Proposition:
      [REVENUE/COST]
      P: PROCESS CHAIN/GOALS
      • Customer Experience-Driven/Inno.
      • Customer Relationship Management
      • Outstanding Marketing/Branding
      • Excellent R & D/Product Engineering
      • 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
      • Superior Customer Support
      • High end Customers: Conservative
      O: OUTPUTS/PRODUCT/SERVICE
      • Rare Product/Service; Premium Price
      • High Performance; High Quality
      • Highly Recognized Brand; Extension
      • Feature-rich; High Profit Margin
      • 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
    • 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
    • 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
    • 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
    • 4 VALUE INNOVATION SUPERHEROES
      FOR THE BLUE OCEAN STARTUP
      E: ELIMINATOR
      Has the Power to
      • Remove totally
      • Skip
      • Discard
      • Destroy
      • Introduce Zero/Void/Vacuum
      Has all tools and gadgets for ELIMINATING objects
      R: REDUCER
      Has the Power to
      • Remove partially; Streamline
      • Trim; Prune; Downsize; Make Lean
      • Minify; Miniaturize
      • Separate; Standardize; Replace
      • 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
      • Reverses Combine; Integrate
      • Replace; Universalize
      • Create Fields/Forces/Feedback
      • Substitute; Transform; Restructure
      • Use Another Dimension
      • Hybridize/Bisociate
      Has all tools and gadgets for CREATING objects
      I: INCREASER
      Has the Power to
      • Add; Multiply; Magnify; Mutate
      • Merge; Nest
      • Introduce Interface; Cushion;
      • Stretch; Extend
      • Diversify
      • 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
    • 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
    • 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
    • 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
    • CLASSIC HORIZONTAL MAP
      Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
      GURUS
      Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    • ITENN
      CLASSIC VERTICAL MAP
      Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
      GURUS
      Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    • 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
    • GURUS
      ABOUT THE INVENTOR/AUTHOR
      Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    • BIOGRAPHICAL SKETCHBackground Information on Dr. Rod King, Creator of Business Model Development (BMD)
      GURUS
      • Visual Problem Solver
      • Speaker & Consultant on Business Model Development
      • Inventor of The Wisdomsourcing Trilogy,a Customer Problem Solv-ing Suite for Collaboratively Designing Oh My God-Strategies, Products, and Business Models
      • B. Eng. (Hons) in Civil Eng.
      • Master of Infrastructure Planning
      • Ph.D. in Regional Dev. Planning
      • Postgraduate Certificate in Advanced Academic Studies
      • 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
      • Major contributor on creativity to the multi-author book, “Research Methods for Postgraduates”
      • Former Lecturer
      Inventor of over 40 Tools for
      The Wisdomsourcing Trilogy –
      Facilitating work in the areas of
      • Business Model Development
      • Business and Strategic Planning
      • Product & Service Innovation
      • 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
      • Inventor of several magic tricks
      • Author of “Trickanalyzing the Close-up Magic of David Copperfield” & several articles
      • Winner of several championships in chess and table-tennis
    • EVOLUTION OF WISDOMSOURCING
      1.
      BRAINSTORMING
      GURUS
      • Alex Osborne (1953)
      • Rules for Brainstorming – No criticism
      during idea generation
      • ‘Blue Sky’ Thinking and Ideas
      • Myriad Generated Ideas
      • Offline
      • 1 Physical Location
      • Formal Group
      • Organic Process
      • Online Collaboration
      • Collaborative Idea Generation
      • 1D-Evaluation; Voting
      • Rod King (2009)
      • Global Collaboration
      • Visual Problem Solving
      • Practical Impossibility Thinking
      • Wisdomsourcing Maps
      • Wisdomsourcing Canvas
      • Customer Experience Map
      (Pain-Delight Evaluation of Trade-off)
      • Wisdomsourcing Deck
      • Manifesto for Wisdomsourcing Game
      • Jeff Howe (2006)
      • Crowdsourced Goods and Information Products
      • Off-site Tools for Strategic Analysis and Problem
      Solving
      • ‘Ad hoc’ Group
      • Unlimited Number of Volunteers
      • Peer Production; Documentation
      • Open Innovation and Value Chain
      • Prosumers: Consumers who participate like employees/producer in a business
      • Competitions; Contests; Prizes
      • Recognition; Reputation
      WISDOMSOURCING
      3.
      CROWDSOURCING
      2.
      Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    • Got Business Model Problems?
      Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    • 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