THE CUSTOMER DEVELOPMENT ROADMAP
A Minimum Viable Toolset for Systematically Creating Blue Ocean Startups
Dr. Rod Kuhn Kin...
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
...
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
...
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
...
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
...
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
...
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
...
ITENN
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/...
(-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Key
OMG-Experience:
Undesirable Experience:
Profit Mar...
(-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Profit Margin
No. of Direct Competitors
(Level of Comm...
(-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Key
OMG-Experience:
Undesirable Experience:
GURUS
Swee...
(-): PAIN
(+): DELIGHT 2
Profit Margin
Direct Competitors
(Commoditization)
(+): DELIGHT 1
Industry Attractiveness
(Market...
WHY (PROBLEMS)?
 Use of Waterfall Model for
Product Development
 Having Little or No Customers:
Product-Market Misfit
HO...
(-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Customer Development
Model:
Minimum Viable
Product(s)
...
(-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Resegmented/
Reframed/Low-cost
Market;
Lean/No-frills ...
CUSTOMER CREATION PYRAMID FOR
THE BLUE OCEAN STARTUP
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://busi...
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
...
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
...
CUSTOMIZATION POSITIONING
 Personalized; Personal
 Customized; Scalable
 Fun; Entertaining
 Multi-sensory; Immersive
...
CUSTOMER CREATION PYRAMID FOR
“THE CUSTOMER DEVELOPMENT ROADMAP”
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net &...
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
...
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
...
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
...
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
...
ALID
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhn...
ALID
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhn...
ALID
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhn...
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
...
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
...
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
...
ITENNE: ENVIRONMENT/INVESTOR
 Revenue (Sales)
 Cash Burn Rate
 Month of Cash Left
 Time to Cash Flow-Breakeven
 Contr...
ITENN
E: ENVIRONMENT PROBLEMS
 Inadequate Profit Margin/Cash
Flow/Return On Investment
 Hyper-competition
 Commoditizat...
WHY?
HOW MANY? HOW MUCH?
WHAT (PROBLEMS/PAIN)?
HOW?
WHAT NEXT?
WHERE?
CUSTOMER PROBLEMS (PAIN)
What are the facts/evidence...
WHY?
HOW MANY? HOW MUCH?
WHAT (PROBLEMS)?
HOW?
WHAT NEXT?
WHERE?
BUSINESS PROBLEMS (PAIN)
What are the facts/evidences?
WH...
CAUSE 4
CAUSE 6
CAUSE 1
CAUSE 5
CAUSE …
CAUSE 3
ROOT-CAUSES
-------------------------------
MAIN PROBLEM (EFFECT):
What ar...
WHY (MISSION)?
HOW MANY? HOW MUCH?
WHAT (VISION)?
HOW?
WHAT NEXT?
WHERE?
BUSINESS VISION
WHEN?
WHO?
BUSINESS VISION MAP
Vi...
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
...
ITENN
ENVIRONMENT
UNIVERSAL MODEL OF A SYSTEM
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://busin...
ITENN
ENVIRONMENT
UNIVERSAL BUSINESS SYSTEM
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://busines...
INPUT (ELEMENT) 4 : X4
INPUT (ELEMENT) 6 : X6
INPUT (ELEMENT) 1: X1
INPUT (ELEMENT) 5 : X5
INPUT (ELEMENT) … : X…
INPUT (E...
ITENNE: ENVIRONMENT P: PROCESSES
S: SUPPLIERS/MATERIALS
R: RETAILERS/DISTRIBUTORS/
CHANNELS
O: OUTPUTS (PRODUCT/
SERVICE)
...
ITENNE: ENVIRONMENT HYPOTHESES P: PROCESS HYPOTHESES
S: SUPPLIER/MATERIAL
HYPOTHESES
R: RETAILER/DISTRIBUTOR/
CHANNEL HYPO...
ITENNGLOBAL VALUE CHAIN:
GOALS
 Customer Value Proposition (Job)
 Business Value = Revenue/Cost
 Customer Value (Experi...
ITENN
S: SUPPLIERS/MATERIALS
SUPPLIERS
Collaboratively List and/or Sketch Suppliers/Materials
GURUS
Copyright 2010. Dr. Ro...
ITENN
E: EMPLOYEES/
KNOWLEDGE ASSETS
EMPLOYEES
Collaboratively List and/or Sketch Employees/Knowledge Assets
GURUS
Copyrig...
ITENN
M: MACHINERY/
EQUIPMENT/FACILITY
MACHINERY
Collaboratively List and/or Sketch Machinery/Equipment/Facilities
GURUS
C...
ITENN
P: PROCESSES/STRATEGIES
PROCESSES
Collaboratively List and/or Sketch Processes/Strategies
GURUS
Copyright 2010. Dr. ...
ITENN
O: OUTPUTS
(PRODUCTS/SERVICES)
OUTPUTS
Collaboratively List and/or Sketch Outputs (Products/Services)
GURUS
Copyrigh...
ITENN
R: RETAILERS/CHANNELS/
DISTRIBUTORS
RETAILERS
Collaboratively List and/or Sketch Retailers/Channels/Distributors
GUR...
ITENN
C: CUSTOMERS/
CONSUMERS
CUSTOMERS
Collaboratively List and/or Sketch Customers/Consumers
GURUS
Copyright 2010. Dr. R...
ITENN
E: ENVIRONMENT
ENVIRONMENT
Collaboratively List and/or Sketch Elements of Environment:
Partners/Complementors/Compet...
ITENNE: ENVIRONMENT
• Competitors/Industry/Economy
• Partners/Complementors
• Investors/Board of Directors
• Public/Societ...
ITENNE: ENVIRONMENT
 Key Partners (KP)
P: PROCESSES
 Key Activities (KA)
S: SUPPLIERS/MATERIALS
 Key Resources (KR) – S...
ITENNE: ENVIRONMENT
 Key Partners (KP)
 Record Companies
 Original Equipment Manufactur-
ers (OEMs)
P: PROCESSES
 Key ...
FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) OUTCOME:
FUTURE
(DISRUPTIVE)
BUS. MODEL
BUSINESS/
GL...
HYPOTHESES PROBLEMS/
PAIN
(WEAKNESS-
ES/THREATS)
GOALS/Objectives/
Strategies/Tactics/
Initiatives/
Projects
Key Metrics/
...
FOCUS
BUSINESS/
GLOBAL VALUE CHAIN
DESCRIPTION
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS...
FOCUS EVOLUTION OF BUSINESS MODEL IDEAL BUSINESS
MODEL
BUSINESS/
GLOBAL VALUE CHAIN
DESCRIPTION/
INDUSTRY
PAST
BUSINESS MO...
FOCUS BUSINESS MODEL LIFECYCLE: Five Stages in the Life of a Business Model
BUSINESS/
GLOBAL VALUE CHAIN
DESCRIPTION/
INDU...
FOCUS BUSINESS MODEL TRENDS IN AN ECONOMY LEARNING:
Findings/
Insights/Deci-
sions/Actions
BUSINESS/
GLOBAL VALUE CHAIN
DE...
FOCUS STRATEGY: How must the business model get there? Where must
business
model go?BUSINESS/
GLOBAL VALUE CHAIN
Where cur...
HYPOTHESES PROBLEMS/
PAIN
(WEAKNESS-
ES/THREATS)
GOALS/Objectives/
Strategies/Tactics/
Initiatives/
Projects
Key Metrics/
...
FOCUS PROCESS: SWOT Analysis FUTURE
(DISRUPTIVE/
IDEAL)
BUS. MODEL
BUSINESS/
GLOBAL VALUE CHAIN
GIVEN
BUS. MODEL
S:
Streng...
FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) FUTURE
(DISRUPTIVE/
IDEAL)
BUS. MODEL
BUSINESS/
GLOB...
FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) FUTURE
(DISRUPTIVE/
IDEAL)
BUS. MODEL
BUSINESS/
GLOB...
FOCUS PROGRAM FOR TRADITIONAL (WATERFALL) PRODUCT DEVELOPMENT
BUSINESS/
GLOBAL VALUE CHAIN
COMPANY
VISION
CONCEPT
DEVELOPM...
FOCUS CUSTOMER DEVELOPMENT-BUSINESS MODEL
Expected vs. Actual Performance
LEARNING:
Findings/Insights/
Decisions/Actions
B...
ITEM
FOCUS
CUSTOMER DISCOVERY DASHBOARD
STATEMENT/FORMULATION OF HYPOTHESES RESULT LEARNING:
Findings/
Insights/
Decisions...
BUSINESS Upstream VALUE NETWORK (SUPPLY CHAIN OR “FOOD CHAIN”) Downstream
TO
FROM
S:
Suppliers
E:
Employees
M:
Machinery
P...
PUBLISHER Upstream VALUE NETWORK (SUPPLY CHAIN OR “FOOD CHAIN”) Downstream
TO
FROM
S:
Suppliers
E:
Employees
M:
Machinery
...
GURUS
PROBLEM UNIVERSE GOAL UNIVERSE
EXECUTION UNIVERSE LIFESPACE RESOURCES
(Internal/External)
WISDOMSOURCING
CANVAS
Them...
CUSTOMER DEVELOPMENT FOR SCALABLE STARTUPS
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Bu...
CORE VALUES (Incentives/Penalties)
STAKEHOLDER IMPACTS
[Profit (Margin); Revenue /Cost ;
Unit Price; Volume; Speed; Trade-...
(-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Key
OMG-Experience:
Undesirable Experience:
CUSTOMER E...
(-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Key
OMG-Experience:
Undesirable Experience:
GURUS
Swee...
(-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Big Urgent Market
Pain
(BUMP)
BUMP MAP
Collaboratively...
(-): PAIN
(+): DELIGHT 2
Emotional Delight
(Branding/Differentiation; Customization)
Intellectual Pain
(Complexity; Cost
I...
(-): PAIN 2
(+): DELIGHT 2
Value
(Quality; Differentiation)
Waste
(Cost; Time; Defect)
Lean
Startup
(-): DELIGHT 1
Perform...
E: ENVIRONMENT
• Competitors/Econ./Complementors
• Partners: Distribution Channels
• Investors
• Public/Society/Enemies
• ...
E: ENVIRONMENT
• Competitors/Econ./Complementors
• Partners: Distribution Channels
• Investors
• Public/Society/Enemies
• ...
E: ENVIRONMENT
• Competitors/Industry/Economy
• Partners/Complementors
• Investors: Large Capital Investment
• Public/Soci...
ANATOMY OF CUSTOMER EXPERIENCE
Delight & Pain
CUSTOMER
EXPERIENCE
(VALUE =
Delight/Pain)
CUSTOMER
DELIGHT
(Goal)
* Functio...
CUSTOMIZATION
INACCESSIBILITY
FUNCTIONALITY
COST (PRICE)/SIZE
PROCESS TIME
BRANDING
POSITIONING/FEATURES
OF PRODUCT/SERVIC...
IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Selection Crit...
IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Selection Crit...
Mission/Vision: …………………….………………………………………………….
IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES
CUSTOME...
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
...
ITENN1998
 Creation of Winamp, the first MP3
playback software for Windows
1989
 Patenting of MP3 Format
(Germany)
1996
...
ITENN2001
 Nike’s PSA Play120 (for customers
who workout; has armband)
 Apple iPod (5GB; seamless inte-
gration with iTu...
CUSTOMIZATION
 Peripherals
INACCESSIBILITY
 No Wireless Connectivity
 Dock Connector
 Stereo Minijack
FUNCTIONALITY
 ...
CUSTOMIZATION
 Peripherals
INACCESSIBILITY
 No Wireless Connectivity
 Dock Connector
 Stereo Minijack
FUNCTIONALITY
 ...
CUSTOMIZATION
 Peripherals
INACCESSIBILITY
 No Wireless Connectivity
 Dock Connector
 Stereo Minijack
FUNCTIONALITY
 ...
CUSTOMIZATION
 Peripherals
INACCESSIBILITY
 Wi-Fi Connectivity
 Dock Connector
 Stereo Minijack
FUNCTIONALITY
 Digita...
IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES: Hypotheses vs. Reality
CUSTOMER DELIGHT (+) CUSTOMER...
IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES: Hypotheses vs. Reality
CUSTOMER DELIGHT (+) CUSTOMER...
IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES: Hypotheses vs. Reality
CUSTOMER DELIGHT (+) CUSTOMER...
FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) OUTCOME:
FUTURE
(DISRUPTIVE)
BUS. MODEL
BUSINESS/
GL...
ITENN4 PART-WISDOMSOURCING MAP 5 PART-WISDOMSOURCING MAP
1 PART-WISDOMSOURCING MAP
CLASSIC VERTICAL MAP PAIN-DELIGHT MAP
2...
GURUS
Horizontal
Wisdomsourcing Map
Vertical
Wisdomsourcing Map
Pain-Delight
Wisdomsourcing Map
Classic Family of Wisdomso...
THE INFINITE WISDOMSOURCING MAP
Collaboratively and Fractally Organize All Information in the Universe: Past, Present, and...
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuh...
ITENN
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/...
ITENN
1.1 STATE YOUR HYPOTHESIS 1.2 TEST “PROBLEM” HYPOTHESIS
1.0 CUSTOMER DISCOVERY
1.3 TEST “PRODUCT” HYPOTHESIS
GURUS
C...
ITENN
1.14 DEMAND CREATION
HYPOTHESIS
1.15 MARKET TYPE HYPOTHESIS
1.11 PRODUCT HYPOTHESIS 1.12 CUSTOMER & PROBLEM
HYPOTHES...
ITENN1.114 Benefit List: What do the
features let a customer do?
1.116 Will these benefits be accept-
ed as such or do the...
ITENN
1.21 FRIENDLY FIRST CONTACTS 1.22 “PROBLEM” PRESENTATION
1.2 TEST “PROBLEM”
HYPOTHESIS
1.23 CUSTOMER UNDERSTANDING
G...
ITENN1.34 SECOND REALITY CHECK 1.35 1st ADVISORY BOARD
1.31 FIRST REALITY CHECK
1.37 VERIFY THE PRODUCT MORE …
1.38 VERIFY...
(-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Key
OMG-Experience:
Undesirable Experience:
GURUS
Mark...
ABOUT THE INVENTOR/AUTHOR
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com &...
Inventor of over 40 Tools for
The Wisdomsourcing Trilogy –
Facilitating work in the areas of
 Business Model Development
...
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
...
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THE CUSTOMER DEVELOPMENT ROADMAP: A Minimum Viable Toolset for Systematically Creating Blue Ocean Startups

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Steve Blank's Customer Development Methodology presents a comprehensive approach for developing scalable startups. However, the current focus of Blank's book and the emerging Lean Startup methodology is on software companies.

This presentation introduces the Customer Development Roadmap which shows a visual and general approach for Customer Development. Also, the concept of the Blue Ocean Startup ('the ultimate startup') is introduced.

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  • BIBLIOGRAPHY

    Anderson, C. (2009) Free. New York: Hyperion.
    Anderson, C. (2006) The Long Tail. New York: Hyperion.
    Bicheno, J. (2000) The Lean Toolbox. Buckingham: Moreton Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
    Hammond, J.S.; Keeney, R.L.; Raiffa, H. (1999) Smart Choices. Boston: Harvard Business School (HBS) Press.
    Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
    Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
    Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
    Maney, K. (2009) Trade-off. New York: Broadway Books.
    Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.
    Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
  • BIBLIOGRAPHY

    Anderson, C. (2009) Free. New York: Hyperion.
    Anderson, C. (2006) The Long Tail. New York: Hyperion.
    Bicheno, J. (2000) The Lean Toolbox. Buckingham: Moreton Press.
    Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
    Hammond, J.S.; Keeney, R.L.; Raiffa, H. (1999) Smart Choices. Boston: Harvard Business School (HBS) Press.
    Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
    Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
    Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
    Maney, K. (2009) Trade-off. New York: Broadway Books.
    Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.
    Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
  • BIBLIOGRAPHY

    Anderson, C. (2009) Free. New York: Hyperion.
    Anderson, C. (2006) The Long Tail. New York: Hyperion.
    Bicheno, J. (2000) The Lean Toolbox. Buckingham: Moreton Press.
    Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
    Hammond, J.S.; Keeney, R.L.; Raiffa, H. (1999) Smart Choices. Boston: Harvard Business School (HBS) Press.
    Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
    Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
    Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
    Maney, K. (2009) Trade-off. New York: Broadway Books.
    Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.
    Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
  • BIBLIOGRAPHY

    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
    Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
    Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
  • BIBLIOGRAPHY

    Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
  • BIBLIOGRAPHY

    Anderson, C. (2009) Free. New York: Hyperion.
    Anderson, C. (2006) The Long Tail. New York: Hyperion.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
    Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
    Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
  • BIBLIOGRAPHY

    Anderson, C. (2009) Free. New York: Hyperion.
    Anderson, C. (2006) The Long Tail. New York: Hyperion.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
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    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
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    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
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    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
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    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ


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    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
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    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

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    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

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    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

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    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

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    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

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    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ



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    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

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    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    McGrath, R.G.; MacMillan, I.C. (2005) Marketbusters. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

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    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    McGrath, R.G.; MacMillan, I.C. (2005) Marketbusters. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

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    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
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    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

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    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
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    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

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    Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
    Johnson, M.W. (2010) Seizing the White Space. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Markides, C.C. (2008) Game-changing Strategies. San Francisco: Jossey-Bass.
    McGrath, R.G.; McMillan, I. (2009) Discovery-Driven Growth. Boston: Harvard Business School (HBS) Press.
    Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.

  • BIBLIOGRAPHY

    Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    McCormack, K.P.; Johnson, W.C.; Walker, W.T. (2003) Supply Chain Networks and Business Process Orientation. Florida: CRC Press.
    Moore, G. A. (2005) Dealing with Darwin. New York: Portfolio.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
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    Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    McCormack, K.P.; Johnson, W.C.; Walker, W.T. (2003) Supply Chain Networks and Business Process Orientation. Florida: CRC Press.
    Moore, G. A. (2005) Dealing with Darwin. New York: Portfolio.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
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    Postgraduates. London: Arnold Publishers, pp. 115-121.
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    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

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    Anderson, C. (2009) Free. New York: Hyperion.
    Anderson, C. (2006) The Long Tail. New York: Hyperion.
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    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
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    Hammond, J.S.; Keeney, R.L.; Raiffa, H. (1999) Smart Choices. Boston: Harvard Business School (HBS) Press.
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    Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
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    Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
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    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
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    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Brache, A.P. (2002) How Organizations Work. New York: John Wiley & Sons
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
    Maney, K. (2009) Trade-off. New York: Broadway Books.
    Moore, G.A. (2002) Crossing the Chasm. New York: HarperBusiness.
    Moore, G.A. (2005) Dealing With Darwin. New York: Portfolio.
    Poirier, C.C. (20030 Using Models to Improve the Supply Chain. Florida: St. Lucie Press
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    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Rummler, G.; Brache, A. (1995) Improving Performance. San Francisco: Jossey-Bass.
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    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
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    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Cohen, L. (1995) Quality Function Deployment. Massachusetts: Prentice Hall.
    Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
    Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
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    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
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    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Cohen, L. (1995) Quality Function Deployment. Massachusetts: Prentice Hall.
    Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
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    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

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    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

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    http://www.life123.com/technology/home-electronics/mp3-player/history-of-mp3-players.shtml
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    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
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    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
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    Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
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    Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
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    Anderson, C. (2009) Free. New York: Hyperion.
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    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
    Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
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  • THE CUSTOMER DEVELOPMENT ROADMAP: A Minimum Viable Toolset for Systematically Creating Blue Ocean Startups

    1. 1. THE CUSTOMER DEVELOPMENT ROADMAP A Minimum Viable Toolset for Systematically Creating Blue Ocean Startups Dr. Rod Kuhn King Visual Problem Solver, Inventor, and Magician
    2. 2. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing Visual Customer Development Especially for ‘Non-Software’ Startups
    3. 3. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    4. 4. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing A Blue Ocean Startup Is a “Value Innovation” Business That Creates an Uncontested Market Space and Makes Competitors Irrelevant
    5. 5. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing Eventually, a Blue Ocean Startup has  a Profit Margin of, at least, 20% p.a.  not more than 3 Direct Competitors in a Fast-growing Market (Niche) a Market Share of, at least, 3 Times That of Nearest Competitor
    6. 6. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing Blue Ocean Startups Are the Darlings of Angel Investors, Venture Capitalists, and the Stock Market
    7. 7. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing ORIGINAL BLUE OCEAN STARTUPS ORIGINAL BLUE OCEAN STARTUPS GURUS
    8. 8. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing But, how are Blue Ocean Startups Created?
    9. 9. ITENN GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing BUSINESS MODEL DEVELOPMENT TOOLS FOR SYSTEMATICALLY CREATING BLUE OCEAN STARTUPS WISDOMSOURCING MAP (Rod King) CUSTOMER DEVELOPMENT (Steve Blank) BLUE OCEAN STRATEGY (W. Chan Kim & Renee Mauborgne) Blue Ocean Startup Market Types (Customer Experience Map) Value Innovation VoC Note VoC: Voice of Customer LEAN STARTUP (Eric Ries)
    10. 10. (-): PAIN (+): DELIGHT Disruption Spot Luxury Spot Strategic Choice Key OMG-Experience: Undesirable Experience: Profit Margin No. of Direct Competitors (Level of Commoditization) Blue Ocean (“Practical Impossibility”) Luxury Spot Disruption Spot Green Ocean Red Ocean JOURNEY OF THE BLUE OCEAN STARTUP 3 100% 6 10% 20% 10 (Global) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    11. 11. (-): PAIN (+): DELIGHT Disruption Spot Luxury Spot Strategic Choice Profit Margin No. of Direct Competitors (Level of Commoditization) COMPANY BUILDING COMPANY SCALING/ ACQUISITION CUSTOMER CREATION CUSTOMER DISCOVERY & VALIDATION ‘CUSTOMER DEVELOPMENT’ JOURNEY OF THE BLUE OCEAN STARTUP 3 100% 6 10% 20% 10 (Global) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    12. 12. (-): PAIN (+): DELIGHT Disruption Spot Luxury Spot Strategic Choice Key OMG-Experience: Undesirable Experience: GURUS Sweet Spot STARTUP Blue Ocean STARTUP (“Practical Impossibility; Value Innovation”) Luxury Spot STARTUP (“Existing Market”) Disruption Spot/ Lean STARTUP (“Resegmented/Reframed Market; Lean/No-frills Niche”) Volcano STARTUP Oasis STARTUP Green Ocean STARTUP Red Ocean STARTUP No-Man’s-Island STARTUP 3 10 6 3 6 10 Ideal Value Space (Ideal Market/ Ideal Impossibility/ Ideal Tool/ Ideal Universe/ New Market STARTUP) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing 10 ARCHETYPAL STARTUPS & MARKET TYPES “What Kind of a Startup Are We? What Kind of a Startup Must We Be? How?” Differentiation (Performance) Cost
    13. 13. (-): PAIN (+): DELIGHT 2 Profit Margin Direct Competitors (Commoditization) (+): DELIGHT 1 Industry Attractiveness (Market Growth) New Market Space Existing Market SpaceKey OMG-Experience: Undesirable Experience: GURUS Market (Customer Problem/Goal): …………………………………………… BLUE OCEAN STARTUP Cube Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    14. 14. WHY (PROBLEMS)?  Use of Waterfall Model for Product Development  Having Little or No Customers: Product-Market Misfit HOW MANY? HOW MUCH? Growing Communities of Practice for  Customer Development Model  Lean Startup Model WHAT (PROBLEMS)?  9 out of 10 New Products are Failures (Unprofitable)  High Mortality Rate of Scalable Startups HOW (SOLUTION)?  Customer Development Model (Steve Blank): Customer Discovery; Customer Validation; Customer Creation; Company Building  Lean Startup Model (Eric Ries): Continuous & Rapid Deployment WHAT NEXT? See http://steveblank.com/ WHERE (PROBLEMS)?  Scalable Startups especially in Silicon Valley, California  World of Business (Startups) THE METHODOLOGY OF CUSTOMER DEVELOPMENT (based on Steve Blank’s book: “The Four Steps To The Epiphany”) WHEN? See http://steveblank.com/ WHO? Steve Blank  Retired Serial Entrepreneur  Author of “The Four Steps To The Epiphany”  Creator of “Customer Dev. Model”  Entrepreneurship Professor OVERVIEW OF THE METHODOLOGY OF CUSTOMER DEVELOPMENT “Successful Strategies for Products That Win” GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    15. 15. (-): PAIN (+): DELIGHT Disruption Spot Luxury Spot Strategic Choice Customer Development Model: Minimum Viable Product(s) Time (Delay; Cost; Adoption Barrier) Waterfall Model: Alpha/Beta Product Amount of Validated Learning Key OMG-Experience: Undesirable Experience: GURUS Learning Time Map for Product Development Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models Market Segment (Customer Problem/Goal): ……………………………………………………… Ideal Value Space (Ideal Market/ Ideal Impossibility/ Ideal Tool/ Ideal Universe/ Entirely New Market) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    16. 16. (-): PAIN (+): DELIGHT Disruption Spot Luxury Spot Strategic Choice Resegmented/ Reframed/Low-cost Market; Lean/No-frills Niche Cost (Adoption Barrier; Complexity; Inaccessibility; Delay) Existing High end- Market Performance (Functionality; Quality) Key OMG-Experience: Undesirable Experience: GURUS Cost-Performance Map for ‘Market Types’ Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models Market Segment (Customer Problem/Goal): ……………………………………………………… Ideal Value Space (Ideal Market/ Ideal Impossibility/ Ideal Tool/ Ideal Universe/ Entirely New Market) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing 3 10 6 3 6 10
    17. 17. CUSTOMER CREATION PYRAMID FOR THE BLUE OCEAN STARTUP Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing  Delighters  Satisfiers  Dissatisfiers  Delighters  Satisfiers  Dissatisfiers  Delighters  Satisfiers  Dissatisfiers NON-COMPETITORS (Remote Industries/Economy: Sectoral & Geographical Non-alternatives) DIRECT COMPETITORS (Core Sector/Strategic Groups: Substitutes) BUSINESS (New) Customer Value Proposition/Market: …………………………………………………………………..  NON- CUSTOMERS o Profitable o Break-even o Unprofitable Oh My God- Product/Service Why? How? Why? How? Why? How? INDIRECT COMPETITORS (Peripheral/Adjacent Industries: Alternatives/Value Chain Complements) Diffusion (Word-of-mouth) Potential = Delighters + Satisfiers - Dissatisfiers GURUS  Hypotheses vs. Reality  JTBD = Job To Be Done
    18. 18. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing GURUS COMPETITIVE LANDSCAPE FOR THE BLUE OCEAN STARTUP Customer Value Proposition (Hypotheses vs. Facts): COMPETITIVE LANDSCAPE FOR THE BLUE OCEAN STARTUP Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving DIRECT COMPETITORS INDIRECT COMPETITORS NON-COMPETITORS
    19. 19. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing GURUS MARKET UNIVERSE FOR THE BLUE OCEAN STARTUP Customer Value Proposition (Hypotheses vs. Facts): MARKET UNIVERSE FOR THE BLUE OCEAN STARTUP Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving CORE CUSTOMERS PERIPHERAL CUSTOMERS REMOTE CUSTOMERS
    20. 20. CUSTOMIZATION POSITIONING  Personalized; Personal  Customized; Scalable  Fun; Entertaining  Multi-sensory; Immersive  Intuitive/Natural  Do-It-Yourself/Self-service INACCESSIBILITY POSITIONING  Accessible  Scarce  Only  Unlimited; Omnipresent  Connected  Wireless FUNCTIONALITY POSITIONING  Useful  Unique (Capability)  Specialized  Effective; Problem-solving  Pain-Reliever; [Pain]-Prevention;  Versatile; Comprehensive COST (PRICE)/SIZE POSITIONING  Low Price; Affordable; Cheap; Free  Premium Price  Luxurious  Discounted  Bestselling  Portable; Miniature PROCESS TIME POSITIONING  Instant; Immediate; Latest  On Demand; 24x7  Oldest; Antique  Time-saving  1/2/3-Day/Overnight Delivered  Patient BRANDING POSITIONING  Leading; No. 1; Exclusive  Original; Authentic; Unique  New Category; Innovative; Emergent  Emotional  Empowering; Humanizing  Classic; Modern; Avant Garde POSITIONING/FEATURES (Hypotheses vs. Facts):  CUSTOMER PREFERENCES vs.  BUSINESS PREFERENCES COMPLEXITY POSITIONING  Simple; Easy to Learn/Use/Apply  Convenient  Hassle-free  Easy-to-understand  Risk-free  Certain QUALITY POSITIONING  Moderate/High Quality  Pure; Defect-free  Fast; Reliable  Durable; Hard; Adaptive  Healthy; Safe; Secure; Soft  Efficient POSITIONING/FEATURES MAP: Hypotheses Collaboratively Design Oh My God-Strategies, Products, Services, and Business Models GURUS
    21. 21. CUSTOMER CREATION PYRAMID FOR “THE CUSTOMER DEVELOPMENT ROADMAP” Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing  Delighters  Satisfiers  Dissatisfiers  Delighters  Satisfiers  Dissatisfiers  Delighters  Satisfiers  Dissatisfiers NON-COMPETITORS (Remote Industries/Economy: Sectoral & Geographical Non-alternatives) DIRECT COMPETITORS (Core Sector/Strategic Groups: Substitutes) BUSINESS Customer Value Proposition/Market: Create a Successful, Scalable Startup/Product; Radically Reduce Risk of Failure for Startups/New Products  NON- CUSTOMERS o Profitable o Break-even o Unprofitable Customer Dev. Roadmap Why? How? Why? How? Why? How? INDIRECT COMPETITORS (Peripheral/Adjacent Industries: Alternatives/Value Chain Complements) Diffusion (Word-of-mouth) Potential = Delighters + Satisfiers - Dissatisfiers GURUS  Hypotheses vs. Reality  JTBD = Job To Be Done
    22. 22. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing GURUS CUSTOMER DEVELOPMENT ROADMAP (based on Steve Blank’s book: “The Four Steps To The Epiphany”) CUSTOMER DEVELOPMENT ROADMAP The 4 Stages of the Customer Development Journey for a Scalable Startup 1. CUSTOMER DISCOVERY 2. CUSTOMER VALIDATION 3. CUSTOMER CREATION 4. COMPANY BUILDING
    23. 23. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing GURUS CUSTOMER DEVELOPMENT ROADMAP (based on Steve Blank’s book: “The Four Steps To The Epiphany”) CUSTOMER DEVELOPMENT ROADMAP - Details The 4 Stages of the Customer Development Journey for a Scalable Startup 1. CUSTOMER DISCOVERY 1.1 State Your Hypothesis - “Customer Experience Curve (Canvas): Expected Pain/Delight” - Business Model (Global Value Chain): Expected Pain/Delight 1.2 Test “Problem” Hypothesis: “Customer Experience Curve: Actual” 1.3 Test “Product” Hypothesis: Minimum Viable Product (MVP) - Build MVP: Prototype Ad/Headline/Web Page/Product/Service; Min. Feature Set - Test MVP - Test Hypotheses for Business Model 2. CUSTOMER VALIDATION 2.1 Get Ready to Sell 2.2 Sell to “Earlyvangelists” 2.3 Develop Positioning: Product-Market Fit - Proposed Customer Experience Curve (Canvas) - Proposed Scalable Business Model 2.4 Verify - Product-Market Fit - Scalable Business Model 3. CUSTOMER CREATION 3.1 Get Ready 3.2 Position 3.3 Launch 3.4 Create Demand 4. COMPANY BUILDING 4.1 Mainstream Customers 4.2 Management/Culture Issues 4.3 Functional Departments 4.4 Fast Response Departments
    24. 24. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing GURUS QUESTIONS FOR EACH STAGE OF THE CUSTOMER DEVELOPMENT JOURNEY QUESTIONS FOR EACH STAGE OF THE CUSTOMER DEVELOPMENT JOURNEY 2. WHERE MUST THE BUSINESS GO? What Positioning? 3. HOW WILL THE BUSINESS GET THERE? What Business Model? 1. WHAT KIND OF A BUSINESS ARE WE? What Industry/Vision? 4. HOW WILL WE KNOW WHEN THE BUSINESS’S VISION IS REALISED?
    25. 25. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing GURUS CUSTOMER DISCOVERY STAGE What are the hypotheses? What are the facts/evidences? CUSTOMER DISCOVERY STAGE Collaboratively Discover Most Important Customers, Big Urgent Market Problem (BUMP), and Business Model 2. WHERE MUST THE BUSINESS GO? What Positioning? 3. HOW WILL THE BUSINESS GET THERE? What Business Model? 1. WHAT KIND OF A BUSINESS ARE WE? What Industry/Vision? 4. HOW WILL WE KNOW WHEN THE BUSINESS’S VISION IS REALISED?
    26. 26. ALID Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing GURUS CUSTOMER VALIDATION STAGE What are the hypotheses? What are the facts/evidences? CUSTOMER VALIDATION STAGE Collaboratively Validate Most Important Customers, Big Urgent Market Problem (BUMP), and Business Model as well as Customer Goal (Job To Be Done) 2. WHERE MUST THE BUSINESS GO? What Positioning? 3. HOW WILL THE BUSINESS GET THERE? What Business Model? 1. WHAT KIND OF A BUSINESS ARE WE? What Industry/Vision? 4. HOW WILL WE KNOW WHEN THE BUSINESS’S VISION IS REALISED?
    27. 27. ALID Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing GURUS CUSTOMER CREATION STAGE What are the hypotheses? What are the facts/evidences? CUSTOMER CREATION STAGE Collaboratively Create End-user Demand and Drive That Demand Into Sales Channel of Business 1. WHAT KIND OF A BUSINESS ARE WE? What Industry/Vision? 2. WHERE MUST THE BUSINESS GO? What Positioning? 3. HOW WILL THE BUSINESS GET THERE? What Business Model? 4. HOW WILL WE KNOW WHEN THE BUSINESS’S VISION IS REALISED?
    28. 28. ALID Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing GURUS COMPANY BUILDING STAGE What are the hypotheses? What are the facts/evidences? COMPANY BUILDING STAGE Collaboratively Scale Business Model and Establish Formal Departments With Standardized Processes 2. WHERE MUST THE BUSINESS GO? What Position? 3. HOW WILL THE BUSINESS GET THERE? What Business Model? 1. WHAT KIND OF A BUSINESS ARE WE? What Industry/Vision? 4. HOW WILL WE KNOW WHEN THE BUSINESS’S VISION IS REALISED?
    29. 29. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing GURUS THE 2 WORLDS OF CUSTOMER DEVELOPMENT THE 2 WORLDS OF CUSTOMER DEVELOPMENT CUSTOMER DISCOVERY CUSTOMER VALIDATION CUSTOMER CREATION COMPANY BUILDING WORLD OF SEARCH FOR SCALABLE BUSINESS MODEL (For ‘Startups/Entrepreneurs/Founders’) WORLD OF EXECUTION FOR SCALABLE BUSINESS MODEL (For ‘Established or Matured Companies/Accountants’)
    30. 30. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing GURUS EXPECTED OUTCOMES FOR  Customer Discovery  Customer Validation  Customer Creation  Company Building EXPECTED OUTCOMES Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving HYPOTHESES PROPOSED TESTING/METHOD EXPECTED OUTCOMES
    31. 31. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing GURUS ACTUAL OUTCOMES FOR  Customer Discovery  Customer Validation  Customer Creation  Company Building ACTUAL OUTCOMES Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving HYPOTHESES: What we thought ACTUAL TESTING/METHOD: What we did ACTUAL OUTCOMES: What we learned
    32. 32. ITENNE: ENVIRONMENT/INVESTOR  Revenue (Sales)  Cash Burn Rate  Month of Cash Left  Time to Cash Flow-Breakeven  Contribution Margin P: PROCESSES  Cycle Time for Pivots/Prototyping/ Versioning/Product Releases  Average Time to First Order  Average Time to Follow-on Order  Customer Feedback/Voice S: SUPPLIERS/MATERIALS R: RETAILERS/DISTRIBUTORS/ CHANNELS  Advertising Expenses  Viral Coefficient O: OUTPUTS (PRODUCT/ SERVICE)  No. of Minimum Viable Products  No. of Prototypes/Releases  Average Size Order  Average Selling Price per Order  Web Page/Site: Total Visits; Total Page Views E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE  Agile/Lean (‘Small’) Teams  Lessons Learned/Insights  No. of Experiments/Interviews  Effectiveness/Proficiency of Sale Person  Revenue per Sale Person CUSTOMER DEVELOPMENT DASHBOARD (CDD) OUTCOMES/GOALS:  Customer Value Proposition  Business Value = Revenue/Cost  Customer Value (Experience) = Customer Delight/Customer Pain M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION C: CUSTOMERS/CONSUMERS & RELATIONSHIPS  No. of Prospects/Registrations  No. of Customers/Referrals  Cost per Acquisition (Paid/Net)  Customer Lifetime Value  Customer Loyalty/Retention: Net Promoter Score (NPS) CUSTOMER DEVELOPMENT DASHBOARD FOR THE BLUE OCEAN STARTUP GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    33. 33. ITENN 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 S: SUPPLIER/MATERIAL PROBLEMS  Inadequate Suppliers  Inadequate Materials 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 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 WHY DO BUSINESSES (STARTUPS) FAIL AND DIE? INEFFECTIVE/INADEQUATE  Customer Value Proposition  Business Value (Experience)  Customer Value (Experience)  Competitive Advantage M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION PROBLEMS  Inadequate Machinery/ Equipment/Tools  Inadequate Technology  Inadequate Infrastructure  Inadequate Location C: CUSTOMER/CONSUMER & RELATIONSHIP PROBLEMS  Inadequate No. of Customers  Inadequate Market Growth Rate  Inadequate Customer Relation- ships/Loyalty  Inadequate Collaboration/‘VoC’ WHY DO BUSINESSES GENERALLY FAIL AND DIE?GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    34. 34. WHY? HOW MANY? HOW MUCH? WHAT (PROBLEMS/PAIN)? HOW? WHAT NEXT? WHERE? CUSTOMER PROBLEMS (PAIN) What are the facts/evidences? WHEN? WHO? CUSTOMER PROBLEM MAP Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    35. 35. WHY? HOW MANY? HOW MUCH? WHAT (PROBLEMS)? HOW? WHAT NEXT? WHERE? BUSINESS PROBLEMS (PAIN) What are the facts/evidences? WHEN? WHO? BUSINESS PROBLEM MAP Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    36. 36. CAUSE 4 CAUSE 6 CAUSE 1 CAUSE 5 CAUSE … CAUSE 3 ROOT-CAUSES ------------------------------- MAIN PROBLEM (EFFECT): What are the facts/evidences? CAUSE 7 CAUSE 2 ROOT-CAUSE MAP Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    37. 37. WHY (MISSION)? HOW MANY? HOW MUCH? WHAT (VISION)? HOW? WHAT NEXT? WHERE? BUSINESS VISION WHEN? WHO? BUSINESS VISION MAP Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    38. 38. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing GURUS WHAT IS A BUSINESS MODEL? 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
    39. 39. ITENN ENVIRONMENT UNIVERSAL MODEL OF A SYSTEM GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing SYSTEM OUTPUTPROCESSING INPUT (Elements) FEEDBACK (“Pivot”/Learning Cycle)
    40. 40. ITENN ENVIRONMENT UNIVERSAL BUSINESS SYSTEM GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing SUPPLIERS/ MATERIALS Partners CompetitorsInvestor CUSTOMERS/ CONSUMERS Government Society RETAILERS/ CHANNELS BUSINESS OUTPUT (Product/ Service) PROCESSING (PROCESSES) INPUT (EMPLOYEES/ MACHINERY) FEEDBACK (“Pivot”/Learning Cycle)
    41. 41. INPUT (ELEMENT) 4 : X4 INPUT (ELEMENT) 6 : X6 INPUT (ELEMENT) 1: X1 INPUT (ELEMENT) 5 : X5 INPUT (ELEMENT) … : X… INPUT (ELEMENT) 3 : X3 VISUAL EQUATION FOR A SYSTEM ------------------------------- OUTCOME OR OUTPUT (Y) = FUNCTION OF INPUTS (X) INPUT (ELEMENT) 7 : X7 INPUT (ELEMENT) 2 : X2 VISUAL EQUATION FOR A SYSTEM Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    42. 42. ITENNE: ENVIRONMENT P: PROCESSES S: SUPPLIERS/MATERIALS R: RETAILERS/DISTRIBUTORS/ CHANNELS O: OUTPUTS (PRODUCT/ SERVICE) E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE GLOBAL VALUE CHAIN: OUTCOMES/GOALS  Customer Value Proposition (Job)  Business Value = Revenue/Cost  Customer Value (Experience) = Customer Delight/Customer Pain M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION C: CUSTOMERS/CONSUMERS & RELATIONSHIPS GLOBAL VALUE CHAIN Zoomable Elements of a Value Chain or Business Model: “SEMPORCE” GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    43. 43. ITENNE: ENVIRONMENT HYPOTHESES P: PROCESS HYPOTHESES S: SUPPLIER/MATERIAL HYPOTHESES R: RETAILER/DISTRIBUTOR/ CHANNEL HYPOTHESES O: OUTPUT (PRODUCT/ SERVICE) HYPOTHESES E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE HYPOTHESES GLOBAL VALUE CHAIN HYPOTHESES: EXPECTATIONS FOR  Customer Value Proposition (Job)  Business Value = Revenue/Cost  Customer Value (Experience) = Customer Delight/Customer Pain M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION HYPOTHESES C: CUSTOMER/CONSUMER HYPOTHESES GLOBAL VALUE CHAIN HYPOTHESES Formulate, Test, and Validate Hypotheses for Elements of Value Chain or Business Model GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    44. 44. ITENNGLOBAL VALUE CHAIN: GOALS  Customer Value Proposition (Job)  Business Value = Revenue/Cost  Customer Value (Experience) = Customer Delight/Customer Pain GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing GOALS OF GLOBAL VALUE CHAIN Collaboratively List and/or Sketch Goals Including Elements of Vision, Value Proposition, Business Value, and Customer Value
    45. 45. ITENN S: SUPPLIERS/MATERIALS SUPPLIERS Collaboratively List and/or Sketch Suppliers/Materials GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    46. 46. ITENN E: EMPLOYEES/ KNOWLEDGE ASSETS EMPLOYEES Collaboratively List and/or Sketch Employees/Knowledge Assets GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    47. 47. ITENN M: MACHINERY/ EQUIPMENT/FACILITY MACHINERY Collaboratively List and/or Sketch Machinery/Equipment/Facilities GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    48. 48. ITENN P: PROCESSES/STRATEGIES PROCESSES Collaboratively List and/or Sketch Processes/Strategies GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    49. 49. ITENN O: OUTPUTS (PRODUCTS/SERVICES) OUTPUTS Collaboratively List and/or Sketch Outputs (Products/Services) GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    50. 50. ITENN R: RETAILERS/CHANNELS/ DISTRIBUTORS RETAILERS Collaboratively List and/or Sketch Retailers/Channels/Distributors GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    51. 51. ITENN C: CUSTOMERS/ CONSUMERS CUSTOMERS Collaboratively List and/or Sketch Customers/Consumers GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    52. 52. ITENN E: ENVIRONMENT ENVIRONMENT Collaboratively List and/or Sketch Elements of Environment: Partners/Complementors/Competitors/Industries/Investors/Government/NGOs/Enemies/Society GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    53. 53. ITENNE: 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 S: SUPPLIERS/MATERIAL E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE GLOBAL VALUE CHAIN (PERFORMANCE DASHBOARD) OUTCOMES/GOALS  Customer Value Proposition (Job)  Business Value = Revenue/Cost  Customer Value (Experience) = Customer Delight/Customer Pain M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION C: CUSTOMERS & CONSUMERS RELATIONSHIPS  Core Customers/Users/Influencers  Peripheral Customers/Users/Influ.  Remote Customers/Users/Influ. GENERIC ELEMENTS OF GLOBAL VALUE CHAIN Collaboratively List, Sketch, Organize, and/or Manage Metrics for Elements of Value Chain GURUS 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
    54. 54. ITENNE: ENVIRONMENT  Key Partners (KP) P: PROCESSES  Key Activities (KA) S: SUPPLIERS/MATERIALS  Key Resources (KR) – Suppliers R: RETAILERS/DISTRIBUTORS/ CHANNELS  Channels (CH) O: OUTPUTS (PRODUCT/ SERVICE)  Key Resources (KR) – Product/ Service E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE  Key Resources (KR) – Employees GLOBAL VALUE CHAIN FOR “BUSINESS MODEL CANVAS”: GOALS  Customer Value Proposition (VP)  Revenue Streams (R$)  Cost Structure (C$) M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION  Key Resources (KR) – Machinery C: CUSTOMERS/CONSUMERS & RELATIONSHIPS  Customer Segments (CS)  Customer Relationships (CR) GLOBAL VALUE CHAIN FOR “BUSINESS MODEL CANVAS” Visually Observe Similarities and Differences Between Global Value Chain & Business Model Canvas GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    55. 55. ITENNE: ENVIRONMENT  Key Partners (KP)  Record Companies  Original Equipment Manufactur- ers (OEMs) P: PROCESSES  Key Activities (KA):  Hardware Design  Software Design  Marketing S: SUPPLIERS/MATERIALS  Key Resources (KR) – Suppliers 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 E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE  Key Resources (KR) – Employees  Staff  Apple Brand 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 M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION  Key Resources (KR) – Machinery C: CUSTOMERS/CONSUMERS & RELATIONSHIPS  Customer Segments (CS)  Luxury Spot; Mass Market  Customer Relationships (CR)  “Lovemark”  Switching Costs GLOBAL VALUE CHAIN FOR APPLE INC.: iPod Visually Observe Similarities and Differences Between Global Value Chain & Business Model Canvas GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    56. 56. FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) OUTCOME: FUTURE (DISRUPTIVE) BUS. MODEL BUSINESS/ GLOBAL VALUE CHAIN GIVEN BUSINESS MODEL E: Eliminate R: Reduce/Replace I: Increase C: Create INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) Staff/ Apple Brand PROCESS (Bus. Process/ Strategies) Hardware Design/ Software Design/ Marketing OUTPUTS: PRODUCT/SERVICE iPod Hardware/ iTunes Software/ Content & Agreements RETAILERS/DISTRIB./ CHANNELS iTunes; apple.com; Apple Stores/Others CONSUMERS/ CUSTOMERS (Experience) Luxury Spot/ Mass Market ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs Record Companies/ Original Equipment Manufacturers (OEMs)/… BUSINESS MODEL PIVOT FOR APPLE INC.: iPod - 2001 Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Market Segment (Customer Problem): ‘Fragmented’ Music ExperienceMission/Vision: “… Apple leads the digital music revolution. …”
    57. 57. HYPOTHESES PROBLEMS/ PAIN (WEAKNESS- ES/THREATS) GOALS/Objectives/ Strategies/Tactics/ Initiatives/ Projects Key Metrics/ Performance Indicators/ Targets Business Experiences (Impacts) Description of BUSINESS/ GLOBAL VALUE CHAIN Delight (Revenue) Pain (Cost) S: Suppliers E: Employees/ Knowledge Assets Staff/ Apple Brand/ Staffing Cost M: Machinery/ Infrastructure Hardware Design/ Software Design/ Marketing P: Processes Marketing Sales Marketing Cost Sales Cost O: Outputs (Product/Service) iPod Hardware/ iTunes Software/ Content & Agreements R: Retailers/ Distributors/ Channels iTunes; apple.com; Apple Stores/ Other Retailers C: Consumers/ Customers Luxury Spot/ Mass Market High Revenue (Hardware) E: Environment Record Companies/ Original Equipment Manufacturers (OEMs)/… Commissions VALUE CHAIN (“SEMPORCE”) BUSINESS ECOSYSTEM Customer Value Proposition: “A Thousand Songs in Your Pocket” BUSINESS VALUE (PROFIT MARGIN) BUSINESS MODEL PLAN FOR APPLE INC.: iPod - 2001 Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models GURUS Mission/Vision: “… Apple leads the digital music revolution. …” Market Segment (Customer Problem): ‘Fragmented’ Music Experience
    58. 58. FOCUS BUSINESS/ GLOBAL VALUE CHAIN DESCRIPTION INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) PROCESS (Bus. Process/ Strategies) OUTPUTS: PRODUCT/SERVICE RETAILERS/DISTRIB./ CHANNELS CONSUMERS/ CUSTOMERS (Experience) ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs Mission/Vision: …………………….…………………………………………………. BUSINESS MODEL MATRIX: Template Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Market Segment (Customer Problem/Goal): ……………………….….… Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    59. 59. FOCUS EVOLUTION OF BUSINESS MODEL IDEAL BUSINESS MODEL BUSINESS/ GLOBAL VALUE CHAIN DESCRIPTION/ INDUSTRY PAST BUSINESS MODEL PRESENT BUSINESS MODEL FUTURE BUSINESS MODEL INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) PROCESS (Bus. Process/ Strategies) OUTPUTS: PRODUCT/SERVICE RETAILERS/DISTRIB./ CHANNELS CONSUMERS/ CUSTOMERS (Experience) ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs Mission/Vision: …………………….…………………………………………………. BUSINESS MODEL EVOLUTION Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Market Segment (Customer Problem/Goal): ……………………….….… Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    60. 60. FOCUS BUSINESS MODEL LIFECYCLE: Five Stages in the Life of a Business Model BUSINESS/ GLOBAL VALUE CHAIN DESCRIPTION/ INDUSTRY BIRTH GROWTH MATURITY DECLINE DEATH INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) PROCESS (Bus. Process/ Strategies) OUTPUTS: PRODUCT/SERVICE RETAILERS/DISTRIB./ CHANNELS CONSUMERS/ CUSTOMERS (Experience) Early Adopters/ Innovators Early Majority Late Majority Overserved/ Underserved Switchers ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs BUSINESS MODEL LIFECYCLE Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    61. 61. FOCUS BUSINESS MODEL TRENDS IN AN ECONOMY LEARNING: Findings/ Insights/Deci- sions/Actions BUSINESS/ GLOBAL VALUE CHAIN DESCRIPTION/ INDUSTRY PHYSICAL SECTOR SOCIAL SECTOR KNOWLEDGE SECTOR SPIRITUAL SECTOR INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) PROCESS (Bus. Process/ Strategies) OUTPUTS: PRODUCT/SERVICE RETAILERS/DISTRIB./ CHANNELS CONSUMERS/ CUSTOMERS (Experience) ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs BUSINESS MODEL TRENDS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    62. 62. FOCUS STRATEGY: How must the business model get there? Where must business model go?BUSINESS/ GLOBAL VALUE CHAIN Where currently is business model? INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) PROCESS (Bus. Process/ Strategies) OUTPUTS: PRODUCT/SERVICE RETAILERS/DISTRIB./ CHANNELS CONSUMERS/ CUSTOMERS (Experience) ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs Mission/Vision: …………………….…………………………………………………. BUSINESS MODEL PLANNING Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Market Segment (Customer Problem/Goal): ……………………….….… Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    63. 63. HYPOTHESES PROBLEMS/ PAIN (WEAKNESS- ES/THREATS) GOALS/Objectives/ Strategies/Tactics/ Initiatives/ Projects Key Metrics/ Performance Indicators/ Targets Business Experiences (Impacts) Description of BUSINESS/ GLOBAL VALUE CHAIN Delight (Revenue) Pain (Cost) S: Suppliers E: Employees/ Knowledge Assets M: Machinery/ Infrastructure P: Processes O: Outputs (Product/Service) R: Retailers/ Distributors/ Channels C: Consumers/ Customers E: Environment VALUE CHAIN (“SEMPORCE”) BUSINESS ECOSYSTEM Customer Value Proposition (Job To Be Done): BUSINESS VALUE (PROFIT MARGIN) GURUS Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….… BUSINESS MODEL PLAN Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    64. 64. FOCUS PROCESS: SWOT Analysis FUTURE (DISRUPTIVE/ IDEAL) BUS. MODEL BUSINESS/ GLOBAL VALUE CHAIN GIVEN BUS. MODEL S: Strengths W: Weaknesses O: Opportunities T: Threats INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) PROCESS (Bus. Process/ Strategies) OUTPUTS: PRODUCT/SERVICE RETAILERS/DISTRIB./ CHANNELS CONSUMERS/ CUSTOMERS (Experience) ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs Mission/Vision: …………………….…………………………………………………. BUSINESS MODEL SWOT ANALYSIS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Market Segment (Customer Problem/Goal): ……………………….….… Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    65. 65. FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) FUTURE (DISRUPTIVE/ IDEAL) BUS. MODEL BUSINESS/ GLOBAL VALUE CHAIN GIVEN BUS. MODEL E: Eliminate R: Reduce/Replace I: Increase C: Create INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) PROCESS (Bus. Process/ Strategies) OUTPUTS: PRODUCT/SERVICE RETAILERS/DISTRIB./ CHANNELS CONSUMERS/ CUSTOMERS (Experience) ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs Mission/Vision: …………………….…………………………………………………. BUSINESS MODEL PIVOT Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Market Segment (Customer Problem/Goal): ……………………….….…
    66. 66. FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) FUTURE (DISRUPTIVE/ IDEAL) BUS. MODEL BUSINESS/ GLOBAL VALUE CHAIN GIVEN BUS. MODEL E: Eliminate R: Reduce I: Increase C: Create INPUT (SUPPLIERS/ MATERIALS/ENERGY) Waste/Defects Waste/Defects/ Energy Efficiency of Logistics/ Digitalization/ Partnerships/ Collaborations ELEMENTS (EMPLOYEES/ MACHINERY) Unprofitable Assets/ Obsolete equip- ment/machinery/ Manual/Travel Assets/Training/ Staff/Compensation/ Materials/Meals/ Fuel/Travel/Location Assets/IP/Training/ Productivity/IT/ Knowledge/ Motivation/Security Assets/IP/ Outsourcing/ Competence/ Platform PROCESS (Bus. Process/ Strategies) Delays/Complexity/ Bottlenecks/Waste/ Defects/Risks/ Uncertainties Delays/Complexity/ Bottlenecks/Waste/ Risks/Uncertainties/ Marketing/Debt Efficiency/Speed/ Agility/Flexibility/ Reliability/Accuracy/ Customization Digitalization/ Integration/ Pricing unit/ KPIs OUTPUTS (PRODUCT/ SERVICE) Dissatisfiers: Cost/ Concessions/ Complexity/ Delays/Aging Delighters: Quality Dissatisfiers: Cost/ Maintenance/Range/ Choice/Complexity Dissatisfiers: Cost Delighters/Value: Convenience/Prestige/ Useability/Brand Delighters: Theme/Thrill/ Fun/Music/ Art/Adventure RETAILERS/DISTRIB./ CHANNELS Distribution outlets/ Retailers Distribution outlets/ Marketing/Ad. Distribution outlets/ Marketing/Ad./Service Website/Word- of-mouth CONSUMERS/ CUSTOMERS (Experience) Dissatisfiers: Pain/Objections/ Complaints Dissatisfiers: Pain/Objections/ Complaints Delighters/Key metrics: Quality/Pro- ductivity/Profitability Demand/Goal: Niches/Exper./ Crowdsourcing ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs Industry barriers/ constraints/ Competition/ Risks/Threats/ Uncertainties Environmental Risks/ Competition/ Risks/Threats/ Uncertainties/ Environmental degradation Profit (Margin)/ROI/ Share price/ Cash flow velocity/ Tracking/ Entry barriers/ Env. Friendliness Partnerships/ Mergers/ Competitive Intelligence/ Threshold ev./ Entry barriers Mission/Vision: …………………….…………………………………………………. BUSINESS MODEL PIVOT: Scenarios Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) Market Segment (Customer Problem/Goal): Increase or Appropriately Reduce CUSTOMER VALUE QUOTIENT GURUS
    67. 67. FOCUS PROGRAM FOR TRADITIONAL (WATERFALL) PRODUCT DEVELOPMENT BUSINESS/ GLOBAL VALUE CHAIN COMPANY VISION CONCEPT DEVELOPMENT PRODUCT DEVELOPMENT ALPHA/BETA TEST LAUNCH/ 1st SHIPMENT REVENUE PLAN INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) Write Business Plan Write Marketing Requirements Document (MRD) Hire VP Sales/ Hire Bus. Dev. Achieve Targets in Business Plan PROCESS (Bus. Process/ Strategies) Use Waterfall Model for Product Development Do Quality Assurance Tests Technical Publications OUTPUTS: PRODUCT/SERVICE Develop Alpha/Beta Version of Product Test Alpha/Beta Version of Product Launch Product/ Event Release Version 2-n RETAILERS/DISTRIB./ CHANNELS Select Channel/Do Marcom Materials Hire PR Agency/ Create Early Buzz Create Demand/ Build Channel Create Demand CONSUMERS/ CUSTOMERS (Experience) Sell ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs Fabricate Revenue Plan Fabricate Revenue Plan/ Create Positioning Do Deals for First Customer Shipment (FCS) Branding/ Do Deals for FCS Conduct Competitive Analysis/ Do Deals Mission/Vision: …………………….…………………………………………………. TRADITIONAL PRODUCT DEVELOPMENT MODEL Known Customers & Known Product Features Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Market Segment (Customer Problem/Goal): ……………………….….… Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    68. 68. FOCUS CUSTOMER DEVELOPMENT-BUSINESS MODEL Expected vs. Actual Performance LEARNING: Findings/Insights/ Decisions/Actions BUSINESS/ GLOBAL VALUE CHAIN COMPANY VISION CUSTOMER DISCOVERY CUSTOMER VALIDATION CUSTOMER CREATION COMPANY BUILDING INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) PROCESS (Bus. Process/ Strategies) OUTPUTS: PRODUCT/SERVICE Minimum Product: Desirable/Viable/ Feasible Product-Market Fit: Prototype/ Pilot/No-frills Product-Solution Fit: Full Software/ Hardware More Fully Featured Product RETAILERS/DISTRIB./ CHANNELS CONSUMERS/ CUSTOMERS (Experience) Innovators Early Adopters (“Earlyvangelists”) Early Majority Late Majority/ Loyal ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs Mission/Vision: …………………….…………………………………………………. CUSTOMER DEVELOPMENT-BUSINESS MODEL (CDBM) MATRIX Unknown Customers & Unknown Product Features Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Market Segment (Customer Problem/Goal): ……………………….….… Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    69. 69. ITEM FOCUS CUSTOMER DISCOVERY DASHBOARD STATEMENT/FORMULATION OF HYPOTHESES RESULT LEARNING: Findings/ Insights/ Decisions/ Actions BUSINESS/ GLOBAL VALUE CHAIN JOBS/GOALS/STATEMENTS/QUESTIONS/ASSUMPTIONS MEDIA/ METRICS/ CRITERIA Expected Perform- ance Actual Perform- ance S: SUPPLIERS E: EMPLOYEES/ KNOWLEDGE ASSETS/IP M: MACHINERY/EQUIP./ FACILITY/INFRASTRUCTURE P: PROCESSES O: OUTPUTS (PRODUCT/SERVICE) R: RETAILERS/DISTRIB./ CHANNELS C: CONSUMERS/ CUSTOMERS E: ENVIRONMENT/PUBLIC/ COMPETITORS/ INVESTORS/PARTNERS CUSTOMER DISCOVERY-BUSINESS MODEL Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….… GURUS
    70. 70. BUSINESS Upstream VALUE NETWORK (SUPPLY CHAIN OR “FOOD CHAIN”) Downstream TO FROM S: Suppliers E: Employees M: Machinery P: Processes O: Output R: Retailers/ Wholesalers/Distr. C: Customers E: Environment S: Suppliers E: Employees/ Knowledge Assets M: Machinery/ Facility/Infra’ P: Processes O: Outputs (Product/Service) R: Retailers/ Distributors/ Channels C: Consumers/ Customers E: Environment VALUE NETWORK (“SEMPORCE”) Customer Value Proposition (Job To Be Done): VALUE NETWORK-BUSINESS MODEL Collaboratively Design Oh My God-Visijon, Strategies, Products, Services, and Business Models GURUS Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….… Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    71. 71. PUBLISHER Upstream VALUE NETWORK (SUPPLY CHAIN OR “FOOD CHAIN”) Downstream TO FROM S: Suppliers E: Employees M: Machinery P: Processes O: Output R: Retailers/ Wholesalers/Distr. C: Customers E: Environment S: Suppliers E: Employees/ Knowledge Assets M: Machinery/ Facility/Infra’ P: Processes Print books Stock/pack books Det. allocations O: Outputs (Product/Service) Books Book inventory; Merchandise titles R: Retailers/ Distributors/ Channels Establish identity Ship books; Deliver orders; Dispose of returns C: Consumers/ Customers Create demand Articulate value Buy books E: Environment VALUE NETWORK (“SEMPORCE”) Customer Value Proposition (Job To Be Done): VALUE NETWORK-BUSINESS MODEL: Traditional Book Publisher Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models GURUS Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….… Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    72. 72. GURUS PROBLEM UNIVERSE GOAL UNIVERSE EXECUTION UNIVERSE LIFESPACE RESOURCES (Internal/External) WISDOMSOURCING CANVAS Theme: WISDOMSOURCING CANVAS A Zoomable Jigsaw Puzzle for Collaboratively Solving Problems and Presenting Solutions Date: ……………………..…… Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    73. 73. CUSTOMER DEVELOPMENT FOR SCALABLE STARTUPS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models Theme: ………………………………………………………………………………………… Date: …………………..….. CUSTOMER DEVELOPMENT FOR SCALABLE STARTUPS GENERIC ACTIVITIES FOR CORE & PERIPHERAL INDUSTRIES CUSTOMER DISCOVERY CUSTOMER VALIDA- TION CUSTOMER CREATION COM- PANY BUILD- ING WISDOMSOURCING CANVAS COLLABORATIVE PROBLEM SOLVING TASKS FOR PROCESS/INDUSTRY/BUSINESS MODEL/PRODUCT PROBLEM UNIVERSE: GLOBAL PROBLEM MAPPING Collect/Define/Measure/Verify Problems, Pains, and Trade-offs in System for Customer Segments/Personas Organize/Group/Analyze Problems, Pains, and Trade-offs Prioritize/Verify Big Urgent Market Pain (BUMP) GOAL UNIVERSE: GLOBAL GOAL & STRATEGY MAPPING Collect/Generate/Verify OMG-Goals, Objectives, Strategies, Tactics, Targets & Processes for Eliminating BUMP Organize/Group/Generate a Hierarchy of OMG-Goals, Objectives, Strategies, Tactics, Targets & Processes Prioritize/Verify OMG-Goals, Objectives, Strategies, Tactics, Targets & Processes and Synthesize into a Plan/Prototype EXECUTION UNIVERSE: GLOBAL STRATEGY EXECUTION Implement, Control, and Validate Plan/Prototype Reflecting OMG-Goals, Objectives, Strategies, Tactics, Targets & Processes Prepare Project Charter and Form Project Team with Diverse Members (Customers and Non-customers) Mission/Vision: …………………….…………………………………………………. GURUS Market Segment (Customer Problem/Goal): ……………………….….… Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    74. 74. CORE VALUES (Incentives/Penalties) STAKEHOLDER IMPACTS [Profit (Margin); Revenue /Cost ; Unit Price; Volume; Speed; Trade-off] 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. COMPANY BLUEPRINT (Version X) MISSION/VISION CUSTOMER VALUE PROPOSITION GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    75. 75. (-): PAIN (+): DELIGHT Disruption Spot Luxury Spot Strategic Choice Key OMG-Experience: Undesirable Experience: CUSTOMER EXPERIENCE MAP: Template Collaboratively Collect, Organize, Prioritize, and Manage Vision, Strategies, Products, Services, and Business Models GURUS Market Segment (Customer Problem/Goal): ……………………………………………………… Ideal Value Space (Ideal Market/ Ideal Impossibility/ Ideal Tool/ Ideal Universe/ New Market) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    76. 76. (-): PAIN (+): DELIGHT Disruption Spot Luxury Spot Strategic Choice Key OMG-Experience: Undesirable Experience: GURUS Sweet SpotBlue Ocean (“Practical Impossibility”) Luxury Spot Disruption Spot VolcanoOasis Green Ocean Red OceanNo Man’s Island CUSTOMER EXPERIENCE MAP: Descriptions Collaboratively Collect, Organize, Prioritize, and Manage Vision, Strategies, Products, Services, and Business Models 3 10 6 3 6 10 Ideal Value Space (Ideal Market/ Ideal Impossibility/ Ideal Tool/ Ideal Universe/ New Market) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    77. 77. (-): PAIN (+): DELIGHT Disruption Spot Luxury Spot Strategic Choice Big Urgent Market Pain (BUMP) BUMP MAP Collaboratively Discover or Identify Big Urgent Market Pain (BUMP) Urgency (Need/Importance) of Solution Size or Pervasiveness of Pain (Number of ‘Victims’ or Customers & Non-customers) GURUS List of Stakeholders Market Segment (Customer Problem/Goal): ……………………………………………………… Little Urgent Market Pain (LUMP) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    78. 78. (-): PAIN (+): DELIGHT 2 Emotional Delight (Branding/Differentiation; Customization) Intellectual Pain (Complexity; Cost Inaccessibility; Processing Time) (+): DELIGHT 1 Physical Delight (Functionality; Quality; Performance) Future Market Space Existing Market SpaceKey OMG-Experience: Undesirable Experience: GURUS Market (Customer Problem/Goal): …………………………………………… Customer Value Cube Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    79. 79. (-): PAIN 2 (+): DELIGHT 2 Value (Quality; Differentiation) Waste (Cost; Time; Defect) Lean Startup (-): DELIGHT 1 Performance (Functionality) Future Market Space Existing Market SpaceKey OMG-Experience: Undesirable Experience: GURUS Market (Customer Problem/Goal): Lean Customer Development LEAN STARTUP Cube Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    80. 80. 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  Ambidextrous Business 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 E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE  Highly Productive and Creative  Discovery-driven Learning  Customer Development/Lean Startup  Fast Decisions  Ambidextrous Org.: De-/Centralized 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 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 KEY Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow) Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow) GURUS BLUE OCEAN-BUSINESS MODEL Collaboratively Expand Market and Become Uncontested Leader in Emerging Fast-growing Industry
    81. 81. 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 E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE  Centralized Organization  Productivity and Process-focused  Lower Paid Employees  Vertical Teams/Structured Jobs  “Cultivation/Control” Culture 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 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 KEY Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow) Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow) GURUS DISRUPTION SPOT-BUSINESS MODEL Collaboratively Expand Market and Become Uncontested Leader in Emerging Fast-growing Industry
    82. 82. 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 E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE  Decentralized Organization  High Level of Employee Creativity  Design/Solutions-Competence  Intimate Knowledge of the Consumer  Organic/“Collaboration” Culture 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 S: SUPPLIERS/MATERIALS  Novel/Unique Materials M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION  Highly Innovative/Disruptive Technology  Luxury Ambience  High Rent; Premium/Urban Location KEY Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow) Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow) GURUS LUXURY SPOT-BUSINESS MODEL Collaboratively Expand Market and Become Uncontested Leader in Existing Fast-growing Industry
    83. 83. ANATOMY OF CUSTOMER EXPERIENCE Delight & Pain CUSTOMER EXPERIENCE (VALUE = Delight/Pain) CUSTOMER DELIGHT (Goal) * Functionality * Quality * Branding * Customization CUSTOMER PAIN (Constraints) * Cost (Price) * Inaccessibility * Complexity * Process Time/Delay GURUS + -
    84. 84. CUSTOMIZATION INACCESSIBILITY FUNCTIONALITY COST (PRICE)/SIZE PROCESS TIME BRANDING POSITIONING/FEATURES OF PRODUCT/SERVICE (Hypotheses vs. Facts):  CUSTOMER PREFERENCES vs.  BUSINESS PREFERENCES COMPLEXITY QUALITY POSITIONING/FEATURES MAP: Template Collaboratively Design Oh My God-Strategies, Products, Services, and Business Models GURUS
    85. 85. IMPACTS SYSTEM VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES CUSTOMER DELIGHT (+) CUSTOMER PAIN (-) Selection Criteria: Needs & Barriers COMPETITORS Function/ Content/ Perf./ Knowledge Quality/ Reliability/ Accuracy/ Efficiency Brand/ Emotion/ Style/Aura/ Prestige Customization/ Personalization/ Interactivity/ Entertainment Cost (Price) Inaccessibility/ Unavailability/ Inflexibility/ Friction/Scale Complexity/ Difficulty/ Support/ Range/Risk Process Time/ Delay/ Age WEIGHT (IMPORTANCE) Given Business/ Product: CORE COMPETITORS (Core Industry) PERIPHERAL COMPETITORS (Peripheral Ind.) REMOTE COMPETITORS (Remote Ind.) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing Mission/Vision: …………………….…………………………………………………. GURUS Market Segment (Customer Problem/Goal): ……………………….….… CUSTOMER EXPERIENCE OF COMPETITORS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
    86. 86. IMPACTS SYSTEM VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES CUSTOMER DELIGHT (+) CUSTOMER PAIN (-) Selection Criteria: Needs & Barriers CURVES Function/ Content/ Perf./ Knowledge Quality/ Reliability/ Accuracy/ Efficiency Brand/ Emotion/ Style/Aura/ Prestige Customization/ Personalization/ Interactivity/ Entertainment Cost (Price) Inaccessibility/ Unavailability/ Inflexibility/ Friction/Scale Complexity/ Difficulty/ Support/ Range/Risk Process Time/ Delay/ Age WEIGHT (IMPORTANCE) Given Business/ Product: CUSTOMER EXPERIENCE CURVES 10 8 6 4 2 0 Mission/Vision: …………………….…………………………………………………. Key -> 1: Low level; 10: Extraordinary level of experience Customer Value Quotient (CVQ) = Weighted Delight/Weighted Pain CUSTOMER EXPERIENCE CURVES Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business ModelsGURUS Market Segment (Customer Problem/Goal): ……………………….….…
    87. 87. Mission/Vision: …………………….…………………………………………………. IMPACTS SYSTEM VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES CUSTOMER DELIGHT (+) CUSTOMER PAIN (-) Selection Criteria: Needs & Barriers TACTICS Function/ Content/ Perf./ Knowledge Quality/ Reliability/ Accuracy/ Efficiency Brand/ Emotion/ Style/Aura/ Prestige Customization/ Personalization/ Interactivity/ Fun/Entertain. Cost (Price/ Weight/ Material) Inaccessibility/ Unavailability/ Inflexibility/ Friction/Scale Complexity/ Difficulty/ Support/Risk Range/Shape Process Time/ Delay/ Age WEIGHT (IMPORTANCE) Av. Competitor: Chief Competitor: Given Business/ Product: E: Eliminate R: Reduce I: Increase C: Create CUSTOMER EXPERIENCE TACTICS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business ModelsGURUS Market Segment (Customer Problem/Goal): ……………………….….… Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    88. 88. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing GURUS 4 VALUE INNOVATION SUPERHEROES (ARCHETYPAL THINKING ROLES) FOR TARGETED OBJECTS/RESOURCES: System, Elements, Attributes, Processes & Supersystem/Industry/Environment 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 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
    89. 89. ITENN1998  Creation of Winamp, the first MP3 playback software for Windows 1989  Patenting of MP3 Format (Germany) 1996  Granting of US Patent for MP3 to German Inventors EVOLUTION OF MP3 TECHNOLOGY 1997  Invention of AMP, the first MP3 playback program GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing EVOLUTION OF MP3 TECHNOLOGY
    90. 90. ITENN2001  Nike’s PSA Play120 (for customers who workout; has armband)  Apple iPod (5GB; seamless inte- gration with iTunes music library for use on Mac computers) 2002  Apple iPod (20GB; Windows compatibility; iTunes Music Store) 1998  Eiger Labs releases MP3 player: - MPMan F10 (Flash drive capacity of 32MB) - Diamond Rio PMP300 (32MB Capacity) 2006  Mainstream popularity of Music- phones 2007  Apple iPhone (Multi-touch screen; etc.)  Apple iPod Touch Phone (Multi- touch screen; etc.) 1999  Release of Sensory Science Rave MP 2100 (64MB; voice recorder; FM tuner)  Creative Labs’ Nomad (docking)  PJB-100 (Internal hard disk: 4.8GB) EVOLUTION OF THE DIGITAL MUSIC PLAYER 2000  I2Go eGo (Micro-drive: 2GB; pocket size; high price)  Creative Labs’ Nomad Jukebox (6GB; clunky; high quality sound) 2005  Apple iPod (60GB; color screen)  Emerging popularity of music – telephones: Motorola; Samsung; LG; Nokia; Sony Ericksson GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing EVOLUTION OF THE DIGITAL MUSIC PLAYER
    91. 91. CUSTOMIZATION  Peripherals INACCESSIBILITY  No Wireless Connectivity  Dock Connector  Stereo Minijack FUNCTIONALITY  Digital Media Player  4 GB (1,000 Songs)  8 GB (2,000 Songs)  2” Screen; Earphones  Video Support; Photo Support COST (PRICE)/SIZE  $149 for 4 GB (49.2g): 2.75 x 2.06 x 0.26 in PROCESS TIME  Battery Life: - Music Playback: 24 hrs - Video Playback: 5 hrs  Charge Time: 3 hrs BRANDING  Apple Brand POSITIONING/FEATURES FOR IPOD NANO (Hypotheses vs. Facts):  CUSTOMER PREFERENCES vs.  BUSINESS PREFERENCES COMPLEXITY  Ease of Use/Navigation: High QUALITY  Consumer Rating: POSITIONING/FEATURES MAP FOR APPLE’S IPOD NANO Collaboratively Design Oh My God-Strategies, Products, Services, and Business Models GURUS
    92. 92. CUSTOMIZATION  Peripherals INACCESSIBILITY  No Wireless Connectivity  Dock Connector  Stereo Minijack FUNCTIONALITY  Digital Music Player  1 GB (240 Songs)  No Display or Screen COST (PRICE)/SIZE  $149 for 4 GB (49.2g): 2.75 x 2.06 x 0.26 in PROCESS TIME  Battery Life: - Music Playback: 12 hrs  Charge Time: 4 hrs BRANDING  Apple Brand POSITIONING/FEATURES FOR IPOD SHUFFLE (Hypotheses vs. Facts):  CUSTOMER PREFERENCES vs.  BUSINESS PREFERENCES COMPLEXITY  Ease of Use/Navigation: Moderate QUALITY  Consumer Rating: POSITIONING/FEATURES MAP FOR APPLE’S IPOD SHUFFLE Collaboratively Design Oh My God-Strategies, Products, Services, and Business Models GURUS
    93. 93. CUSTOMIZATION  Peripherals INACCESSIBILITY  No Wireless Connectivity  Dock Connector  Stereo Minijack FUNCTIONALITY  Digital Media Player  80 GB (20,000 Songs)  160 GB (40,000 Songs)  2.5” Screen; Earphones  Video Support; Photo Support COST (PRICE)/SIZE  $249 for 80GB (140g): 4.1 x 2.4 x 0.41 in  $349 for 160GB (162g) 4.1 x 2.4 x 0.53 in PROCESS TIME  Battery Life: - Music Playback: 40 hrs - Video Playback: 7 hrs  Charge Time: 4 hrs BRANDING  Apple Brand POSITIONING/FEATURES FOR IPOD CLASSIC (Hypotheses vs. Facts):  CUSTOMER PREFERENCES vs.  BUSINESS PREFERENCES COMPLEXITY  Ease of Use/Navigation: High QUALITY  Consumer Rating: POSITIONING/FEATURES MAP FOR APPLE’S IPOD CLASSIC Collaboratively Design Oh My God-Strategies, Products, Services, and Business Models GURUS
    94. 94. CUSTOMIZATION  Peripherals INACCESSIBILITY  Wi-Fi Connectivity  Dock Connector  Stereo Minijack FUNCTIONALITY  Digital Media Player  8 GB (1,750 Songs);  16 GB (3,500 Songs)  3.5” Multi-touch; Earphones  Video Support; Photo Support COST (PRICE)/SIZE  $299 for 8GB (120g): 4.3 x 2.4 x 0.31 in  $399 for 16GB (120g) 4.3 x 2.4 x 0.31 in PROCESS TIME  Battery Life: - Music Playback: 22 hrs - Video Playback: 5 hrs  Charge Time: 3 hrs BRANDING  Apple Brand POSITIONING/FEATURES FOR IPOD TOUCH (Hypotheses vs. Facts):  CUSTOMER PREFERENCES vs.  BUSINESS PREFERENCES COMPLEXITY  Ease of Use/Navigation: High QUALITY  Consumer Rating: POSITIONING/FEATURES MAP FOR APPLE’S IPOD TOUCH Collaboratively Design Oh My God-Strategies, Products, Services, and Business Models GURUS
    95. 95. IMPACTS SYSTEM VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES: Hypotheses vs. Reality CUSTOMER DELIGHT (+) CUSTOMER PAIN (-) Decision Criteria: Needs & Barriers COMPETITORS Function/ Content/ Perf/ Knowledge Quality/ Reliability/ Accuracy/ Efficiency Brand/ Emotion/ Style/Aura/ Prestige Customization/ Personalization/ Interactivity/ Fun/Entertain. Cost (Price) Inaccessibility/ Unavailability/ Inflexibility/ Friction/Scale Complexity/ Difficulty/ Support/ Range/Risk Process Time/ Delay/ Age IMPORTANCE Given Product: iPod Nano Hold 1,000 songs (4 GB) Watch Photos/Video High quality Apple Brand Color Capacity Choice $149 Pocketable No Wireless Connection Simple to use Store-Service Support 24hr Music Playback CORE COMPETI- TORS: iPod Shuffle Hold 240 songs (1 GB) High quality Apple Brand Color Capacity Choice $79 Ultra-pocketable No Wireless Connection Simple to use Store-Service Support 12hr Music Playback PERIPHERAL COMPETITORS iPod Classic Hold 20,000 songs (80 GB) Watch Photos/Video High quality Apple Brand Color Capacity Choice $249 Pocketable No Wireless Connection Simple to use Store-Service Support 40hr Music Playback REMOTE COMPETI- TORS: iPod Touch Hold 1,750 songs (8 GB); Watch Video/ Photos; Multi- touch Screen High quality Apple Brand Color Capacity Choice Multi-touch Screen $299 Pocketable Wi-Fi Connection Simple to use Store-Service Support 22hr Music Playback CUSTOMER EXPERIENCE OF COMPETITORS FOR APPLE’S IPOD NANO GURUS Market Segment (Customer Problem/Goal): Listen to Music/View Photos/Watch Videos/Manage Personal Info’ Mission/Vision: “… Apple leads the digital music revolution. …”
    96. 96. IMPACTS SYSTEM VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES: Hypotheses vs. Reality CUSTOMER DELIGHT (+) CUSTOMER PAIN (-) Decision Criteria: Needs & Barriers CURVES Function/ Content/ Perf./ Knowledge Quality/ Reliability/ Accuracy/ Efficiency Brand/ Emotion/ Style/Aura/ Prestige Customization/ Personalization/ Interactivity/ Fun/Entertain. Cost (Price) Inaccessibility/ Unavailability/ Inflexibility/ Friction/Scale Complexity/ Difficulty/ Support/ Range/Risk Process Time/ Delay/ Age WEIGHT (IMPORTANCE) Given Product: iPod Nano Hold 1,000 songs (4 GB) High quality Apple Brand Color/ Capacity Choice $149 Pocketable/ No Wireless Simple to use/ Store-Service 24hr Music Playback CUSTOMER EXPERIENCE CURVES 10 8 6 4 2 0 CUSTOMER EXPERIENCE CURVES FOR APPLE’S IPOD NANO How to Zoom In and Out of BUMPs in Core & Peripheral Industries? KEY -> 1: Low level; 10: Extraordinary level of customer experience iPod Nano “iPod Shuffle “iPod Classic GURUS Market Segment (Customer Problem/Goal): Listen to Music/View Photos/Watch Videos/Manage Personal Info’ Mission/Vision: “… Apple leads the digital music revolution. …”
    97. 97. IMPACTS SYSTEM VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES: Hypotheses vs. Reality CUSTOMER DELIGHT (+) CUSTOMER PAIN (-) Decision Criteria: Needs & Barriers TACTICS Function/ Content/ Perf./ Knowledge Quality/ Reliability/ Accuracy/ Efficiency Brand/ Emotion/ Style/Aura Prestige Customization/ Personalization/ Interactivity/ Fun/Entertain. Cost (Price) Inaccessibility/ Unavailability/ Inflexibility/ Friction/Scale Complexity/ Difficulty/ Support/ Range/Risk Process Time/ Delay/ Age WEIGHT (IMPORTANCE) Given Product: iPod Nano 6 8 8.5 2 7 6 3 8 Core Compet. iPod Shuffle 5 8 8.5 2 4 6 2 5 Peripheral Compet. iPod Classic 8.5 8.5 8.5 6 9 6 4 9 E: Eliminate R: Reduce I: Increase Screen Size Storage Quality of Sound Fun Entertainment Price Thickness Weight C: Create Multi-touch Screen Digital Media Hub Wi-Fi Multi-touch Navigation CUSTOMER EXPERIENCE TACTICS FOR APPLE’S IPOD NANO Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models GURUS Market Segment (Customer Problem/Goal): Listen to Music/View Photos/Watch Videos/Manage Personal Info’ Mission/Vision: “… Apple leads the digital music revolution. …”
    98. 98. FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) OUTCOME: FUTURE (DISRUPTIVE) BUS. MODEL BUSINESS/ GLOBAL VALUE CHAIN GIVEN BUSINESS MODEL E: Eliminate R: Reduce/Replace I: Increase C: Create INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) Staff/ Apple Brand PROCESS (Bus. Process/ Strategies) Hardware Design/ Software Design/ Marketing OUTPUTS: PRODUCT/SERVICE iPod Hardware/ iTunes Software/ Content & Agreements Screen Size; Storage; Fun; Entertainment; Thickness; Weight; Price Multi-touch screen; Digital Media Hub; Wi-Fi RETAILERS/DISTRIB./ CHANNELS iTunes; apple.com; Apple Stores/Others CONSUMERS/ CUSTOMERS (Experience) Mass Market ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs Record Companies/ Original Equipment Manufacturers (OEMs)/… BUSINESS MODEL PIVOT FOR APPLE INC.: iPod - 2001 Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Market Segment (Customer Problem): Commoditized ProductsMission/Vision: “… Apple leads the digital music revolution. …”
    99. 99. ITENN4 PART-WISDOMSOURCING MAP 5 PART-WISDOMSOURCING MAP 1 PART-WISDOMSOURCING MAP CLASSIC VERTICAL MAP PAIN-DELIGHT MAP 2 PART-WISDOMSOURCING MAP WISDOMSOURCING MAPS: Family of Wisdomsourcing Maps (Zoomable Idea Organizers) for Facilitating Collaboration, Ideas Management, Creativity, and Customer Problem Solving 3 PART-WISDOMSOURCING MAP CLASSIC HORIZONTAL MAP GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing WISDOMSOURCING MAPS FOR THE BLUE OCEAN STARTUP Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
    100. 100. GURUS Horizontal Wisdomsourcing Map Vertical Wisdomsourcing Map Pain-Delight Wisdomsourcing Map Classic Family of Wisdomsourcing Maps: Parent and 8 Children Parent (Child: Mini-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 Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing CLASSIC WISDOMSOURCING MAPS Family of Fractal Idea Organizers for Collaborative Creativity, Problem-solving, Decision-making, and Learning
    101. 101. THE INFINITE WISDOMSOURCING MAP Collaboratively and Fractally Organize All Information in the Universe: Past, Present, and Future GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing Level 0 Mini-Wisdomsourcing Map (Building Block, Atom, Seed, or Screen) Super Wisdomsourcing Map: 3x3 Classic Wisdomsourcing Map Level 1 Level 2 Classic Wisdomsourcing Map: 3x3 Mini-Wisdomsourcing Map
    102. 102. GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing CLASSIC HORIZONTAL MAP Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
    103. 103. ITENN GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing CLASSIC VERTICAL MAP Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
    104. 104. ITENN 1.1 STATE YOUR HYPOTHESIS 1.2 TEST “PROBLEM” HYPOTHESIS 1.0 CUSTOMER DISCOVERY 1.3 TEST “PRODUCT” HYPOTHESIS GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing 1.0 CUSTOMER DISCOVERY MAP: Example Theme/Topic: CUSTOMER DEVELOPMENT METHODOLOGY
    105. 105. ITENN 1.14 DEMAND CREATION HYPOTHESIS 1.15 MARKET TYPE HYPOTHESIS 1.11 PRODUCT HYPOTHESIS 1.12 CUSTOMER & PROBLEM HYPOTHESIS 1.1 STATE YOUR HYPOTHESIS 1.13 DISTRIBUTION & PRICING HYPOTHESIS 1.16 COMPETITIVE HYPOTHESIS GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing 1.1 STATE-YOUR-HYPOTHESIS MAP Theme/Topic: CUSTOMER DEVELOPMENT METHODOLOGY/CUSTOMER DISCOVERY
    106. 106. ITENN1.114 Benefit List: What do the features let a customer do? 1.116 Will these benefits be accept- ed as such or do they need explanation? 1.111 What problem are you solving? 1.117 What Intellectual Property (IP) of ours will be unique? 1.118 What is the total cost of ownership of your product? 1.119 Dependency Analysis: Are you dependent on … to happen before your product can sell in volume? 1.112 One Page Product List: What are the technical attributes of the Product? 1.11 PRODUCT HYPOTHESIS 1.113 Will these features be well understood or do they require explanation? 1.116 What is the initial delivery schedule? When will all of these features be available? GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing 1.11 PRODUCT-HYPOTHESIS MAP Theme/Topic: CUSTOMER DEVELOPMENT METHODOLOGY/CUSTOMER DISCOVERY
    107. 107. ITENN 1.21 FRIENDLY FIRST CONTACTS 1.22 “PROBLEM” PRESENTATION 1.2 TEST “PROBLEM” HYPOTHESIS 1.23 CUSTOMER UNDERSTANDING GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing 1.2 TEST-“PROBLEM”-HYPOTHESIS MAP Theme/Topic: CUSTOMER DEVELOPMENT METHODOLOGY/CUSTOMER DISCOVERY
    108. 108. ITENN1.34 SECOND REALITY CHECK 1.35 1st ADVISORY BOARD 1.31 FIRST REALITY CHECK 1.37 VERIFY THE PRODUCT MORE … 1.38 VERIFY THE BUSINESS MODEL 1.39 ITERATE OR EXIT 1.32 “PRODUCT” PRESENTATION 1.3 TEST “PRODUCT” HYPOTHESIS 1.33 YET MORE CUSTOMER VISITS 1.36 VERIFY THE PROBLEM GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing 1.3 TEST-“PRODUCT”-HYPOTHESIS MAP Theme/Topic: CUSTOMER DEVELOPMENT METHODOLOGY/CUSTOMER DISCOVERY
    109. 109. (-): PAIN (+): DELIGHT Disruption Spot Luxury Spot Strategic Choice Key OMG-Experience: Undesirable Experience: GURUS Market Segment (Customer Problem/Goal): ……………………………………………………… Ideal Value Space (Ideal Market/ Ideal Impossibility/ Ideal Tool/ Ideal Universe/ New Market) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing CLASSIC PAIN-DELIGHT MAP Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
    110. 110. ABOUT THE INVENTOR/AUTHOR GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    111. 111. 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 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  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 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 CONTACT Dr. Rod King: California, USA Cell: (559) 248-6230 rodkuhnking@sbcglobal.net http://twitter.com/RodKuhnKing  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 Dr. Rod King Visual Problem Solver, Inventor & Magician  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  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 BIOGRAPHICAL SKETCH Background Information on Dr. Rod King, Creator of Business Model Development (BMD) GURUS
    112. 112. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing • 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 • Alex Osborne (1953) • Rules for Brainstorming – No criticism during idea generation • ‘Blue Sky’ Thinking and Ideas • 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 • Organic Process • Online Collaboration • Collaborative Idea Generation • 1D-Evaluation; Voting • Myriad Generated Ideas • Offline • 1 Physical Location • Formal Group WISDOMSOURCING 3. CROWDSOURCING 2. 1. BRAINSTORMING EVOLUTION OF WISDOMSOURCINGGURUS

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