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Dynamic Business Model Visualizations: Instantly Facilitate LIVELY Business Model Conversations Using the 3 Acts of a Business Model Storyboard
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Dynamic Business Model Visualizations: Instantly Facilitate LIVELY Business Model Conversations Using the 3 Acts of a Business Model Storyboard

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  • Full Name Full Name Comment goes here.
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  • @RodKing- I love your statement 'At the moment, business model visualization is suffering from viewing a business model at a single level'. It is true and valuable.
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  • @hudali15: Thanks for noting the inherent fractality of the 3-Act Business Model. I'm happy that you consider each Act to be a Fractal Iceberg which consists of other Fractal Icebergs. The whole 3-Act Business Model can itself be regarded as a Fractal Iceberg. At the moment, business model visualization is suffering from viewing a business model at a single level. In my view, this single level perspective severely limits the potential and use of business models. I hope that with the metaphor of the Fractal Iceberg, more people will note that although we are currently seeing the tip of business model visualization, there's the rest of the iceberg that contains more information and deeper insights. And from another perspective, the whole iceberg is just a tip of the almost infinite information about the business model. This perspective of the Fractal Iceberg could cause a positive paradigm shift in the visualization of business models.
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  • Rod, you have two slides, but they are packed with information. A new term is crossing my head, which is 'The Fractal Iceberg'. Each block or value hides beneath more information Slide 2 may be divided further into similarly-shaped triangles to disclose more information. Rod, I hope you find the term reflective of the depth of your model.
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Dynamic Business Model Visualizations: Instantly Facilitate LIVELY Business Model Conversations Using the 3 Acts of a Business Model Storyboard Dynamic Business Model Visualizations: Instantly Facilitate LIVELY Business Model Conversations Using the 3 Acts of a Business Model Storyboard Presentation Transcript

  • Past     (Storyboard)                 Present   (Storyboard)                 Future   (Storyboard)                 GLOBAL  3-­‐ACT  BUSINESS  MODEL  (G3BM)  PLAN     3  Storyboards  and  a  North  Star       #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   ULTIMATE   JOB-­‐TO-­‐GET  DONE  (GOAL):   AspiraAons/MoAvaAon/   Mission/Vision/Purpose/   Ideals/Ideal  Trade-­‐off/   Ideal  Final  Result/   Shared  Value   For   Object  Or   System   Short/Medium/Long-­‐term   Industry/Market/Niche/Arena/Zone:    ……………………………………………………………………………………….  
  • Storyboard   [stawr-­‐ee-­‐bawrd]     noun   1.  a  graphic  organizer  in  the  form  of  illustraNons  or  images  displayed  in  sequence   for  the  purpose  of  pre-­‐visualizing  a  moNon  picture,  animaNon,  moNon  graphic  or   interacNve  media  sequence  (Wikipedia)   2.  a  panel  or  series  of  panels  of  rough  sketches  outlining  the  scene  sequence  and   major  changes  of  acNon  or  plot  in  a  producNon  to  be  shot  on  film  or  video   (American  Heritage  DicFonary)   3.  a  storyboard,  which  has  a  system-­‐environment  structure,  has  a  fractal  property:    “a  storyboard  is      a  storyboard  of  storyboards  is      a  storyboard  of  storyboards  is  …”  
  • Scene   [seen]     Noun   1.  a  part  of  acNon  in  a  single  locaNon  in  a  TV  or  movie,  composed  of  a  series  of   shots  (Wikipedia)   2.  the  place  where  an  acNon  or  event  occurs  (American  Heritage  DicFonary)   3.  a  scene  can  be  part  of  a  storyboard  or  an  act   View slide
  • Always     Start  With   A  Hero’s  Trade-­‐off  Scene:     “Customer  Job-­‐To-­‐Get-­‐Done”   View slide
  • Past     Job-­‐To-­‐Get  Done                 Present   Job-­‐To-­‐Get-­‐Done                 Future   Job-­‐To-­‐Get-­‐Done                 GLOBAL  3-­‐ACT  BUSINESS  MODEL  (G3BM)  PLAN  for  CUSTOMER  JOB-­‐TO-­‐GET-­‐DONE  (JTGD)     3  Job-­‐To-­‐Get-­‐Done  Scenes  and  a  North  Star         #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   ULTIMATE   JOB-­‐TO-­‐GET  DONE  (GOAL)  
  • Past     Job-­‐To-­‐Get  Done                 Present   Job-­‐To-­‐Get-­‐Done                 Future   Job-­‐To-­‐Get-­‐Done                   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Job-­‐To-­‐Get-­‐Done  (Task)   -­‐   +   Job-­‐To-­‐Get-­‐Done  (Task)   -­‐   +   ULTIMATE   JOB-­‐TO-­‐GET  DONE  (GOAL)   Industry/Market/Niche/Arena/Zone:    ……………………………………………………………………………………….   Job-­‐To-­‐Get-­‐Done  (Task)   -­‐   +   GLOBAL  3-­‐ACT  BUSINESS  MODEL  (G3BM)  PLAN  for  CUSTOMER  JOB-­‐TO-­‐GET-­‐DONE  (JTGD)     3  Job-­‐To-­‐Get-­‐Done  Scenes  and  a  North  Star      
  • Trade-­‐off  Scene  for  Job-­‐To-­‐Get-­‐Done       #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing   JOB-­‐TO-­‐GET-­‐DONE  (TASK)   (P.I.E.S.:  Physical/Intellectual/EmoNonal/Spiritual)                         -­‐     +   ENVIRONMENT  
  • Trade-­‐off  Scene  for  Job-­‐To-­‐Get-­‐Done       #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing   JOB-­‐TO-­‐GET-­‐DONE  (TASK)   (P.I.E.S.:  Physical/Intellectual/EmoNonal/Spiritual)                         -­‐     +   ENVIRONMENT   Undesired  Effects/Impacts/Outcomes/Results   Desired  Effects/Impacts/Outcomes/Results   Format  1     Verb  +  Noun-­‐Object  +  Contextual  Clarifier     (Physical/Intellectual/EmoFonal/Spiritual  Job  @  Home/School/Work/Outdoor/Vehicle/Everywhere  @  Time   While  Minimizing  (Undesired  Effects)  and  Maximizing  (Desired  Effects)       Format  2     [Person]  wants  to  [Job-­‐To-­‐Get-­‐Done]  in  [Context/Environment/Arena/Zone]   Eliminate   Reduce   Increase   Create  
  • Past     Job-­‐To-­‐Get  Done                 Present   Job-­‐To-­‐Get-­‐Done                 Future   Job-­‐To-­‐Get-­‐Done                   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Short/Medium/Long-­‐term   Job-­‐To-­‐Get-­‐Done  (Task)   -­‐   +   Job-­‐To-­‐Get-­‐Done  (Task)   -­‐   +   Job-­‐To-­‐Get-­‐Done  (Task)   -­‐   +   Before  Trade-­‐off  Scene  During  Trade-­‐off  Scene  AYer  Trade-­‐off  Scene   ULTIMATE   JOB-­‐TO-­‐GET  DONE  (GOAL):   AspiraAons/MoAvaAon/   Mission/Vision/Purpose/   Ideals/Ideal  Trade-­‐off/   Ideal  Final  Result/   Shared  Value   For   Object  Or   System   Industry/Market/Niche/Arena/Zone:    ……………………………………………………………………………………….   GLOBAL  3-­‐ACT  BUSINESS  MODEL  (G3BM)  PLAN  for  CUSTOMER  JOB-­‐TO-­‐GET-­‐DONE  (JTGD)     3  Job-­‐To-­‐Get-­‐Done  Scenes  and  a  North  Star      
  • Past     (“Done”)                 Present   (“Doing”)                 Future   (“To  Do”)                 What  WAS   Job-­‐to-­‐Get-­‐Done   (JTGD):  Physical/   Intell./EmoFonal/   Spiritual?   What  WILL/   MUST  Be  Job-­‐To-­‐ Get  Done:  Physical/    Intell./EmoFonal/   Spiritual?   What  IS     Job-­‐To-­‐Get-­‐Done   (JTGD):  Physical/   Intell./EmoFonal/   Spiritual?     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   TacAcs/ExecuAon   How  to  get  to   Desired  Job-­‐To-­‐Be-­‐Done:   Physical/Intell./EmoFonal/   Physical?   ULTIMATE   JOB-­‐TO-­‐GET  DONE  (GOAL):   AspiraAons/MoAvaAon/   Mission/Vision/Purpose/   Ideals/Ideal  Trade-­‐off/   Ideal  Final  Result/   Shared  Value   For   Object  Or   System   Before  Trade-­‐off  Scene  During  Trade-­‐off  Scene  AYer  Trade-­‐off  Scene   Industry/Market/Niche/Arena/Zone:    ……………………………………………………………………………………….   GLOBAL  3-­‐ACT  BUSINESS  MODEL  (G3BM)  PLAN  for  CUSTOMER  JOB-­‐TO-­‐GET-­‐DONE  (JTGD)     3  Job-­‐To-­‐Get-­‐Done  Scenes  and  a  North  Star      
  • Then,   Proceed  With   Global  3-­‐Act  Business  Model  (G3BM)   Plan   for   “Business  Model  InnovaAon”  
  • Finally,   Explore  and  Validate  Riskiest  Part   of   Global  3-­‐Act  Business  Model  (G3BM)   Plan   for   “Business  Model  InnovaAon”  
  • Business  Model   [biz-­‐nis    mod-­‐l]     Term     Business-­‐centric  DefiniNon   1.  Business  model  is  a  schema  or  game  that  tells  a  story  of  how  a  business   creates,  delivers,  and  captures  value  (or  makes  profit)       Customer-­‐centric  DefiniNon   2.  Business  model  is  a  schema  or  game  that  tells  a  story  of  how  a  business  creates,    delivers,  and  shares  value  especially  with  a  targeted  customer  segment     3.  Business  model  is  a  schema  or  game  that  tells  a  story  of  how  a  business  helps    its  customers  to  achieve  their  goals,  meet  their  needs,  avoid  problems,  resolve    trade-­‐offs,  and/or  get  jobs  done  while  obtaining  higher  value  especially  by    managing  trade-­‐offs:  using  tools  to  minimize  pain  (undesirable  effects/outcomes)    and  maximize  delight  (desirable  effects/  outcomes)  
  • Past     (“As  Was”)                 Present   (“As  Is”)                 Future   (“To  Be”)                 What  WAS   performance  of   business  (model/   system)?   What  WILL/   MUST  be   performance  of   business  (model/   system)?   What  IS     performance  of   business  (model/     system)?   Strategy/ExecuAon   How  SHOULD   business  (model/system)  get   to  desired  performance?     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Before  Storyboard  During  Storyboard  AYer  Storyboard   ULTIMATE   JOB-­‐TO-­‐GET  DONE  (GOAL):   AspiraAons/MoAvaAon/   Mission/Vision/Purpose/   Ideals/Ideal  Trade-­‐off/   Ideal  Final  Result/   Shared  Value   For   Object  Or   System   Industry/Market/Niche/Arena/Zone:    ……………………………………………………………………………………….   GLOBAL  3-­‐ACT  BUSINESS  MODEL  (G3BM)  PLAN  for  CUSTOMER  JOB-­‐TO-­‐GET-­‐DONE  (JTGD)     3  Job-­‐To-­‐Get-­‐Done  Scenes  and  a  North  Star      
  • Past     (“Done”)   Global  Business  Model               Present   (“Doing”)   Global  Business  Model               Future   (“To  Do”)   Global  Business  Model                 #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   3-­‐Act     Business  Model   3-­‐Act     Business  Model   3-­‐Act     Business  Model   Strategy/ExecuAon   How  SHOULD   business  (model/system)  get   to  desired  performance?   ULTIMATE   JOB-­‐TO-­‐GET  DONE  (GOAL):   AspiraAons/MoAvaAon/   Mission/Vision/Purpose/   Ideals/Ideal  Trade-­‐off/   Ideal  Final  Result/   Shared  Value   For   Object  Or   System   Before  Storyboard  During  Storyboard  AYer  Storyboard   Industry/Market/Niche/Arena/Zone:    ……………………………………………………………………………………….   GLOBAL  3-­‐ACT  BUSINESS  MODEL  (G3BM)  PLAN  for  CUSTOMER  JOB-­‐TO-­‐GET-­‐DONE  (JTGD)     3  Job-­‐To-­‐Get-­‐Done  Scenes  and  a  North  Star      
  • ENVIRONMENT   GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD:  Universal  RepresentaNon  of  a  Business  Model  (Story/System)       #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   BUSINESS  MODEL   (Story/System)  
  • ENVIRONMENT   GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD:  Macro-­‐Business  (Bird’s  Eye)  Modeling         #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   VALUE  CREATION   MODEL       (Product  InnovaNon)   VALUE   PROPOSITION   MODEL       (MarkeNng)     VALUE  SHARING   MODEL     (Profitability)   BUSINESS  MODEL   (Story/System)   LEARNING  
  • ENVIRONMENT   GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD:  Macro-­‐Business  (Bird’s  Eye)  Modeling         #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   VALUE  CREATION   MODEL       (Product  InnovaNon)   VALUE   PROPOSITION   MODEL       (MarkeNng)     VALUE  SHARING   MODEL     (Profitability)   BUSINESS  MODEL   (Story/System)   LEARNING   drives   requires  
  • ENVIRONMENT   GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD:  Meso-­‐Business  (Eagle’s  Eye)  Modeling         #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing           Suppliers/   Partners   Processes/   AcNviNes   VALUE  CREATION  MODEL   VALUE  PROPOSITION  MODEL   Customers   Value   ProposiAon   (Plot)   Cost   (Structure)   Core   Competence   SHARED  VALUE  (PROFIT)  MODEL   BUSINESS  MODEL   (Story/System)   Revenue   (Streams)   Shared   Value   Internal   Resources   (Employees;  Tech.;  Infra.;  etc.)   Profit   (Margin)   Product/   Service   LEARNING   Job-­‐To-­‐Get-­‐Done   drives   requires  
  • GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD:  Scenes  of  the  3-­‐Act  Business  Model  (Story)  &  4  Industry  (Local  Env.)  “Forces”         #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing           Suppliers/   Partners   Processes/   AcNviNes   VALUE  CREATION  MODEL   VALUE  PROPOSITION  MODEL   Customers   Value   ProposiAon   (Plot)   Cost   (Structure)   Core   Competence   SHARED  VALUE  (PROFIT)  MODEL   BUSINESS  MODEL   (Story/System)   Revenue   (Streams)   Shared   Value   Internal   Resources   (Employees;  Tech.;  Infra.;  etc.)   Profit   (Margin)   Product/   Service   Bargaining  Power  of  Suppliers   Bargaining  Power  of  Customers   Threat  of  New  Entrants   LEARNING   Threat  of  SubsAtute  Products   Job-­‐To-­‐Get-­‐Done   drives   requires  
  • GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD:  Scenes  of  the  3-­‐Act  Business  Model  (Story)  &  4  Global  Environment  “Forces”         #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing           Suppliers/   Partners   Processes/   AcNviNes   VALUE  CREATION  MODEL   VALUE  PROPOSITION  MODEL   Customers   Value   ProposiAon   (Plot)   Cost   (Structure)   Core   Competence   SHARED  VALUE  (PROFIT)  MODEL   BUSINESS  MODEL   (Story/System)   Revenue   (Streams)   Shared   Value   Internal   Resources   (Employees;  Tech.;  Infra.;  etc.)   Profit   (Margin)   Product/   Service   Industry  Ecosystem  (IE):  Supply   Market  Ecosystem  (ME):  Demand   Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/+)   LEARNING   Macro-­‐Economic  Influencers  (MEI):  Global  Economy   Job-­‐To-­‐Get-­‐Done                                                                    Topics  of  the  Environment  are  mainly  adapted  from  The  Business  Model  Environment  (www.businessmodelgeneraNon.com)   drives   requires  
  •   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing   GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD:  Worksheet  for  4  Industry  (Local  Environment)  Forces       BUSINESS  MODEL   (Story/System)     Bargaining  Power  of  Suppliers   Bargaining  Power  of  Customers   Threat  of  New  Entrants   Threat  of  SubsAtute  Products  
  • Industry  Ecosystem  (IE):  Supply   Market  Ecosystem  (ME):  Demand   Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/0/+)   Macro-­‐Economic  Influencers  (MEI):  Global  Economy     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing   GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD:  Worksheet  for  4  Global  Environment  “Forces”       BUSINESS  MODEL   (Story/System)                                                                      Topics  of  the  Environment  are  mainly  adapted  from  The  Business  Model  Environment  (www.businessmodelgeneraNon.com)  
  •   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing   GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD:  Worksheet  (Mindmap/Tree)  for  3-­‐Act  Business  Model     ENVIRONMENT   LEARNING   BUSINESS  MODEL   (Story/System)   Value  CreaAon   Act     Value  ProposiAon-­‐and-­‐   Delivery   Act   Value  Sharing   Act   Value   ProposiAon   (Plot)   Core   Competence   Shared   Value   Suppliers/   Partners   Processes/   AcNviNes   Customers   Cost   (Structure)   Revenue   (Streams)   Internal   Resources   (Employees;  Tech.;  Infra.;  etc.)   Profit   (Margin)  Product/   Service   Channels/   CRM   Job-­‐To-­‐Get-­‐Done  
  •   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing   GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD:  Worksheet  for  3-­‐Act  Business  Model     ENVIRONMENT   VALUE  PROPOSITION  ACT  VALUE  CREATION  ACT   SHARED  VALUE  ACT  
  • (-­‐)   (+)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing   GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD:  Worksheet  for  Problem-­‐Solving  Cycle     ENVIRONMENT   Problem  Plan  Build   Measure  
  • (-­‐)   (+)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing   GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD:  Worksheet  for  Universal  Job  Map  (Be:encourt,  2010)     ENVIRONMENT   Locate  Define   (Plan)   Execute   Confirm   Prepare   Monitor  
  • GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD:  Worksheet  for  Trade-­‐off  Scene       #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing                         -­‐     +   ENVIRONMENT  
  • ENVIRONMENT   GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD:  Worksheet  for  Global  Business  Model  Canvas       #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing                 BUSINESS  MODEL  CANVAS                 LEARNING  
  • (-­‐)   (+)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing   ENVIRONMENT   Pain:     Cost  (Structure)         Delight:   Revenue  (Streams)         Suppliers/Partners         Value   ProposiAon   (Plot)                       Product/   Service       Processes/AcAviAes         Internal  Resources   (Employees;  Tech.;  Infra.;  etc.)       Customers         Channels/CRM         Job-­‐To-­‐Get  Done         GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD:  Worksheet  for  Job-­‐To-­‐Get-­‐Done  Canvas                                                                          Reference:  “Business  Model  GeneraNon”  by  Alexander  Osterwalder  &  Yves  Pigneur;  see  (www.businessmodelgeneraNon.com)  
  • Disrup(on  Spot   Luxury  Spot   Strategic   Choice   Sweet  Spot   Value  ProposiNon   Blue  Ocean   Value  ProposiNon   Luxury  Spot   (“DifferenFaFon”)   Value  ProposiNon   DisrupAon  Spot/Lean   (“Low  Cost”)   Value  ProposiNon   TRADE-­‐OFF  MAP  OF  9  ARCHETYPAL  VALUE  PROPOSITIONS   Profitable  vs.  Unprofitable  Value  ProposiFons  (Strategies/Business  Models)     Michael  Porter:  “The  essence  of  strategy  is  to  find  a  different  [but  profitable]  value  proposiNon”   Volcano   Value  ProposiNon   Green  Ocean   Value  ProposiNon   Red  Ocean   Value  ProposiNon   No-­‐Man’s-­‐Island   Value  ProposiNon   Oasis   (‘Stuck-­‐in-­‐the-­‐middle’)   Value  ProposiNon   (-­‐):  PAIN:  Cost;  Time;  Complexity;  Inaccessibility;  Inconvenience;  Size;   Defect;  Waste;  Risk   (+):  DELIGHT:   Benefit,  e.g.,   Performance;   Quality;   Cachet/Status;   Novelty;   InteracNvity;   CustomizaNon   Key   Profitable  Value  ProposiNon     Unprofitable  Value  ProposiNon   “Insane”  Happiness  (Value)   Ideal  Final  Result  (IFR)   Infinite  Shared  Happiness       #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Market  Segment  (Job-­‐To-­‐Get-­‐Done/Goal;  Product/Tool):  ………………..…..……..……. …………  ……………………………………………………………………….…………….………….……………….  
  •                                  VALUE  PROPOSITION  MODEL  (VPM)  CHECKLIST                                                                                                  QuesFons  for  Designing,  Managing,  and  TesFng  a  MagneFc  Value  ProposiFon   4  Categories  of  QuesAons  for  Designing,  Managing,  and  TesAng  a  MagneAc  Value  ProposiAon  (MVP)     Product/Service/Tool   q  What  is  (the  name  and  product  category  of)  the  main  product/service/tool  that  is  (to  be)  offered  to  customers?   q  What  are  funcNonaliNes  or  capabiliNes  of  the  product/service/tool?   q  What  are  key  features  of  the  product/service/tool?   q  What  are  3  important  benefits  that  the  product/service/tool  offers  to  customers?   q  What  are  3  serious  pains  or  problems  encountered  by  customers  when  they  use  the  product/service/tool?     Customer/Consumer   q  Who  are  the  target  customers/consumers?   q  How  would  you  describe  the  persona  and/or  demographic  profile  of  the  most  valuable  customer/consumer?   q  What  physical/intellectual/emoNonal/spiritual  problems  are  customers/consumers  trying  to  prevent  or  solve?   q  What  are  important  likes  or  delights  of  the  customer/consumer?   q  What  are  important  dislikes  or  pains  of  the  customer/consumer?     Jobs-­‐To-­‐Get-­‐Done   q  For  what  physical/intellectual/emoNonal/spiritual  events,  goals,  acNviNes,  and  tasks  do  customers  use  the  product/service/tool?   q  What  is  the  most  important  event,  goal,  acNvity,  and/or  task  for  which  customers  use  the  product/service/tool?   q  In  what  places,  locaNons,  or  areas  do  customers  use  the  product/service/tool?   q  When  (during  the  day/week/month/year)  do  customers  use  the  product/service/tool?   q  What  are  typical  obstacles  or  barriers  that  prevent  customers  from  effecNvely  using  the  product/service/tool  or  achieving  their   goals/objecNves:  before/during/arer  using  tool?   q  What  are  key  performance  goals,  requirements,  objecNves,  outcomes,  metrics,  and  targets  for  each  Job-­‐To-­‐Get-­‐Done?     Value  ProposiAon  Plot  &  Statement   q  What  features  of  the  product/service/tool/business  model  are  SIMILAR  to  those  in  the  exisNng  marketplace?   q  What  features  of  the  product/service/tool/business  model  are  DIFFERENT  from  those  in  the  exisNng  marketplace?   q  What  is  your  Value  ProposiNon  Statement  (VPS)  for  the  product/service/tool?   q  Are  you  saNsfied  with  the  effecNveness  of  your  Value  ProposiNon  Statement  (VPS)?   VPM     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing  
  • Example:     Customer  Job-­‐To-­‐Get-­‐Done  for  Digital  Music  Player   Industry  
  • Past                     Present                   Future                     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Short/Medium/Long-­‐term   Job-­‐To-­‐Get-­‐Done  (Task)   -­‐   +   Job-­‐To-­‐Get-­‐Done  (Task)   -­‐   +   Job-­‐To-­‐Get-­‐Done  (Task)   -­‐   +   ULTIMATE   JOB-­‐TO-­‐GET  DONE  (GOAL):   AspiraAons/MoAvaAon/   Mission/Vision/Purpose/   Ideals/Ideal  Trade-­‐off/   Ideal  Final  Result/   Shared  Value   For  Digital     Music  Player   (Industry)   Before  Trade-­‐off  Scene  During  Trade-­‐off  Scene  AYer  Trade-­‐off  Scene   Industry/Market/Niche/Arena/Zone:    Music  Industry  (Digital  Music  Players)   GLOBAL  3-­‐ACT  BUSINESS  MODEL  (G3BM)  PLAN  for  CUSTOMER  JOB-­‐TO-­‐GET-­‐DONE  (JTGD)     3  Job-­‐To-­‐Get-­‐Done  Scenes  and  a  North  Star      
  • Trade-­‐off  Scene  for  Job-­‐To-­‐Get-­‐Done  for  Apple’s  Classic  iPod       #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing   JOB-­‐TO-­‐GET-­‐DONE  (TASK)   (Physical/Intellectual/EmoNonal/Spiritual)                         -­‐     +   ENVIRONMENT   Undesired  Physical/Intellectual/EmoNonal/   Spiritual  …  Effects/Impacts/Outcomes/Results   Desired  Physical/Intellectual/EmoNonal/   Spiritual  …  Effects/Impacts/Outcomes/Results   Verb  +  Noun-­‐Object  +  Contextual  Clarifier   (Physical/Intellectual/EmoFonal/Spiritual  Job  @  Home/School/Work/Outdoor/Vehicle/Everywhere  @  Time)       Listen  to  music  @  home/school/work/outdoor/vehicle/everywhere  @  Ame   while  minimizing  (undesired  effects)  and  maximizing  (desired  effects)   Eliminate   Reduce   Increase   Create  
  • Example  1:  Fractal  Triangle-­‐Story  Format  
  • ENVIRONMENT   GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD  for  Apple’s  Classic  iPod         #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing           Suppliers/   Partners   Processes/   AcNviNes   Internal   Resources   (Employees;  Tech.;  Infra.;  etc.)   VALUE  CREATION  ACT   VALUE  PROPOSITION  ACT   Customers   Value   ProposiAon   (Plot)   Cost   (Structure)   Profit   (Margin)   Core   Competence   SHARED  VALUE  (PROFIT)  ACT   BUSINESS  MODEL   For  Classic  iPod   Revenue   (Streams)   Shared   Value   Product/   Service   LEARNING   Job-­‐To-­‐Get-­‐Done  
  • GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD  for  Apple’s  Classic  iPod  –  HighlighNng  the  4  Industry  (Local  Env.)  Forces         #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing           Suppliers/   Partners   Processes/   AcNviNes   Internal   Resources   (Employees;  Tech.;  Infra.;  etc.)   VALUE  CREATION  ACT   VALUE  PROPOSITION  ACT   Customers   Job-­‐To-­‐Get-­‐Done   Value   ProposiAon   (Plot)   Cost   (Structure)   Profit   (Margin)   Core   Competence   SHARED  VALUE  (PROFIT)  ACT   BUSINESS  MODEL   For  Classic  iPod   Revenue   (Streams)   Shared   Value   Product/   Service   LEARNING   Bargaining  Power  of  Suppliers   Bargaining  Power  of  Customers   Threat  of  New  Entrants   Threat  of  SubsAtute  Products  
  • GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD  for  Apple’s  Classic  iPod  –  HighlighNng  the  4  Global  Environment  Forces         #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing           Suppliers/   Partners   Processes/   AcNviNes   Internal   Resources   (Employees;  Tech.;  Infra.;  etc.)   VALUE  CREATION  ACT   VALUE  PROPOSITION  ACT   Customers   Job-­‐To-­‐Get-­‐Done   Value   ProposiAon   (Plot)   Cost   (Structure)   Profit   (Margin)   Core   Competence   SHARED  VALUE  (PROFIT)  ACT   BUSINESS  MODEL   For  Classic  iPod   Revenue   (Streams)   Shared   Value   Product/   Service   Industry  Ecosystem  (IE):  Supply   Market  Ecosystem  (ME):  Demand   Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/+)   Macro-­‐Economic  Influencers  (MEI):  Global  Economy   LEARNING                                                                        Reference:  “Business  Model  GeneraNon”  by  Alexander  Osterwalder  &  Yves  Pigneur;  see  (www.businessmodelgeneraNon.com)  
  • Example  2:  Mind  Map-­‐Story  Format  
  •   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing   ENVIRONMENT   LEARNING   BUSINESS  MODEL   For   Classic  iPod   Value  CreaAon   Act     Value  ProposiAon-­‐and-­‐   Delivery   Act   Value  Sharing   Act   Value  ProposiAon  (Plot):   “A  Thousand  Songs  in   Your  Pocket”   Core   Competence   Shared   Value   Suppliers/   Partners   Processes/   AcNviNes   Customers   Cost   (Structure)   Revenue   (Streams)   Internal   Resources   (Employees;  Tech.;  Infra.;  etc.)   Profit   (Margin)  Product/   Service   Channels/   CRM   GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD  for  Apple’s  Classic  iPod       Job-­‐To-­‐Get-­‐Done  
  •   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing   LEARNING   BUSINESS  MODEL   For   Classic  iPod   Value  CreaAon   Act     Value  ProposiAon-­‐and-­‐   Delivery   Act   Value  Sharing   Act   Core   Competence   Shared   Value   Suppliers/   Partners   Processes/   AcNviNes   Customers   Cost   (Structure)   Revenue   (Streams)   Internal   Resources   (Employees;  Tech.;  Infra.;  etc.)   Profit   (Margin)  Product/   Service   Channels/   CRM   GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD  for  Apple’s  Classic  iPod  –  HighlighNng  the  4  Industry  (Local  Env.)  Forces       Bargaining  Power  of  Suppliers   Bargaining  Power  of  Customers   Threat  of  New  Entrants   Threat  of  SubsAtute  Products   Value  ProposiAon  (Plot):   “A  Thousand  Songs  in   Your  Pocket”   Job-­‐To-­‐Get-­‐Done  
  •   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing   LEARNING   BUSINESS  MODEL   For   Classic  iPod   Value  CreaAon   Act     Value  ProposiAon-­‐and-­‐   Delivery   Act   Value  Sharing   Act   Core   Competence   Shared   Value   Suppliers/   Partners   Processes/   AcNviNes   Customers   Cost   (Structure)   Revenue   (Streams)   Internal   Resources   (Employees;  Tech.;  Infra.;  etc.)   Profit   (Margin)  Product/   Service   Job-­‐To-­‐Get-­‐Done   Channels/   CRM   Industry  Ecosystem  (IE):  Supply   Market  Ecosystem  (ME):  Demand   Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/+)   Macro-­‐Economic  Influencers  (MEI):  Global  Economy   GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD  for  Apple’s  Classic  iPod  –  HighlighNng  the  4  Global  Environment  Forces       Value  ProposiAon  (Plot):   “A  Thousand  Songs  in   Your  Pocket”                                                                        Reference:  “Business  Model  GeneraNon”  by  Alexander  Osterwalder  &  Yves  Pigneur;  see  (www.businessmodelgeneraNon.com)  
  • Example  3:  Job-­‐To-­‐Get-­‐Done  Format  
  • (-­‐)   (+)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing   ENVIRONMENT   GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD  for  Apple’s  Classic  iPod       Suppliers/Partners         Value   ProposiAon   (Plot)   “A  Thousand   Songs  in     Your  Pocket”                 Product/   Service       Processes/AcAviAes         Internal  Resources   (Employees;  Tech.;  Infra.;  etc.)       Customers         Channels/CRM         Job-­‐To-­‐Get  Done         Pain:     Cost  (Structure)         Delight:   Revenue  (Streams)                                                                              Reference:  “Business  Model  GeneraNon”  by  Alexander  Osterwalder  &  Yves  Pigneur;  see  (www.businessmodelgeneraNon.com)  
  • (-­‐)   (+)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing   Suppliers/Partners         Value   ProposiAon   (Plot)   “A  Thousand   Songs  in     Your  Pocket”                 Product/   Service       Processes/AcAviAes         Internal  Resources   (Employees;  Tech.;  Infra.;  etc.)       Customers         Channels/CRM         Job-­‐To-­‐Get  Done         Bargaining  Power  of  Suppliers   Bargaining  Power  of  Customers   Threat  of  New  Entrants   Threat  of  SubsAtute  Products   GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD  for  Apple’s  Classic  iPod  –  HighlighNng  the  4  Industry  (Local  Env.)  Forces       Pain:     Cost  (Structure)         Delight:   Revenue  (Streams)                                                                              Reference:  “Business  Model  GeneraNon”  by  Alexander  Osterwalder  &  Yves  Pigneur;  see  (www.businessmodelgeneraNon.com)  
  • (-­‐)   (+)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing   Suppliers/Partners         Value   ProposiAon   (Plot)   “A  Thousand   Songs  in     Your  Pocket”                 Product/   Service       Processes/AcAviAes         Internal  Resources   (Employees;  Tech.;  Infra.;  etc.)       Customers         Channels/CRM         Job-­‐To-­‐Get  Done         GLOBAL  BUSINESS  MODEL  (GBM)  STORYBOARD  for  Apple’s  Classic  iPod  –  HighlighNng  the  4  Global  Environment  Forces       Industry  Ecosystem  (IE):  Supply   Market  Ecosystem  (ME):  Demand   Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/+)   Macro-­‐Economic  Influencers  (MEI):  Global  Economy   Pain:     Cost  (Structure)         Delight:   Revenue  (Streams)                                                                              Reference:  “Business  Model  GeneraNon”  by  Alexander  Osterwalder  &  Yves  Pigneur;  see  (www.businessmodelgeneraNon.com)  
  • APPENDIX     The  Business  DNA  Map   Visual  Story  Framework  for  Unified  Strategic  Planning  and  Management    
  •        BUSINESS  DNA  MAP:  A  Visual  Framework  for  Unified  Strategic  Planning  &  Management       ‘Jigsaw  Puzzle’  of  Business  Modeling  Ontology  for  Living  Systems   S   E   M   P   O   R   C   E   S   Suppliers/   Inputs   Employees/   Culture/   Brand/IP   Machinery/   Technology/   Infra’   Processes/   Strategies   Output:   Product/   Service   Retailers/   Distributors/   Channels   Customers/   Consumers   (Care/Support)   Environ-­‐ ment   Shared   Greatn./   Impact   Partners   (Suppliers/ Materials/   Info/Energy)   Key  Resources   AcNviNes   (Processes)   Value   ProposiNon   (Jobs  To   Get  Done)   Customer  RelaNonship   Management   Industry/   Gov.   SHARED   VALUE/   PROFIT   (Pain:  -­‐   Delight:  +   CAPABILITIES:  CORE  COMPETENCIES   LOCAL  ENVIRONMENT   (Demand)     GLOBAL   ENV.   (Trends)     ENTERPRISE  (SYSTEM/Supply:  Inside  the  Enterprise)       Design       Needs       Aspiratns   ECOSYSTEM   (PLANET/ECONOMY/FOREST;  SPECIES;  INDUSTRY/SUPPLY  CHAIN/VALUE  CHAIN)   GLOBAL   COMPETI-­‐ TIVE   FORCES   COMPE-­‐ TITIVE   ADVAN-­‐ TAGE   INPUT   PROCESSING   OUTPUT   EXTERNAL  ENVIRONMENT   RESULT   (Impacts/   Effects)  BUSINESS  SYSTEM  (Cause)   BUSINESS  DNA  MODEL  (Global  Business  Model  Storyboard)   D N A   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing  
  • Infant  (Experimental/Startup)   BUSINESS  MODEL   Growing  (Scalable)     BUSINESS  MODEL   Matured  (“Red  Ocean”)     BUSINESS  MODEL   Tipping  Point;  Chasm   Fault  line      LIFECYCLE  OF  A  BUSINESS  MODEL       Stages  in  the  EvoluFon  of  a  Business  Model  (Organism)                         Customer  ValidaAon  “Clep”   (Environmental  Fitness)   Declining  (Dying)   BUSINESS  MODEL   Business  Idea  (“Egg”;  DNA;   GeneNc  Code)   ENVIRONMENT   (Shared  Value/Result:  -­‐/+)   DREAMS/   IDEALS/   GREATNESS   Mission/   Vision     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing  
  • Tipping  Point;  Chasm   Fault  line        CUSTOMER  SEGMENTS  FOR  STAGES  OF  A  BUSINESS  MODEL       Stages  in  the  EvoluFon  of  Customer  Segments   Customer  ValidaAon  “Clep”   (Environmental  Fitness)   Visionaries   (Delighted  by  Novel  FuncFonality  and  “Cool”  Uses)   Regular  Users   (Delighted  by  Beier  Quality,  Performance,  and  Cost  as  well  as   Accessibility  and  Simplicity)   Upgraders   (Delighted  by  Customized  Improvements,  Brand,   Extensions  and  Total  SoluFons)   ReArees  (DissaNsfiers:   Overserved/Underserved)   Leads/Prospects  (Non-­‐customers)   -­‐             Low/High-­‐end  DissaFsfiers  from  CompeFtors   -­‐             Early  Evangelists/Adopters   DREAMS/   IDEALS/   GREATNESS   Mission/   Vision   ENVIRONMENT   (Shared  Value/Result:  -­‐/+)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h]p://businessmodels.ning.com  &  h]p://twi]er.com/RodKuhnKing