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Red Ocean Disruption (ROD) Storyboard for Design Thinking, Customer Development, and Lean Startup Projects
 

Red Ocean Disruption (ROD) Storyboard for Design Thinking, Customer Development, and Lean Startup Projects

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  • Rod- You are brilliant.
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  • Ali, 'Leap of Faith' is a phrase commonly attributed to the Danish Philosopher, Soren Kierkegaard. According to Wikipedia, Kierkegaard never used the term 'Leap of Faith.' His own phrase was 'Leap to Faith.' Whether one uses 'Leap of Faith' or 'Leap to Faith,' the idea is of a currently unproven belief, grand hypothesis, dream, or future scenario. In the context of business, I first came across the term, 'Leap of Faith,' in John Mullins & Randy Komisar's book, 'Getting to Plan B.' Eric Ries also uses the phrase in his book, ''The Lean Startup.' In general, 'Leap of Faith' is synonymous with vision or dream. However, the term Leap of Faith emphasizes that a vision is purely a claim, theory, or hypothesis that must be validated using experiments. In business, entrepreneurs (especially of the visionary type) consider their vision to be 'real' and may waste considerable time, money, and other resources by intuitively or blindly pursuing that vision; I speak from experience! In contrast, if one were to consider a vision as a 'Leap of Faith' or hypothesis, then there's a strong need to conduct scientific experiments to accept or reject the Leap of Faith (Vision). Albert Einstein provides an excellent case of someone who had great Leaps of Faith (Visions). However, he had to have his intuitive leaps validated by experiments. Otherwise, his Leaps of Faith or 'intuition' would have been considered hallucinations. Even Einstein suffered from believing too strongly in his Leaps of Faith especially in quantum mechanics as revealed in his comment, 'God does not play dice.' Another Leap of Faith of Einstein was a Unified Theory which he unsuccessfully pursued. Like in dreams, Leaps of Faith are in general elusive and hardly come to pass as originally conceived. However, by decomposing a Leap of Faith (Vision/Dream) into short, medium, and long-term goals while continuously conducting experiments to test components and objectives of the Goals/Leap of Faith/Vision/Dream, we may be able to cost-effectively achieve our vision or pivot to more attainable goals and dreams. I find the topic of 'Leap of Faith' fascinating. Thanks for bringing it up.
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  • Rod- as usual a solid slide. I have a question. On the vision you bracketed (Leap of Faith). Great, but could you please elaborate more on this?
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    Red Ocean Disruption (ROD) Storyboard for Design Thinking, Customer Development, and Lean Startup Projects Red Ocean Disruption (ROD) Storyboard for Design Thinking, Customer Development, and Lean Startup Projects Presentation Transcript

    • Red  Ocean  DisrupAon  (ROD)  Storyboard  for     Design  Thinking,  Customer  Development,  Lean  Startup  Projects,  and  Business  Model  Stories   B  U  S  I  N  E  S  S          M  O  D  E  L          S  T  O  R  Y     Value  Crea)on   Value  Delivery   Value  (Profit)  Sharing   Learning  Story:   “Learn  What  Works”   Customer  Story:   “Measure  Problem”   Business  Story:   “Build  Solu,on”   Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •                            Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   q Process       q Product/Service   q Product/Service   E:  Engagement   E:  Engagement   A:  Acquisi,on   A:  Acquisi,on   A:  Ac,va,on   A:  Ac,va,on   R:  Reten,on   R:  Reten,on   R:  Referral     R:  Referral       q Learning   q Learning   q Cost   q Cost   q Revenue   q Revenue   q Profit       q Profit                                       B  U  S  I  N  E  S  S          M  O  D  E  L          S  T  O  R  Y     q Process   Value  Crea)on     Value  Delivery   Customer  Story:   “Measure  Problem”   q Employee       Learning  Story:   “Learn  What  Works”   q Employee   Value  (Profit)  Sharing   Business  Story:   “Build  Solu,on”                                Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands       #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •  Red  Ocean  DisrupAon  (R.O.D.)  Storyboard   q Learning  Factor  1   q Learning  Factor  2   q Learning  Factor  3   q Learning  Factor  …     q Financial  Factor  1   q Financial  Factor  2   q Financial  Factor  3   q Financial  Factor  …   Value  (Profit)  Sharing   Learning  Story:   “Learn  What  Works”     B  U  S  I  N  E  S  S          M  O  D  E  L          S  T  O  R  Y     q Customer  Factor  1   q Customer  Factor  2   q Customer  Factor  3   q Customer  Factor  …   Value  Crea)on   q Business  Factor  1   q Business  Factor  2   q Business  Factor  3   q Business  Factor  …   Value  Delivery   Customer  Story:   “Measure  Problem”   Business  Story:   “Build  Solu,on”   Decision-­‐making  (Value)  Factors  for  Job-­‐To-­‐Get-­‐Done  in  Business  Model  Disrup?on     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •                          Red  Ocean  DisrupAon  (R.O.D.)  Topics:    Explana,ons                                        Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   Date:  ………………………………..   1 VISION  (“LEAP  OF  FAITH”):  Brief  statement  or  tagline  that  describes  a  dream  benefit,  trade-­‐off,   ul,mate  want/need,  apparently  impossible  goal,  or  ideal  final  result  of  a  system  (project/business  model/ product/service)  for  a  targeted  customer  segment  (“tribe”)         2 PRESENT  PERFORMANCE  (“RED  OCEAN”):  Current  level  of  outcomes,  results,  trade-­‐offs,   specifica,ons  of  a  business  model  (system/product/service)  from  business  (internal)  and  customer   (external)  perspec)ves  for  a  product/service/business  model/tool/system         3 STRATEGY,  BUSINESS  MODEL,  AND  EXECUTION  CYCLE:  Set  of  itera,ve  processes  and   ac,vi,es  as  well  as  business  model  disrup,on  for  winning  customers  in  a  compe,,ve  environment  as  well   as  detailed  tac,cs  and  experimental  ac,ons  for  the  business  model  (system/product/service)  to  achieve   future  performance  specifica,ons       4 FUTURE  PERFORMANCE  (“BLUE  OCEAN”):  Desired,  proposed,  or  hypothe,cal  level  of   outcomes  (results,  trade-­‐offs,  or  specifica,ons)  in  the  short/medium/long-­‐term  from  business  (internal)   and  customer  perspec)ves  for  a  product/service/business  model/tool/system         #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •                        3  Types  of  Venture  Capitalist  (VC)  QuesAons  for  the  R.O.D.  Storyboard                                        Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   BUSINESS  STORY  QUESTION   How  is  the  business’s  vision  being  translated  into  reality?           CUSTOMER  STORY  QUESTION   Is  there  a  validated  BUMP  (Big  Urgent  Market  Problem)  for  the  Job-­‐To-­‐Get-­‐Done?         LEARNING  STORY  QUESTION   How  are  is  the  business  profitably  solving  the  BUMP  (Big  Urgent  Market  Problem)?     What  is  the  business  learning  as  it  translates  the  business’s  vision  into  reality?     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •  Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   Seamless  Music  Experience   (Everywhere)   Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”   Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •  Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An,log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”   Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •  Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An,log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”   Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •  Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An,log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Prototype  A/B/C/…   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”   Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •  Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An,log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Prototype  A/B/C/…   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiAon:   “A  Thousand  Songs  in     Your  Pocket”     Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”   Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •  Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”   Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An,log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiAon:   “A  Thousand  Songs  in     Your  Pocket”     u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Prototype  A/B/C/…   Limited  Song  Storage   “Ugly”  Design;  Bulky   Limited  Ba8ery  Life   Skipped  Songs   Learning  Story:   “Learn  What’s  Valued”   Portable  Music     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •  Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”   Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An,log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiAon:   “A  Thousand  Songs  in     Your  Pocket”     Limited  Song  Storage   “Ugly”  Design;  Bulky   Limited  Ba8ery  Life   Skipped  Songs   Prototype  A/B/C/…   Least-­‐Effort  &  Channel   Strategy,  TacAcs,  and   Tools:   Simplicity/   Elegance/   Automa)on/   Surprise   (SEAS)  Diamond   Learning  Story:   “Learn  What’s  Valued”   Portable  Music   u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •  Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”   Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An,log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiAon:   “A  Thousand  Songs  in     Your  Pocket”     Limited  Song  Storage   “Ugly”  Design;  Bulky   Limited  Ba8ery  Life   Skipped  Songs   Least-­‐Effort  &  Channel   Strategy,  TacAcs,  and   Tools:   Simplicity/   Elegance/   Automa)on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlAmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   Learning  Story:   “Learn  What’s  Valued”   Portable  Music   u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •  Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”   Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An,log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiAon:   “A  Thousand  Songs  in     Your  Pocket”     Limited  Song  Storage   “Ugly”  Design;  Bulky   Limited  Ba8ery  Life   Skipped  Songs   Learning  Story:   “Learn  What’s  Valued”   Portable  Music   u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Least-­‐Effort  &  Channel   Strategy,  TacAcs,  and   Tools:   Simplicity/   Elegance/   Automa)on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlAmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   Maximum  Learning    In  No  Time   &    At  Minimum  Cost     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •  Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”   Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An,log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiAon:   “A  Thousand  Songs  in     Your  Pocket”     Limited  Song  Storage   “Ugly”  Design;  Bulky   Limited  Ba8ery  Life   Skipped  Songs   Learning  Story:   “Learn  What’s  Valued”   Portable  Music   Maximum  Learning    In  No  Time   &    At  Minimum  Cost   u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Least-­‐Effort  &  Channel   Strategy,  TacAcs,  and   Tools:   Simplicity/   Elegance/   Automa)on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlAmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   There’s  a  BUMP  (Big   Urgent  Market  Problem)   in  the  Music  Industry     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •  Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”   Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An,log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiAon:   “A  Thousand  Songs  in     Your  Pocket”     Limited  Song  Storage   “Ugly”  Design;  Bulky   Limited  Ba8ery  Life   Skipped  Songs   Learning  Story:   “Learn  What’s  Valued”   Portable  Music   Maximum  Learning    In  No  Time   &    At  Minimum  Cost   There’s  a  BUMP  (Big   Urgent  Market  Problem)   in  the  Music  Industry   u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Least-­‐Effort  &  Channel   Strategy,  TacAcs,  and   Tools:   Simplicity/   Elegance/   Automa)on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlAmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   E:  Eliminate  Control   BuTons;  Gray/Black  Color;   On-­‐off  Switch   R:  Reduce  Size/Weight;   Thickness;  Complexity   I:  Increase  Price;  Song   Storage;  BaTery  Life   C:  Create  LCD  Screen;   Wheel;  Fast  Download     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •  Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”   Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An,log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiAon:   “A  Thousand  Songs  in     Your  Pocket”     Limited  Song  Storage   “Ugly”  Design;  Bulky   Limited  Ba8ery  Life   Skipped  Songs   Learning  Story:   “Learn  What’s  Valued”   Portable  Music   Maximum  Learning    In  No  Time   &    At  Minimum  Cost   There’s  a  BUMP  (Big   Urgent  Market  Problem)   in  the  Music  Industry   u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Least-­‐Effort  &  Channel   Strategy,  TacAcs,  and   Tools:   Simplicity/   Elegance/   Automa)on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlAmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   DisrupAve   E:  Eliminate  Control   (“Blue  Ocean”)     BuTons;  Gray/Black  Color;   Brand/Ads,   On-­‐off  Switch   Business  Model,   R:  Reduce  Size/Weight;   and   Thickness;  Complexity   Environment  (Ecosystem):   I:  Increase  Price;  Song   q High  Profit  Margin   Storage;  BaTery  Life   q Luxury-­‐Spot  “Tribe”   C:  Create  LCD  Screen;   Wheel;  Fast  Download   q Profit  Model:  Asset  Sale     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •  Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   Customer  Value  ProposiAon:   “A  Thousand  Songs  in     Your  Pocket”     Limited  Song  Storage   “Ugly”  Design;  Bulky   Limited  Ba8ery  Life   Skipped  Songs   Learning  Story:   “Learn  What’s  Valued”   Portable  Music   Maximum  Learning    In  No  Time   &    At  Minimum  Cost   There’s  a  BUMP  (Big   Urgent  Market  Problem)   in  the  Music  Industry   Least-­‐Effort  &  Channel   Strategy,  TacAcs,  and   Tools:   Simplicity/   Elegance/   Automa)on/   Surprise   (SEAS)  Diamond   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlAmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   DisrupAve   E:  Eliminate  Control   (“Blue  Ocean”)     BuTons;  Gray/Black  Color;   Brand/Ads,   On-­‐off  Switch   Business  Model,   R:  Reduce  Size/Weight;   and   Thickness;  Complexity   Environment  (Ecosystem):   I:  Increase  Price;  Song   q High  Profit  Margin   Storage;  BaTery  Life   q Luxury-­‐Spot  “Tribe”   C:  Create  LCD  Screen;   Wheel;  Fast  Download   q Profit  Model:  Asset  Sale   B  U  S  I  N  E  S  S          M  O  D  E  L          S  T  O  R  Y     Customer  Segment:   Luxury-­‐Spot  “Tribe”   Prototype  A/B/C/…   Value  Crea)on   Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Value  Delivery   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An,log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Value  (Profit)  Sharing   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”   Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •  Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  Apple’s  iPod   q Process       q Product/Service   q Product/Service   E:  Engagement   A:  Acquisi,on   A:  Acquisi,on   A:  Ac,va,on   A:  Ac,va,on   R:  Reten,on   R:  Reten,on   R:  Referral     R:  Referral       q Learning   q Learning   q Cost   q Cost   q Revenue   q Revenue   q Profit       q Profit                                   Value  Delivery       B  U  S  I  N  E  S  S          M  O  D  E  L          S  T  O  R  Y     q Process   Value  Crea)on       Customer  Story:   “Define  Problem”   q Employee     E:  Engagement   Learning  Story:   “Learn  What’s  Valued”   q Employee   Value  (Profit)  Sharing   Business  Story:   “Build  Solu,on”   Key  Performance  Indicators  (Metrics)  for  Business  Model  Disrup?on       #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •  Red  Ocean  DisrupAon  (R.O.D.)  Storyboard   q Learning  Factor  1   q Learning  Factor  2   q Learning  Factor  3   q Learning  Factor  …   q Price   Value  (Profit)  Sharing   Learning  Story:   “Learn  What’s  Valued”     B  U  S  I  N  E  S  S          M  O  D  E  L          S  T  O  R  Y     q Design  (Aesthe,cs)   q Size;  Thickness   q Bagery  Life   q Song  Storage   q Ease  of  Organiza,on   q Portability   Value  Crea)on   q Business  Factor  1   q Business  Factor  2   q Business  Factor  3   q Business  Factor  …   Value  Delivery   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”   Decision-­‐making  (Value)  Factors  for  Listening  to  Music     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •                            Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”                                Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •                            Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An,log  in  Red  Ocean)   Product  Category   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”                                Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •                            Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An,log  in  Red  Ocean)   Product  Category   u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”                                Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •                            Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An,log  in  Red  Ocean)   Product  Category   u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Prototype  A/B/C/…   Blue   Ocean   [Product]   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”                                Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •                            Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An,log  in  Red  Ocean)   Product  Category   u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Prototype  A/B/C/…   Blue   Ocean   [Product]   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiAon:   “Insanely  Great  Experience”   For  Job-­‐To-­‐Get-­‐Done   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”                                Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •                            Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiAon:   “Insanely  Great  Experience”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An,log  in  Red  Ocean)   Product  Category   u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Prototype  A/B/C/…   Blue   Ocean   [Product]   Job-­‐To-­‐Get-­‐Done   (Performance  Factors)   Pain  of  Product   Delight  of  Product     Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”                                Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •                            Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiAon:   “Insanely  Great  Experience”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An,log  in  Red  Ocean)   Product  Category   Job-­‐To-­‐Get-­‐Done   (Performance  Factors)   Pain  of  Product   Delight  of  Product     u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Prototype  A/B/C/…   Blue   Ocean   [Product]   Least-­‐Effort  &  Channel   Strategy,  TacAcs,  and   Tools:   Simplicity/   Elegance/   Automa)on/   Surprise   (SEAS)  Diamond   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”                                Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •                            Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiAon:   “Insanely  Great  Experience”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An,log  in  Red  Ocean)   Product  Category   Job-­‐To-­‐Get-­‐Done   (Performance  Factors)   Pain  of  Product   Delight  of  Product     u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Least-­‐Effort  &  Channel   Strategy,  TacAcs,  and   Tools:   Simplicity/   Elegance/   Automa)on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Blue   Ocean   [Product]   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlAmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”                                Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •                            Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”                                Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiAon:   “Insanely  Great  Experience”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An,log  in  Red  Ocean)   Product  Category   Job-­‐To-­‐Get-­‐Done   (Performance  Factors)   Pain  of  Product   Delight  of  Product     u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Least-­‐Effort  &  Channel   Strategy,  TacAcs,  and   Tools:   Simplicity/   Elegance/   Automa)on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Blue   Ocean   [Product]   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlAmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   Maximum  Learning    In  No  Time   &    At  Minimum  Cost     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •                            Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”                                Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiAon:   “Insanely  Great  Experience”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An,log  in  Red  Ocean)   Product  Category   Job-­‐To-­‐Get-­‐Done   (Performance  Factors)   Pain  of  Product   Delight  of  Product     Maximum  Learning    In  No  Time   &    At  Minimum  Cost   u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Least-­‐Effort  &  Channel   Strategy,  TacAcs,  and   Tools:   Simplicity/   Elegance/   Automa)on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Blue   Ocean   [Product]   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlAmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   There’s  a  BUMP  (Big   Urgent  Market  Problem)   in  X-­‐Industry,  that  is,  a   popular  product  category   that  “sucks”     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •                            Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”                                Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiAon:   “Insanely  Great  Experience”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An,log  in  Red  Ocean)   Product  Category   Job-­‐To-­‐Get-­‐Done   (Performance  Factors)   Pain  of  Product   Delight  of  Product     Maximum  Learning    In  No  Time   &    At  Minimum  Cost   There’s  a  BUMP  (Big   Urgent  Market  Problem)   in  X-­‐Industry,  that  is,  a   popular  product  category   that  “sucks”   u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Least-­‐Effort  &  Channel   Strategy,  TacAcs,  and   Tools:   Simplicity/   Elegance/   Automa)on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Blue   Ocean   [Product]   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlAmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   E:  Eliminate  ……………………   ……………………………………….   ……………………………………….   R:  Reduce  ………………..……   ………………………………………   I:  Increase  ……………….……   ………………………………………   C:  Create  …………………….…   ………………………………………     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •                            Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”                                Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiAon:   “Insanely  Great  Experience”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An,log  in  Red  Ocean)   Product  Category   Job-­‐To-­‐Get-­‐Done   (Performance  Factors)   Pain  of  Product   Delight  of  Product     Maximum  Learning    In  No  Time   &    At  Minimum  Cost   There’s  a  BUMP  (Big   Urgent  Market  Problem)   in  X-­‐Industry,  that  is,  a   popular  product  category   that  “sucks”   u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Least-­‐Effort  &  Channel   Strategy,  TacAcs,  and   Tools:   Simplicity/   Elegance/   Automa)on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Blue   Ocean   [Product]   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlAmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   DisrupAve   E:  Eliminate  ……………………   (“Blue  Ocean”)     ……………………………………….   Brand/Ads,   ……………………………………….   Business  Model,   R:  Reduce  ………………..……   and   ………………………………………   I:  Increase  ……………….……   Environment  (Ecosystem):   q High  Profit  Margin   ………………………………………   q Luxury-­‐Spot  “Tribe”   C:  Create  …………………….…   ………………………………………   q Profit  Model     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •                            Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   Customer  Value  ProposiAon:   “Insanely  Great  Experience”   For  Job-­‐To-­‐Get-­‐Done   Job-­‐To-­‐Get-­‐Done   (Performance  Factors)   Pain  of  Product   Delight  of  Product     Maximum  Learning    In  No  Time   &    At  Minimum  Cost   There’s  a  BUMP  (Big   Urgent  Market  Problem)   in  X-­‐Industry,  that  is,  a   popular  product  category   that  “sucks”   Least-­‐Effort  &  Channel   Strategy,  TacAcs,  and   Tools:   Simplicity/   Elegance/   Automa)on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Blue   Ocean   [Product]   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlAmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   DisrupAve   E:  Eliminate  ……………………   (“Blue  Ocean”)     ……………………………………….   Brand/Ads,   ……………………………………….   Business  Model,   R:  Reduce  ………………..……   and   ………………………………………   I:  Increase  ……………….……   Environment  (Ecosystem):   q High  Profit  Margin   ………………………………………   q Luxury-­‐Spot  “Tribe”   C:  Create  …………………….…   ………………………………………   q Profit  Model   B  U  S  I  N  E  S  S          M  O  D  E  L          S  T  O  R  Y     Customer  Segment:   Luxury-­‐Spot  “Tribe”   Product  Category   u  Red  Ocean   DisrupAon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupAon/Resources   u  Lean  Startup  Project   ExecuAon  (Cycle)   Value  Crea)on     Business  Value  ProposiAon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An,log  in  Red  Ocean)   Value  Delivery   ²  “Make  a  Dent   In  the  Universe”   Value  (Profit)  Sharing   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”                                Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •                            Red  Ocean  DisrupAon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   q Process       q Product/Service   q Product/Service   E:  Engagement   A:  Acquisi,on   A:  Acquisi,on   A:  Ac,va,on   A:  Ac,va,on   R:  Reten,on   R:  Reten,on   R:  Referral     R:  Referral       q Learning   q Learning   q Cost   q Cost   q Revenue   q Revenue   q Profit       q Profit                                   Value  Delivery       B  U  S  I  N  E  S  S          M  O  D  E  L          S  T  O  R  Y     q Process   Value  Crea)on       Customer  Story:   “Define  Problem”   q Employee     E:  Engagement   Learning  Story:   “Learn  What’s  Valued”   q Employee   Value  (Profit)  Sharing   Business  Story:   “Build  Solu,on”                                Key  Performance  Indicators  (Metrics)  for  Business  Model  Disrup?on       #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •  Red  Ocean  DisrupAon  (R.O.D.)  Storyboard   q Learning  Factor  1   q Learning  Factor  2   q Learning  Factor  3   q Learning  Factor  …     q Financial  Factor  1   q Financial  Factor  2   q Financial  Factor  3   q Financial  Factor  …   Value  (Profit)  Sharing   Learning  Story:   “Learn  What’s  Valued”     B  U  S  I  N  E  S  S          M  O  D  E  L          S  T  O  R  Y     q Customer  Factor  1   q Customer  Factor  2   q Customer  Factor  3   q Customer  Factor  …   Value  Crea)on   q Business  Factor  1   q Business  Factor  2   q Business  Factor  3   q Business  Factor  …   Value  Delivery   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu,on”   Decision-­‐making  (Value)  Factors  for  Job-­‐To-­‐Get-­‐Done  in  Business  Model  Disrup?on     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    •                        3  Types  of  Venture  Capitalist  (VC)  QuesAons  for  the  R.O.D.  Storyboard                                        Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   BUSINESS  STORY  QUESTION   How  is  the  business’s  vision  being  translated  into  reality?           CUSTOMER  STORY  QUESTION   Is  there  a  validated  BUMP  (Big  Urgent  Market  Problem)  for  the  Job-­‐To-­‐Get-­‐Done?         LEARNING  STORY  QUESTION   How  are  is  the  business  profitably  solving  the  BUMP  (Big  Urgent  Market  Problem)?     What  is  the  business  learning  as  it  translates  the  business’s  vision  into  reality?     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing