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Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted
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Steve Jobs's Template for Disrupting Red Ocean Industries: Why Steve Jobs Did Not Ask Customers What They Wanted

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  • 1. Disrupt   The  Steve  Jobs’  Way  
  • 2.                            Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”                                Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 3.                            Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An6log  in  Red  Ocean)   Product  Category   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”                                Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 4.                            Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An6log  in  Red  Ocean)   Product  Category   u  Red  Ocean   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”                                Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 5.                            Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An6log  in  Red  Ocean)   Product  Category   u  Red  Ocean   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)   Prototype  A/B/C/…   Blue   Ocean   [Product]   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”                                Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 6.                            Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An6log  in  Red  Ocean)   Product  Category   u  Red  Ocean   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)   Prototype  A/B/C/…   Blue   Ocean   [Product]   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiHon:   “Insanely  Great  Experience”   For  Job-­‐To-­‐Get-­‐Done   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”                                Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 7.                            Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiHon:   “Insanely  Great  Experience”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An6log  in  Red  Ocean)   Product  Category   u  Red  Ocean   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (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  Solu6on”                                Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 8.                            Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiHon:   “Insanely  Great  Experience”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An6log  in  Red  Ocean)   Product  Category   Job-­‐To-­‐Get-­‐Done   (Performance  Factors)   Pain  of  Product   Delight  of  Product     u  Red  Ocean   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)   Prototype  A/B/C/…   Blue   Ocean   [Product]   Least-­‐Effort  &  Channel   Strategy,  TacHcs,  and   Tools:   Simplicity/   Elegance/   Automa*on/   Surprise   (SEAS)  Diamond   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”                                Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 9.                            Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiHon:   “Insanely  Great  Experience”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An6log  in  Red  Ocean)   Product  Category   Job-­‐To-­‐Get-­‐Done   (Performance  Factors)   Pain  of  Product   Delight  of  Product     u  Red  Ocean   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)   Least-­‐Effort  &  Channel   Strategy,  TacHcs,  and   Tools:   Simplicity/   Elegance/   Automa*on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Blue   Ocean   [Product]   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlHmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”                                Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 10.                            Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”                                Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiHon:   “Insanely  Great  Experience”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An6log  in  Red  Ocean)   Product  Category   Job-­‐To-­‐Get-­‐Done   (Performance  Factors)   Pain  of  Product   Delight  of  Product     u  Red  Ocean   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)   Least-­‐Effort  &  Channel   Strategy,  TacHcs,  and   Tools:   Simplicity/   Elegance/   Automa*on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Blue   Ocean   [Product]   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlHmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   Maximum  Learning    In  No  Time   &    At  Minimum  Cost     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 11.                            Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”                                Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiHon:   “Insanely  Great  Experience”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An6log  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   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)   Least-­‐Effort  &  Channel   Strategy,  TacHcs,  and   Tools:   Simplicity/   Elegance/   Automa*on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Blue   Ocean   [Product]   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlHmate  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  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 12.                            Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”                                Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiHon:   “Insanely  Great  Experience”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An6log  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   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)   Least-­‐Effort  &  Channel   Strategy,  TacHcs,  and   Tools:   Simplicity/   Elegance/   Automa*on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Blue   Ocean   [Product]   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlHmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   E:  Eliminate  ……………………   ……………………………………….   ……………………………………….   R:  Reduce  ………………..……   ………………………………………   I:  Increase  ……………….……   ………………………………………   C:  Create  …………………….…   ………………………………………     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 13.                            Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”                                Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   ²  “Make  a  Dent   In  the  Universe”     Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiHon:   “Insanely  Great  Experience”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An6log  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   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)   Least-­‐Effort  &  Channel   Strategy,  TacHcs,  and   Tools:   Simplicity/   Elegance/   Automa*on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Blue   Ocean   [Product]   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlHmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   DisrupHve   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  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 14.                            Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   Customer  Value  ProposiHon:   “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,  TacHcs,  and   Tools:   Simplicity/   Elegance/   Automa*on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Blue   Ocean   [Product]   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlHmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   DisrupHve   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   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)   Value  Crea*on     Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   For  Job-­‐To-­‐Get-­‐Done   (Minimum  Viable  Product:   Analog/An6log  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  Solu6on”                                Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 15.                            Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   q Process       q Product/Service   q Product/Service   E:  Engagement   A:  Acquisi6on   A:  Acquisi6on   A:  Ac6va6on   A:  Ac6va6on   R:  Reten6on   R:  Reten6on   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  Solu6on”                                Key  Performance  Indicators  (Metrics)  for  Business  Model  Disrup<on       #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 16.  Red  Ocean  DisrupHon  (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  Solu6on”   Decision-­‐making  (Value)  Factors  for  Job-­‐To-­‐Get-­‐Done  in  Business  Model  Disrup<on     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 17.                        3  Types  of  Venture  Capitalist  (VC)  QuesHons  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  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 18.  Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   Seamless  Music  Experience   (Everywhere)   Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”   Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 19.  Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An6log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”   Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 20.  Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An6log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   u  Red  Ocean   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”   Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 21.  Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An6log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   u  Red  Ocean   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)   Prototype  A/B/C/…   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”   Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 22.  Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An6log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   u  Red  Ocean   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)   Prototype  A/B/C/…   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiHon:   “A  Thousand  Songs  in     Your  Pocket”     Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”   Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 23.  Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”   Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An6log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiHon:   “A  Thousand  Songs  in     Your  Pocket”     u  Red  Ocean   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)   Prototype  A/B/C/…   Limited  Song  Storage   “Ugly”  Design;  Bulky   Limited  BaDery  Life   Skipped  Songs   Learning  Story:   “Learn  What’s  Valued”   Portable  Music     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 24.  Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”   Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An6log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiHon:   “A  Thousand  Songs  in     Your  Pocket”     Limited  Song  Storage   “Ugly”  Design;  Bulky   Limited  BaDery  Life   Skipped  Songs   Prototype  A/B/C/…   Least-­‐Effort  &  Channel   Strategy,  TacHcs,  and   Tools:   Simplicity/   Elegance/   Automa*on/   Surprise   (SEAS)  Diamond   Learning  Story:   “Learn  What’s  Valued”   Portable  Music   u  Red  Ocean   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 25.  Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”   Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An6log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiHon:   “A  Thousand  Songs  in     Your  Pocket”     Limited  Song  Storage   “Ugly”  Design;  Bulky   Limited  BaDery  Life   Skipped  Songs   Least-­‐Effort  &  Channel   Strategy,  TacHcs,  and   Tools:   Simplicity/   Elegance/   Automa*on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlHmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   Learning  Story:   “Learn  What’s  Valued”   Portable  Music   u  Red  Ocean   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 26.  Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”   Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An6log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiHon:   “A  Thousand  Songs  in     Your  Pocket”     Limited  Song  Storage   “Ugly”  Design;  Bulky   Limited  BaDery  Life   Skipped  Songs   Learning  Story:   “Learn  What’s  Valued”   Portable  Music   u  Red  Ocean   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)   Least-­‐Effort  &  Channel   Strategy,  TacHcs,  and   Tools:   Simplicity/   Elegance/   Automa*on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlHmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   Maximum  Learning    In  No  Time   &    At  Minimum  Cost     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 27.  Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”   Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An6log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiHon:   “A  Thousand  Songs  in     Your  Pocket”     Limited  Song  Storage   “Ugly”  Design;  Bulky   Limited  BaDery  Life   Skipped  Songs   Learning  Story:   “Learn  What’s  Valued”   Portable  Music   Maximum  Learning    In  No  Time   &    At  Minimum  Cost   u  Red  Ocean   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)   Least-­‐Effort  &  Channel   Strategy,  TacHcs,  and   Tools:   Simplicity/   Elegance/   Automa*on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlHmate  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  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 28.  Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”   Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An6log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiHon:   “A  Thousand  Songs  in     Your  Pocket”     Limited  Song  Storage   “Ugly”  Design;  Bulky   Limited  BaDery  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   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)   Least-­‐Effort  &  Channel   Strategy,  TacHcs,  and   Tools:   Simplicity/   Elegance/   Automa*on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlHmate  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  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 29.  Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”   Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An6log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Business  Value  ProposiHon:   “Perfect,  Expensive,  Now”   Customer  Segment:   Luxury-­‐Spot  “Tribe”   Customer  Value  ProposiHon:   “A  Thousand  Songs  in     Your  Pocket”     Limited  Song  Storage   “Ugly”  Design;  Bulky   Limited  BaDery  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   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)   Least-­‐Effort  &  Channel   Strategy,  TacHcs,  and   Tools:   Simplicity/   Elegance/   Automa*on/   Surprise   (SEAS)  Diamond   Prototype  A/B/C/…   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlHmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   DisrupHve   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  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 30.  Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  Apple’s  iPod  (2001)   Customer  Value  ProposiHon:   “A  Thousand  Songs  in     Your  Pocket”     Limited  Song  Storage   “Ugly”  Design;  Bulky   Limited  BaDery  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,  TacHcs,  and   Tools:   Simplicity/   Elegance/   Automa*on/   Surprise   (SEAS)  Diamond   Job-­‐To-­‐Get-­‐Done   (Success  Criteria)   UlHmate  Happiness  or   Maximum  Value:   Minimum  (Zero)  Pain   &   Maximum  Delight   DisrupHve   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  ProposiHon:   “Perfect,  Expensive,  Now”   u  Red  Ocean   DisrupHon  (R.O.D.)   Culture  &  Strategy   u  Business  Model  Dis-­‐ rupHon/Resources   u  Lean  Startup  Project   ExecuHon  (Cycle)   Value  Delivery   (Minimum  Viable  Product:   Seamless  Music  Experience   Analog/An6log  in  Red  Ocean)   (Everywhere)   Digital  Music  Players   Value  (Profit)  Sharing   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”   Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 31.  Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  Apple’s  iPod   q Process       q Product/Service   q Product/Service   E:  Engagement   A:  Acquisi6on   A:  Acquisi6on   A:  Ac6va6on   A:  Ac6va6on   R:  Reten6on   R:  Reten6on   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  Solu6on”   Key  Performance  Indicators  (Metrics)  for  Business  Model  Disrup<on       #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 32.  Red  Ocean  DisrupHon  (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  (Aesthe6cs)   q Size;  Thickness   q Badery  Life   q Song  Storage   q Ease  of  Organiza6on   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  Solu6on”   Decision-­‐making  (Value)  Factors  for  Listening  to  Music     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 33. BLANK  TEMPLATE  
  • 34. Red  Ocean  DisrupHon  (ROD)  Storyboard  for  Documen6ng   Business  Model  Story   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’s  Valued”   Customer  Story:   “Measure  Problem”   Business  Story:   “Build  Solu6on”   Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 35.                          Red  Ocean  DisrupHon  (R.O.D.)  Topics:    Explana6ons                                        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,   ul6mate  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,   specifica6ons  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  itera6ve  processes  and   ac6vi6es  as  well  as  business  model  disrup6on  for  winning  customers  in  a  compe66ve  environment  as  well   as  detailed  tac6cs  and  experimental  ac6ons  for  the  business  model  (system/product/service)  to  achieve   future  performance  specifica6ons       4 FUTURE  PERFORMANCE  (“BLUE  OCEAN”):  Desired,  proposed,  or  hypothe6cal  level  of   outcomes  (results,  trade-­‐offs,  or  specifica6ons)  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  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 36. The  ABC  of  the  ROD  Storyboard   Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 37.  EXERCISE     Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   Using  Steve  Jobs’  Template  (Mental  Model)  as  a  Guide,     Prepare  a  ROD  Storyboard  for  the  following  products:     q         Apple’s  iPhone   q         Apple’s  iPad   q         Apple’s  iTunes     q         Apple’s  Store:  Physical;  App  Store   q         Your  Own  Product/Service/Brand     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 38. Red  Ocean  DisrupHon  (ROD)  Storyboard   Business  Model  Story  for  [Product/Service/Brand]   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’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu6on”   Cost-­‐effec*vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 39.                            Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   q Process       q Product/Service   q Product/Service   E:  Engagement   A:  Acquisi6on   A:  Acquisi6on   A:  Ac6va6on   A:  Ac6va6on   R:  Reten6on   R:  Reten6on   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  Solu6on”                                Key  Performance  Indicators  (Metrics)  for  Business  Model  Disrup<on       #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  
  • 40.  Red  Ocean  DisrupHon  (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  Solu6on”   Decision-­‐making  (Value)  Factors  for  Job-­‐To-­‐Get-­‐Done  for  Business  Model  Disrup<on     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hDp://businessmodels.ning.com  &  hDp://twiDer.com/RodKuhnKing  

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