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THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
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THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool

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The Business Model Yacht is a One-Size-Fits-All (OSFA) tool for problem finding, modeling, and solving in any domain. The Business Model Yacht, which can be used by Strategists, Innovators, and …

The Business Model Yacht is a One-Size-Fits-All (OSFA) tool for problem finding, modeling, and solving in any domain. The Business Model Yacht, which can be used by Strategists, Innovators, and Planners, saves time and money when dealing with "wicked" (ill-structured/open/chaotic) problems as well as "tame" (well structured/closed/simple) problems.

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  • 1.         Every  Great  Idea  Sails  Through  a  Lifecycle  of  5  Stages     #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   1.     CONCEPT   (PROBLEM/IDEA)         2.   PRETOTYPE       3.   PROTOTYPE       4.                           PILOT       5.                             FULL  SCALE       1   2   3   4   5  
  • 2.         Every  Great  Idea  Sails  Through  a  Lifecycle  of  5  Stages     #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   1.     CONCEPT   (PROBLEM/IDEA)         2.   PRETOTYPE       3.   PROTOTYPE       4.                           PILOT       5.                             FULL  SCALE       RED  OCEAN   (ExisYng)   COMPETITORS   1   2   3   4   5  
  • 3.         Every  Great  Idea  Sails  Through  a  Lifecycle  of  5  Stages     #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   1.     CONCEPT   (PROBLEM/IDEA)         2.   PRETOTYPE       3.   PROTOTYPE       4.                           PILOT       5.                             FULL  SCALE       Product-­‐ Market   Fit:   Build-­‐ Measure-­‐ Learn     1   2   3   4   5  
  • 4.         Every  Great  Idea  Sails  Through  a  Lifecycle  of  5  Stages     #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   1.     CONCEPT   (PROBLEM/IDEA)         2.   PRETOTYPE       3.   PROTOTYPE       4.                           PILOT       5.                             FULL  SCALE       1   2   3   4   5  
  • 5.     A  Business  Model  Yacht   Is   A  Universal  Project  Management  Tool   (Red  Ocean  Disrup?on  (ROD)  Storyboard)   That  Shows   A  Chain  of  Elements   That  an  OrganizaYon  Uses   To  Create,  Deliver,  and  Share  Value  
  • 6. The  Business  Model  Yacht   Can  Be  Regarded  As  a     Means,  Vehicle,  Tool,  or  HolisCc  System   for  IteraCvely  Pursuing   Any  Mission,  Vision,   Goal,  ObjecYve,  Strategy,  and/or  Target   Especially  Under  CondiYons  of   Great  Uncertainty  
  • 7. The  Working  Space  of  a  Business  Model  Yacht   Is   Divided  Into  3  SecCons  and  Focuses  on  3  Adventure  Ques?ons:     *  Problem  Space  (“Red  Ocean”  QuesYon):   Where  currently  are  we?     *  Method  Space  (“Vehicle”;  Strategy  QuesYon):   How  must  we  get  (are  we  geKng)  there?     *  SoluYon  Space  (“Blue  Ocean”  QuesYon):   Where  must  we  go?  
  • 8.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   RED  OCEAN   BLUE  OCEAN     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Where  currently   are  we?   Where  must  we   go?   How  must  we         get  there?   Method  (Strategy)  
  • 9.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known     #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Where  currently   are  we?   Where  must  we   go?   How  must  we         get  there?   Problem   Pain:  (Un)Known   Method  (Strategy)  
  • 10.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known   Method  (Strategy)  
  • 11.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known   Method  (Strategy)  
  • 12.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   System   Structure   Performance   Structure     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known   Method  (Strategy)  
  • 13.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   System   Structure   Performance   Structure     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Method  (Strategy)  
  • 14.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing     TOTAL  BRAIN   Method  (Strategy)  
  • 15.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing     Strategy   Method  (Strategy)  
  • 16.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Method  (Strategy)     Leader   (Visionary/Strategist/Accountant)  
  • 17.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Method  (Strategy)     Leader   (Visionary/Strategist/Accountant):   Why?  
  • 18.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing     Why?   Method  (Strategy)  
  • 19.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing     Innova8on  Accoun8ng   (“Pivot  or  Persevere”)   Method  (Strategy)  
  • 20.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing     A:  Aspira?ons   Method  (Strategy)  
  • 21.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing     Value   Method  (Strategy)  
  • 22.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   BENEFIT-­‐COST   (Key  Metrics)   COST   (STRUCTURE)   BENEFIT   (STREAMS)     VALUE  
  • 23.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   PROFIT   (Key  Metrics)   COST   (STRUCTURE)   REVENUE   (STREAMS)     VALUE  
  • 24.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   C$   R$   P$   VP   +  -­‐     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing  
  • 25.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   C$   R$   P$   VP   +  -­‐     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing  
  • 26.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   C$   R$   P$   VP   +  -­‐   PS  KP   KR   KA   CS   CH &   CR  
  • 27.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   C$   R$   P$   VP   +  -­‐  
  • 28.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)     Value  Engine   (ProposiCon/Strategy)   PROFIT   (Key  Metrics)  
  • 29.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)     Value  Engine   (ProposiCon/Strategy)   Customer   Segments   Processes/   AcYviYes   Internal   Resources   Inputs/   Partners     Channels   &  RelaYon-­‐   ships   Product/                     Service   PROFIT   (Key  Metrics)  
  • 30.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)     Value  Engine   (ProposiCon/Strategy)   Customer   Segments   Processes/   AcYviYes   Internal   Resources   Inputs/   Partners     Channels   &  RelaYon-­‐   ships   Product/                     Service   u  LEARN   u  MEASURE   u  BUILD   PROFIT   (Key  Metrics)  
  • 31.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)     Value  Engine   (ProposiCon/Strategy)   Customer   Segments   Processes/   AcYviYes   Internal   Resources   Inputs/   Partners     Channels   &  RelaYon-­‐   ships   Product/                     Service   u  LEARN   u  MEASURE                  Engagement/                  Acquisi?on/Ac?va?on/                  Reten?on/Referral/Revenue   u  BUILD   PROFIT   (Key  Metrics)  
  • 32.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)     Value  Engine   (ProposiCon/Strategy)   Customer   Segments   Processes/   AcYviYes   Internal   Resources   Inputs/   Partners     Channels   &  RelaYon-­‐   ships   Product/                     Service   u  LEARN   u  BUILD   u  MEASURE   I  n  n  o  v    a  t  I  o  n        A  c  c  co  u  n  t  i  n  g                  Engagement/                  Acquisi?on/Ac?va?on/                  Reten?on/Referral/Revenue   PROFIT   (Key  Metrics)  
  • 33.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)     Value  Engine   (ProposiCon/Strategy)   Customer   Segments   Processes/   AcYviYes   Internal   Resources   Inputs/   Partners     Channels   &  RelaYon-­‐   ships   Product/                     Service   u  LEARN   u  BUILD   u  MEASURE   I  n  n  o  v    a  t  I  o  n        A  c  c  co  u  n  t  i  n  g   Pretotype/Prototype/Pilot/   Full  Scale   Big  Urgent  Market     Problem  (BUMP)                  Engagement/                  Acquisi?on/Ac?va?on/                  Reten?on/Referral/Revenue   PROFIT   (Key  Metrics)  
  • 34.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)     Value  Engine   (ProposiCon/Strategy)   Customer   Segments   Processes/   AcYviYes   Internal   Resources   Inputs/   Partners     q  HR   Management   q  Firm   Infrastructure   q  Technology   Development   q  Procurements   q  Inbound   LogisCcs   q  OperaCons   q  Outbound   LogisCcs   q  MarkeCng  &   Sales   q  Service   Channels   &  RelaYon-­‐   ships   Product/                     Service   PROFIT   (Key  Metrics)  
  • 35.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)     Value  Engine   (ProposiCon/Strategy)   Customer   Segments   Processes/   AcYviYes   Internal   Resources   Inputs/   Partners     Channels   &  RelaYon-­‐   ships   Product/                     Service   PROFIT   (Key  Metrics)   Blue  Ocean  Strategy:     Six  Principles   1.  Reconstruct   market  bound-­‐ aries  (6  paths)   2.  Focus  on  big   picture  (4  steps)   3.  Reach  beyond   exis8ng  demand   4.  Get  the  strategic   sequence  right   5.  Overcome  key   org.  hurdles   6.  Build  execu8on   into  strategy     Four  AcCons  F’work  
  • 36.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)     Value  Engine   (ProposiCon/Strategy)   Customer   Segments   Processes/   AcYviYes   Internal   Resources   Inputs/   Partners     Channels   &  RelaYon-­‐   ships   Product/                     Service   PROFIT   (Key  Metrics)  
  • 37.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)     Value  Engine   (ProposiCon/Strategy)   Customer   Segments   Processes/   AcYviYes   Internal   Resources   Inputs/   Partners     Channels   &  RelaYon-­‐   ships   Product/                     Service   PROFIT   (Key  Metrics)  
  • 38.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)     Value  Engine   (ProposiCon/Strategy)   Customer   Segments   Processes/   AcYviYes   Internal   Resources   Inputs/   Partners     Channels   &  RelaYon-­‐   ships   Product/                     Service   New   Entrants   (Startups)   SubsC-­‐ tutes   (Incumbents)   PROFIT   (Key  Metrics)  
  • 39.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)     Value  Engine   (ProposiCon/Strategy)   Customer   Segments   Processes/   AcYviYes   Internal   Resources   Inputs/   Partners     Channels   &  RelaYon-­‐   ships   Product/                     Service   New   Entrants   (Startups)   SubsC-­‐ tutes   (Incumbents)   Comple-­‐ mentors   Influenc-­‐ ers   PROFIT   (Key  Metrics)  
  • 40.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)     Value  Engine   (ProposiCon/Strategy)   Forces   Against   Forces       For   Customer   Segments   Processes/   AcYviYes   Internal   Resources   Inputs/   Partners     Channels   &  RelaYon-­‐   ships   Product/                     Service   PROFIT   (Key  Metrics)  
  • 41.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)     Value  Engine   (ProposiCon/Strategy)   S:   Strengths   O:   Opportuni-­‐ Ces   W:   Weaknesses   T:   Threats   Customer   Segments   Processes/   AcYviYes   Internal   Resources   Inputs/   Partners     Channels   &  RelaYon-­‐   ships   Product/                     Service   PROFIT   (Key  Metrics)  
  • 42. ELEMENT   ICON   DESCRIPTION   SYMBOL   THEME:   CUSTOMER   CS   PRODUCT   PS   CHANNEL   CH/CR   GOAL/JOB   JTGD       PROBLEM   Prob   VALUE   VP       INPUT   KP   INTERNAL   RESOURCES   KR   PROCESS   KA       SOLUTION   Soln               Enterprise  Periodic  Table  (EPT)  of  Business  Model  Elements:  10  QuesCons  For  Visually  Designing  and  Using  Tools  Such  as   Brainstorming,  Experiment  Board,  Business  Model  Canvas,  Lean  Canvas,  Value  Chain,  and  SIPOC  Process  Diagram     #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   1 2 3 4 5 6 8 7 9 1 0
  • 43. ELEMENT   ICON   DESCRIPTION   SYMBOL   THEME:  QUESTION   CUSTOMER   CS   Who  is  the  customer?   PRODUCT   PS   What  is  the  product/service?   CHANNEL   CH/CR   How  is  the  product/service  delivered  to  customer?   GOAL/JOB   JTGD   What  is  the  customer’s  main  goal  (Job  To  Get  Done:     Physical/Intellectual/EmoYonal/Spiritual  Hierarchy)?   PROBLEM   Prob   What  are  problems/pains/barriers/obstacles?   VALUE   VP   What  is  the  big  urgent  problem/pain  (soluYon/benefit)?     INPUT   KP   What  are  key  inputs/partners?   INTERNAL   RESOURCES   KR   What  are  internal  resources  (people;  infra’;  technology)?     PROCESS   KA   What  are  key  ac8vi8es  or  processes  of  the  organiza8on?     SOLUTION   Soln   What  are  soluYons/gains/benefits?             Enterprise  Periodic  Table  (EPT)  of  Business  Model  Elements:  10  QuesCons  For  Visually  Designing  and  Using  Tools  Such  as   Brainstorming,  Experiment  Board,  Business  Model  Canvas,  Lean  Canvas,  Value  Chain,  and  SIPOC  Process  Diagram     #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   1 2 3 4 5 6 8 7 9 1 0
  • 44.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   C$   R$   P$   VP   +  -­‐   What  are  soluYons/   gains/benefits?   Who  is  the   customer?   What  are  problems/   barriers/obstacles?   How  is  product/service   delivered  to  customer?   What  is  the  product/service?     What  is  the  customer’s  main  goal  (Job  To  Get  Done:  Physical/Intellectual/EmoConal/Spiritual  Hierarchy)?   What  is  the  big  urgent  problem/pain  (soluCon/benefit)?  
  • 45.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   C$   R$   P$   VP   +  -­‐   What  are  soluYons/   gains/benefits?   Who  is  the   customer?   What  are  problems/   barriers/obstacles?   How  is  product/service   delivered  to  customer?   What  is  the  product/service?     What  are   key   ac?vi?es  or   processes   of  the   organiza-­‐ ?on?   What  are   internal   resources   (people;   infra’;  tech-­‐ nology)?   What  are   key  inputs/ partners?   What  is  the  customer’s  main  goal  (Job  To  Get  Done:  Physical/Intellectual/EmoConal/Spiritual  Hierarchy)?   What  is  the  big  urgent  problem/pain  (soluCon/benefit)?  
  • 46.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   C$   R$   P$   VP   +  -­‐   What  are  soluYons/   gains/benefits?   Who  is  the   customer?   What  are  problems/   barriers/obstacles?   How  is  product/service   delivered  to  customer?   What  is  the  product/service?     What  is  the  big  urgent  problem/pain  (soluCon/benefit)?   What  are   key   ac?vi?es  or   processes   of  the   organiza-­‐ ?on?   What  are   internal   resources   (people;   infra’;  tech-­‐ nology)?   What  are   key  inputs/ partners?   What  is  the  customer’s  main  goal  (Job  To  Get  Done:  Physical/Intellectual/EmoConal/Spiritual  Hierarchy)?   1 2 3 4 5 6 87 9 1 0
  • 47. Business  Model  Yacht   Discover  and  Solve  Customer  Problems  Beaer,  Faster,  and  Cheaper     IntroducYon   Today,  startups  as  well  as  established  organizaCons  are  struggling  to  discover  and  solve  customer  problems  in  a  Cmely  manner.                                     On  the  one  hand,  tools  such  as  brainstorming  and  lateral  thinking  are  relaCvely  simple  to  use  but  produce  low  quality  soluCons.                                     On  the  other  hand,  tools  such  as  the  Six  Sigma  methodology,  Lean  Startup  method,  and  TRIZ  generate  high  quality  soluCons  but  take                       a  long  Cme  to  understand  and  effecCvely  apply.  Mastery  of  these  lajer  tools  is  also  Cme-­‐consuming  and  expensive.     ObjecYve   The  Business  Model  Yacht  is  designed  as  a  simple  customizable  storyboard  that  eliminates  the  trade-­‐off  of  Complexity  vs.  Quality  in  tools           such  as  brainstorming,  lateral  thinking,  TRIZ,  Six  Sigma  methodology,  and  the  Lean  Startup  method.  The  Business  Model  (BM)  Yacht  can  be             considered  as  a  “Wisdomsourcing”  Board  for  collaboraCvely  organizing  and  managing  ideas  while  rapidly  solving  customer  problems.     Delight   The  Business  Model  Yacht  helps  people  to  bejer,  faster,  and  cheaper  solve  problems.  There  are  8  levels  of  proficiency  in  using  the  Business   Model  (BM)    Yacht.  The  first  level  of  proficiency  focuses  on  use  of  the  BM  Yacht  as  a  problem  discovery  tool.  At  this  first  level,  the  BM  Yacht   can  be  learned  and  applied  within  30  minutes  especially  as  a  tool  for  visually  collecCng  ideas  on  the  Voice  of  the  Customer.  At  the  eighth   level,    use  of  the  BM  Yacht  focuses  on  developing  ideas  on  the  evoluCon  of  business  model  ecosystems.  Use  of  the  BM  Yacht  at  interme-­‐ diate  levels  ranges  from  product  innovaCon,  industry  analysis,  business  model  innovaCon  to  performance  management.     Procedure  (for  Level  1  of  the  Business  Model  Yacht)   1.  Make  a  large  (A1  size)  printout  or  drawing  of  the  template  for  the  Business  Model  (BM)  Yacht  and  place  it  on  a  table  or  wall.   2.  Write  out  a  descripCon  of  the  Customer  Goal  or  “Job  To  Get  Done”.   3.  Describe  or  list  each  problem  (preferably  using  Post-­‐It  notes)  under  the  Problem  Space  or  “Red  Ocean”  on  len  hand  side.   4.  Choose  the  most  important  problem.  (Why  is  the  selected  problem  regarded  as  the  most  important?  What  are  impacts  of  problem?)   5.  Generate,  under  the  SoluCon  Space  or  “Blue  Ocean”,  ideas  for  solving  the  most  important  problem.  (Hint:  Use  analogical  thinking.)   6.  Select  the  highest  quality  soluCon  that  can  be  rapidly  implemented  as  well  as  which  has  the  least  cost.     References   Kim,  W.C.;  Mauborgne,  R.  (2004)  Blue  Ocean  Strategy.  Massachusejs:  Harvard  Business  Review  Press.         #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing  
  • 48. ITENN  Level  4:  BUS.  PROBLEM  SOLVING   q  4  Elements  of  Good  Strategy   q  Six  Sigma  Methodology   q  Theory  of  Constraints   q  Customer  Dev.  Stack   q  Lean  Startup  Method   Level  5:  VALUE  CHAIN  STRATEGY   q  Value  Chain  (Analysis)   q  5  Forces;  Env.  Analysis   q  3  Generic  Strategies   q  DisrupYve  InnovaYon  Theory   q  Blue  Ocean  Strategy/Canvas   Level  1:  PROBLEM  DISCOVERY   q  Voice  of  the  Customer;  NPS   q  Trade-­‐offs;  SWOT  Analysis   q  Red  Ocean  Strategy  Canvas   q  4  Problem  Archetypes;  BUMP   q  Product/Market  Matrix   Level  7:  BUS.  MODEL  EXECUTION   q  HolisYc  System  Resources   q  Core  Competences   q  Resource-­‐Based  View   q  Balanced  Scorecard;  Kanban   q  Prototype/Pilot/Full  Scale   Level  8:  ECOSYSTEM  EVOLUTION   q  9  Windows  (MulYscreen)   q  Business  Model  Dashboard   q  Nested  S-­‐Curve;  WarGaming   q  Value  Network  EvoluYon   q  EvoluYon  of  Shared  Value   Level  2:  PROBLEM  ANALYSIS   q  5  Whys;  AnalyYcal  Hierarchy   q  Root-­‐cause  Analysis:  Fishbone   q  SIPOC  Process;  Pre-­‐mortem   q  Universal  System  Structure   q  FuncYonal  Analysis  Diagram   THE  BUSINESS  MODEL  YACHT   o  Uses;  Areas  of  ApplicaCon   o  Associated  Concepts/Tools   o  Taxonomy  of  Tools  for   Problem  Finding  &  Solving   Level  3:  IDEA  GEN./EVALUATION   q  (Visual)  Brainstorming   q  E.R.I.C.  TacYcs  (“4  AcCons”)     q  SCAMPERR  Technique;  ASIT   q  TRIZ:  Ideal  Final  Result  (IFR)   q  Mission/Vision;  Pretotype   Level  6:  BUS.  MODEL  STRATEGY   q  Value  Net;  Lean  Canvas   q  Business  Model  Canvas/Env.   q  Business  Model  Storyboard   q  “SPARC”  Yacht/Framework   q  PESTLIED  Events  &  Trends     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   8  LEVELS  AND  USES  OF  BUSINESS  MODEL  YACHT   (Taxonomy  of  Problem-­‐Based  Strategy  &  Learning)   Sense  and  Respond  to  Customer  Problems  Beaer,  Faster,  and  Cheaper  
  • 49. Problem-­‐Based  Strategy  and  Learning  (PBSL)  Roadmap     Select/Reflect  on  a  Path  or  Program  for  Rapidly  Sensing  and  Responding  to  Big  Urgent  Market  Problems  (BUMPs)                        BUSINESS  MODEL  HIERARCHY                        (Unit  of  Analysis/ReDesign)   LEVEL  OF  PBSL  (Deliverable)   Supersystem   (Economy;  Macro-­‐ environment)   Environment   (Industry;  Market)   System   (Enterprise/Value  Chain;   Product/Service)   Visionary/ Conceptual   Problem   Solving   (Feasible   Pretotype)   1.  PROBLEM  DISCOVERY   2.  PROBLEM  ANALYSIS   3.  IDEA  GENERATION/ EVALUATION   Strategic   Problem   Solving   (Viable   Prototype;   Viable  Pilot)   4.  BUSINESS  PROBLEM   SOLVING   5.  VALUE  CHAIN   STRATEGY   6.  BUSINESS  MODEL   STRATEGY   TacCcal/  Op.   Problem   Solving   (Profitable   Full-­‐scale)   7.  BUSINESS  MODEL   EXECUTION   Scenario   Thinking   8.  ECOSYSTEM   EVOLUTION     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing  
  • 50. 4  Problem  Archetypes   Product/Market  Matrix     #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing                                      PROBLEM                                                  (Market  Trade-­‐off/Size)     SOLUTION   (Product  Features)   Known   Unknown   Known   Simple  System   (Tame;   Closed;   Well-­‐structured)     Complex  System   Unknown   Complicated  System   ChaoYc  System   (Wicked;   Open;   Ill-­‐structured)  
  • 51. 4  HolisYc  Strategies   Product/Market  Matrix     #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing                                      PROBLEM                                                  (Market  Trade-­‐off/Size)     SOLUTION   (Product  Features)   Known   Unknown   Known   Unknown       PRETOTYPE           PROTOTYPE           PILOT           FULL  SCALE      
  • 52.            Stage/Tollgate     Theme/Project   1.   ConcepYon   (Problem/JTGD)   2.   Pretotype   (ChaoCc)   3.   Prototype   (Complex)     4.   Pilot   (Complicated)   5.   Full  Scale   (Simple)   NATURE   Fill  a  Niche/DNA:   Solve  Problem/   Resolve  Trade-­‐off  in   Ecosystem   ANIMAL/   LIVING  ORGANISM   S?mulus/Idea/ Fer?lized  Egg   Forma?on/       Embryo/Foetus   Early  Growth/                   Infant   Growth/   Adult   Maturity/   Old  Age  (Decline)   PROJECT/   EXPERIMENT   Problem/Goal  Hier-­‐ archy/Voice  of  User   Prefeasibility   Study/Experiment   Ini?al  Feasibility   Study/Experiment   Interim  Feasibility   Study/Experiment   Final  Feasibility   Study/Execu?on   BOOK/   RESEARCH  REPORT   Literature  Review/ Fieldwork/   Theme/Topic/Title   Outline/Table  of   Content/Abstract/   Synopsis/Pre-­‐order   Execu?ve  Summary/                       One-­‐Page  Summary/             Chapter  Summary   Manuscript/                 Galley  Copy  of  Book   Final  Book                                         (for  Publica?on)   WEBSITE   DEVELOPMENT   Problem  To  Be  Solved/ Job  To  Get  Done   (JTGD)/Ideas   Pretotype/Pre-­‐Order/ Fake  Offer/Landing   Page/Ads/Video   Prototype   Website   Pilot   Website/   Video  Tutorial   Full  Scale   Website   PRODUCT  DESIGN/   BUSINESS  MODEL   PLANNING   Problem/Idea/   Tagline/   Vision/Mission/Pitch   Value  Proposi?on/   Strategy  (Canvas)/   Tac?c/Ad/Fake  It   Minimum  Viable   Product/Simula?on/   Ini?al  Level  of  Interest   Pilot  Product/     Ongoing  Interest/   One-­‐Page  Plan   Full  Scale  Product/   Strategic  Plan/   Business  Plan   FILM/TV  SHOW   Theme/   Title/Headline/   High  Concept   Plot/   Synopsis/Checklist/ Sketch/Poster   Outline/   Storyboard/Video/   Movie  Trailer/Shot   Script/                                             Pre-­‐screening   Screenplay/   Full  Launch/                     Public  Viewing   TRANSPORTATION   Travel:   Faster,  Safer,  Free   FINANCING/SALE   Obtain  Capital/ Funding/Financing   Own  Fund/Adv.  Sale/ Rent/Crowdfunding   Angel  Funding   (in  stages)   Seed  Funding   (in  stages)   Venture  Funding/   Bank  Funding           Every  Great  Idea  or  Industry  Sails  Through  a  Lifecycle  of  5  Stages  
  • 53.            Stage/Tollgate     Theme/Project   1.   ConcepYon   (Problem/JTGD)   2.   Pretotype   (ChaoCc)   3.   Prototype   (Complex)     4.   Pilot   (Complicated)   5.   Full  Scale   (Simple)   NATURE   Fill  a  Niche/DNA:   Solve  Problem/   Resolve  Trade-­‐off  in   Ecosystem                                           Every  Great  Idea  or  Industry  Sails  Through  a  Lifecycle  of  5  Stages  
  • 54.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)     Value  Engine   (ProposiCon/Strategy)   Customer   Segments   Processes/   AcYviYes   Internal   Resources   Inputs/   Partners     Channels   &  RelaYon-­‐   ships   Product/                     Service   q   Customer              Segment  Pivot   q Customer  Need  Pivot   q   Channel  Pivot   q   Zoom-­‐in  Pivot   q Zoom-­‐out  Pivot   q Plaiorm  Pivot   q Technology   Pivot   q Value  Capture  Pivot   q Engine  of  Growth  Pivot   q Business  Architecture  Pivot   PROFIT   (Key  Metrics)  
  • 55.   The  TheoreYcal  Framework  of   The  Business  Model  Yacht   Is   HolisYc  Problem  Solving  (HPS)   Which  Encapsulates   ScienCfic  Problem  Solving   HolisYc  Problem  Solving  (HPS)  has  3  Levels     q  Visionary/Conceptual  Problem  Solving   q  Strategic  Problem  Solving   q  TacCcal/OperaConal  Problem  Solving  
  • 56.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Listen  to  music  (at  home/work/outdoors)   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   C$   R$   P$   +  -­‐   PS  KP   KR   KA   CS   CH &   CR   VP  
  • 57.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Listen  to  music  (at  home/work/outdoors)   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   C$   R$   P$   +  -­‐   PS  KP   KR   KA   CS   CH &   CR   q  Big/clunky  music  players   q  Complex:  difficult  to  use   q  Small  song  storage   VP  
  • 58.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Listen  to  music  (at  home/work/outdoors)   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   C$   R$   P$   +  -­‐   PS  KP   KR   KA   CS   CH &   CR   q  Big/clunky  music  players   q  Complex:  difficult  to  use   q  Small  song  storage   q  Ultra-­‐portable  digital   music  player   q  Simple:  easy  to  use   q  Large  song  storage   VP  
  • 59.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Listen  to  music  (at  home/work/outdoors)   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   C$   R$   P$   +  -­‐   PS  KP   KR   KA   CS   CH &   CR   q  Big/clunky  music  players   q  Complex:  difficult  to  use   q  Small  song  storage   q  Ultra-­‐portable  digital   music  player   q  Simple:  easy  to  use   q  Large  song  storage   q  “A  Thousand  Songs  in  Your  Pocket”   q  Seamless  Music  XP   q  iPod  Hardware  
  • 60.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Listen  to  music  (at  home/work/outdoors)   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   C$   R$   P$   +  -­‐   PS  KP   KR   KA   CS   CH &   CR   q  Big/clunky  music  players   q  Complex:  difficult  to  use   q  Small  song  storage   q  Ultra-­‐portable  digital   music  player   q  Simple:  easy  to  use   q  Large  song  storage   q  “A  Thousand  Songs  in  Your  Pocket”   q  Seamless  Music  XP   q  iPod  Hardware   q  High  Profit  Margin   q  Extraordinary  Profit   q  Performance  Metrics  
  • 61.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known     Value  Engine   (ProposiCon/Strategy)   Customer   Segments   Processes/   AcYviYes   Internal   Resources   Inputs/   Partners     Channels   &  RelaYon-­‐   ships   Product/                     Service   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Listen  to  music  (at  home/work/outdoors)   P$   C$   R$   +  -­‐  
  • 62.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known     Value  Engine   (ProposiCon/Strategy)   Customer   Segments   Processes/   AcYviYes   Internal   Resources   Inputs/   Partners     Channels   &  RelaYon-­‐   ships   Product/                     Service   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Listen  to  music  (at  home/work/outdoors)   P$   C$   R$   +  -­‐   q  Big/clunky  music  players   q  Complex:  difficult  to  use   q  Small  song  storage  
  • 63.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   Customer   Segments   Processes/   AcYviYes   Internal   Resources   Inputs/   Partners     Channels   &  RelaYon-­‐   ships   Product/                     Service   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Listen  to  music  (at  home/work/outdoors)   q  “A  Thousand  Songs  in  Your  Pocket”   q  Seamless  Music  XP   q  iPod  Hardware   q  Big/clunky  music  players   q  Complex:  difficult  to  use   q  Small  song  storage   q  Ultra-­‐portable  digital   music  player   q  Simple:  easy  to  use   q  Large  song  storage   C$   R$   +  -­‐   P$   q  High  Profit  Margin   q  Extraordinary  Profit   q  Performance  Metrics  
  • 64.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Listen  to  music  (at  home/work/outdoors)   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   C$   R$   P$   +  -­‐   q  Staff/ Employees   q  Brand/Culture   q  IP   q  Infrastructure:   IT   q  Luxury  Spot   Strategy   q  Hardware/ Sonware   Design   q  MarkeCng  &   Sales   q  Record   companies   q  OEMs   q  Apple.com;                                                             Big  Box  Retailer   q  iTunes  Store;                                                           Retail  stores   q  Online/Face-­‐to-­‐Face;                     Lock-­‐in   q  Luxury  Spojer:                  Listen  to  music   everywhere   q  Customer  Habit  Engine   q  Staff/Employees   q  Manufacturing/Infra’   q  MarkeCng  &  Sales   q  iPod  Hardware   q  iTunes   q  Commissions   q  High  Profit  Margin   q  Extraordinary  Profit   q  Performance  Metrics   q  “A  Thousand  Songs  in  Your  Pocket”   q  Seamless  Music  XP   q  iPod  Hardware   q  Big/clunky  music  players   q  Complex:  difficult  to  use   q  Small  song  storage   q  Ultra-­‐portable  digital   music  player   q  Simple:  easy  to  use   q  Large  song  storage   Channels   &  RelaYon-­‐   ships   Product/                     Service   Processes/   AcYviYes   Internal   Resources   Inputs  …     Customer   Segments  
  • 65.         RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Where  currently   are  we?   Where  must  we   go?   How  must  we         get  there?   Problem   Pain:  (Un)Known   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Improve  innovaCon  and  performance  of  organizaCon   Method  (Strategy)  
  • 66.         RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Improve  innovaCon  and  performance  of  organizaCon   CURRENT  INNOVATION/PERFORMANCE   FUTURE  INNOVATION/PERFORMANCE   Where  currently   are  we?   Where  must  we   go?   How  must  we         get  there?   Problem   Pain:  (Un)Known   Method  (Strategy)  
  • 67.         RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Improve  innovaCon  and  performance  of  organizaCon   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known   CURRENT  INNOVATION/PERFORMANCE   FUTURE  INNOVATION/PERFORMANCE  Method  (Strategy)  
  • 68.         RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   C$   R$   P$   VP   +  -­‐     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Improve  innovaCon  and  performance  of  organizaCon   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known   CURRENT  INNOVATION/PERFORMANCE   FUTURE  INNOVATION/PERFORMANCE  
  • 69.         RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   C$   R$   P$   VP   +  -­‐     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Improve  innovaCon  and  performance  of  organizaCon   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known   CURRENT  INNOVATION/PERFORMANCE   FUTURE  INNOVATION/PERFORMANCE   PS  KP   KR   KA   CS   CH &   CR  
  • 70.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   C$   R$   P$   VP   +  -­‐   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Improve  innovaCon  and  performance  of  organizaCon   CURRENT  INNOVATION/PERFORMANCE   FUTURE  INNOVATION/PERFORMANCE   Where  currently   are  we?   Where  must  we   go?  
  • 71.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   C$   R$   P$   VP   +  -­‐   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Improve  innovaCon  and  performance  of  organizaCon   CURRENT  INNOVATION/PERFORMANCE   FUTURE  INNOVATION/PERFORMANCE  
  • 72.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   C$   R$   P$   VP   +  -­‐   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Improve  innovaCon  and  performance  of  organizaCon   CURRENT  INNOVATION/PERFORMANCE   FUTURE  INNOVATION/PERFORMANCE   Lack  of  shared  purpose,   mission,  and  vision   Emphasis  on  technical   features  of  products  rather   than  customer  experiences   Thinking  in   “silos”   No  common  language   or  framework  for   facilita?ng  innova?on   Unar?culated   values/culture   Unclear  Business   Model/Strategy  
  • 73.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hFp://businessmodels.ning.com  &  hFp://twiFer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)     Value  Engine   (ProposiCon/Strategy)   Customer   Segments   Channels  &  RelaYonships   Product/Service   Processes/   AcYviYes   Internal   Resources   Inputs/   Partners     Lack  of  shared  purpose,   mission,  and  vision   Emphasis  on  technical   features  of  products  rather   than  customer  experiences   Thinking  in   “silos”   No  common  language   or  framework  for   facilita?ng  innova?on   Unar?culated   values/culture   Unclear  Business   Model/Strategy   PROFIT   (Key  Metrics)  
  • 74.         “It’s  more  fun  to  be  a  pirate  than  to  join  the  navy."   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluYon   Gain:  (Un)Known  

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