#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
 ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
 ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
 ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
 ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
 ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
 ...
PROFIT	
  (MARGIN)	
  
q  Maximum	
  Number	
  of	
  
	
  	
  	
  	
  	
  	
  Users/Paying	
  Customers	
  
q  Minimum	
...
VALUE	
  (Happiness)	
  
q  Maximum	
  Delight:	
  Effec.veness	
  
q  Minimum	
  Pain:	
  Cost	
  (Waste)	
  
q  Awesom...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
  h9p://twi9er.com/R...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
 ...
ITENN	
  Lean	
  Business	
  Model	
  Canvas	
  
	
  
	
  
	
  
	
  
DramaMc	
  Story	
  Canvas	
  
	
  
	
  
	
  
	
  
Le...
The	
  Six	
  Gates	
  to	
  Profitability	
  
(Ques.on-­‐Based	
  Entrepreneurship)	
  
 
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
  h9p://twi9er.com/Ro...
 
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
  h9p://twi9er.com/Ro...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
 ...
 25	
  INVESTOR	
  QUESTIONS	
  (IQs)	
  for	
  BUSINESS	
  MODEL	
  PROFITABILITY	
  
	
  
Visually	
  Organize,	
  Manag...
Lean	
  Business	
  Model	
  Canvas	
  
A	
  One-­‐page	
  Tool	
  for	
  Visually	
  Organizing	
  and	
  Managing	
  Res...
 TOPICS	
  FOR	
  STORY	
  OF	
  LEAN	
  BUSINESS	
  MODEL	
  CANVAS	
  
	
  
Holis:cally	
  Document,	
  Present,	
  and	...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
  h9p://twi9er.com/R...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
  h9p://twi9er.com/R...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
  h9p://twi9er.com/R...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
  h9p://twi9er.com/R...
DramaMc	
  Story	
  Canvas	
  
Holis:cally	
  Document,	
  Present,	
  and	
  Manage	
  Ideas	
  for	
  Organiza:onal	
  S...
 DRAMATIC	
  STORY	
  CANVAS	
  
	
  
Holis:cally	
  Document,	
  Present,	
  and	
  Manage	
  Ideas	
  for	
  Organiza:on...
Business	
  Model	
  Storyboard	
  
A	
  One-­‐page	
  Tool	
  for	
  Documen:ng	
  and	
  Checking	
  the	
  Logic	
  of	...
 
Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
  h9p://twi9er.com/RodKuhnKing...
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
  h9p://twi9er.com/...
Business	
  Model	
  Dashboard	
  
The	
  3	
  Levels	
  of	
  Business	
  Model	
  Performance	
  
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
  h9p://twi9er.com/R...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
  h9p://twi9er.com/R...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
  h9p://twi9er.com/R...
Value	
  Engine	
  Map	
  
Fat	
  Strategy	
  vs.	
  Lean	
  Strategy	
  
VALUE	
  ENGINE	
  MAP	
  
(-­‐):	
  PAIN:	
  
(+):	
  DELIGHT:	
  
	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  ...
VALUE	
  ENGINE	
  MAP	
  for	
  Red	
  Ocean	
  DisrupMon	
  (ROD)	
  Strategy	
  and	
  TacMcs	
  
(-­‐):	
  PAIN:	
  
(...
(-­‐):	
  PAIN:	
  Cost	
  
(+):	
  DELIGHT:	
  
Differen@a@on	
  
	
  
BLUE	
  OCEAN	
  
Strategy	
  
RED	
  OCEAN	
  
Str...
(-­‐):	
  PAIN:	
  Cost	
  
(+):	
  DELIGHT:	
  
Differen@a@on	
  
	
  
BLUE	
  OCEAN	
  
Customers	
  
RED	
  OCEAN	
  
Cu...
Rapidly	
  Eliminate	
  “Fat	
  Strategy”	
  
&	
  
Maximize	
  Profitability	
  
Don’t	
  Just	
  Start	
  a	
  Business	
  Project	
  With	
  	
  
A	
  Minimum	
  Viable	
  Product	
  (MVP).	
  
Start	
...
In	
  Every	
  Project,	
  	
  
Begin	
  With	
  and	
  ConMnuously	
  Test	
  the	
  Vision	
  of	
  Delivering	
  	
  
A...
EXERCISE:	
  Lean	
  Strategy	
  Game	
  
Plan,	
  test,	
  validate,	
  and	
  present	
  a	
  scalable	
  
“magical”	
  ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
 ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
 ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
 ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
 ...
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THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual Toolkit for Eliminating Fat ("Wasteful") Strategy and Maximizing Profitability

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Today, many startups and established organizations inadvertently practice "Fat Strategy" which leads to a lot of waste, unprofitability, and competitive disadvantage. This presentation features a Lean Strategy Canvas which can be used for eliminating Fat Strategy. The Lean Strategy Canvas is also helpful for projects that aim at delivering Awesome Customer Experiences (ACEs) as well as greater Shared Value (Profitability). The Lean Strategy Canvas is a core tool in the portfolio of tools for eliminating Fat Strategy.

Your insights and questions are welcomed.

http://goo.gl/Ml98y0


Published in: Business
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  • Rod,
    Even a new and most welcome expansion of the slides deck. Keep spraying your great ideas.
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  • Rod,

    WOW! Don't you think your comment deserves expanding into a full-fledged presentation? The way you iterate makes the idea of the presentation a great welcome read. I hope you do.
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  • Ali, Great observation and comment. Actually, I am really eating my own 'dog food' and doing what I advocate in the above presentation on the Lean Startup Trap. Basically, I start with a vision of delivering an Awesome Customer Experience (ACE). I then plan and publish a Minimum Viable Proposition (MVP) using a Power Point presentation ... on Slideshare. Based on customer feedback as well as my own introspection, I iterate using the Smart Execution Cycle of Build (Do/Try)-Measure-Learn. I measure as well as learn from the impact and trade-offs of the presentation. I carry out several iterations using the Build-Measure-Learn cycle until I feel or get customer validation that I am close to delivering the original vision of an Awesome Customer Experience. To put my approach more succinctly, I try to avoid the Lean Startup Trap which is similar to a hamster running in an endless loop of Build-Measure-Learn. For me, initially having a vision of an Awesome Customer Experience is a must. Essentially, this is my approach and contribution to the Lean Startup Method.
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  • Rod,
    I want to thank you for teaching me a lot. What brings me back to revisit your presentations is your persistence to improve, modify, adapt and facilitate for the reader to digest your material.
    When I know there is value waiting for me I revisit. You have never failed this expectation.
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  • Ali: I cannot thank you enough for your constant feedback, insights, and suggestions. With a critical and creative mind like yours, any comment from you is worthy of deep consideration. Thanks for your support over all these years.
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THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual Toolkit for Eliminating Fat ("Wasteful") Strategy and Maximizing Profitability

  1. 1.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   “Smart”  Execu.on  Cycle   Doing   Outcome   Done   Plan   To  Do   Rapidly  Eliminate  “Fat  Strategy”  and  Maximize  Profitability  
  2. 2.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   “Smart”  Execu.on  Cycle   Doing   Outcome   Done   Plan   To  Do   Rapidly  Eliminate  “Fat  Strategy”  and  Maximize  Profitability   Problem?  
  3. 3.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   SoluMon   Idea/Task   “Smart”  Execu.on  Cycle   Doing   Outcome   Done   Plan   To  Do   Rapidly  Eliminate  “Fat  Strategy”  and  Maximize  Profitability   Problem?  
  4. 4.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   “6  Gates”   “Smart”  Execu.on  Cycle   Doing   Outcome   Done   Plan   To  Do   Rapidly  Eliminate  “Fat  Strategy”  and  Maximize  Profitability   SoluMon   Idea/Task   Problem?  
  5. 5.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   “6  Gates”   “Smart”  Execu.on  Cycle   Doing   Outcome   Done   Plan   To  Do   (Top  Problem  or  Challenge)   Lean  Canvas   Business  Model  Canvas   Business  Model  Storyboard   Business  Model  Trade-­‐off,  Analysis,  and  Strategy     (Strategic  Customer  Problem  Solving)   Tac.cs,  Experiments,  and  Validated  Learning     (Opera:onal  Customer  Problem  Solving)   Result     (Deficit  or  Gap  from  ‘Ideal’)   Rapidly  Eliminate  “Fat  Strategy”  and  Maximize  Profitability   TradiMonal   Business  Plan     Business  Model   Strategy     Product/Service   SoluMon   Idea/Task   Problem?  
  6. 6.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   Plan   To  Do   Result     (Deficit  or  Gap  from  ‘Ideal’)   Build   (Do/Try)   Measure  Learn   “Smart”  Execu.on  Cycle   Doing   “6  Gates”   Tac.cs,  Experiments,  and  Validated  Learning     (Opera:onal  Customer  Problem  Solving)   Business  Model  Trade-­‐off,  Analysis,  and  Strategy     (Strategic  Customer  Problem  Solving)   Minimum  Viable   Proposi:on  (MVP)   Outcome   Done   Rapidly  Eliminate  “Fat  Strategy”  and  Maximize  Profitability   TradiMonal   Business  Plan     Business  Model   Strategy     Product/Service   (Top  Problem  or  Challenge)   Lean  Canvas   Business  Model  Canvas   Business  Model  Storyboard   SoluMon   Idea/Task   Problem?  
  7. 7. PROFIT  (MARGIN)   q  Maximum  Number  of              Users/Paying  Customers   q  Minimum  Cost  (Waste)  Build   (Do/Try)   Measure  Learn             #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   TradiMonal   Business  Plan     Business  Model   Business  Model  Trade-­‐off,  Analysis,  and  Strategy     (Strategic  Customer  Problem  Solving)   Tac.cs,  Experiments,  and  Validated  Learning     (Opera:onal  Customer  Problem  Solving)   MISSION/VISION   Minimum  Viable   Proposi:on  (MVP)   “6  Gates”   Users/Customers   (Trade-­‐off;  Success  Criteria)   q  E:  Engagement;  Experience   q  A:  Acquisi.on;  Ac.va.on   q  R:  Reten.on;  Revenue   Outcome   Result     (Deficit  or  Gap  from  ‘Ideal’)   “Smart”  Execu.on  Cycle   Doing   Plan   To  Do   Rapidly  Eliminate  “Fat  Strategy”  and  Maximize  Profitability   Strategy     Product/Service   (Top  Problem  or  Challenge)   Lean  Canvas   Business  Model  Canvas   Business  Model  Storyboard   SoluMon   Idea/Task  
  8. 8. VALUE  (Happiness)   q  Maximum  Delight:  Effec.veness   q  Minimum  Pain:  Cost  (Waste)   q  Awesome  Customer  Experience  Build   (Do/Try)   Measure  Learn             #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   Minimum  Viable   Proposi:on  (MVP)   “6  Gates”   Users/Customers   (Trade-­‐off;  Success  Criteria)   q  E:  Engagement;  Experience   q  A:  Acquisi.on;  Ac.va.on   q  R:  Reten.on   MISSION/VISION   Outcome   Business  Model  Trade-­‐off,  Analysis,  and  Strategy     (Strategic  Customer  Problem  Solving)   Tac.cs,  Experiments,  and  Validated  Learning     (Opera:onal  Customer  Problem  Solving)   Result     (Deficit  or  Gap  from  ‘Ideal’)   Plan   To  Do   “Smart”  Execu.on  Cycle   Doing   Rapidly  Eliminate  “Fat  Strategy”  and  Maximize  Shared  Value   TradiMonal   Business  Plan     Business  Model   Strategy     Product/Service   (Top  Problem  or  Challenge)   Lean  Canvas   Business  Model  Canvas   Business  Model  Storyboard   SoluMon   Idea/Task  
  9. 9.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   Lean  Strategy  Canvas  Rapidly  Eliminate  Fat  Strategy  and  Maximize  Profitability   A  Lean  Strategy  Canvas   Is   A  Unique  Space-­‐Timeline  or  Kanban  Board   For  Effec:vely  and  Efficiently   Visualizing,  Managing,  and  PresenMng   The  Workflow  of  Any  Strategy   “Lean  Strategy”  refers  to  a  set  of  problem-­‐solving   strategies,  any  of  which  effec.vely  and  efficiently   delivers  an  Awesome  Customer  Experience  (ACE)   as  well  as  greater  Shared  Value  (Profitability)  
  10. 10.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   Visually  Organize  Ideas  and  Solve  Any  Problem   Method/ImplementaMon  Space   (Doing)   CreaMve  LifeSpace   (Networking;  Learning)   SoluMon    Space   (To  Do)   Problem  Space   (Done)  
  11. 11. ITENN  Lean  Business  Model  Canvas           DramaMc  Story  Canvas           Lean  Strategy  Canvas   (Problem  Solving  Envelope)         Business  Model  Dashboard           Value  Engine  Map           Six  Gates  to  Profitability           LEAN  STRATEGY  TOOLKIT   Integrated  Tools  For  Lean  Strategy   25  Investor  QuesMons           Business  Model  Storyboard             #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   LEAN  STRATEGY  TOOLKIT     Integrated  Tools  for  Rapidly  Elimina:ng  Fat  Strategy  and  Maximizing  Profitability  
  12. 12. The  Six  Gates  to  Profitability   (Ques.on-­‐Based  Entrepreneurship)  
  13. 13.   #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   “Smart”  Execu.on  Cycle   Doing   Outcome   Done   Plan   To  Do          Rapidly  Eliminate  “Fat  Strategy”  and  Maximize  Profitability   SoluMon   Idea/Task   Problem?  
  14. 14.   #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   “Smart”  Execu.on  Cycle   Doing   Outcome   Done   Plan   To  Do           Develop/Validate  …   “6  Gates  to  Profitability”   1.  Problem-­‐SoluMon  Fitness   2.  Value  ProposiMon  Fitness   3.  Product-­‐Market  Feasibility   4.  Revenue  Model  Feasibility   5.  Resource-­‐Based  Feasibility   6.  Business  Model  Advantage     Rapidly  Eliminate  “Fat  Strategy”  and  Maximize  Profitability   SoluMon   Idea/Task   Problem?  
  15. 15.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   Problem-­‐SoluMon  Fitness   Value  ProposiMon  Fitness   Product-­‐Market  Feasibility   Revenue  Model  Feasibility   Resource-­‐Based  Feasibility   BUSINESS  MODEL  ADVANTAGE   1   2   3   4   5   6   PROFIT  (MARGIN)               Plan   To  Do   Develop/Validate  …   “6  Gates  to  Profitability”   Rapidly  Eliminate  “Fat  Strategy”  and  Maximize  Profitability   SoluMon   Idea/Task  
  16. 16.  25  INVESTOR  QUESTIONS  (IQs)  for  BUSINESS  MODEL  PROFITABILITY     Visually  Organize,  Manage,  and  Test  Ideas  for  Improving  Business  Model  Profitability     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   1.  Problem-­‐SoluMon  Fitness   1.1  What  is  the  main  physical/intellectual/emo.onal/spiritual  task  or  Job  To  Get  Done  for  the  customer  segment  (archetype)?   1.2  What  are  the  top  3  problems,  challenges,  constraints,  barriers,  or  trade-­‐offs  before/during/ader  the  Job  To  Get  Done?   1.3  What  are  features  of  the  product/service/business  model  that  resolve  the  top  3  problems  or  trade-­‐offs  of  the  targeted  customer  segment  (archetype)?     2.    Value  ProposiMon  Fitness   2.1  What  is  the  Value  Proposi.on  for  the  customer  segment  (archetype)?   2.2  How  likely,  on  a  scale  from  0  (not  likely)  to  10  (highly  likely),  would  customers  purchase  product/service  based  on  the  Value  Proposi.on?   2.3  How  is  the  Value  Proposi.on  similar  to  that  of  compe.tors?   2.4  How  is  the  Value  Proposi.on  different  from  that  of  compe.tors?   2.5  How  does  the  (minimum  viable)  ad/product/service/business  model  embody  or  reflect  the  Value  Proposi.on?   2.6  To  what  extent  does  the  Value  Proposi.on  help  engage,  acquire,  and  retain  targeted  customers?     3.  Product-­‐Market  Feasibility   3.1  What  hierarchy  of  jobs  or  tasks  does  the  product/service  help  the  targeted  customers  to  do?   3.2  What  is  the  minimum  viable  market  size,  value,  share,  and  growth  rate  for  the  product/service?   3.3  What  is  the  minimum  viable  product/service  for  delivering  the  primary  func.onality,  benefit,  or  delight  to  the  targeted  customers?   3.4  What  is  the  level  of  compa.bility  between  main  func.onality  of  the  product/service  and  the  customer’s  core  jobs  to  get  done?   3.5  Through  what  channels  and  rela.onships  would  the  product/service  be  delivered  to  the  targeted  customers?   3.6  What  are  customer  experiences  as  well  as  level  of  loyalty  (Net  Promoter  Score)  for  the  product/service?     4.  Revenue  Model  Feasibility   4.1  How  does  the  business  make  money:  What  are  minimum  revenue  streams  and  volume  of  revenue  for  the  business?   4.2  How  does  the  business  increase  revenue  as  well  as  customer  value  (experience)  and  loyalty?   4.3  What  are  alterna.ve  means  such  as  profit,  revenue,  and  business  model  pakerns  by  which  the  business  can  increase  (recurring)  revenue?     5.  Resource-­‐Based  Feasibility   5.1  What  physical/intellectual/emo.onal/spiritual  resources  and  competences  of  the  business  model  are  valuable,  rare,  inimitable,  and  non-­‐subs.tutable?   5.2  What  is  the  cost  structure  as  well  as  cost  of  resources  for  (a  minimum  viable)  business  model?     6.  Business  Model  Advantage   6.1  What  is  the  profit  margin  (Return  On  Investment)  for  the  business  model?   6.2  What  are  the  compe..ve  strategy  and  tac.cs  (including  switching  costs  and  network  effects)  for  the  business  model?   6.3  What  is  the  trade-­‐off  of  the  compe..ve  strategy  or  business  model?   6.4  How  disrup.ve  and  scalable  is  the  business  model?   6.5  How  does  the  business  con.nuously  discover  and  solve  Big  Urgent  Market  Problems  (BUMPs)  especially  in  an  environment  of  great  uncertainty?  
  17. 17. Lean  Business  Model  Canvas   A  One-­‐page  Tool  for  Visually  Organizing  and  Managing  Responses  to   The  25  Investor  Ques:ons  for  Business  Model  Profitability  
  18. 18.  TOPICS  FOR  STORY  OF  LEAN  BUSINESS  MODEL  CANVAS     Holis:cally  Document,  Present,  and  Manage  Organiza:onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   Lean  Business  Model  Canvas  =    Lean  Canvas  +  Business  Model  Canvas   Lean  Canvas   Business  Model  Canvas   q  Problem   q  SoluMon   q  Key  Metrics   q  Profit  (Value)   q  Cost  Structure   q  Revenue  Streams   q  Value  ProposiMons   q  Channels   q  Customer                Segments   q  Unfair  Advantage   q  Key  Partners   q  Key  Resources   q  Key  AcMviMes   q  Customer  RelaMonships   Problem  Finding  &  Solving/Performance  Management   Business  Model  Visualiza:on,  Resources,  and  Viability  
  19. 19.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluMon   Gain:  (Un)Known   Business   Model   Business   Model   Before     Aaer     Key  Metrics        Lean  Business  Model  Canvas     Source:  Based  on  Business  Model  Canvas  -­‐  hbp://en.wikipedia.org/wiki/Business_Model_Canvas  &   Lean  Canvas  -­‐  hbp://prac:cetrumpstheory.com/2012/02/why-­‐lean-­‐canvas/   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu.on)   Lean  Business  Model  Canvas   1a   1b   1c  
  20. 20.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluMon   Gain:  (Un)Known   Business   Model   Business   Model   Before     Aaer     Business  Model   (System)   Key  Metrics        Lean  Business  Model  Canvas     Source:  Based  on  Business  Model  Canvas  -­‐  hbp://en.wikipedia.org/wiki/Business_Model_Canvas  &   Lean  Canvas  -­‐  hbp://prac:cetrumpstheory.com/2012/02/why-­‐lean-­‐canvas/   VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)   KP               KA   VP   CR   CS   C$   P$   KR   CH   R$   BUSINESS  MODEL  ENVIRONMENT   (Compe..ve/Unfair  Advantage)     Lean  Business  Model  Canvas   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu.on)   1a   1b   1c   1d  
  21. 21.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluMon   Gain:  (Un)Known   Business   Model   Business   Model   Before     Aaer     Business  Model   (System)   Key  Metrics        Lean  Business  Model  Canvas     Source:  Based  on  Business  Model  Canvas  -­‐  hbp://en.wikipedia.org/wiki/Business_Model_Canvas  &   Lean  Canvas  -­‐  hbp://prac:cetrumpstheory.com/2012/02/why-­‐lean-­‐canvas/   VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)   KP               KA   VP   CR   CS   C$   P$   KR   CH   R$   BUSINESS  MODEL  ENVIRONMENT   (Compe..ve/Unfair  Advantage)     Lean  Business  Model  Canvas   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu.on)   1a   1b   1c   3a   2b  2a   3b   3d   0   3c   4b   4a   5b   5a   5c   6  1d  
  22. 22.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluMon   Gain:  (Un)Known   Business   Model   Business   Model   Before     Aaer     Business  Model   (System)   Key  Metrics        Lean  Business  Model  Canvas     Source:  Based  on  Business  Model  Canvas  -­‐  hbp://en.wikipedia.org/wiki/Business_Model_Canvas  &   Lean  Canvas  -­‐  hbp://prac:cetrumpstheory.com/2012/02/why-­‐lean-­‐canvas/   VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)   KP               KA   VP   CR   CS   C$   P$   KR   CH   R$   BUSINESS  MODEL  ENVIRONMENT   (Compe..ve/Unfair  Advantage)     Lean  Business  Model  Canvas   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu.on)  
  23. 23. DramaMc  Story  Canvas   Holis:cally  Document,  Present,  and  Manage  Ideas  for  Organiza:onal  Success  
  24. 24.  DRAMATIC  STORY  CANVAS     Holis:cally  Document,  Present,  and  Manage  Ideas  for  Organiza:onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluMon   Gain:  (Un)Known   Business   Model   Business   Model   Before     Aaer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu.on)  
  25. 25. Business  Model  Storyboard   A  One-­‐page  Tool  for  Documen:ng  and  Checking  the  Logic  of  a  Business  Model  
  26. 26.   Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   ENTERPRISE   ENGINE   CUSTOMER  GROWTH   ENGINE   VALUE     ENGINE   delivers   requires   drives   requires   Product/Value  ProposiMon         Channels  &  RelaMonships         Customer/Job-­‐To-­‐Get-­‐Done         require(s)   require(s)   Inputs/Partners         Internal  Resources         Processes/AcMviMes         require(s)   affect(s)   require(s)   deliver(s)   Cost  (Pain)         Revenue  (Delight)         PROFIT  (VALUE)         requires   drive(s)   delights   delight(s)   delight(s)   (Problem-­‐Solu.on  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   Create  Value   Deliver  Value   Capture/Share  Value    BUSINESS  MODEL  STORYBOARD   Visualize  the  Building  Blocks  and  Norma:ve  Logic  of  a  Business  Model  
  27. 27.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   ENTERPRISE  ENGINE:   Value  Crea:on  (Reduce  Cost)   CUSTOMER  GROWTH  ENGINE:   Value  Delivery  (Increase  Revenue)   Inputs/Partners   q Co-­‐crea.on;  Social  Media   q Open  Source  Collabora.on   q Crowd-­‐funding/sourcing   q Frac.onaliza.on/Co-­‐owner   q Investor/Sponsor/Donor   q Mergers  &  Acquisi.ons   Internal  Resources   (Physical/Intellectual/Emo:onal/ Spiritual  Resources)   q Creator;  Broker;  Landlord   q Peer-­‐to-­‐Peer  Planorm   q Facilitated  Network   q Patents  (“Fences”;  Barriers)     Processes/AcMviMes   q Opera.onal  Excellence;  JIT   q Automa.on  (Self-­‐service/DIY)   q Gamifica.on;  Digitaliza.on   q Ecosystem  Management   q Problem  Solving;  Consul.ng   q Compe..ve  Strategies   Product/Value  ProposiMon   q Asset  Sale/Direct  Sale   q Product  Leadership/Extension   q Used/2nd  Hand  Product;  Bargain   q Customiza.on  (Value  Factors)   q Bundling/Unbundling   q Product/Sodware  as  a  Service   Channels  &  RelaMonships   q Offline/Online;  (In)direct  Sale   q Franchise;  Licensing;  Affiliates   q Distributor;  Disintermediator   q Ad  Network;  Brand  Mul.plier   q Aggrega.on/Disaggrega.on   q Auc.on/Reverse  Auc.on   Customer/Job-­‐To-­‐Get-­‐Done   q Customer  In.macy/Loyalty   q B2B;  B2C   q Long  Tail;  Community  (Hub)   q Two-­‐sided  Market  (Segments)   q Mul.-­‐sided  Market  (Planorm)   q Luxury/Mass  Market/Niche   Cost  (Pain)   q Outsourcing;  Specializa.on   q Group  Deals   q Lending/Ren.ng/Leasing   q Cross-­‐subsidiza.on   q Frac.onaliza.on/Co-­‐owner     Revenue  (Delight)   q Pre-­‐payment;  Amor.za.on   q Discount;  Dynamic  Pricing   q Razor  Blade  (“Bait  &  Switch”)   q Usage  Fee;  Subscrip.on  Fee   q Tiered  Payment;  Freemium   q Dona.on;  Free   PROFIT  (VALUE)   q Shared  Value  (Profit)   q Transient  Compe..ve  Adv.   q Sustainable  Compe..ve  Adv.   q Red  Ocean;  Low  Cost/Margin   q Blue  Ocean;  Luxury  Spot   q Disrup.on/Lean  Spot   VALUE  ENGINE:   Value  Sharing  (Increase  Profit)   51  BUSINESS  PROFIT  PATTERNS   (Strategic  Choices  for  Business  Model  Profitability)  
  28. 28. Business  Model  Dashboard   The  3  Levels  of  Business  Model  Performance  
  29. 29.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   BUSINESS  MODEL  DASHBOARD     BUSINESS  MODEL  DASHBOARD   Outcome  (Result/Impact/Trade-­‐off/SWOT)   Supersystem     Region/Gov./ NGOs   Influencers/         Media   Non-­‐Customers   (Prospects)   PESTLIED   Events/Trends     Environment   (Market/Industry)   Suppliers   Channels/   Rela.onships   (In)Direct   Compe.tors   New  Entrants   (Startups)   Customers   System   (Enterprise)   Input   Processor     Output     Feedback     The  3  Levels  of  Business  Model  Performance  
  30. 30.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   ENVIRONMENT  (Market/Industry)     SYSTEM  (Enterprise)   BUSINESS  MODEL  DASHBOARD     SUPERSYSTEM   Nested  System  Hierarchy  
  31. 31.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   ENVIRONMENT  (Market/Industry)     SYSTEM  (Enterprise)   BUSINESS  MODEL  DASHBOARD     Business  Model  Ques:onnaires  for  Con:nuously  Managing,  Improving,  and  Disrup:ng  Business  Models   Business  Model  Ques:onnaire  –  Environment  (Market/Industry)  Level   Business  Model  Ques:onnaire  –  Enterprise  (System)  Level   SUPERSYSTEM  
  32. 32. Value  Engine  Map   Fat  Strategy  vs.  Lean  Strategy  
  33. 33. VALUE  ENGINE  MAP   (-­‐):  PAIN:   (+):  DELIGHT:     Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….   Ideal  Final  Result  (IFR):  Insanely  Great  Experience  or  Ideal  Minimum  Viable  Proposi:on  (MVP)   Low   (1)   High   (10)   Low   (1)   High   (10)  
  34. 34. VALUE  ENGINE  MAP  for  Red  Ocean  DisrupMon  (ROD)  Strategy  and  TacMcs   (-­‐):  PAIN:   (+):  DELIGHT:     BLUE  OCEAN   [Business  Model]   RED  OCEAN   [Business  Model]   Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….   Ideal  Final  Result  (IFR):  Insanely  Great  Experience  or  Ideal  Minimum  Viable  Proposi:on  (MVP)   Low   (1)   High   (10)   Low   (1)   High   (10)  
  35. 35. (-­‐):  PAIN:  Cost   (+):  DELIGHT:   Differen@a@on     BLUE  OCEAN   Strategy   RED  OCEAN   Strategy   LUXURY  SPOT/   “DIFFERENTIATION”   Strategy   GREEN  OCEAN   Strategy   NO-­‐MAN’S-­‐ISLAND   Strategy   VOLCANO  SPOT   Strategy   SWEET  SPOT   Strategy   OASIS  SPOT/   “STUCK-­‐IN-­‐THE-­‐MIDDLE”   Strategy   DISRUPTION  SPOT/   “LOW  COST”   Strategy   VALUE  ENGINE  MAP  of  Strategies   Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….   Ideal  Final  Result  (IFR):  Insanely  Great  Experience  or  Ideal  Minimum  Viable  Proposi:on  (MVP)   Low   (1)   High   (10)   Low   (1)   High   (10)  
  36. 36. (-­‐):  PAIN:  Cost   (+):  DELIGHT:   Differen@a@on     BLUE  OCEAN   Customers   RED  OCEAN   Customers   LUXURY  SPOT/   “DIFFERENTIATION”   Customers   GREEN  OCEAN   Customers   NO-­‐MAN’S-­‐ISLAND   Customers   VOLCANO  SPOT   Customers   SWEET  SPOT   Customers   OASIS  SPOT/   “STUCK-­‐IN-­‐THE-­‐MIDDLE”   Customers   DISRUPTION  SPOT/   “LOW  COST”/LEAN   Customers   VALUE  ENGINE  MAP  of  Market  Universe:  9  Archetypal  Customer  Segments  (Personas)   Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….   Ideal  Final  Result  (IFR):  Insanely  Great  Experience  or  Ideal  Minimum  Viable  Proposi:on  (MVP)   Low   (1)   High   (10)   Low   (1)   High   (10)  
  37. 37. Rapidly  Eliminate  “Fat  Strategy”   &   Maximize  Profitability  
  38. 38. Don’t  Just  Start  a  Business  Project  With     A  Minimum  Viable  Product  (MVP).   Start  With  and  Test  the  Vision  of   A  Resona.ng  Customer  Trade-­‐off  (RCT)   That  Promises   An  Awesome  Customer  Experience  (ACE).  
  39. 39. In  Every  Project,     Begin  With  and  ConMnuously  Test  the  Vision  of  Delivering     An  Awesome  Customer  Experience  (ACE).    
  40. 40. EXERCISE:  Lean  Strategy  Game   Plan,  test,  validate,  and  present  a  scalable   “magical”  idea/product/service/business   model/value  network  (ecosystem)  that  delivers   an  Awesome  Customer  Experience  (ACE)  in  a   given  industry  or  domain.  
  41. 41.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   “Smart”  Execu.on  Cycle   Doing   Outcome   Done   Plan   To  Do   Rapidly  Eliminate  “Fat  Strategy”  and  Maximize  Profitability  
  42. 42.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   “Smart”  Execu.on  Cycle   Doing   Outcome   Done   Plan   To  Do   Rapidly  Eliminate  “Fat  Strategy”  and  Maximize  Profitability   Problem?  
  43. 43.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   “Smart”  Execu.on  Cycle   Doing   Outcome   Done   Plan   To  Do   Plan,  test,  validate,  and  present  a   scalable  “magical”  idea/product/ service/business  model/value   network  (ecosystem)  that  delivers   an  Awesome  Customer  Experience   (ACE)  in  a  given  industry  or   domain.   Rapidly  Eliminate  “Fat  Strategy”  and  Maximize  Profitability   Problem?  
  44. 44.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   “Smart”  Execu.on  Cycle   Doing   Outcome   Done   Plan   To  Do   Plan,  test,  validate,  and  present  a   scalable  “magical”  idea/product/ service/business  model/value   network  (ecosystem)  that  delivers   an  Awesome  Customer  Experience   (ACE)  in  a  given  industry  or   domain.   Rapidly  Eliminate  “Fat  Strategy”  and  Maximize  Profitability   Awesome  Customer   Experience  (ACE)  in   given  industry/domain   Problem?  

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