5 Archetypal Strategies for Designing Winning Business Models

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This presentation contains 5 Types of Strategies for Designing Profitable Business Models.

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  • BIBLIOGRAPHY

    Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
  • BIBLIOGRAPHY

    Barwise, P.; Meehan, S. (2004) Simply Better. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Collins, J.; Porras, J. (2004) Built to Last. New York: HarperBusiness.
    George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
    Johnson, M.W. (2010) Seizing the White Space. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
    Markides, C.C. (2008) Game-changing Strategies. San Francisco: Jossey-Bass.
    McGrath, R.G.; McMillan, I. (2009) Discovery-Driven Growth. Boston: Harvard Business School (HBS) Press.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Zook, C. (2004) Beyond the Core. Boston: Harvard Business School (HBS) Press.

  • BIBLIOGRAPHY

    Anderson, C. (2009) Free. New York: Hyperion.
    Anderson, C. (2006) The Long Tail. New York: Hyperion.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
    Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
    Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
  • BIBLIOGRAPHY

    Anderson, C. (2009) Free. New York: Hyperion.
    Anderson, C. (2006) The Long Tail. New York: Hyperion.
    Bicheno, J. (2000) The Lean Toolbox. Buckingham: Moreton Press.
    Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
    Hammond, J.S.; Keeney, R.L.; Raiffa, H. (1999) Smart Choices. Boston: Harvard Business School (HBS) Press.
    Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
    Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
    Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
    Maney, K. (2009) Trade-off. New York: Broadway Books.
    Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.
    Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
  • BIBLIOGRAPHY

    Anthony, S.D.; Johnson, M.W.; Sinfield, J.V.; Altman, E.J. (2008) The Innovator’s Guide to Growth. Boston: Harvard Business School (HBS) Press.
    Bettencourt, L.A. (2010) Service Innovation. New York: McGraw-Hill.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
  • BIBLIOGRAPHY

    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Brache, A.P. (2002) How Organizations Work. New York: John Wiley & Sons
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
    Maney, K. (2009) Trade-off. New York: Broadway Books.
    Moore, G.A. (2002) Crossing the Chasm. New York: HarperBusiness.
    Moore, G.A. (2005) Dealing With Darwin. New York: Portfolio.
    Poirier, C.C. (20030 Using Models to Improve the Supply Chain. Florida: St. Lucie Press
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Rummler, G.; Brache, A. (1995) Improving Performance. San Francisco: Jossey-Bass.
    Treacy, M.; Wiersema, F. (1997) The Discipline of Market Leaders. Massachusetts: Perseus Books.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
  • BIBLIOGRAPHY

    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Brache, A.P. (2002) How Organizations Work. New York: John Wiley & Sons
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
    Maney, K. (2009) Trade-off. New York: Broadway Books.
    Moore, G.A. (2002) Crossing the Chasm. New York: HarperBusiness.
    Moore, G.A. (2005) Dealing With Darwin. New York: Portfolio.
    Poirier, C.C. (20030 Using Models to Improve the Supply Chain. Florida: St. Lucie Press
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Rummler, G.; Brache, A. (1995) Improving Performance. San Francisco: Jossey-Bass.
    Treacy, M.; Wiersema, F. (1997) The Discipline of Market Leaders. Massachusetts: Perseus Books.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
  • BIBLIOGRAPHY

    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Brache, A.P. (2002) How Organizations Work. New York: John Wiley & Sons
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
    Maney, K. (2009) Trade-off. New York: Broadway Books.
    Moore, G.A. (2002) Crossing the Chasm. New York: HarperBusiness.
    Moore, G.A. (2005) Dealing With Darwin. New York: Portfolio.
    Poirier, C.C. (20030 Using Models to Improve the Supply Chain. Florida: St. Lucie Press
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Rummler, G.; Brache, A. (1995) Improving Performance. San Francisco: Jossey-Bass.
    Treacy, M.; Wiersema, F. (1997) The Discipline of Market Leaders. Massachusetts: Perseus Books.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
  • BIBLIOGRAPHY

    Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
    http://steveblank.com/2010/02/22/no-accounting-for-startups/
  • BIBLIOGRAPHY

    Anderson, C. (2009) Free. New York: Hyperion.
    Anderson, C. (2006) The Long Tail. New York: Hyperion.
    Bicheno, J. (2000) The Lean Toolbox. Buckingham: Moreton Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
    Hammond, J.S.; Keeney, R.L.; Raiffa, H. (1999) Smart Choices. Boston: Harvard Business School (HBS) Press.
    Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
    Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
    Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
    Maney, K. (2009) Trade-off. New York: Broadway Books.
    Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.
    Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
  • BIBLIOGRAPHY

    Anderson, C. (2009) Free. New York: Hyperion.
    Anderson, C. (2006) The Long Tail. New York: Hyperion.
    Bicheno, J. (2000) The Lean Toolbox. Buckingham: Moreton Press.
    Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
    Hammond, J.S.; Keeney, R.L.; Raiffa, H. (1999) Smart Choices. Boston: Harvard Business School (HBS) Press.
    Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
    Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
    Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
    Maney, K. (2009) Trade-off. New York: Broadway Books.
    Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.
    Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
  • BIBLIOGRAPHY

    Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.

  • BIBLIOGRAPHY

    Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
  • BIBLIOGRAPHY

    Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
  • BIBLIOGRAPHY

    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    McGrath, R.G.; MacMillan, I.C. (2005) Marketbusters. Boston: Harvard Business School (HBS) Press.
    Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

  • BIBLIOGRAPHY

    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    McGrath, R.G.; MacMillan, I.C. (2005) Marketbusters. Boston: Harvard Business School (HBS) Press.
    Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ


  • BIBLIOGRAPHY

    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

  • BIBLIOGRAPHY

    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

  • BIBLIOGRAPHY

    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

  • BIBLIOGRAPHY

    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

  • BIBLIOGRAPHY

    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

  • BIBLIOGRAPHY

    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

  • BIBLIOGRAPHY

    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

  • BIBLIOGRAPHY

    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

  • BIBLIOGRAPHY

    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ



  • BIBLIOGRAPHY

    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

  • BIBLIOGRAPHY

    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    McGrath, R.G.; MacMillan, I.C. (2005) Marketbusters. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

  • BIBLIOGRAPHY

    Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
    Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    McGrath, R.G.; MacMillan, I.C. (2005) Marketbusters. Boston: Harvard Business School (HBS) Press.
    Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
    Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ

  • BIBLIOGRAPHY

    Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
    Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
    Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
    Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
    Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
    Markides, C.C. (2008) Game-Changing Strategies. San Francisco: Jossey-Bass.
    Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
    Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
    Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
    Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
    Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
    Zook, C.; Allen, J. (2010) Profit From the Core. Boston: Harvard Business School (HBS) Press.


  • 5 Archetypal Strategies for Designing Winning Business Models

    1. 1. 5 ARCHETYPAL STRATEGIES FOR DESIGNING Dr. Rod Kuhn King Visual Problem Solver, Inventor, and Magician
    2. 2. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing GURUS BUSINESS MODEL DESIGN (BMD) MAP BUSINESS MODEL DESIGN MAP 1. BUSINESS MODEL PROBLEM & DISCOVERY 2. BUSINESS MODEL VALIDATION 3. BUSINESS MODEL EXECUTION 4. BUSINESS MODEL MANAGEMENT
    3. 3. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing GURUS QUESTIONS FOR EACH STAGE OF BUSINESS MODEL DESIGN QUESTIONS FOR EACH STAGE OF THE MAP FOR BUSINESS MODEL DESIGN 2. WHERE MUST THE BUSINESS GO? What Positioning? 3. HOW WILL THE BUSINESS GET THERE? What Business Model? 1. WHAT KIND OF A BUSINESS ARE WE? What Industry/Vision? 4. HOW WILL WE KNOW WHEN THE BUSINESS’S VISION IS REALISED?
    4. 4. 5 ARCHETYPAL STRATEGIES FOR DESIGNING WINNING BUSINESS MODELSGURUS ARCHETYPAL STRATEGIES Existing Market (Segment) (Compete on Existing Dimensions of Customer Experience: Cost vs. Value or Diff.) “Luxury Spot” Business Model: High Differentiation & High Cost Strategy  “Disruption Spot” Business Model: Low Cost or Disruptive Innovation Strategy  “Practical Impossibility” Business Model: Emerging Blue Ocean Strategy  “Sweet Spot” Business Model: High Differentiation & Moderate Cost Strategy New Market (Universe) (Compete on New Dimensions of Customer Experience: Pain vs. Delight)  “New Market” Business Model: Ideal Market Disruption Strategy/ Ideal Blue Ocean Strategy/ Ideal Market Strategy Zooming-in Market Strategies Zooming-out Market Strategy Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    5. 5. (-): PAIN (+): DELIGHT Disruption Spot Luxury Spot Strategic Choice Low-end Disruption (Disruptive Innovator: Low-end, Overserved Customers; Low Margin; ‘Good Enough’ Quality) Cost (Adoption Barrier; Complexity; Inaccessibility; Delay) Sustaining Innovation (Incumbent: High end, ‘20-80’ Customers; High Profit Margin)Performance (Functionality; Quality) Key OMG-Experience: Undesirable Experience: GURUS Cost-Performance Map Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models Market Segment (Customer Problem/Goal): ……………………………………………………… Ideal Value Space (Ideal Market/ Ideal Impossibility/ Ideal Tool/ Ideal Universe/ New Market Disruption) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    6. 6. (-): PAIN (+): DELIGHT Disruption Spot Luxury Spot Strategic Choice Key OMG-Experience: Undesirable Experience: GURUS Sweet Spot STARTUP Blue Ocean STARTUP (“Practical Impossibility; Value Innovation”) Luxury Spot STARTUP (“Existing Market”) Disruption Spot/ Lean STARTUP (“Resegmented/Reframed Market; Lean/No-frills Niche”) Volcano STARTUP Oasis STARTUP Green Ocean STARTUP Red Ocean STARTUP No-Man’s-Island STARTUP 3 10 6 3 6 10 Ideal Value Space (Ideal Market/ Ideal Impossibility/ Ideal Tool/ Ideal Universe/ New Market STARTUP) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing 10 ARCHETYPAL STARTUPS & MARKET TYPES “What Kind of a Startup Are We? What Kind of a Startup Must We Be? How?” Differentiation (Performance) Cost
    7. 7. WHY? HOW MANY? HOW MUCH? WHAT (JOBS)? HOW? WHAT NEXT? WHERE? CUSTOMER JOBS TO BE DONE (JBTD) What’s the evidence? WHEN? WHO? CUSTOMER JOBS TO BE DONE (JBTD) Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    8. 8. ITENNE: ENVIRONMENT P: PROCESSES S: SUPPLIERS/MATERIALS R: RETAILERS/DISTRIBUTORS/ CHANNELS O: OUTPUTS (PRODUCT/ SERVICE) E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE GLOBAL VALUE CHAIN: OUTCOMES/GOALS  Customer Value Proposition (Job)  Business Value = Revenue/Cost  Customer Value (Experience) = Customer Delight/Customer Pain M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION C: CUSTOMERS/CONSUMERS & RELATIONSHIPS GLOBAL VALUE CHAIN Zoomable Elements of a Value Chain or Business Model: “SEMPORCE” GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    9. 9. E: ENVIRONMENT • Competitors/Industry/Economy • Partners/Complementors • Investors: Large Capital Investment • Public/Society/Enemies • Government/NGOs/Environment GLOBAL VALUE CHAIN FOR LUXURY SPOT Customer Value Proposition: [REVENUE/COST] P: PROCESS CHAIN/GOALS  Customer Experience-Driven/Inno.  Customer Relationship Management  Outstanding Marketing/Branding  Excellent R & D/Product Engineering  Selective Customization R: RETAILERS/DISTRIBUTORS/ PROMOTION CHANNELS  Few Stores: High Cost, Low Volume- Products/Services  Exclusive Access E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE  Decentralized Organization  High Level of Employee Creativity  Design/Solutions-Competence  Intimate Knowledge of the Consumer  Organic/“Collaboration” Culture C: CONSUMERS/CUSTOMERS  Personalized Interaction/Experience: High Touch, High Feel; Co-creation  Customer Experience Segmentation  Superior Customer Support  High end Customers: Conservative O: OUTPUTS/PRODUCT/SERVICE  Rare Product/Service; Premium Price  High Performance; High Quality  Highly Recognized Brand; Extension  Feature-rich; High Profit Margin  Prestigious; Cool Factor; Social Aura S: SUPPLIERS/MATERIALS  Novel/Unique Materials M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION  Highly Innovative/Disruptive Technology  Luxury Ambience  High Rent; Premium/Urban Location KEY Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow) Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow) GURUS LUXURY SPOT-BUSINESS MODEL Collaboratively Expand Market and Become Uncontested Leader in Existing Fast-growing Industry
    10. 10. E: ENVIRONMENT • Competitors/Econ./Complementors • Partners: Distribution Channels • Investors • Public/Society/Enemies • Government/NGOs/Environment GLOBAL VALUE CHAIN FOR DISRUPTION SPOT Customer Value Proposition:: [REVENUE/COST] P: PROCESS CHAIN/GOALS  Standardization; Modularization  Process Improvement & Waste Min.  Optimization/Outsourcing/Innovation  Customer Development; Lean Startup  Process Improvement & Waste Red. R: RETAILERS/DISTRIBUTORS/ PROMOTION CHANNELS  Online Business/Store  Offline: Superstores/Franchises: Low Cost, High Volume-Products/ Services E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE  Centralized Organization  Productivity and Process-focused  Lower Paid Employees  Vertical Teams/Structured Jobs  “Cultivation/Control” Culture C: CONSUMERS/CUSTOMERS  Mass Market: Overserved/Unserved  Early/Fast Adopters; Pragmatists  ‘Good Enough’ or Minimum Customer Service O: OUTPUTS/PRODUCT/SERVICE  Simple-to-use Product/Service  ‘Good Enough’ Functionality/Quality  Low/Discounted Price  Widely Available; Fast-moving S: SUPPLIERS/MATERIALS  Low-price and Quality-Compliant Suppliers  Contracted/Outsourced Suppliers M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION  Cost-reduction Platform  High Quality/Scalable IT Architecture  Optimized Plant Capacity/Infra’  High Asset Utilization  Low Rent/Suburban Location KEY Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow) Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow) GURUS DISRUPTION SPOT-BUSINESS MODEL Collaboratively Expand Market and Become Uncontested Leader in Emerging Fast-growing Industry
    11. 11. E: ENVIRONMENT • Competitors/Econ./Complementors • Partners: Distribution Channels • Investors • Public/Society/Enemies • Government/NGOs/Environment GLOBAL VALUE CHAIN FOR BLUE OCEAN Customer Value Proposition:: [REVENUE/COST] P: PROCESS CHAIN/GOALS  Ambidextrous Business Model  Experimentation: Fast and Low-cost Failures; Big (Disruptive) Wins  Unique Technology (IP); Agile Process  Mass Customization; Just-in-Time R: RETAILERS/DISTRIBUTORS/ CHANNELS/INTERFACE  Online Business/Store  Offline: Superstores; Franchises  Real-time Transaction of Orders  Integrated Channel Management E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE  Highly Productive and Creative  Discovery-driven Learning  Customer Development/Lean Startup  Fast Decisions  Ambidextrous Org.: De-/Centralized C: CONSUMERS/CUSTOMERS  Long-tail (80/20) Consumers/ Customers  Short-head (20/80) Consumers/ Customers; Online Support O: OUTPUTS/PRODUCT/SERVICE  High Quality; Feature-differentiated  High Differentiation; Recognizable Brand; Unique Design  Low Price or Free; Widely Accessible  Self-service S: SUPPLIERS/MATERIALS  Real-time Integrated Scheduling/ Shipping/Warehouse Management  External Co-creators  Cheaper Supplies: Raw Materials M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION  Informal Ambience/Atmosphere  Advanced Technology Platform: Automation  Massive/Scalable Infrastructure  Modular Architecture: Interoperable KEY Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow) Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow) GURUS BLUE OCEAN-BUSINESS MODEL Collaboratively Expand Market and Become Uncontested Leader in Emerging Fast-growing Industry
    12. 12. ITENNE: ENVIRONMENT • Competitors/Industry/Economy • Partners/Complementors • Investors/Board of Directors • Public/Society/Enemies/Non-customer • Government/NGOs/Environment P: PROCESSES • Preparing/Searching/Discovering • Purchasing/Leasing • Receiving/Delivering/Learning/Installing • Using/Sharing/Complementing • Maintaining/Storing/Managing/Disposing S: SUPPLIERS/MATERIAL E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE GLOBAL VALUE CHAIN (PERFORMANCE DASHBOARD) OUTCOMES/GOALS  Customer Value Proposition (Job)  Business Value = Revenue/Cost  Customer Value (Experience) = Customer Delight/Customer Pain M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION C: CUSTOMERS & CONSUMERS RELATIONSHIPS  Core Customers/Users/Influencers  Peripheral Customers/Users/Influ.  Remote Customers/Users/Influ. GENERIC ELEMENTS OF GLOBAL VALUE CHAIN MAP Collaboratively List, Sketch, Organize, and/or Manage Metrics for Elements of Value Chain GURUS R: RETAILERS/DISTRIBUTORS/ CHANNELS  Retailers/Distributors/Channels  Place/Warehousing/Location  Promotion/Buzz  Branding/Marketing  Advertising  Selling/Relationship Management O: OUTPUTS (PRODUCT/ SERVICE)  Product/Service  Pricing  Packaging  Display  Design  Plan Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    13. 13. ITENNE: ENVIRONMENT/INVESTOR  Revenue (Sales)  Cash Burn Rate  Month of Cash Left  Time to Cash Flow-Breakeven  Contribution Margin P: PROCESSES  Cycle Time for Pivots/Prototyping/ Versioning/Product Releases  Average Time to First Order  Average Time to Follow-on Order  Customer Feedback/Voice S: SUPPLIERS/MATERIALS R: RETAILERS/DISTRIBUTORS/ CHANNELS  Advertising Expenses  Viral Coefficient O: OUTPUTS (PRODUCT/ SERVICE)  No. of Minimum Viable Products  No. of Prototypes/Releases  Average Size Order  Average Selling Price per Order  Web Page/Site: Total Visits; Total Page Views E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE  Agile/Lean (‘Small’) Teams  Lessons Learned/Insights  No. of Experiments/Interviews  Effectiveness/Proficiency of Sale Person  Revenue per Sale Person GLOBAL VALUE CHAIN DASHBOARD (Startup) OUTCOMES/GOALS:  Customer Value Proposition  Business Value = Revenue/Cost  Customer Value (Experience) = Customer Delight/Customer Pain M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION C: CUSTOMERS/CONSUMERS & RELATIONSHIPS  No. of Prospects/Registrations  No. of Customers/Referrals  Cost per Acquisition (Paid/Net)  Customer Lifetime Value  Customer Loyalty/Retention: Net Promoter Score (NPS) GLOBAL VALUE CHAIN DASHBOARD: Example (Startup)GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    14. 14. (-): PAIN (+): DELIGHT Disruption Spot Luxury Spot Strategic Choice Key OMG-Experience: Undesirable Experience: Profit Margin No. of Direct Competitors (Level of Commoditization) Blue Ocean (“Practical Impossibility”) Luxury Spot Disruption Spot Green Ocean Red Ocean JOURNEY OF THE BLUE OCEAN STARTUP 3 100% 6 10% 20% 10 (Global) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    15. 15. (-): PAIN (+): DELIGHT Disruption Spot Luxury Spot Strategic Choice Profit Margin No. of Direct Competitors (Level of Commoditization) COMPANY BUILDING COMPANY SCALING/ ACQUISITION CUSTOMER CREATION CUSTOMER DISCOVERY & VALIDATION ‘CUSTOMER DEVELOPMENT’ JOURNEY OF THE BLUE OCEAN STARTUP 3 100% 6 10% 20% 10 (Global) Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    16. 16. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing Apple’s iPod Business Model Canvas, Global Value Chain Map, and Business Model Matrix
    17. 17. ITENN GURUS BUSINESS MODEL CANVAS Alexander Osterwalder Map, Analyze, and Design Your Business Model
    18. 18. ITENNE: ENVIRONMENT P: PROCESSES S: SUPPLIERS/MATERIALS R: RETAILERS/DISTRIBUTORS/ CHANNELS O: OUTPUTS (PRODUCT/ SERVICE) E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE GLOBAL VALUE CHAIN: OUTCOMES/GOALS  Customer Value Proposition (Job)  Business Value = Revenue/Cost  Customer Value (Experience) = Customer Delight/Customer Pain M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION C: CUSTOMERS/CONSUMERS & RELATIONSHIPS GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing GLOBAL VALUE CHAIN MAP Rod Kuhn King Map, Analyze, and Design Elements of Your Business Model & Value Chain (“SEMPORCE”)
    19. 19. ITENNE: ENVIRONMENT  Key Partners (KP) P: PROCESSES  Key Activities (KA) S: SUPPLIERS/MATERIALS  Key Resources (KR) – Suppliers R: RETAILERS/DISTRIBUTORS/ CHANNELS  Channels (CH) O: OUTPUTS (PRODUCT/ SERVICE)  Key Resources (KR) – Product/ Service E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE  Key Resources (KR) – Employees GLOBAL VALUE CHAIN FOR “BUSINESS MODEL CANVAS”: GOALS  Customer Value Proposition (VP)  Revenue Streams (R$)  Cost Structure (C$) M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION  Key Resources (KR) – Machinery C: CUSTOMERS/CONSUMERS & RELATIONSHIPS  Customer Segments (CS)  Customer Relationships (CR) GLOBAL VALUE CHAIN FOR “BUSINESS MODEL CANVAS” Visually Observe Similarities and Differences Between Global Value Chain & Business Model Canvas GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    20. 20. ITENNE: ENVIRONMENT  Key Partners (KP)  Record Companies  Original Equipment Manufactur- ers (OEMs) P: PROCESSES  Key Activities (KA):  Hardware Design  Software Design  Marketing S: SUPPLIERS/MATERIALS  Key Resources (KR) – Suppliers R: RETAILERS/DISTRIBUTORS/ CHANNELS  Channels (CH)  iTunes Store  www.apple.com  Apple Stores  Selected Retail Stores O: OUTPUTS (PRODUCT/ SERVICE)  Key Resources (KR) – Product/ Service  iPod Hardware  iTunes Software  Content & Agreements E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE  Key Resources (KR) – Employees  Staff  Apple Brand APPLE INC.: iPod (2001)  Customer Value Proposition (VP): “A Thousand Songs in Your Pocket”  Revenue Streams (R$): iPod Hard- ware; iTunes Store; Commissions  Cost Structure (C$): Employees; Manufacturing; Marketing & Sales M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION  Key Resources (KR) – Machinery C: CUSTOMERS/CONSUMERS & RELATIONSHIPS  Customer Segments (CS)  Luxury Spot; Mass Market  Customer Relationships (CR)  “Lovemark”  Switching Costs GLOBAL VALUE CHAIN FOR APPLE INC.: iPod Visually Observe Similarities and Differences Between Global Value Chain & Business Model Canvas GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    21. 21. FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) OUTCOME: FUTURE (DISRUPTIVE) BUS. MODEL BUSINESS/ GLOBAL VALUE CHAIN GIVEN BUSINESS MODEL E: Eliminate R: Reduce/Replace I: Increase C: Create INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) Staff/ Apple Brand PROCESS (Bus. Process/ Strategies) Hardware Design/ Software Design/ Marketing OUTPUTS: PRODUCT/SERVICE iPod Hardware/ iTunes Software/ Content & Agreements RETAILERS/DISTRIB./ CHANNELS iTunes; apple.com; Apple Stores/Others CONSUMERS/ CUSTOMERS (Experience) Luxury Spot/ Mass Market ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs Record Companies/ Original Equipment Manufacturers (OEMs)/… BUSINESS MODEL PIVOT FOR APPLE INC.: iPod - 2001 Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Market Segment (Customer Problem): ‘Fragmented’ Music ExperienceMission/Vision: “… Apple leads the digital music revolution. …”
    22. 22. HYPOTHESES PROBLEMS/ PAIN (WEAKNESS- ES/THREATS) GOALS/Objectives/ Strategies/Tactics/ Initiatives/ Projects Key Metrics/ Performance Indicators/ Targets Business Experiences (Impacts) Description of BUSINESS/ GLOBAL VALUE CHAIN Delight (Revenue) Pain (Cost) S: Suppliers E: Employees/ Knowledge Assets Staff/ Apple Brand/ Staffing Cost M: Machinery/ Infrastructure Hardware Design/ Software Design/ Marketing P: Processes Marketing Sales Marketing Cost Sales Cost O: Outputs (Product/Service) iPod Hardware/ iTunes Software/ Content & Agreements R: Retailers/ Distributors/ Channels iTunes; apple.com; Apple Stores/ Other Retailers C: Consumers/ Customers Luxury Spot/ Mass Market High Revenue (Hardware) E: Environment Record Companies/ Original Equipment Manufacturers (OEMs)/… Commissions VALUE CHAIN (“SEMPORCE”) BUSINESS ECOSYSTEM Customer Value Proposition: “A Thousand Songs in Your Pocket” BUSINESS VALUE (PROFIT MARGIN) BUSINESS MODEL PLAN FOR APPLE INC.: iPod - 2001 Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models GURUS Mission/Vision: “… Apple leads the digital music revolution. …” Market Segment (Customer Problem): ‘Fragmented’ Music Experience
    23. 23. FOCUS BUSINESS/ GLOBAL VALUE CHAIN DESCRIPTION INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) PROCESS (Bus. Process/ Strategies) OUTPUTS: PRODUCT/SERVICE RETAILERS/DISTRIB./ CHANNELS CONSUMERS/ CUSTOMERS (Experience) ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs Mission/Vision: …………………….…………………………………………………. BUSINESS MODEL MATRIX: Template Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Market Segment (Customer Problem/Goal): ……………………….….… Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    24. 24. FOCUS EVOLUTION OF BUSINESS MODEL IDEAL BUSINESS MODEL BUSINESS/ GLOBAL VALUE CHAIN DESCRIPTION/ INDUSTRY PAST BUSINESS MODEL PRESENT BUSINESS MODEL FUTURE BUSINESS MODEL INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) PROCESS (Bus. Process/ Strategies) OUTPUTS: PRODUCT/SERVICE RETAILERS/DISTRIB./ CHANNELS CONSUMERS/ CUSTOMERS (Experience) ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs Mission/Vision: …………………….…………………………………………………. BUSINESS MODEL EVOLUTION Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Market Segment (Customer Problem/Goal): ……………………….….… Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    25. 25. FOCUS BUSINESS MODEL LIFECYCLE: Five Stages in the Life of a Business Model BUSINESS/ GLOBAL VALUE CHAIN DESCRIPTION/ INDUSTRY BIRTH GROWTH MATURITY DECLINE DEATH INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) PROCESS (Bus. Process/ Strategies) OUTPUTS: PRODUCT/SERVICE RETAILERS/DISTRIB./ CHANNELS CONSUMERS/ CUSTOMERS (Experience) Early Adopters/ Innovators Early Majority Late Majority Overserved/ Underserved Switchers ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs BUSINESS MODEL LIFECYCLE Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    26. 26. FOCUS BUSINESS MODEL (CUSTOMER/PRODUCT) DEVELOPMENT DASHBOARD LEARNING: Findings/ Insights/Deci- sions/Actions BUSINESS/ GLOBAL VALUE CHAIN DESCRIPTION/ INDUSTRY BUSINESS MODEL PROB. & DISCOVERY BUSINESS MODEL VALIDATION BUSINESS MODEL EXECUTION BUSINESS MODEL MANAGEMENT INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) PROCESS (Bus. Process/ Strategies) OUTPUTS: PRODUCT/SERVICE RETAILERS/DISTRIB./ CHANNELS CONSUMERS/ CUSTOMERS (Experience) Early Adopters/ Innovators Early Majority Late Majority Loyal/Overserved/ Underserved ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs BUSINESS MODEL DEVELOPMENT (BMD) MATRIX: Template Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    27. 27. FOCUS BUSINESS MODEL (CUSTOMER/PRODUCT) DEVELOPMENT DASHBOARD LEARNING: Findings/ Insights/Deci- sions/Actions BUSINESS/ GLOBAL VALUE CHAIN DESCRIPTION/ INDUSTRY BUSINESS MODEL PROB. & DISCOVERY BUSINESS MODEL VALIDATION BUSINESS MODEL EXECUTION BUSINESS MODEL MANAGEMENT INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) PROCESS (Bus. Process/ Strategies) Envision, Brain- storm, Search for, and/or Discover Business Model Validate Business Model Launch/Scale Business Model; Develop Mar- keting Roadmap Build Company Culture; Grow Company OUTPUTS: PRODUCT/SERVICE Minimum Pro- duct: Desirable/ Viable/Feasible Product-Market Fit: Prototype/ Pilot/No-frills Product-Solution Fit: Full Soft- ware/ Hardware More Fully Featured Product: Software/ Hardware RETAILERS/DISTRIB./ CHANNELS CONSUMERS/ CUSTOMERS (Experience) Early Adopters/ Innovators Early Majority Late Majority Loyal/Overserved/ Underserved ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs BUSINESS MODEL DEVELOPMENT (BMD) MATRIX: Populated Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    28. 28. FOCUS BUSINESS MODEL TRENDS IN AN ECONOMY LEARNING: Findings/ Insights/Deci- sions/Actions BUSINESS/ GLOBAL VALUE CHAIN DESCRIPTION/ INDUSTRY PHYSICAL SECTOR SOCIAL SECTOR KNOWLEDGE SECTOR SPIRITUAL SECTOR INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) PROCESS (Bus. Process/ Strategies) OUTPUTS: PRODUCT/SERVICE RETAILERS/DISTRIB./ CHANNELS CONSUMERS/ CUSTOMERS (Experience) ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs BUSINESS MODEL TRENDS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    29. 29. FOCUS COMPETITORS/SECTOR/INDUSTRY FUTURE (DISRUPTIVE/ IDEAL) BUS. MODEL BUSINESS/ GLOBAL VALUE CHAIN GIVEN BUS. MODEL BUS. MODEL 1: BUS. MODEL 2: BUS. MODEL 3: BUS. MODEL … INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) PROCESS (Bus. Process/ Strategies) OUTPUTS: PRODUCT/SERVICE RETAILERS/DISTRIB./ CHANNELS CONSUMERS/ CUSTOMERS (Experience) ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs Mission/Vision: …………………….…………………………………………………. INDUSTRY BUSINESS MODELS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Market Segment (Customer Problem/Goal): ……………………….….… Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    30. 30. FOCUS STRATEGY: How must the business model get there? Where must business model go?BUSINESS/ GLOBAL VALUE CHAIN Where currently is business model? INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) PROCESS (Bus. Process/ Strategies) OUTPUTS: PRODUCT/SERVICE RETAILERS/DISTRIB./ CHANNELS CONSUMERS/ CUSTOMERS (Experience) ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs Mission/Vision: …………………….…………………………………………………. BUSINESS MODEL PLANNING Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Market Segment (Customer Problem/Goal): ……………………….….… Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    31. 31. HYPOTHESES PROBLEMS/ PAIN (WEAKNESS- ES/THREATS) GOALS/Objectives/ Strategies/Tactics/ Initiatives/ Projects Key Metrics/ Performance Indicators/ Targets Business Experiences (Impacts) Description of BUSINESS/ GLOBAL VALUE CHAIN Delight (Revenue) Pain (Cost) S: Suppliers E: Employees/ Knowledge Assets M: Machinery/ Infrastructure P: Processes O: Outputs (Product/Service) R: Retailers/ Distributors/ Channels C: Consumers/ Customers E: Environment VALUE CHAIN (“SEMPORCE”) BUSINESS ECOSYSTEM Customer Value Proposition (Job To Be Done): BUSINESS VALUE (PROFIT MARGIN) GURUS Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….… BUSINESS MODEL PLAN Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    32. 32. FOCUS PROCESS: SWOT Analysis FUTURE (DISRUPTIVE/ IDEAL) BUS. MODEL BUSINESS/ GLOBAL VALUE CHAIN GIVEN BUS. MODEL S: Strengths W: Weaknesses O: Opportunities T: Threats INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) PROCESS (Bus. Process/ Strategies) OUTPUTS: PRODUCT/SERVICE RETAILERS/DISTRIB./ CHANNELS CONSUMERS/ CUSTOMERS (Experience) ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs Mission/Vision: …………………….…………………………………………………. BUSINESS MODEL SWOT ANALYSIS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Market Segment (Customer Problem/Goal): ……………………….….… Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    33. 33. FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) FUTURE (DISRUPTIVE/ IDEAL) BUS. MODEL BUSINESS/ GLOBAL VALUE CHAIN GIVEN BUS. MODEL E: Eliminate R: Reduce/Replace I: Increase C: Create INPUT (SUPPLIERS/ MATERIALS/ENERGY) ELEMENTS (EMPLOYEES/ MACHINERY) PROCESS (Bus. Process/ Strategies) OUTPUTS: PRODUCT/SERVICE RETAILERS/DISTRIB./ CHANNELS CONSUMERS/ CUSTOMERS (Experience) ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs Mission/Vision: …………………….…………………………………………………. BUSINESS MODEL PIVOT Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) GURUS Market Segment (Customer Problem/Goal): ……………………….….…
    34. 34. FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) FUTURE (DISRUPTIVE/ IDEAL) BUS. MODEL BUSINESS/ GLOBAL VALUE CHAIN GIVEN BUS. MODEL E: Eliminate R: Reduce I: Increase C: Create INPUT (SUPPLIERS/ MATERIALS/ENERGY) Waste/Defects Waste/Defects/ Energy Efficiency of Logistics/ Digitalization/ Partnerships/ Collaborations ELEMENTS (EMPLOYEES/ MACHINERY) Unprofitable Assets/ Obsolete equip- ment/machinery/ Manual/Travel Assets/Training/ Staff/Compensation/ Materials/Meals/ Fuel/Travel/Location Assets/IP/Training/ Productivity/IT/ Knowledge/ Motivation/Security Assets/IP/ Outsourcing/ Competence/ Platform PROCESS (Bus. Process/ Strategies) Delays/Complexity/ Bottlenecks/Waste/ Defects/Risks/ Uncertainties Delays/Complexity/ Bottlenecks/Waste/ Risks/Uncertainties/ Marketing/Debt Efficiency/Speed/ Agility/Flexibility/ Reliability/Accuracy/ Customization Digitalization/ Integration/ Pricing unit/ KPIs OUTPUTS (PRODUCT/ SERVICE) Dissatisfiers: Cost/ Concessions/ Complexity/ Delays/Aging Delighters: Quality Dissatisfiers: Cost/ Maintenance/Range/ Choice/Complexity Dissatisfiers: Cost Delighters/Value: Convenience/Prestige/ Useability/Brand Delighters: Theme/Thrill/ Fun/Music/ Art/Adventure RETAILERS/DISTRIB./ CHANNELS Distribution outlets/ Retailers Distribution outlets/ Marketing/Ad. Distribution outlets/ Marketing/Ad./Service Website/Word- of-mouth CONSUMERS/ CUSTOMERS (Experience) Dissatisfiers: Pain/Objections/ Complaints Dissatisfiers: Pain/Objections/ Complaints Delighters/Key metrics: Quality/Pro- ductivity/Profitability Demand/Goal: Niches/Exper./ Crowdsourcing ENVIRONMENT - COMPETITORS (Industry) - PARTNERS (Complementors) - INVESTORS (Revenue/Cost) - PUBLIC/SOCIETY/Enemies - GOVERNMENT/NGOs Industry barriers/ constraints/ Competition/ Risks/Threats/ Uncertainties Environmental Risks/ Competition/ Risks/Threats/ Uncertainties/ Environmental degradation Profit (Margin)/ROI/ Share price/ Cash flow velocity/ Tracking/ Entry barriers/ Env. Friendliness Partnerships/ Mergers/ Competitive Intelligence/ Threshold ev./ Entry barriers Mission/Vision: …………………….…………………………………………………. BUSINESS MODEL PIVOT: Scenarios Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models SYSTEM (INDUSTRY/BUSINESS) Market Segment (Customer Problem/Goal): Increase or Appropriately Reduce CUSTOMER VALUE QUOTIENT GURUS
    35. 35. SYSTEM ADJACENT (PERIPHERAL/ALTERNATIVE) BUSINESS MODELS FUTURE (VISIONARY/ IDEAL) BUS. MODEL BUSINESS/ GLOBAL VALUE CHAIN PRESENT/CORE BUSINESS MODEL Adjacency 1: Adjacency 2: Adjacency 3: Adjacency … S: Suppliers E: Employees/ Knowledge Assets M: Machinery/ Infrastructure P: Processes O: Outputs (Product/Service) R: Retailers/ Distributors/ Channels C: Consumers/ Customers E: Environment VALUE CHAIN (“SEMPORCE”) CORE Customer Value Proposition (Job To Be Done): BUSINESS MODEL ADJACENCIES Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models GURUS Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….… Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    36. 36. ITENN4 PART-WISDOMSOURCING MAP 5 PART-WISDOMSOURCING MAP 1 PART-WISDOMSOURCING MAP CLASSIC VERTICAL MAP PAIN-DELIGHT MAP 2 PART-WISDOMSOURCING MAP WISDOMSOURCING MAPS: Family of Wisdomsourcing Maps (Zoomable Idea Organizers) for Facilitating Collaboration, Ideas Management, Creativity, and Customer Problem Solving 3 PART-WISDOMSOURCING MAP CLASSIC HORIZONTAL MAP GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing WISDOMSOURCING MAPS Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
    37. 37. ABOUT THE INVENTOR/AUTHOR GURUS Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
    38. 38. Inventor of over 40 Tools for The Wisdomsourcing Trilogy – Facilitating work in the areas of  Business Model Development  Business and Strategic Planning  Product & Service Innovation  Performance Management Inventor of “The Fractal Grid” This technology, which has US and International patent-pending, can be used for visually organizing and Prioritizing massive amounts of information such as in search engines, social networks, and other communities on the Internet  Visual Problem Solver  Speaker & Consultant on Business Model Development  Inventor of The Wisdomsourcing Trilogy, a Customer Problem Solv- ing Suite for Collaboratively Designing Oh My God-Strategies, Products, and Business Models Founder of the Wisdomsourcing Group, an online Global Think Tank for collaboratively improving customer experiences and resolving tough dilemmas Organizer & Coordinator of Wisdom- sourcing survey involving over 200 professionals from over 30 countries CONTACT Dr. Rod King: California, USA Cell: (559) 248-6230 rodkuhnking@sbcglobal.net http://twitter.com/RodKuhnKing  B. Eng. (Hons) in Civil Eng.  Master of Infrastructure Planning  Ph.D. in Regional Dev. Planning  Postgraduate Certificate in Advanced Academic Studies  Over 20 years of experience in creative problem solving for multi-disciplinary projects Dr. Rod King Visual Problem Solver, Inventor & Magician  Inventor of first software that wholly invents magic tricks  Inventor of several magic tricks  Author of “Trickanalyzing the Close-up Magic of David Copperfield” & several articles  Winner of several championships in chess and table-tennis  Founder and former CEO of Galaxy IT, Inc., a venture-financed visual search engine business  Major contributor on creativity to the multi-author book, “Research Methods for Postgraduates”  Former Lecturer BIOGRAPHICAL SKETCH Background Information on Dr. Rod King, Creator of Business Model Development (BMD) GURUS
    39. 39. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing • Rod King (2009) • Global Collaboration • Visual Problem Solving • Practical Impossibility Thinking • Wisdomsourcing Maps • Wisdomsourcing Canvas • Customer Experience Map (Pain-Delight Evaluation of Trade-off) • Wisdomsourcing Deck • Manifesto for Wisdomsourcing Game • Alex Osborne (1953) • Rules for Brainstorming – No criticism during idea generation • ‘Blue Sky’ Thinking and Ideas • Jeff Howe (2006) • Crowdsourced Goods and Information Products • Off-site Tools for Strategic Analysis and Problem Solving • ‘Ad hoc’ Group • Unlimited Number of Volunteers • Peer Production; Documentation • Open Innovation and Value Chain • Prosumers: Consumers who participate like employees/producer in a business • Competitions; Contests; Prizes • Recognition; Reputation • Organic Process • Online Collaboration • Collaborative Idea Generation • 1D-Evaluation; Voting • Myriad Generated Ideas • Offline • 1 Physical Location • Formal Group WISDOMSOURCING 3. CROWDSOURCING 2. 1. BRAINSTORMING EVOLUTION OF WISDOMSOURCINGGURUS

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