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BUSINESS MODEL MOVIEMAKING: Rapidly Visualize, Prototype, and Test Your BUSINESS PLOT, Strategy Story, Value Proposition, and Business Model

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In this presentation on Business Model Moviemaking, the Business Model Strip is used as a template to visualize a BUSINESS PLOT, Strategy Story, Value Proposition, and Business Model. Examples of Business Plots and Strategy Stories are taken from companies such as Future Plc, Fremantle Media, Hornby, and Apple.

Published in: Business

BUSINESS MODEL MOVIEMAKING: Rapidly Visualize, Prototype, and Test Your BUSINESS PLOT, Strategy Story, Value Proposition, and Business Model

  1. 1. Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   "You  can  have  the  best  technology,   you  can  have  the  best  business  model,   but  if  the  storytelling  isn't  amazing,   it  won't  maDer."     World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  2. 2. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     OTHER  Loop   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model     DISRUPTION  PROBLEM   (Trade-­‐off)   IDEAL  SOLUTION   (Zero  Trade-­‐off)   ENVIRONMENT  (Trade-­‐off;  Context:  Place;  Time;  Cue/Trigger/Signal)  –  Why  Change?   STRATEGY     (How  best  to  change  &  win?)   CURRENT  ECOSYSTEM   (What  to  change?)   FUTURE  ECOSYSTEM   (To  what  to  change?)  
  3. 3. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     OTHER  Loop   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model     CONVENTION   VISION  DISRUPTION   ENVIRONMENT  (Trade-­‐off;  Context:  Place;  Time;  Cue/Trigger/Signal)  –  Why  Change?   STRATEGY     (How  best  to  change  &  win?)   CURRENT  ECOSYSTEM   (What  to  change?)   FUTURE  ECOSYSTEM   (To  what  to  change?)  
  4. 4. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     OTHER  Loop   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model     CONVENTION   VISION  DISRUPTION   1 3 2 ENVIRONMENT  (Trade-­‐off;  Context:  Place;  Time;  Cue/Trigger/Signal)  –  Why  Change?  0 STRATEGY     (How  best  to  change  &  win?)   CURRENT  ECOSYSTEM   (What  to  change?)   FUTURE  ECOSYSTEM   (To  what  to  change?)  
  5. 5. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     OTHER  Loop   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model     1 3 2 Industry/Market  (Job  To  Get  Done):   ……………………………………………………………………………………………………………………………………….   ENVIRONMENT  (Trade-­‐off;  Context:  Place;  Time;  Cue/Trigger/Signal)  –  Why  Change?  0 STRATEGY     (How  best  to  change  &  win?)   CURRENT  ECOSYSTEM   (What  to  change?)   FUTURE  ECOSYSTEM   (To  what  to  change?)  
  6. 6. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model     1 3 2 Industry/Market  (Job  To  Get  Done):   ……………………………………………………………………………………………………………………………………….   OTHER  Loop   ENVIRONMENT  (Trade-­‐off;  Context:  Place;  Time;  Cue/Trigger/Signal)  –  Why  Change?  0 STRATEGY     (How  best  to  change  &  win?)   CURRENT  ECOSYSTEM   (What  to  change?)   FUTURE  ECOSYSTEM   (To  what  to  change?)  
  7. 7. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model     1 3 2 Industry/Market  (Job  To  Get  Done):   ……………………………………………………………………………………………………………………………………….   OTHER  Loop   TO  DO  DONE   DOING   ENVIRONMENT  (Trade-­‐off;  Context:  Place;  Time;  Cue/Trigger/Signal)  –  Why  Change?  0 STRATEGY     (How  best  to  change  &  win?)   CURRENT  ECOSYSTEM   (What  to  change?)   FUTURE  ECOSYSTEM   (To  what  to  change?)  
  8. 8. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing     (How  best  to  change  &  win?)   Strategy   Product   (Current  Business   Model  Trade-­‐off)   Vision   (Future  Business   Model  Trade-­‐off)  OTHER  Loop     (Build-­‐Measure-­‐Learn  Loop)   Red  Ocean  Disrup5on  (ROD)  Storyboard  for  Lean  Startup  Movies     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model     TO  DO  DONE   DOING   ENVIRONMENT  (Trade-­‐off;  Context:  Place;  Time;  Cue/Trigger/Signal)  –  Why  Change?   CURRENT  ECOSYSTEM   (What  to  change?)   FUTURE  ECOSYSTEM   (To  what  to  change?)  
  9. 9. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing     (How  best  to  change  &  win?)   Product   (Current  Business   Model  Trade-­‐off)   Vision   (Future  Business   Model  Trade-­‐off)   Industry/Market  (Job  To  Get  Done):   Travel  from  one  place  to  another  …  quickly  and  safely     1 3 2 OTHER  Loop     (Build-­‐Measure-­‐Learn  Loop)   Red  Ocean  Disrup5on  (ROD)  Storyboard  for  Lean  Startup  Movies     How  Apple/Steve  Jobs  Simply  Created  a  Business  Model  Movie  That  Disrupted  the  Music  Industry     Example   TO  DO  DONE   DOING   ENVIRONMENT  (Trade-­‐off;  Context:  Place;  Time;  Cue/Trigger/Signal)  –  Why  Change?  0   (How  best  to  change  &  win?)   Strategy  CURRENT  ECOSYSTEM   (What  to  change?)   FUTURE  ECOSYSTEM   (To  what  to  change?)  
  10. 10. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing   Red  Ocean  Disrup5on  (ROD)  Storyboard  for  Lean  Startup  Movies     How  Apple/Steve  Jobs  Simply  Created  a  Business  Model  Movie  That  Disrupted  the  Music  Industry     Product   (Current  Business   Model  Trade-­‐off)   Vision   (Future  Business   Model  Trade-­‐off)   Industry/Market  (Job  To  Get  Done):   Listen  to  music  (song  collec`on/library)  …  everywhere   1 3 2 Example   OTHER  Loop     (Build-­‐Measure-­‐Learn  Loop)   TO  DO  DONE   DOING   ENVIRONMENT  (Trade-­‐off;  Context:  Place;  Time;  Cue/Trigger/Signal)  –  Why  Change?  0   (How  best  to  change  &  win?)   Strategy  CURRENT  ECOSYSTEM   (What  to  change?)   FUTURE  ECOSYSTEM   (To  what  to  change?)  
  11. 11. How  to  Simply,  Effec5vely,  and  Quickly  Tell   BUSINESS  MODEL  STORIES  
  12. 12. Use  a   Business  Story  Theater  
  13. 13. A  Business  Story  Theater  Is     A  1-­‐Page  Diagram  or  Snapshot  of     A  Business  System  Hierarchy  at  a  Given  Point  in  Time:     Defini5on  of    “Business  Story  Theater”       Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   q  Business  System:  Enterprise  (Business  Model)   q  Local  Environment:  Industry/Market   q  Global  Environment   Business  Model   (System)   Environment  (Global)   Industry  (Market)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  14. 14. Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   CONTEXT  (Strategic  Choices):  Where  and  when  to  differently  compete/play/win?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  15. 15. Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   CONTEXT  (Strategic  Choices):  Where  and  when  to  differently  compete/play/win?   BUSINESS  MODEL  CHOICES   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  16. 16. Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   ENVIRONMENT  (Global:  Job  To  Get  Done;  Problem;  Trade-­‐off)   INDUSTRY  (Market:  Job  To  Get  Done;  Problem;  Trade-­‐off)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  17. 17. Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   BUSINESS  MODEL   STORY   ENVIRONMENT  (Global:  Job  To  Get  Done;  Problem;  Trade-­‐off)   INDUSTRY  (Market:  Job  To  Get  Done;  Problem;  Trade-­‐off)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  18. 18. Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   BUSINESS  MODEL   (Enterprise)   ENVIRONMENT  (Global:  Job  To  Get  Done;  Problem;  Trade-­‐off)   INDUSTRY  (Market:  Job  To  Get  Done;  Problem;  Trade-­‐off)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  19. 19. Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   BUSINESS  MODEL   (Enterprise)   ENVIRONMENT  (INDUSTRY/MARKET:  Job  To  Get  Done;  Problem;  Trade-­‐off)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  20. 20. The  3  Types  of  Business  Models   On  the  Planet  
  21. 21. BUSINESS  MODEL   CLASSIFICATION  SYSTEM   (Taxonomy)   Business  Model   PLATFORM   Business  Model   PIPE   2-­‐SIDED  MARKET/   Business  Model   MULTI-­‐SIDED   MARKET/     Business  Model   1-­‐SIDED  MARKET/   Business  Model   Pipe   Diamond  Valley   Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  22. 22. Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   SUPPLIER   Customer   One-­‐sided  Market/Business  Model   -­‐  Chain  (Pipe)   Examples   u  Single  Product  Factory   u  Encyc.  Britannica   u  Tradi<onal  Taxi   u  Tradi<onal  Hotel   u  iPod   ENVIRONMENT  (INDUSTRY/MARKET:  Job  To  Get  Done;  Problem;  Trade-­‐off)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  23. 23. Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   SUPPLIER   Customer   Customer   Two-­‐sided  Market/Business  Model   -­‐  Valley  (Pladorm)   Examples   u  Two  Product  Factory   u  Wikipedia   u  Uber   u  Airbnb   u  iPod/iTunes   ENVIRONMENT  (INDUSTRY/MARKET:  Job  To  Get  Done;  Problem;  Trade-­‐off)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  24. 24. Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   Mul5-­‐sided  Market/Business  Model   -­‐  Diamond  (Pladorm)   SUPPLIER   Customer   Customer   Customer   Examples   u  Mul<-­‐Product  Factory   u  Google  (Search)   u  eBay   u  Amazon   u  iPhone/App  Store   ENVIRONMENT  (INDUSTRY/MARKET:  Job  To  Get  Done;  Problem;  Trade-­‐off)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  25. 25. Business  Model  Storytelling  
  26. 26. “The  business  model  tells  a  logical  story  explaining   who  your  customers  are,   what  they  value,  and     how  you’ll  make  money  providing  that  value.”   Joan  MagreTa  
  27. 27. “The  business  model  tells  a  logical  story  explaining   who  your  customers  are,   what  they  value,  and     how  you’ll  make  money  providing  that  value.”   Joan  MagreTa   Who?  What?  How?   Why?  
  28. 28. “The  business  model  tells  a  logical  story  explaining   who  your  customers  are,   what  they  value,  and     how  you’ll  make  money  providing  that  value.”   Joan  MagreTa   Who?  What?  How?   Why?  
  29. 29. “The  business  model  tells  a  logical  story  explaining   who  your  customers  are,   what  they  value,  and     how  you’ll  make  money  providing  that  value.”   Joan  MagreTa   Who?  What?  How?   Why?   Supplier   Product/Service   Customer   Value  (Profit)  
  30. 30. “The  business  model  tells  a  logical  story  explaining   who  your  customers  are,   what  they  value,  and     how  you’ll  make  money  providing  that  value.”   Joan  MagreTa   Who?  What?  How?   Why?   Supplier     How  does  supplier  or   enterprise  create   value  for  customers?   Product/Service     What  do  customers   value?   Customer     Who  are  the   customers?   Value  (Profit)     Why  does  enterprise   make  money,  profit,   or  win?  
  31. 31. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     “The  business  model  tells  a  logical  story  explaining   who  your  customers  are,   what  they  value,  and     how  you’ll  make  money  providing  that  value.”   Joan  MagreTa  
  32. 32. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     “The  business  model  tells  a  logical  story  explaining   who  your  customers  are,   what  they  value,  and     how  you’ll  make  money  providing  that  value.”   Joan  MagreTa   Who?  What?  How?   Why?  
  33. 33. Joan  MagreTa’s  STORY-­‐BASED  DEFINITION  OF  A  BUSINESS  MODEL     “The  business  model  tells  a  logical  story  explaining  who  your  customers  are,   what  they  value,  and  how  you’ll  make  money  providing  that  value.”   Who?  How?   Why?   C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  34. 34. Who?  How?   Why?   Joan  MagreTa’s  STORY-­‐BASED  DEFINITION  OF  A  BUSINESS  MODEL     “The  business  model  tells  a  logical  story  explaining  who  your  customers  are,   what  they  value,  and  how  you’ll  make  money  providing  that  value.”   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  35. 35. Joan  MagreTa’s  STORY-­‐BASED  DEFINITION  OF  A  BUSINESS  MODEL     “The  business  model  tells  a  logical  story  explaining  who  your  customers  are,   what  they  value,  and  how  you’ll  make  money  providing  that  value.”   Who?  How?   Why?   Business  Model  Story  (BMS)  View   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  36. 36. Joan  MagreTa’s  STORY-­‐BASED  DEFINITION  OF  A  BUSINESS  MODEL     “The  business  model  tells  a  logical  story  explaining  who  your  customers  are,   what  they  value,  and  how  you’ll  make  money  providing  that  value.”   Who?  How?   Why?   u  V  A  L  U  E        C  A  P  T  U  R  E   u  V  A  L  U    E        C  R  E    A  T  I  O  N     u  V  A  L  UE        D  E  L  I  V  E  R  Y   Business  Model  Func<on  (BMF)  View   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  37. 37. Joan  MagreTa’s  STORY-­‐BASED  DEFINITION  OF  A  BUSINESS  MODEL     “The  business  model  tells  a  logical  story  explaining  who  your  customers  are,   what  they  value,  and  how  you’ll  make  money  providing  that  value.”   Who?  How?   Why?   u  VALUE  MAP  Engine   u  ENTERPRISE  Engine   u  CUSTOMER  GROWTH  Engine   Business  Model  Engine  (BME)  View   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  38. 38. Joan  MagreTa’s  STORY-­‐BASED  DEFINITION  OF  A  BUSINESS  MODEL     “The  business  model  tells  a  logical  story  explaining  who  your  customers  are,   what  they  value,  and  how  you’ll  make  money  providing  that  value.”   Who?  How?   Why?   v  FINANCIAL  Perspec5ve   v  CUSTOMER  Perspec5ve  v  LEARNING  &  GROWTH  Perspec5ve   v  PROCESS  Perspec5ve   Balanced  Scorecard  (BSC)  View   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  39. 39. Joan  MagreTa’s  STORY-­‐BASED  DEFINITION  OF  A  BUSINESS  MODEL     “The  business  model  tells  a  logical  story  explaining  who  your  customers  are,   what  they  value,  and  how  you’ll  make  money  providing  that  value.”   Who?  How?   Why?   Ø  VALUE:  PROFIT  (MARGIN)   Ø  DEMAND  INFRASTRUCTURE  Ø  SUPPLY  INFRASTRUCTURE   Value  Infrastructure  View   Ø  OFFER   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  40. 40. Joan  MagreTa’s  STORY-­‐BASED  DEFINITION  OF  A  BUSINESS  MODEL     “The  business  model  tells  a  logical  story  explaining  who  your  customers  are,   what  they  value,  and  how  you’ll  make  money  providing  that  value.”   Who?  How?   Why?   q  Suppliers/Inputs  (KP)   q  Key  Resources  (KR)   q  Key  Ac`vi`es  (KA)   q  Customer  Segments  (CS)   q  Channels  (CH)   q  Customer  Rela`onships  (CR)   q  Product/Service   (PS)   q  PAIN              (Cost/Structure:  C$)   q  DELIGHT              (Revenue  Streams:  R$)   q  Profit  Margin  (P$);  Strategy/Value  Proposi`on  (VP)   Advanced  Business  Model  Canvas  (BMC)  View   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  41. 41. Joan  MagreTa’s  STORY-­‐BASED  DEFINITION  OF  A  BUSINESS  MODEL     “The  business  model  tells  a  logical  story  explaining  who  your  customers  are,   what  they  value,  and  how  you’ll  make  money  providing  that  value.”   Who?  How?   Why?   q  Firm  Infrastructure   q  HR  Management   q  Technology  Development   q  Procurement     q  Inbound  LogisZcs   q  OperaZons   q  Outbound  LogisZcs   q  MarkeZng  &  Sales   q  Service   q  Profit  Margin   Value  Chain  (VC)  View   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  42. 42. Red  Ocean  Disrup5on  (ROD)  Storyboard  
  43. 43. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     “A  business  model  presents  a  coherent  story  of    why  and  how   a  business  sustainably  wins  customers  and   makes  profit  or  shares  value.”   Rod  King   Who?  How?   Why?   What?  
  44. 44. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     Startups  and  Established  Companies  Must   Rapidly  Create  and  Manage   Red  Ocean  Disrup5on  (ROD)  Storyboards:   Stories  About  How  Red  Ocean  Business  Models  are  Disrupted  By   Ideal  (Blue)  Ocean  Business  Models   Who?  How?   Why?   What?  
  45. 45. A  Red  Ocean  Disrup5on  (ROD)  Storyboard   Is   Dynamic  Visual  Template  That  Answers     4  Fundamental  Ques5ons   Of   A  Change  Management  Project                Current  Ecosystem  (Business  Model):  What  to  Change?                Future  Ecosystem  (Business  Model):  To  What  to  Change?                Strategy:  How  Best  to  Change  &  Win?   What  Really  is  a     Red  Ocean  Disrup5on  (ROD)  Storyboard?   1 3 2              Environment:  Why  Change?  0
  46. 46. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     OTHER  Loop   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model     Note   OTHER  is  an  acronym  for  Observe;  Think;  Hypothesize;  Experiment;  Reflect.   The  OTHER  Loop  is  a  generic  tac`c  for  itera`vely  achieving  goals,  objec`ves,  strategies,  and  targets.     ENVIRONMENT  (Trade-­‐off;  Context:  Place;  Time;  Cue/Trigger/Signal)  –  Why  Change?   STRATEGY     (How  best  to  change  &  win?)   CURRENT  ECOSYSTEM   (What  to  change?)   FUTURE  ECOSYSTEM   (To  what  to  change?)  
  47. 47. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     OTHER  Loop   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model     ENVIRONMENT  (Trade-­‐off;  Context:  Place;  Time;  Cue/Trigger/Signal)  –  Why  Change?   STRATEGY     (How  best  to  change  &  win?)   CURRENT  ECOSYSTEM   (What  to  change?)   FUTURE  ECOSYSTEM   (To  what  to  change?)  
  48. 48. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     OTHER  Loop   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model     CONVENTION   VISION  DISRUPTION   ENVIRONMENT  (Trade-­‐off;  Context:  Place;  Time;  Cue/Trigger/Signal)  –  Why  Change?   STRATEGY     (How  best  to  change  &  win?)   CURRENT  ECOSYSTEM   (What  to  change?)   FUTURE  ECOSYSTEM   (To  what  to  change?)  
  49. 49. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     OTHER  Loop   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model     RED  OCEAN   IDEAL  OCEAN   ENVIRONMENT  (Trade-­‐off;  Context:  Place;  Time;  Cue/Trigger/Signal)  –  Why  Change?   STRATEGY     (How  best  to  change  &  win?)   CURRENT  ECOSYSTEM   (What  to  change?)   FUTURE  ECOSYSTEM   (To  what  to  change?)  
  50. 50. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     OTHER  Loop   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model     RED  OCEAN   IDEAL  OCEAN   ENVIRONMENT  (Trade-­‐off;  Context:  Place;  Time;  Cue/Trigger/Signal)  –  Why  Change?   STRATEGY     (How  best  to  change  &  win?)   CURRENT  ECOSYSTEM   (What  to  change?)   FUTURE  ECOSYSTEM   (To  what  to  change?)  
  51. 51. Present  (“As  Is”)   Future  (“To  Be”)   Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   Examples  of  Red  Ocean  Disrup`on  (ROD)  aka  Blue  Ocean  Strategy  (BOS)  Stories   Ringling  Brothers  vs.    Cirque  du  Soleil;  Tradi5onal  Long-­‐haul  Airlines  vs.  Southwest  Airlines;  Tradi5onal  Wine  vs.  Yellow  Tail;   Walkman  vs.  iPod;  Borders  vs.  Amazon;  Blockbuster  vs.  Neilix;  Encyclopedia  Britannica  vs.  Wikipedia;  Tradi5onal  Hotels  vs.  Airbnb     RED  OCEAN   IDEAL  OCEAN   What  to  change?   To  what  to  change?   How  best  to  change  &  win?  
  52. 52. Present  (“As  Is”)   Future  (“To  Be”)   Examples  of  Red  Ocean  Disrup`on  (ROD)  aka  Blue  Ocean  Strategy  (BOS)  Stories   Ringling  Brothers  vs.    Cirque  du  Soleil;  Tradi5onal  Long-­‐haul  Airlines  vs.  Southwest  Airlines;  Tradi5onal  Wine  vs.  Yellow  Tail;   Walkman  vs.  iPod;  Borders  vs.  Amazon;  Blockbuster  vs.  Neilix;  Encyclopedia  Britannica  vs.  Wikipedia;  Tradi5onal  Hotels  vs.  Airbnb     Infancy   Birth   Growth   Chasm   Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   Maturity   RED  OCEAN   IDEAL  OCEAN   What  to  change?   To  what  to  change?   How  best  to  change  &  win?  
  53. 53. Present  (“As  Is”)   Future  (“To  Be”)   Examples  of  Red  Ocean  Disrup`on  (ROD)  aka  Blue  Ocean  Strategy  (BOS)  Stories   Ringling  Brothers  vs.    Cirque  du  Soleil;  Tradi5onal  Long-­‐haul  Airlines  vs.  Southwest  Airlines;  Tradi5onal  Wine  vs.  Yellow  Tail;   Walkman  vs.  iPod;  Borders  vs.  Amazon;  Blockbuster  vs.  Neilix;  Encyclopedia  Britannica  vs.  Wikipedia;  Tradi5onal  Hotels  vs.  Airbnb     Infancy  (Shaping  Strategy)   Birth  (AdapZve  Strategy)   Growth  (Visionary  Strategy)   Maturity   (Classic  Strategy)  Chasm   Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   RED  OCEAN   IDEAL  OCEAN   What  to  change?   To  what  to  change?   How  best  to  change  &  win?  
  54. 54. Present  (“As  Is”)   Future  (“To  Be”)   Examples  of  Red  Ocean  Disrup`on  (ROD)  aka  Blue  Ocean  Strategy  (BOS)  Stories   Ringling  Brothers  vs.    Cirque  du  Soleil;  Tradi5onal  Long-­‐haul  Airlines  vs.  Southwest  Airlines;  Tradi5onal  Wine  vs.  Yellow  Tail;   Walkman  vs.  iPod;  Borders  vs.  Amazon;  Blockbuster  vs.  Neilix;  Encyclopedia  Britannica  vs.  Wikipedia;  Tradi5onal  Hotels  vs.  Airbnb     Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   RED  OCEAN   IDEAL  OCEAN   What  to  change?   To  what  to  change?   How  best  to  change  &  win?  
  55. 55. Present  (“As  Is”)   Future  (“To  Be”)   Examples  of  Red  Ocean  Disrup`on  (ROD)  aka  Blue  Ocean  Strategy  (BOS)  Stories   Ringling  Brothers  vs.    Cirque  du  Soleil;  Tradi5onal  Long-­‐haul  Airlines  vs.  Southwest  Airlines;  Tradi5onal  Wine  vs.  Yellow  Tail;   Walkman  vs.  iPod;  Borders  vs.  Amazon;  Blockbuster  vs.  Neilix;  Encyclopedia  Britannica  vs.  Wikipedia;  Tradi5onal  Hotels  vs.  Airbnb     Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   RED  OCEAN   IDEAL  OCEAN   What  to  change?   To  what  to  change?   How  best  to  change  &  win?  
  56. 56. Present  (“As  Is”)   Future  (“To  Be”)   Examples  of  Red  Ocean  Disrup`on  (ROD)  aka  Blue  Ocean  Strategy  (BOS)  Stories   Ringling  Brothers  vs.    Cirque  du  Soleil;  Tradi5onal  Long-­‐haul  Airlines  vs.  Southwest  Airlines;  Tradi5onal  Wine  vs.  Yellow  Tail;   Walkman  vs.  iPod;  Borders  vs.  Amazon;  Blockbuster  vs.  Neilix;  Encyclopedia  Britannica  vs.  Wikipedia;  Tradi5onal  Hotels  vs.  Airbnb     Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   RED  OCEAN   IDEAL  OCEAN   What  to  change?   To  what  to  change?   How  best  to  change  &  win?  
  57. 57. Present  (“As  Is”)   Future  (“To  Be”)   Examples  of  Red  Ocean  Disrup`on  (ROD)  aka  Blue  Ocean  Strategy  (BOS)  Stories   Ringling  Brothers  vs.    Cirque  du  Soleil;  Tradi5onal  Long-­‐haul  Airlines  vs.  Southwest  Airlines;  Tradi5onal  Wine  vs.  Yellow  Tail;   Walkman  vs.  iPod;  Borders  vs.  Amazon;  Blockbuster  vs.  Neilix;  Encyclopedia  Britannica  vs.  Wikipedia;  Tradi5onal  Hotels  vs.  Airbnb     Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   RED  OCEAN   IDEAL  OCEAN   What  to  change?   To  what  to  change?   How  best  to  change  &  win?  
  58. 58. Present  (“As  Is”)   Future  (“To  Be”)   Examples  of  Red  Ocean  Disrup`on  (ROD)  aka  Blue  Ocean  Strategy  (BOS)  Stories   Ringling  Brothers  vs.    Cirque  du  Soleil;  Tradi5onal  Long-­‐haul  Airlines  vs.  Southwest  Airlines;  Tradi5onal  Wine  vs.  Yellow  Tail;   Walkman  vs.  iPod;  Borders  vs.  Amazon;  Blockbuster  vs.  Neilix;  Encyclopedia  Britannica  vs.  Wikipedia;  Tradi5onal  Hotels  vs.  Airbnb     Prototype   Pretotype   Pilot   Full-­‐scale   Chasm   Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   RED  OCEAN   IDEAL  OCEAN   What  to  change?   To  what  to  change?   How  best  to  change  &  win?  
  59. 59. Present  (“As  Is”)   Future  (“To  Be”)   Examples  of  Red  Ocean  Disrup`on  (ROD)  aka  Blue  Ocean  Strategy  (BOS)  Stories   Ringling  Brothers  vs.    Cirque  du  Soleil;  Tradi5onal  Long-­‐haul  Airlines  vs.  Southwest  Airlines;  Tradi5onal  Wine  vs.  Yellow  Tail;   Walkman  vs.  iPod;  Borders  vs.  Amazon;  Blockbuster  vs.  Neilix;  Encyclopedia  Britannica  vs.  Wikipedia;  Tradi5onal  Hotels  vs.  Airbnb     Customer  Valida5on  (Startup)   Customer  Discovery  (Startup)   Company  Crea5on   Company  Building   Chasm   Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   RED  OCEAN   IDEAL  OCEAN   What  to  change?   To  what  to  change?   How  best  to  change  &  win?  
  60. 60. Present  (“As  Is”)   Future  (“To  Be”)   Examples  of  Red  Ocean  Disrup`on  (ROD)  aka  Blue  Ocean  Strategy  (BOS)  Stories   Ringling  Brothers  vs.    Cirque  du  Soleil;  Tradi5onal  Long-­‐haul  Airlines  vs.  Southwest  Airlines;  Tradi5onal  Wine  vs.  Yellow  Tail;   Walkman  vs.  iPod;  Borders  vs.  Amazon;  Blockbuster  vs.  Neilix;  Encyclopedia  Britannica  vs.  Wikipedia;  Tradi5onal  Hotels  vs.  Airbnb     Problem-­‐Solu5on  Fit   Chasm   Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   RED  OCEAN   IDEAL  OCEAN   What  to  change?   To  what  to  change?   How  best  to  change  &  win?  
  61. 61. Present  (“As  Is”)   Future  (“To  Be”)   Examples  of  Red  Ocean  Disrup`on  (ROD)  aka  Blue  Ocean  Strategy  (BOS)  Stories   Ringling  Brothers  vs.    Cirque  du  Soleil;  Tradi5onal  Long-­‐haul  Airlines  vs.  Southwest  Airlines;  Tradi5onal  Wine  vs.  Yellow  Tail;   Walkman  vs.  iPod;  Borders  vs.  Amazon;  Blockbuster  vs.  Neilix;  Encyclopedia  Britannica  vs.  Wikipedia;  Tradi5onal  Hotels  vs.  Airbnb     Product-­‐Market  Fit   Problem-­‐Solu5on  Fit   Chasm   Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   RED  OCEAN   IDEAL  OCEAN   What  to  change?   To  what  to  change?   How  best  to  change  &  win?  
  62. 62. Present  (“As  Is”)   Future  (“To  Be”)   Examples  of  Red  Ocean  Disrup`on  (ROD)  aka  Blue  Ocean  Strategy  (BOS)  Stories   Ringling  Brothers  vs.    Cirque  du  Soleil;  Tradi5onal  Long-­‐haul  Airlines  vs.  Southwest  Airlines;  Tradi5onal  Wine  vs.  Yellow  Tail;   Walkman  vs.  iPod;  Borders  vs.  Amazon;  Blockbuster  vs.  Neilix;  Encyclopedia  Britannica  vs.  Wikipedia;  Tradi5onal  Hotels  vs.  Airbnb     Product-­‐Market  Fit   Problem-­‐Solu5on  Fit   Business  Model  Fit   Chasm   Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   RED  OCEAN   IDEAL  OCEAN   What  to  change?   To  what  to  change?   How  best  to  change  &  win?  
  63. 63. Present  (“As  Is”)   Future  (“To  Be”)   Examples  of  Red  Ocean  Disrup`on  (ROD)  aka  Blue  Ocean  Strategy  (BOS)  Stories   Ringling  Brothers  vs.    Cirque  du  Soleil;  Tradi5onal  Long-­‐haul  Airlines  vs.  Southwest  Airlines;  Tradi5onal  Wine  vs.  Yellow  Tail;   Walkman  vs.  iPod;  Borders  vs.  Amazon;  Blockbuster  vs.  Neilix;  Encyclopedia  Britannica  vs.  Wikipedia;  Tradi5onal  Hotels  vs.  Airbnb     Product-­‐Market  Fit   Problem-­‐Solu5on  Fit   Business  Model  Fit   Scaling   Chasm   Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   RED  OCEAN   IDEAL  OCEAN   What  to  change?   To  what  to  change?   How  best  to  change  &  win?  
  64. 64. Present  (“As  Is”)   Future  (“To  Be”)   Examples  of  Red  Ocean  Disrup`on  (ROD)  aka  Blue  Ocean  Strategy  (BOS)  Stories   Ringling  Brothers  vs.    Cirque  du  Soleil;  Tradi5onal  Long-­‐haul  Airlines  vs.  Southwest  Airlines;  Tradi5onal  Wine  vs.  Yellow  Tail;   Walkman  vs.  iPod;  Borders  vs.  Amazon;  Blockbuster  vs.  Neilix;  Encyclopedia  Britannica  vs.  Wikipedia;  Tradi5onal  Hotels  vs.  Airbnb     Chasm   Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   RED  OCEAN   IDEAL  OCEAN   What  to  change?   To  what  to  change?   How  best  to  change  &  win?  
  65. 65. Present  (“As  Is”)   Future  (“To  Be”)   Chasm   Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   RED  OCEAN   IDEAL  OCEAN   What  to  change?   To  what  to  change?   How  best  to  change  &  win?  
  66. 66. Present  (“As  Is”)   Future  (“To  Be”)   Chasm   Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   RED  OCEAN   IDEAL  OCEAN   What  to  change?   To  what  to  change?   How  best  to  change  &  win?   q  Reality/Facts              (External  &  Internal  Trade-­‐offs)  
  67. 67. Present  (“As  Is”)   Future  (“To  Be”)   Business  Model  Resources/   Value  Factors  &  Trade-­‐offs   q  S:  Strengths  (1-­‐10)   q  W:  Weaknesses  (1-­‐10)   q  O:  Opportuni5es  (1-­‐10)   q  T:  Threats  (1-­‐10)   Chasm   Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   RED  OCEAN   IDEAL  OCEAN   What  to  change?   To  what  to  change?   How  best  to  change  &  win?   q  Reality/Facts              (External  &  Internal  Trade-­‐offs)  
  68. 68. Present  (“As  Is”)   Future  (“To  Be”)   q  Core  Purpose/Mission   q  Vision   q  Core  Values   q  Goal   q  Objec5ves/“Jobs”            (Physical/Intellectual/                Emo`onal/Spiritual)   Business  Model  Resources/   Value  Factors  &  Trade-­‐offs   q  S:  Strengths  (1-­‐10)   q  W:  Weaknesses  (1-­‐10)   q  O:  Opportuni5es  (1-­‐10)   q  T:  Threats  (1-­‐10)   Chasm   Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   RED  OCEAN   IDEAL  OCEAN   What  to  change?   To  what  to  change?   How  best  to  change  &  win?   q  Reality/Facts              (External  &  Internal  Trade-­‐offs)  
  69. 69. Present  (“As  Is”)   Future  (“To  Be”)   q  Core  Purpose/Mission   q  Vision   q  Core  Values   q  Goal   q  Objec5ves/“Jobs”            (Physical/Intellectual/                Emo`onal/Spiritual)   q  ROD  Strategy/Tac5cs/Targets   -­‐  Minimize  Weaknesses/Threats/                  Pain/Risks/Disadvantages   -­‐  Maximize  Strengths/Opportuni5es/ Delight/Rewards/Advantages   -­‐  Rapidly  Experiment  &  Learn  (4  Heuris`cs):   •  OTHER:  Observe;  Think;  Hypothesize;   Experiment;  Reflect   •  OODA:  Observe  SWOT;  Orient;  Decide;  Act   •  BML:  Build-­‐Measure-­‐Learn  Loop   •  ERIC  (R.O.D.  Disrup5on):  Eliminate;   Reduce;  Increase;  Create   Business  Model  Resources/   Value  Factors  &  Trade-­‐offs   q  S:  Strengths  (1-­‐10)   q  W:  Weaknesses  (1-­‐10)   q  O:  Opportuni5es  (1-­‐10)   q  T:  Threats  (1-­‐10)   Chasm   Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   RED  OCEAN   IDEAL  OCEAN   What  to  change?   To  what  to  change?   How  best  to  change  &  win?   q  Reality/Facts              (External  &  Internal  Trade-­‐offs)  
  70. 70. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     A  Red  Ocean  Disrup5on  (ROD)  Story   Hardly  Plays  Out   As  Planned  or  WriDen  in  Detail   OTHER  Loop   Red  Ocean  (“As  Is”)   Business  Model   Ideal/Blue  Ocean  (“To  Be”)   Business  Model   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing   Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model  
  71. 71. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     Does  Any  Planned  Blue  Ocean  Business  Model   Survive   First  Contact  With  Customers?   OTHER  Loop   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing   Rapidly  Visualize  Your  Red  Ocean  Disrup5on  (ROD)  Story   Red  Ocean  Disrup5on  (ROD)  Storyboard     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   Red  Ocean  (“As  Is”)   Business  Model   Ideal/Blue  Ocean  (“To  Be”)   Business  Model  
  72. 72. VALUE  MAP   BLUE  OCEAN   RED  OCEAN   (+):  DELIGHT   Low   (1)   High   (10)   Low:   (1)   High:   (10)   SWEET  SPOT   LUXURY  SPOT   DISRUPTION  SPOT   (-­‐):  PAIN   Job  To  Be  Done  (Market/Goal):  ……………………………………………………………………………………………………………….…………….   Big  Urgent  Market  Problem  (BUMP):  ……………………………………………………………………………………………………………………..  
  73. 73. VALUE  MAP   BLUE  OCEAN   RED  OCEAN   (+):  DELIGHT:  Differen5a5on   Low   (1)   High   (10)   Low:   (1)   High:   (10)   SWEET  SPOT   LUXURY  SPOT   DISRUPTION  SPOT   (-­‐):  PAIN:  Cost   Job  To  Be  Done  (Market/Goal):  ……………………………………………………………………………………………………………….…………….   Big  Urgent  Market  Problem  (BUMP):  ……………………………………………………………………………………………………………………..  
  74. 74. Stages   of   4Q-­‐Business  Model  Strip  
  75. 75. Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     BUSINESS  PLOT  (STRATEGY  STORY)   ENVIRONMENT  (INDUSTRY/MARKET:  Job  To  Get  Done;  Problem;  Trade-­‐off)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  76. 76. Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     BUSINESS  PLOT  (STRATEGY  STORY)   UPPER  Stage   LOWER  Stage   ENVIRONMENT  (INDUSTRY/MARKET:  Job  To  Get  Done;  Problem;  Trade-­‐off)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  77. 77. Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     BUSINESS  PLOT  (STRATEGY  STORY)   Center  Stage  Back  Stage   Front  Stage   LOWER  Stage   ENVIRONMENT  (INDUSTRY/MARKET:  Job  To  Get  Done;  Problem;  Trade-­‐off)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  78. 78. Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     Who?  What?  How?   Why?   BUSINESS  PLOT  (STRATEGY  STORY)   Center  Stage  Back  Stage   Front  Stage   LOWER  Stage   ENVIRONMENT  (INDUSTRY/MARKET:  Job  To  Get  Done;  Problem;  Trade-­‐off)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  79. 79. Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     Product  Stage  Enterprise  Stage   Customer  Stage   VALUE  Stage   Who?  What?  How?   Why?   BUSINESS  PLOT  (STRATEGY  STORY)   ENVIRONMENT  (INDUSTRY/MARKET:  Job  To  Get  Done;  Problem;  Trade-­‐off)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  80. 80. Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   Product  Stage  Enterprise  Stage   Customer  Stage   VALUE  Stage   Who?  What?  How?   Why?   BUSINESS  PLOT  (STRATEGY  STORY)   ENVIRONMENT  (INDUSTRY/MARKET:  Job  To  Get  Done;  Problem;  Trade-­‐off)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  81. 81. Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   Product  Stage  Enterprise  Stage   Customer  Stage   VALUE  Stage   Who?  What?  How?   Why?   BUSINESS  PLOT  (STRATEGY  STORY)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  82. 82. Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   Product  Stage  Enterprise  Stage   Customer  Stage   VALUE  Stage   Who?  What?  How?   Why?   q  Suppliers/Inputs  (KP)   q  Key  Resources  (KR)   q  Key  Ac`vi`es  (KA)   q  Customer  Segments  (CS)   q  Channels  (CH)   q  Customer  Rela`onships  (CR)   q  Product/Service   (PS)   q  PAIN              (Cost/Structure:  C$)   q  DELIGHT              (Revenue  Streams:  R$)   q  Profit  Margin  (P$);  Strategy/Value  Proposi`on  (VP)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  83. 83. Product  Stage  Enterprise  Stage   Customer  Stage   VALUE  Stage   Who?  What?  How?   Why?   Story   ENTERPRISE   (Team;  Core  Competence)   PRODUCT   CUSTOMER   FINANCE   Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  84. 84. Product  Stage  Enterprise  Stage   Customer  Stage   VALUE  Stage   Who?  What?  How?   Why?   Editor   PRODUCT   CUSTOMER   FINANCE   Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   Business  Story  Theater     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   ENTERPRISE   (Team;  Core  Competence)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  85. 85. Seman5c  Structure   of   4Q-­‐Business  Model  Strip  
  86. 86. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   4Q-­‐Business  Model  Strip     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   BUSINESS  PLOT  (STRATEGY  STORY)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  87. 87. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     SUPPLIER   PRODUCT/SERVICE   CUSTOMER               Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   4Q-­‐Business  Model  Strip     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   BUSINESS  PLOT  (STRATEGY  STORY)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  88. 88.   C:   Customer   (Subject)   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     SUPPLIER   PRODUCT/SERVICE   CUSTOMER               Context:  Place/Time;  Trigger   Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   4Q-­‐Business  Model  Strip     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   BUSINESS  PLOT  (STRATEGY  STORY)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  89. 89.   C:   Customer   (Subject)   S:   Supplier   Product/Service     SUPPLIER   PRODUCT/SERVICE   CUSTOMER               Context:  Place/Time;  Trigger   Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   4Q-­‐Business  Model  Strip     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   BUSINESS  PLOT  (STRATEGY  STORY)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  90. 90.   C:   Customer   (Subject)   S:   Supplier   Product/Service     SUPPLIER   PRODUCT/SERVICE   CUSTOMER               Context:  Place/Time;  Trigger   Job  To  Get  Done   (Outcome;  Value:   Delight;  Pain)   Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   4Q-­‐Business  Model  Strip     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   BUSINESS  PLOT  (STRATEGY  STORY)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  91. 91.   C:   Customer   (Subject)   S:   Supplier   Product/Service     SUPPLIER   PRODUCT/SERVICE   CUSTOMER               Object   Job  To  Get  Done   (Outcome;  Value:   Delight;  Pain)   hires   operates  on   [verb:  wants]   Context:  Place/Time;  Trigger   Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   4Q-­‐Business  Model  Strip     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   BUSINESS  PLOT  (STRATEGY  STORY)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  92. 92. What  is  a  “Business  Plot”?  
  93. 93. A  Business  (Enterprise)  Plot   Describes     A  Minimum  Viable  Story  of     A  Business  (Plan):   The  Simplest  Descrip`on  of   An  Enterprise’s  Supply  Chain   or   A  Minimum  Business  Model   BIG  BANG  BUSINESS  (BBB)  TOOL  
  94. 94. A  Business  (Enterprise)  Plot   Is   The  First  Stage  in     The  Evolu5on  of  a  Classic  Business  Plan   BIG  BANG  BUSINESS  (BBB)  TOOL   A  Classic  Business  Plan  involves  a  detailed  (long)  future  story  that  coherently  explains   why  and  how  a  business  would  sustainably  win  customers  and  make  profit  or  share  value  
  95. 95. 5  Stages  in  the  Evolu5on  of  a  Classic  Business  Plan         Tools  for  Rapidly  Planning,  Crea5ng,  and  Managing  an  Ambidextrous  Growth  Strategy  for  Enduring  Compe55ve  Advantage   A  Business  Plan  is  like  a  bu;erfly.  It  metamorphosizes  from  a  Strategy  Story  and  Value  ProposiZon  Story   through  a  Business  Model  Story  to  a  Strategy  Map  and  Classic  Business  Plan.   Five  Stages  in  the  Evolu5on  of  a  Classic  Business  Plan   VALUE  PROPOSITION  STORY   CLASSIC  BUSINESS  PLAN   BUSINESS/ENTERPRISE  PLOT  (Strategy  Story)   STRATEGY  MAP  (BSC)   BUSINESS  MODEL  STORY   1 2 3 4 5 Simple   (Abstract;   Flexible)   Complex   (Detailed;   Rigid)   Short  Story   Long  Story   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  96. 96. Explore   BUSINESS   MODEL   STORY   Ramp  up   Reconfigure   Pretotype   Prototype         CONTINUOUS   INNOVATION   AMBIDEXTROUS   GROWTH   STRATEGY   Exploit         CONTINUOUS   IMPROVEMENT   VALUE  PROPOSITION  STORY   CLASSIC  BUSINESS  PLAN   BUSINESS/ENTERPRISE  PLOT   (Strategy  Story)   STRATEGY  MAP  (BSC)   Job  To  Get  Done   Changing   Environment   (Industry)   Stable   Environment   (Industry)   5  Stages  in  the  Evolu5on  of  a  Classic  Business  Plan         Tools  for  Rapidly  Planning,  Crea5ng,  and  Managing  an  Ambidextrous  Growth  Strategy  for  Enduring  Compe55ve  Advantage   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  97. 97. Business  Story  Hierarchy   5  Levels  of  a  Business  Story     Rapidly  Visualize,  Prototype,  and  Test  Your  Strategy  Story,  Value  Proposi5on,  and  Business  Model   BUSINESS  STORY       (Title/Headline)     Strategy  Story   Value  Prop.     Story   Business   Model  Story   Story  Outline   (Blueprint)   Customer  Plot   AcZng  Script   5  Levels  of     Business  Story   Classic   Business  Plan   Strategy  Map   (Balanced  Scorecard)   Manuscript   =  Minimum  Viable  Story  (MVS)   Simple   (Abstract;   Flexible)   Complex   (Detailed;   Rigid)   Short  Story   Long  Story   Business/ Enterprise  Plot   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  98. 98. Business  Story  Hierarchy   5  Levels  of  a  Business  Story     Rapidly  Visualize,  Prototype,  and  Test  Your  Strategy  Story,  Value  Proposi5on,  and  Business  Model   BUSINESS  STORY       (Title/Headline)     Strategy  Story   Value  Prop.     Story   Business   Model  Story   Business/ Enterprise  Plot   Story  Outline   (Blueprint)   Customer  Plot   AcZng  Script   5  Levels  of     Business  Story   Classic   Business  Plan   Strategy  Map   (Balanced  Scorecard)   Manuscript   =  Minimum  Viable  Story  (MVS)   Simple   (Abstract;   Flexible)   Complex   (Detailed;   Rigid)   Short  Story   Long  Story   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  
  99. 99. What  Really  is  a  “Strategy  Story”?  
  100. 100. Coined  by  Freek  Vermeulen,   A  “Strategy  Story”   Usually  Refers  to     A  Textual  Business  (Enterprise)  Plot:   A  Sentence  or  Line  That  Succinctly  Tells   the  Story  of  an  Organiza`on   From   The  Point  of  View  of  the  Organiza`on    
  101. 101. A  “Strategy  Story”   or     Textual  Business  (Enterprise)  Plot   Answers,  at  least,  4  Ques`ons  (4Q)  About   an  Organiza`on,  a  Business,  or  Project:             q   Why?   q   Who?   q   What?   q   How?  
  102. 102. The  Format  of   A  Strategy  Story  or  Textual  Business  Plot   Is  as  Follows:     “[Supplier]  offers  [Product/Service]   to   [Customer   (who  wants  Job  To  Get  Done  &   Outcome;  Reward;  Delight;  Value)].”  
  103. 103. Example  
  104. 104. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     SUPPLIER   PRODUCT/SERVICE   CUSTOMER   We  provide     specialty  magazines  for   young  males  in  Britain   (who  want  [Reward;  Delight;  Value])           Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   4Q-­‐Business  Model  Strip     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   BUSINESS  PLOT  (STRATEGY  STORY)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing   Main  source  of  informa`on  in  table:  “A  Good  Strategy  Makes  for  a  Good  Story”  by  Freek  Vermeulen:   h;ps://strategyprofs.wordpress.com/2012/07/06/a-­‐good-­‐strategy-­‐makes-­‐for-­‐a-­‐good-­‐story/        
  105. 105. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     SUPPLIER   PRODUCT/SERVICE   CUSTOMER   We  provide     specialty  magazines  for   young  males  in  Britain   (who  want  [Reward;  Delight;  Value])       We  make   perfect  scale  models  (which  appeal  to   some  sense  of  nostalgia)  for   adult  collectors   (who  want  [Reward;  Delight;  Value])       Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   4Q-­‐Business  Model  Strip     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   BUSINESS  PLOT  (STRATEGY  STORY)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing   Main  source  of  informa`on  in  table:  “A  Good  Strategy  Makes  for  a  Good  Story”  by  Freek  Vermeulen:   h;ps://strategyprofs.wordpress.com/2012/07/06/a-­‐good-­‐strategy-­‐makes-­‐for-­‐a-­‐good-­‐story/        
  106. 106. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     SUPPLIER   PRODUCT/SERVICE   CUSTOMER   We  provide     specialty  magazines  for   young  males  in  Britain   (who  want  [Reward;  Delight;  Value])       We  make   perfect  scale  models  (which  appeal  to   some  sense  of  nostalgia)  for   adult  collectors   (who  want  [Reward;  Delight;  Value])       We  offer   ultra-­‐portable  music  players  to   music  lovers   (who  want  1000  songs  in  their  pocket)   Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   4Q-­‐Business  Model  Strip     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   BUSINESS  PLOT  (STRATEGY  STORY)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing   Main  source  of  informa`on  in  table:  “A  Good  Strategy  Makes  for  a  Good  Story”  by  Freek  Vermeulen:   h;ps://strategyprofs.wordpress.com/2012/07/06/a-­‐good-­‐strategy-­‐makes-­‐for-­‐a-­‐good-­‐story/        
  107. 107. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     SUPPLIER   PRODUCT/SERVICE   CUSTOMER   We  provide     specialty  magazines  for   young  males  in  Britain   (who  want  [Reward;  Delight;  Value])       We  make   perfect  scale  models  (which  appeal  to   some  sense  of  nostalgia)  for   adult  collectors   (who  want  [Reward;  Delight;  Value])       We  offer   ultra-­‐portable  music  players  to   music  lovers   (who  want  1000  songs  in  their  pocket)   Who?  What?  How?   Why?   Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   4Q-­‐Business  Model  Strip     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   BUSINESS  PLOT  (STRATEGY  STORY)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing   Main  source  of  informa`on  in  table:  “A  Good  Strategy  Makes  for  a  Good  Story”  by  Freek  Vermeulen:   h;ps://strategyprofs.wordpress.com/2012/07/06/a-­‐good-­‐strategy-­‐makes-­‐for-­‐a-­‐good-­‐story/        
  108. 108. Templates  of  “Business  Model  Strips”     WHAT  IS  A  “BUSINESS  MODEL  STRIP”?     A  Business  Model  Strip  is  a  map  that  illustrates  an  exchange,  a  transac5on,   or  play  between  a  sender  (supplier)  and  receiver  (customer).  
  109. 109. RECEIVER  SENDER   Payment   (Feedback;  Reward)   P.I.G.S.       (Product/Informa<on/Goods/Service)     Templates  of  “Business  Model  Strips”     WHAT  IS  A  “BUSINESS  MODEL  STRIP”?     A  Business  Model  Strip  is  a  map  that  illustrates  an  exchange,  a  transac5on,   or  play  between  a  sender  (supplier)  and  receiver  (customer).   IT   BUSINESS  PLOT  (STRATEGY  STORY)  
  110. 110. RECEIVER  SENDER   Payment   (Feedback;  Reward)   P.I.G.S.       (Product/Informa<on/Goods/Service)     Rapidly  Visualize  Your  Business  Plot  and  Value  Proposi5on   4Q-­‐Business  Model  Strip     Rapidly  Visualize,  Prototype,  and  Test  Your  Business  Plot,  Strategy  Story,  Value  Proposi5on,  and  Business  Model   IT   BUSINESS  PLOT  (STRATEGY  STORY)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  h;p://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h;p://businessmodels.ning.com  &  @rodKuhnKing  

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