ROD Storyboard for "Pirate Metrics" and Other Indicators for Business Model Disruption

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In the early 1990s, Robert Kaplan and David Norton designed the Balanced Scorecard as a tool to facilitate the execution of business strategy. Rather than rely solely on a financial perspective, the Balanced Scorecard introduced upstream and midstream perspectives such as for Learning & Growth, Internal Processes, and Customer. Kaplan and Norton originally designed the Balanced Scorecard as a dashboard that features 4 Perspectives: Learning and Growth; Process; Customer; Financial. Many people and organizations consider 4 perspectives as too limited for comprehensively managing the performance of a business model. Consequently, they have suggested other perspectives. Also, startups generally do not use the Balanced Scorecard especially since they do not focus on deliberately developing business/competitive strategy. Instead, startups are increasingly using Dave McClure's "Pirate metrics" which are summarized by the acronym, AARRR: Acquisition, Activation, Retention; Referral; Revenue. Pirate metrics are usually not formally presented in a dashboard format. The ROD Storyboard provides a holistic layout that accommodates the perspectives of the Balanced Scorecard as well as Pirate metrics. In fact, the ROD Storyboard can be used as a dashboard for presenting any set of metrics. Consequently, the ROD Storyboard can be used to manage the performance of any project or business model.

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ROD Storyboard for "Pirate Metrics" and Other Indicators for Business Model Disruption

  1. 1.                            Red  Ocean  DisrupHon  (R.O.D.)  Storyboard  for  …………………….  [Product/Service]   q Process       q Product/Service   q Product/Service   E:  Engagement   A:  Acquisi*on   A:  Acquisi*on   A:  Ac*va*on   A:  Ac*va*on   R:  Reten*on   R:  Reten*on   R:  Referral     R:  Referral       q Learning   q Learning   q Cost   q Cost   q Revenue   q Revenue   q Profit       q Profit                                   Value  Delivery       B  U  S  I  N  E  S  S          M  O  D  E  L          S  T  O  R  Y     q Process   Value  Crea)on       Customer  Story:   “Define  Problem”   q Employee     E:  Engagement   Learning  Story:   “Learn  What’s  Valued”   q Employee   Value  (Profit)  Sharing   Business  Story:   “Build  Solu*on”                                Key  Performance  Indicators  (Metrics)  for  Business  Model  Disrup:on       #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
  2. 2. BLANK  TEMPLATE  
  3. 3. Red  Ocean  DisrupHon  (ROD)  Storyboard  for  Documen*ng   Business  Model  Story   B  U  S  I  N  E  S  S          M  O  D  E  L          S  T  O  R  Y     Value  Crea)on   Value  Delivery   Value  (Profit)  Sharing   Learning  Story:   “Learn  What’s  Valued”   Customer  Story:   “Define  Problem”   Business  Story:   “Build  Solu*on”   Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
  4. 4.                          Red  Ocean  DisrupHon  (R.O.D.)  Topics:    Explana*ons                                        Cost-­‐effec)vely  Improve  and  Disrupt  Products,  Services,  Business  Models,  and  Brands   Date:  ………………………………..   1 VISION  (“LEAP  OF  FAITH”):  Brief  statement  or  tagline  that  describes  a  dream  benefit,  trade-­‐off,   ul*mate  want/need,  apparently  impossible  goal,  or  ideal  final  result  of  a  system  (project/business  model/ product/service)  for  a  targeted  customer  segment  (“tribe”)         2 PRESENT  PERFORMANCE  (“RED  OCEAN”):  Current  level  of  outcomes,  results,  trade-­‐offs,   specifica*ons  of  a  business  model  (system/product/service)  from  business  (internal)  and  customer   (external)  perspec)ves  for  a  product/service/business  model/tool/system         3 STRATEGY,  BUSINESS  MODEL,  AND  EXECUTION  CYCLE:  Set  of  itera*ve  processes  and   ac*vi*es  as  well  as  business  model  disrup*on  for  winning  customers  in  a  compe**ve  environment  as  well   as  detailed  tac*cs  and  experimental  ac*ons  for  the  business  model  (system/product/service)  to  achieve   future  performance  specifica*ons       4 FUTURE  PERFORMANCE  (“BLUE  OCEAN”):  Desired,  proposed,  or  hypothe*cal  level  of   outcomes  (results,  trade-­‐offs,  or  specifica*ons)  in  the  short/medium/long-­‐term  from  business  (internal)   and  customer  perspec)ves  for  a  product/service/business  model/tool/system         #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  

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