Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?

844 views

Published on

The Business Model Canvas and Lean Canvas are "staple business tools" that are used the world over by entrepreneurs, startups, and established companies. But the question is: Should we burn the Business Model Canvas as well as the Lean Canvas?

Burning a business tool may be strange. And admittedly, "burning a business tool" is a gimmick to stir up controversy especially with practitioners and fans of a business tool. Alexander Osterwalder stirred up fans and ardent practitioners of the Business Plan when on November 26, 2012 he wrote an article in the online Wall Street Journal, "Burn Your Business Plan - Before it Burns You;" see http://blogs.wsj.com/accelerators/2012/11/26/burn-your-business-plan-before-it-burns-you/

I present the issue of burning the Business Model Canvas and Lean Canvas because they have rather irreparable structural problems. And, in my view, the structural problems of the Business Model Canvas and Lean Canvas are limiting creativity and innovation in business modeling tools. Many cannot escape the box of the Business Model Canvas or Lean Canvas.

In this document, I present a case on why the Business Model Canvas and Lean Canvas should be burnt. An alternative tool of the Business Model Strip is introduced. Luckily the Business Model Strip is compatible with both the Business Model Canvas and Lean Canvas.

Published in: Business
  • DOWNLOAD FULL BOOKS, INTO AVAILABLE FORMAT ......................................................................................................................... ......................................................................................................................... 1.DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... .............. Browse by Genre Available eBooks ......................................................................................................................... Art, Biography, Business, Chick Lit, Children's, Christian, Classics, Comics, Contemporary, Cookbooks, Crime, Ebooks, Fantasy, Fiction, Graphic Novels, Historical Fiction, History, Horror, Humor And Comedy, Manga, Memoir, Music, Mystery, Non Fiction, Paranormal, Philosophy, Poetry, Psychology, Religion, Romance, Science, Science Fiction, Self Help, Suspense, Spirituality, Sports, Thriller, Travel, Young Adult,
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Njce! Thanks for sharing.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?

  1. 1. Burn the BUSINESS MODEL CANVAS, Burn the LEAN CANVAS BUSINESS MODEL CANVAS/LEAN CANVAS (9 Building Blocks) RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement
  2. 2. Burn the BUSINESS MODEL CANVAS, Burn the LEAN CANVAS BUSINESS MODEL CANVAS/LEAN CANVAS (9 Building Blocks) WHY Burn the BUSINESS MODEL CANVAS (BMC) & LEAN CANVAS (LC)? RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement
  3. 3. Burn the BUSINESS MODEL CANVAS, Burn the LEAN CANVAS BUSINESS MODEL CANVAS/LEAN CANVAS (9 Building Blocks) WHY Burn the BUSINESS MODEL CANVAS (BMC) & LEAN CANVAS (LC)? q  The theory behind the arrangement of topics on the Business Model Canvas and Lean Canvas is not clear; canvases encourage “flat” rather than “mulMlevel” thinking; many canvases are therefore underu<lized q  FixaMon on the ‘box’ of the Business Model Canvas and Lean Canvas has limited innova<on on tools for business model visualiza<on and project management q  With 9 Building Blocks, a Business Model Canvas or Lean Canvas is difficult to quickly reproduce, draw, or sketch; no visual hierarchy or process in layout q  The 9 topics of the Business Model Canvas or Lean Canvas are difficult to understand and apply; too much informa6on for ini6al conceptual thinking q  Topics also focus on business profitability & neglect social and environmental values q  Business Model Canvas and Lean Canvas are opMmized for visually modeling 1-sided market. A canvas becomes increasingly complex when pla<orms (2/mul6sided markets) are being visualized or modeled q  The tessellated paHern of the layout of the Business Model Canvas or Lean Canvas does not explicitly consider links between building blocks or stakeholders RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement
  4. 4. BUSINESS MODEL CANVAS/LEAN CANVAS (9 Building Blocks) RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement Learning How to Use and Master The Business Model Canvas & Lean Canvas May be a Huge Waste of Money, Energy, and Time
  5. 5. BUSINESS MODEL CANVAS/LEAN CANVAS (9 Building Blocks) Both the Business Model Canvas and Lean Canvas are BEING DISRUPTED RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement Learning How to Use and Master The Business Model Canvas & Lean Canvas May be a Huge Waste of Money, Energy, and Time
  6. 6. BUSINESS MODEL CANVAS/LEAN CANVAS (9 Building Blocks) Both the Business Model Canvas and Lean Canvas are In the Business of “GOAL ACHEIVEMENT” But They Don’t Yet Realize It RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement Learning How to Use and Master The Business Model Canvas & Lean Canvas May be a Huge Waste of Money, Energy, and Time
  7. 7. Learning How to Use and Master The Business Model Canvas & Lean Canvas May be a Huge Waste of Money, Energy, and Time BUSINESS MODEL CANVAS/LEAN CANVAS (9 Building Blocks) RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas)
  8. 8. Business Model Strip (1 Strip & 4 Nodes)
  9. 9. RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Why Every Living System on the Planet Uses a BUSINESS MODEL STRIP BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas)
  10. 10. RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Why Every Living System on the Planet Uses a BUSINESS MODEL STRIP BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas)
  11. 11. RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement Subject Object World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Why Every Living System on the Planet Uses a BUSINESS MODEL STRIP SUBJECT BEHAVIOR LOOP (STRIP) (SentenceStrip = SubjectPhrase + VerbPhrase + ObjectPhrase) BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas) Verb (Ac6on; “Hires”)
  12. 12. RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement Subject Object World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Why Every Living System on the Planet Uses a BUSINESS MODEL STRIP SUBJECT BEHAVIOR LOOP (STRIP) (SentenceStrip = SubjectPhrase + VerbPhrase + ObjectPhrase) BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas) Stake- holder (Result) Verb (Ac6on; “Hires”)
  13. 13. RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement Subject Object World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Why Every Living System on the Planet Uses a BUSINESS MODEL STRIP SUBJECT BEHAVIOR LOOP (STRIP) (SentenceStrip = SubjectPhrase + VerbPhrase + ObjectPhrase) BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas) Stake- holder (Result) Verb (Ac6on; “Hires”) Channel (Place)
  14. 14. RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement Subject Object World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Why Every Living System on the Planet Uses a BUSINESS MODEL STRIP Feedback (Reac6on; Cue): -/+ SUBJECT BEHAVIOR LOOP (STRIP) (SentenceStrip = SubjectPhrase + VerbPhrase + ObjectPhrase) BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas) Stake- holder (Result) Verb (Ac6on; “Hires”) Channel (Place)
  15. 15. RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement Subject Object Subject Verb (Ac6on) Stake- holder Object Channel Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Channel Feedback (Reac6on) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Output (Tool) Why Every Living System on the Planet Uses a BUSINESS MODEL STRIP Feedback (Reac6on; Cue): -/+ Feedback (Reac6on; Cue): -/+ SUBJECT BEHAVIOR LOOP (STRIP) (SentenceStrip = SubjectPhrase + VerbPhrase + ObjectPhrase) BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas) Stake- holder (Result) Verb (Ac6on; “Hires”) Channel (Place)
  16. 16. RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement Subject Object Subject Verb (Ac6on) Stake- holder Object Channel Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Channel Channel World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Output (Tool) Output (Tool) Why Every Living System on the Planet Uses a BUSINESS MODEL STRIP Feedback (Reac6on; Cue): -/+ Feedback (Reac6on; Cue): -/+ Feedback (Reac6on; Cue): -/+ Feedback (Reac6on; Cue): -/+ SUBJECT BEHAVIOR LOOP (STRIP) (SentenceStrip = SubjectPhrase + VerbPhrase + ObjectPhrase) BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas) Stake- holder (Result) Verb (Ac6on; “Hires”) Channel (Place)
  17. 17. RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement Subject Object Subject Verb (Ac6on) Stake- holder Object Channel Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Channel Channel World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Output (Tool) Output (Tool) Why Every Living System on the Planet Uses a BUSINESS MODEL STRIP Feedback (Reac6on; Cue): -/+ Feedback (Reac6on; Cue): -/+ Feedback (Reac6on; Cue): -/+ Feedback (Reac6on; Cue): -/+ SUBJECT BEHAVIOR LOOP (STRIP) (SentenceStrip = SubjectPhrase + VerbPhrase + ObjectPhrase) BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas) EMOTION: -/+ (Energy) Stake- holder (Result) Verb (Ac6on; “Hires”) Channel (Place)
  18. 18. RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement Subject Object Subject Verb (Ac6on) Stake- holder Object Channel Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Channel Channel World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Output (Tool) Output (Tool) Why Every Living System on the Planet Uses a BUSINESS MODEL STRIP Feedback (Reac6on; Cue): -/+ Feedback (Reac6on; Cue): -/+ Feedback (Reac6on; Cue): -/+ Feedback (Reac6on; Cue): -/+ SUBJECT BEHAVIOR LOOP (STRIP) (SentenceStrip = SubjectPhrase + VerbPhrase + ObjectPhrase) BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas) EMOTION: -/+ (Energy) Stake- holder (Result) Verb (Ac6on; “Hires”) Channel (Place)
  19. 19. RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement Subject Object Subject Verb (Ac6on) Stake- holder Object Channel Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Channel Channel World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Output (Tool) Output (Tool) Why Every Living System on the Planet Uses a BUSINESS MODEL STRIP Feedback (Reac6on; Cue): -/+ Feedback (Reac6on; Cue): -/+ Feedback (Reac6on; Cue): -/+ Feedback (Reac6on; Cue): -/+ SUBJECT BEHAVIOR LOOP (STRIP) (SentenceStrip = SubjectPhrase + VerbPhrase + ObjectPhrase) BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas) EMOTION: -/+ (Energy) Stake- holder (Result) Verb (Ac6on; “Hires”) Channel (Place)
  20. 20. RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Channel Channel World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Output (Tool) Output (Tool) Why Every Living System on the Planet Uses a BUSINESS MODEL STRIP Feedback (Reac6on; Cue): -/+ Feedback (Reac6on; Cue): -/+ BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas)
  21. 21. RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Channel Channel Value Reci- pient Out- put Chan -nels Value Creator (Input) Pro- cess World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Output (Tool) Output (Tool) Why Every Living System on the Planet Uses a BUSINESS MODEL STRIP Feedback (Reac6on; Cue): -/+ Feedback (Reac6on; Cue): -/+ Feedback (Cue; Impact: -/+) BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas)
  22. 22. RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Channel Channel Value Creator (Input) Value Reci- pient Out- put Pro- cess Chan -nels World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Output (Tool) Output (Tool) Why Every Living System on the Planet Uses a BUSINESS MODEL STRIP Feedback (Reac6on; Cue): -/+ Feedback (Reac6on; Cue): -/+ Feedback (Cue; Impact: -/+) BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas)
  23. 23. RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Output (Tool) Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Output (Tool) Channel Channel Value Creator (Input) Value Reci- pient Out- put Pro- cess Chan -nels Subject Object World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Why Every Living System on the Planet Uses a BUSINESS MODEL STRIP Feedback (Reac6on; Cue): -/+ Feedback (Reac6on; Cue): -/+ Feedback (Cue; Impact: -/+) Feedback (Reac6on; Cue): -/+ BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas) EMOTION: -/+ (Energy) Stake- holder (Result) Verb (Ac6on; “Hires”) Channel (Place)
  24. 24. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) Channels VC VR O F VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) OUTPUT (TOOL)-(O) q  Func<onality q  Trade-off (-/+) q  Pain Relievers q  Delight Creators q  Pain Creators FEEDBACK (F) (Reac<on) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: ….......................................................................................... World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
  25. 25. Background
  26. 26. 8 Reasons WHY You Must Use the BUSINESS MODEL STRIP … Now! RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement Why Must You Use the BUSINESS MODEL STRIP? BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas)
  27. 27. 8 Reasons WHY You Must Use the BUSINESS MODEL STRIP … Now! q  Business Model Strip (BMS) is easier and faster to use thereby saving users significant amount of money, energy, and Mme in projects; applicable to all orgs. q  BMS visualizes a Minimum Viable Living System or Product Line q  BMS can be used as a tool for achieving any goal q  The schema, structure, and layout of the Business Model Strip are universal and used for visual modeling in many disciplines including Physics, Civil Engineering, Systems Thinking, Cyberne6cs, TQM, Communica6on, Conversa6on; Economic Systems, and Graph Theory q  The logic behind the arrangement of “nodes” is intuiMve and based on Systems Thinking q  Business Model Strip is the fundamental building block of a plahorm or 2/mulMsided market (which consists of two or more pipes/Business Model Strips) q  Nota<on system of the Business Model Strip is scalable: can be used for n-sided markets or plahorms where n ranges from 1 to virtual infinity q  When one is familiar with the logic of the Business Model Strip, it can be used without textual descripMons, that is, it can be en<rely graphical; use of strip is driven by Pain-Plan-Do-Review (PPDR) Cycle RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement Why Must You Use the BUSINESS MODEL STRIP? BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas)
  28. 28. BUSINESS MODEL STRIP World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing VC VR O F WHEN: WHERE: …..........................................................................................
  29. 29. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing 5 QUESTIONS FOR DESCRIBING, MAPPING, AND PROTOTYPING ANY BUSINESS MODEL q  WHO provides or creates value? q  FOR WHOM is value provided or delivered? q  WHAT is offered to Value Recipient? q  WHAT does the Value Creator get in return from Value Recipient? q  HOW does the Value Creator create, deliver, and capture/share value? VC VR O F WHEN: WHERE: …..........................................................................................
  30. 30. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing 5 QUESTIONS FOR DESCRIBING, MAPPING, AND PROTOTYPING ANY BUSINESS MODEL q  WHO provides or creates value? Value Creator q  FOR WHOM is value provided or delivered? Value Recipient q  WHAT is offered to Value Recipient? Output q  WHAT does the Value Creator get in return from Value Recipient? Feedback (Impact: -/+; Experience; Product-Informa<on-Goods-Services (PIGS)) q  HOW does the Value Creator create, deliver, and capture/share value? Resources; Processes; Values (RPV); Channels; Partners VC VR O F WHEN: WHERE: …..........................................................................................
  31. 31. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing FEEDBACK OUTPUT VALUE CREATOR VALUE RECIPIENT Channels 5 QUESTIONS FOR DESCRIBING, MAPPING, AND PROTOTYPING ANY BUSINESS MODEL q  WHO provides or creates value? Value Creator q  FOR WHOM is value provided or delivered? Value Recipient q  WHAT is offered to Value Recipient? Output q  WHAT does the Value Creator get in return from Value Recipient? Feedback (Impact: -/+; Experience; Product-Informa<on-Goods-Services (PIGS)) q  HOW does the Value Creator create, deliver, and capture/share value? Resources; Processes; Values (RPV); Channels; Partners VC VR O F WHEN: WHERE: …..........................................................................................
  32. 32. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing FEEDBACK (Reac<on) OUTPUT (TOOL) VALUE CREATOR VALUE RECIPIENT Channels 5 QUESTIONS FOR DESCRIBING, MAPPING, AND PROTOTYPING ANY BUSINESS MODEL q  WHO provides or creates value? Value Creator q  FOR WHOM is value provided or delivered? Value Recipient q  WHAT is offered to Value Recipient? Output q  WHAT does the Value Creator get in return from Value Recipient? Feedback (Impact: -/+; Experience; Product-Informa<on-Goods-Services (PIGS)) q  HOW does the Value Creator create, deliver, and capture/share value? Resources; Processes; Values (RPV); Channels; Partners VC VR O F WHEN: WHERE: …..........................................................................................
  33. 33. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing VALUE CREATOR VALUE RECIPIENT Channels 5 QUESTIONS FOR DESCRIBING, MAPPING, AND PROTOTYPING ANY BUSINESS MODEL q  WHO provides or creates value? Value Creator q  FOR WHOM is value provided or delivered? Value Recipient q  WHAT is offered to Value Recipient? Output q  WHAT does the Value Creator get in return from Value Recipient? Feedback (Impact: -/+; Experience; Product-Informa<on-Goods-Services (PIGS)) q  HOW does the Value Creator create, deliver, and capture/share value? Resources; Processes; Values (RPV); Channels; Partners FEEDBACK (Reac<on) OUTPUT (TOOL) VC VR O F WHEN: WHERE: …..........................................................................................
  34. 34. 5 QUESTIONS FOR DESCRIBING, MAPPING, AND PROTOTYPING ANY BUSINESS MODEL q  WHO provides or creates value? Value Creator q  FOR WHOM is value provided or delivered? Value Recipient q  WHAT is offered to Value Recipient? Output q  WHAT does the Value Creator get in return from Value Recipient? Feedback (Impact: -/+; Experience; Product-Informa<on-Goods-Services (PIGS)) q  HOW does the Value Creator create, deliver, and capture/share value? Resources; Processes; Values (RPV); Channels; Partners BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing VALUE CREATOR VALUE RECIPIENT Channels Value Creator FEEDBACK (Reac<on) OUTPUT (TOOL) VC VR O F WHEN: WHERE: …..........................................................................................
  35. 35. 5 QUESTIONS FOR DESCRIBING, MAPPING, AND PROTOTYPING ANY BUSINESS MODEL q  WHO provides or creates value? Value Creator q  FOR WHOM is value provided or delivered? Value Recipient q  WHAT is offered to Value Recipient? Output q  WHAT does the Value Creator get in return from Value Recipient? Feedback (Impact: -/+; Experience; Product-Informa<on-Goods-Services (PIGS)) q  HOW does the Value Creator create, deliver, and capture/share value? Resources; Processes; Values (RPV); Channels; Partners BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing VALUE CREATOR VALUE RECIPIENT Channels Value Creator Value Reci- pient FEEDBACK (Reac<on) OUTPUT (TOOL) VC VR O F WHEN: WHERE: …..........................................................................................
  36. 36. 5 QUESTIONS FOR DESCRIBING, MAPPING, AND PROTOTYPING ANY BUSINESS MODEL q  WHO provides or creates value? Value Creator q  FOR WHOM is value provided or delivered? Value Recipient q  WHAT is offered to Value Recipient? Output q  WHAT does the Value Creator get in return from Value Recipient? Feedback (Impact: -/+; Experience; Product-Informa<on-Goods-Services (PIGS)) q  HOW does the Value Creator create, deliver, and capture/share value? Resources; Processes; Values (RPV); Channels; Partners BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing VALUE CREATOR VALUE RECIPIENT Channels Value Creator Value Reci- pient Out- put FEEDBACK (Reac<on) OUTPUT (TOOL) VC VR O F WHEN: WHERE: …..........................................................................................
  37. 37. 5 QUESTIONS FOR DESCRIBING, MAPPING, AND PROTOTYPING ANY BUSINESS MODEL q  WHO provides or creates value? Value Creator q  FOR WHOM is value provided or delivered? Value Recipient q  WHAT is offered to Value Recipient? Output q  WHAT does the Value Creator get in return from Value Recipient? Feedback (Impact: -/+; Experience; Product-Informa<on-Goods-Services (PIGS)) q  HOW does the Value Creator create, deliver, and capture/share value? Resources; Processes; Values (RPV); Channels; Partners BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing VALUE CREATOR VALUE RECIPIENT Channels Value Creator Value Reci- pient Out- put FEEDBACK (Reac<on) OUTPUT (TOOL) VC VR O F WHEN: WHERE: ….......................................................................................... Feedback (Cue; Impact: -/+)
  38. 38. 5 QUESTIONS FOR DESCRIBING, MAPPING, AND PROTOTYPING ANY BUSINESS MODEL q  WHO provides or creates value? Value Creator q  FOR WHOM is value provided or delivered? Value Recipient q  WHAT is offered to Value Recipient? Output q  WHAT does the Value Creator get in return from Value Recipient? Feedback (Impact: -/+; Experience; Product-Informa<on-Goods-Services (PIGS)) q  HOW does the Value Creator create, deliver, and capture/share value? Resources; Processes; Values (RPV); Channels; Partners BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing VALUE CREATOR VALUE RECIPIENT Channels Value Creator Value Reci- pient Out- put Part- ners Chan -nels FEEDBACK (Reac<on) OUTPUT (TOOL) VC VR O F WHEN: WHERE: ….......................................................................................... Feedback (Cue; Impact: -/+)
  39. 39. Background Origin of the Business Model Strip
  40. 40. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing WHO WHAT HOW WHY WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: …..........................................................................................
  41. 41. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing WHO WHAT HOW WHY WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: …..........................................................................................
  42. 42. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing VC VR O F WHO WHAT HOW WHY WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: …..........................................................................................
  43. 43. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons VC VR O F WHEN: WHERE: …..........................................................................................
  44. 44. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing VC VR O F OBJECT VERB SUBJECT WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: …..........................................................................................
  45. 45. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing VC VR O F SUBJECT: Costs: $; Non-$ VERB (Process/ Ac6on; “hires”) OBJECT (Product) WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: …..........................................................................................
  46. 46. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Customer VC VR O F SUBJECT: Costs: $; Non-$ VERB (Process/ Ac6on; “hires”) OBJECT (Product) WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: …..........................................................................................
  47. 47. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Customer Channels VC VR O F SUBJECT: Costs: $; Non-$ VERB (Process/ Ac6on; “hires”) OBJECT (Product) WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: …..........................................................................................
  48. 48. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Customer Channels Benefits: $; Non-$ VC VR O F SUBJECT: Costs: $; Non-$ VERB (Process/ Ac6on; “hires”) OBJECT (Product) WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: …..........................................................................................
  49. 49. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing OUTPUT (O) Channels Customer Benefits: $; Non-$ VC VR O F SUBJECT: Costs: $; Non-$ VALUE CREATOR (VC) VALUE RECIPIENT (VR) VERB (Process/ Ac6on; “hires”) OBJECT (Product) FEEDBACK (F) (Reac<on) WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: …..........................................................................................
  50. 50. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Channels Customer Benefits: $; Non-$ VC VR O F SUBJECT: Costs: $; Non-$ OUTPUT (O) VALUE CREATOR (VC) VALUE RECIPIENT (VR) VERB (Process/ Ac6on; “hires”) OBJECT (Product) FEEDBACK (F) (Reac<on) WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: ….......................................................................................... EMOTION: -/+ (Energy)
  51. 51. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Channels Customer Benefits: $; Non-$ VC VR O F SUBJECT: Costs: $; Non-$ OUTPUT (O) VALUE CREATOR (VC) VALUE RECIPIENT (VR) VERB (Process/ Ac6on; “hires”) OBJECT (Product) FEEDBACK (F) (Reac<on) WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: ….......................................................................................... EMOTION: -/+ (Energy)
  52. 52. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Channels Customer Benefits: $; Non-$ OUTPUT (TOOL)-(O) q  Func<onality q  Trade-off (-/+) q  Pain Relievers q  Delight Creators q  Pain Creators VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) VC VR O F SUBJECT: Costs: $; Non-$ VERB (Process/ Ac6on; “hires”) OBJECT (Product) FEEDBACK (F) (Reac<on) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: ….......................................................................................... EMOTION: -/+ (Energy)
  53. 53. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Channels VC VR O F OUTPUT (O) VALUE CREATOR (VC) VALUE RECIPIENT (VR) FEEDBACK (F) (Reac<on) WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: …..........................................................................................
  54. 54. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing VC VR O F VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: …..........................................................................................
  55. 55. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing VC VR O F VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: …..........................................................................................
  56. 56. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing VC VR O F OUTPUT (TOOL)-(O) VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: …..........................................................................................
  57. 57. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Channels VC VR O F OUTPUT (TOOL)-(O) VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: …..........................................................................................
  58. 58. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Channels VC VR O F OUTPUT (TOOL)-(O) VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) FEEDBACK (F) (Reac<on) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: …..........................................................................................
  59. 59. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Channels VC VR O F OUTPUT (TOOL)-(O) VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) FEEDBACK (F) (Reac<on) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: …..........................................................................................
  60. 60. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Channels VC VR O F VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) OUTPUT (TOOL)-(O) q  Func<onality q  Trade-off (-/+) q  Pain Relievers q  Delight Creators q  Pain Creators FEEDBACK (F) (Reac<on) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: …..........................................................................................
  61. 61. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Channels OUTPUT (TOOL)-(O) q  Func<onality q  Trade-off (-/+) q  Pain Relievers q  Delight Creators q  Pain Creators Benefits: $; Non-$ Customer Provider: Costs: $; Non-$ Value Prop./Product VC VR O F VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) FEEDBACK (F) (Reac<on) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: …..........................................................................................
  62. 62. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Channels Customer Value Prop./Product Value for Stakeholder TOOL-CUSTOMER FITNESS (TCF) WINDOW (Problem-Solu<on, Trade-off, or Product-Market Fitness Benefits: $; Non-$ Provider: Costs: $; Non-$ VC VR O F OUTPUT (TOOL)-(O) q  Func<onality q  Trade-off (-/+) q  Pain Relievers q  Delight Creators q  Pain Creators VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) FEEDBACK (F) (Reac<on) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons WHERE: ….........................................................
  63. 63. BUSINESS MODEL STRIP q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Customer Value Prop./Product Channels TRIPLE HAPPINESS EXPERIENCE (THE) WINDOW (Tri-Happiness or Tri-Benefit Cost Analysis) Value for Stakeholder Tri-Value for Organiza<on: Financial/ Social/Environmental Value TOOL-CUSTOMER FITNESS (TCF) WINDOW (Problem-Solu<on, Trade-off, or Product-Market Fitness Benefits: $; Non-$ Provider: Costs: $; Non-$ VC VR O F OUTPUT (TOOL)-(O) q  Func<onality q  Trade-off (-/+) q  Pain Relievers q  Delight Creators q  Pain Creators FEEDBACK (F) (Reac<on) VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons
  64. 64. Example
  65. 65. APPLE’S BUSINESS MODEL STRIP: Classic iPod q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Provider: Apple Costs: $; Non-$ VC VR O F OUTPUT (TOOL)-(O) q  Func<onality q  Trade-off (-/+) q  Pain Relievers q  Delight Creators q  Pain Creators VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) WHERE: Music Industry (Digital Music Players) FEEDBACK (F) (Reac<on) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons
  66. 66. APPLE’S BUSINESS MODEL STRIP: Classic iPod q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Provider: Apple Costs: $; Non-$ VC VR O F OUTPUT (TOOL)-(O) q  Func<onality q  Trade-off (-/+) q  Pain Relievers q  Delight Creators q  Pain Creators VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) WHERE: Music Industry (Digital Music Players) FEEDBACK (F) (Reac<on) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons
  67. 67. APPLE’S BUSINESS MODEL STRIP: Classic iPod q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Customer: Music Lover VC VR O F Provider: Apple Costs: $; Non-$ OUTPUT (TOOL)-(O) q  Func<onality q  Trade-off (-/+) q  Pain Relievers q  Delight Creators q  Pain Creators VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) WHERE: Music Industry (Digital Music Players) FEEDBACK (F) (Reac<on) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons
  68. 68. APPLE’S BUSINESS MODEL STRIP: Classic iPod q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Value Prop./Product: Classic iPod Customer: Music Lover “A Thousand Songs in Your Pocket” VC VR O F Provider: Apple Costs: $; Non-$ OUTPUT (TOOL)-(O) q  Func<onality q  Trade-off (-/+) q  Pain Relievers q  Delight Creators q  Pain Creators VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) WHERE: Music Industry (Digital Music Players) FEEDBACK (F) (Reac<on) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons
  69. 69. APPLE’S BUSINESS MODEL STRIP: Classic iPod q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Apple.com Apple Stores Retailers Value Prop./Product: Classic iPod Customer: Music Lover “A Thousand Songs in Your Pocket” VC VR O F Provider: Apple Costs: $; Non-$ OUTPUT (TOOL)-(O) q  Func<onality q  Trade-off (-/+) q  Pain Relievers q  Delight Creators q  Pain Creators VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) WHERE: Music Industry (Digital Music Players) FEEDBACK (F) (Reac<on) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons
  70. 70. APPLE’S BUSINESS MODEL STRIP: Classic iPod q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Apple.com Apple Stores Retailers Value Prop./Product: Classic iPod Customer: Music Lover “A Thousand Songs in Your Pocket” Revenue ($): Asset (Product) Sale VC VR O F Provider: Apple Costs: $; Non-$ OUTPUT (TOOL)-(O) q  Func<onality q  Trade-off (-/+) q  Pain Relievers q  Delight Creators q  Pain Creators VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) WHERE: Music Industry (Digital Music Players) FEEDBACK (F) (Reac<on) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons
  71. 71. APPLE’S BUSINESS MODEL STRIP: Classic iPod q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Apple.com Apple Stores Retailers Revenue ($): Asset (Product) Sale Value Prop./Product: Classic iPod Customer: Music Lover “A Thousand Songs in Your Pocket” Value for Stakeholder TOOL-CUSTOMER FITNESS (TCF) WINDOW (Problem-Solu<on, Trade-off, or Product-Market Fitness VC VR O F Provider: Apple Costs: $; Non-$ OUTPUT (TOOL)-(O) q  Func<onality q  Trade-off (-/+) q  Pain Relievers q  Delight Creators q  Pain Creators VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) WHERE: Music Industry (Digital Music Players) FEEDBACK (F) (Reac<on) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons
  72. 72. APPLE’S BUSINESS MODEL STRIP: Classic iPod q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Apple.com Apple Stores Retailers Value Prop./Product: Classic iPod Customer: Music Lover “A Thousand Songs in Your Pocket” Tri-Value for Organiza<on: Financial/ Social/Environmental Value Value for Stakeholder TOOL-CUSTOMER FITNESS (TCF) WINDOW (Problem-Solu<on, Trade-off, or Product-Market Fitness TRIPLE HAPPINESS EXPERIENCE (THE) WINDOW (Tri-Happiness or Tri-Benefit Cost Analysis) Revenue ($): Asset (Product) Sale VC VR O F Provider: Apple Costs: $; Non-$ OUTPUT (TOOL)-(O) q  Func<onality q  Trade-off (-/+) q  Pain Relievers q  Delight Creators q  Pain Creators VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) FEEDBACK (F) (Reac<on) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons
  73. 73. APPLE’S BUSINESS MODEL STRIP: Classic iPod q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Channels Customer Benefits: $; Non-$ Classic iPod Music Lover “A Thousand Songs in Your Pocket” Provider: Apple Costs: $; Non-$ VC VR O F SUBJECT: Costs: $; Non-$ OUTPUT (TOOL)-(O) q  Func<onality q  Trade-off (-/+) q  Pain Relievers q  Delight Creators q  Pain Creators VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) WHERE: Music Industry (Digital Music Players) VERB (Process/ Ac6on; “hires”) OBJECT (Product) FEEDBACK (F) (Reac<on) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons EMOTION: -/+ (Energy)
  74. 74. APPLE’S BUSINESS MODEL STRIP: Classic iPod q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Channels Customer Benefits: $; Non-$ Classic iPod Music Lover “A Thousand Songs in Your Pocket” Provider: Apple Costs: $; Non-$ VC VR O F SUBJECT: Costs: $; Non-$ OUTPUT (TOOL)-(O) q  Func<onality q  Trade-off (-/+) q  Pain Relievers q  Delight Creators q  Pain Creators VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) WHERE: Music Industry (Digital Music Players) VERB (Process/ Ac6on; “hires”) OBJECT (Product) FEEDBACK (F) (Reac<on) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons EMOTION: -/+ (Energy)
  75. 75. “Canvas” vs. “Strip”
  76. 76. Fastest Way to Map, Prototype, and Test Business Models That Achieve Goals: Business Model Canvas vs. Business Model Strip q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Why Draw 9 Building Blocks for Your Business Model … When You Can Just Draw 1 Business Model Strip Alexander Osterwalder’s BUSINESS MODEL CANVAS (For-Profit) Rod King’s BUSINESS MODEL STRIP (For-Profit Pipe) BUSINESS MODEL STRIP (Minimum Viable Pipe) KP KA VP CR CS KR CH C$ R$ KEY q  CS: Customer Segment q  CH: Channels q  CR: Customer Rela<onships q  VP: Value Proposi<on q  KA: Key Ac<vi<es q  KR: Key Resources q  KP: Key Partners q  C$: Cost Structure q  R$: Revenue Streams Stakeholder: …....................................... Job To Get Done (JTGD): ….................... Pain/Delight (-/+): ................................. Pain Solving QuesMon (PSQ): ............... CS CR CH VP R$ KA KR KP C$ Business Model Canvas (BMC) Strip Output Feedback Channel Value Creator (Resources; Processes; Values) Value Recipient (Stakeholder: -/+) WHEN:
  77. 77. Fastest Way to Map, Prototype, and Test Business Models That Achieve Goals: Lean Canvas vs. Business Model Strip q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Why Draw 9 Building Blocks for Your Business Model … When You Can Just Draw 1 Business Model Strip Ash Maurya’s LEAN CANVAS Rod King’s BUSINESS MODEL STRIP (For-Profit Pipe) BUSINESS MODEL STRIP (Minimum Viable Pipe) Prob Soln VP UA CS KM CH C$ R$ KEY q  CS: Customer Segment q  CH: Channels q  UA: Unfair Advantages q  VP: Value Proposi<on q  Soln: Solu<on q  KM: Key Metrics q  Prob: Problem q  C$: Cost Structure q  R$: Revenue Streams Stakeholder: …....................................... Job To Get Done (JTGD): ….................... Pain/Delight (-/+): ................................. Pain Solving QuesMon (PSQ): ............... Output Feedback KM Soln Lean Canvas (LC) Strip Value Creator (Resources; Processes; Values) Value Recipient (Stakeholder: -/+) Channel CS CH VP R$ Prob UA C$ WHEN:
  78. 78. Rod King’s BUSINESS MODEL STRIP: Language/Business Model Strip q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Channels Customer Benefits: $; Non-$ Business Model Strip Kid Entrepreneur/Young Innovator/Startup “A Thousand Tools On a Single Strip” Provider: Rod King Costs: $; Non-$ VC VR O F SUBJECT: Costs: $; Non-$ WHERE: Consul6ng (Goal Achievement Tools) VERB (Process/ Ac6on; “hires”) OBJECT (Product) WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons
  79. 79. Rod King’s BUSINESS MODEL STRIP: Language/Business Model Strip q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Channels Customer Benefits: $; Non-$ Business Model Strip Kid Entrepreneur/Young Innovator/Startup “A Thousand Tools On a Single Strip” Provider: Rod King Costs: $; Non-$ VC VR O F SUBJECT: Costs: $; Non-$ WHERE: Consul6ng (Goal Achievement Tools) VERB (Process/ Ac6on; “hires”) OBJECT (Product) WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons EMOTION: -/+ (Energy)
  80. 80. Rod King’s BUSINESS MODEL STRIP: Language/Business Model Strip q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Channels Customer Benefits: $; Non-$ Business Model Strip Kid Entrepreneur/Young Innovator/Startup “A Thousand Tools On a Single Strip” Provider: Rod King Costs: $; Non-$ VC VR O F SUBJECT: Costs: $; Non-$ OUTPUT (TOOL)-(O) q  Func<onality q  Trade-off (-/+) q  Pain Relievers q  Delight Creators q  Pain Creators VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) WHERE: Consul6ng (Goal Achievement Tools) VERB (Process/ Ac6on; “hires”) OBJECT (Product) FEEDBACK (F) (Reac<on) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons EMOTION: -/+ (Energy)
  81. 81. APPENDIX How to Use the Business Model Strip Community Happiness Canvas for Business Model Strip
  82. 82. Theme (+/0/-) 1 2 3 4 BUSINESS MODEL STRIP: Topics (Characteris6cs of “Exchange Pipe”) Community Happiness Canvas: Topics (Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem) PAIN SOLVING QUESTION (PSQ): How Might We Eliminate Pain (HMWEP) of “X”? 1. PAIN (Collect; Empathize; Define) 1.1 Problem/Challenge/Pain (Trade-off) 1.2 Customers/Stakeholders 1.3 Other SoluMons 2. PLAN (To Do: Ideas; Ideate) 2.1 Proposed Solu<on 2.2 Plan of Ac<on 2.3 Resources 3. DO (Doing: Build/ Prototype; Measure; Test) 4. REVIEW (Done: Learn; Innova<on Accoun<ng) 4.1 Budget: COST (STRUCTURE) 4.2 Mo<va<on: BENEFITS – REVENUE (STREAMS) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Topics of Business Model Strip vs. Topics of Community Happiness Canvas (CHC) Rapidly Remove Obstacles to Achieving Goals, Dreams, and Visions WHERE (ENVIRONMENT/Context) WHO WHY WHAT HOW
  83. 83. Theme (+/0/-) 1 2 3 4 BUSINESS MODEL STRIP: Topics (Characteris6cs of “Exchange Pipe”) Community Happiness Canvas: Topics (Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem) PAIN SOLVING QUESTION (PSQ): How Might We Eliminate Pain (HMWEP) of “X”? 1. PAIN (Collect; Empathize; Define) 1.1 Problem/Challenge/Pain (Trade-off) 1.2 Customers/Stakeholders 1.3 Other SoluMons 2. PLAN (To Do: Ideas; Ideate) 2.1 Proposed Solu<on 2.2 Plan of Ac<on 2.3 Resources 3. DO (Doing: Build/ Prototype; Measure; Test) 4. REVIEW (Done: Learn; Innova<on Accoun<ng) 4.1 Budget: COST (STRUCTURE) 4.2 Mo<va<on: BENEFITS – REVENUE (STREAMS) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Topics of Business Model Strip vs. Topics of Community Happiness Canvas (CHC) Rapidly Remove Obstacles to Achieving Goals, Dreams, and Visions WHERE (ENVIRONMENT/Context) WHO WHY WHAT HOW VALUE RECIPIENT VALUE CREATOR FEEDBACK (Reac<on) OUTPUT (TOOL)
  84. 84. Theme (+/0/-) 1 2 3 4 BUSINESS MODEL STRIP: Topics (Characteris6cs of “Exchange Pipe”) Community Happiness Canvas: Topics (Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem) PAIN SOLVING QUESTION (PSQ): How Might We Eliminate Pain (HMWEP) of “X”? 1. PAIN (Collect; Empathize; Define) 1.1 Problem/Challenge/Pain (Trade-off) 1.2 Customers/Stakeholders 1.3 Other SoluMons 2. PLAN (To Do: Ideas; Ideate) 2.1 Proposed Solu<on 2.2 Plan of Ac<on 2.3 Resources 3. DO (Doing: Build/ Prototype; Measure; Test) 4. REVIEW (Done: Learn; Innova<on Accoun<ng) 4.1 Budget: COST (STRUCTURE) 4.2 Mo<va<on: BENEFITS – REVENUE (STREAMS) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Topics of Business Model Strip vs. Topics of Community Happiness Canvas (CHC) Rapidly Remove Obstacles to Achieving Goals, Dreams, and Visions WHERE (ENVIRONMENT/Context) WHO WHY WHAT HOW VALUE RECIPIENT OUTPUT (TOOL) VALUE CREATOR FEEDBACK (Reac<on)
  85. 85. 6 Pain Solving Actors
  86. 86. Six Pain Solving Actors (Rod King’s Adapta6on of Rudyard Kipling’s Poem,“Six Honest Serving Men”) I KEEP a family of six pain solving actors. They teach me all I know about Con.nuous Pain Solving & Learning. The parents are Timer and Spacer. The children are QuesMoner and Planner and Doer and Reviewer. They teach me to con<nuously use in Space and Time the Pain Solving Cycle: Pain-Plan-Do-Review (PPDR). I send the family of six pain solving actors over land and sea and air, I send them east and west; I send them north and south. I send them everywhere; I send them all over our fractal universe. But arer they have scien<fically and rigorously worked for me, I give them all a rest while I sleep so that they can incubate ideas. I let the family help me play the Rapid Experiment (XP) Game, For the environment is vola<le, uncertain, complex, and ambiguous. The six actors help me in improvement and innova<on projects, For the family of pain solving actors is flexible and ambidextrous. But different folk have different views; I know an entrepreneur in a Startup — He apparently keeps ten million pain solving actors, They are straight, chao<c, unscien<fic, and get no rest at all! He sends 'em abroad to do Waterfall Business Planning, No wonder all his projects are costly, long, and wasteful … er, fail! QUESTIONER WHO - Pain TIMER (WHEN) SPACER (WHERE) PLANNER HOW - Plan DOER WHAT – Do REVIEWER WHY - Reviewer World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
  87. 87. BUSINESS MODEL STRIP: 6 Pain Solving Actors (PSA) for Radically Improving the Performance of Startups and Companies World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing WHY WHAT HOW q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: WHERE: ….......................................................................................... WHO
  88. 88. BUSINESS MODEL STRIP: 6 Pain Solving Actors (PSA) for Radically Improving the Performance of Startups and Companies World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Balanced Scorecard WHY WHAT HOW q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: q  VISION: …............................. q  STRATEGY: …........................ q  VISION: …...................................................................................... q  STRATEGY (Red Ocean/Blue Ocean/Luxury/Disrup<on): ............ WHERE: ….......................................................................................... WHO o  Co-creators (Beneficiaries) o  Partners; Investors o  “Governors” (Other Par<es) Financial (Value) Perspec<ve Learning & Growth Perspec<ve Internal Process Perspec<ve Customer (Channels; Ext. Stakeholder) Perspec<ve
  89. 89. BUSINESS MODEL STRIP: 6 Pain Solving Actors (PSA) for Radically Improving the Performance of Startups and Companies World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Balanced Scorecard WHY WHAT HOW q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: q  VISION: …...................................................................................... q  STRATEGY (Red Ocean/Blue Ocean/Luxury/Disrup<on): ............ WHERE: ….......................................................................................... WHO o  Co-creators (Beneficiaries) o  Partners; Investors o  “Governors” (Other Par<es) Financial (Value) Perspec<ve Learning & Growth Perspec<ve Internal Process Perspec<ve Customer (Channels; Ext. Stakeholder) Perspec<ve
  90. 90. BUSINESS MODEL STRIP: 6 Pain Solving Actors (PSA) for Radically Improving the Performance of Startups and Companies World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Balanced Scorecard WHY WHAT HOW q  Future (To Do) q  Present (Doing) q  Past (Done) Metrics or KPIs WHEN: q  VISION: …...................................................................................... q  STRATEGY (Red Ocean/Blue Ocean/Luxury/Disrup<on): ............ WHERE: ….......................................................................................... WHO o  Co-creators (Beneficiaries) o  Partners; Investors o  “Governors” (Other Par<es) Financial (Value) Perspec<ve Learning & Growth Perspec<ve Internal Process Perspec<ve Customer (Channels; Ext. Stakeholder) Perspec<ve
  91. 91. BUSINESS MODEL STRIP: 6 Pain Solving Actors (PSA) for Radically Improving the Performance of Startups and Companies World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Balanced Scorecard q  Training Events q  Cer6fica6ons q  No. of Patents Metrics or KPIs q  Defects (Bugs) q  Cycle Time q  Throughput q  Reten6on q  Referral q  Market Share WHY WHAT HOW q  Engagement q  Acquisi6on q  Ac6va6on q  Future (To Do) q  Present (Doing) q  Past (Done) q  Revenue; Benefits q  Cost; Acquisi6on Cost q  Profit; Shared Value WHEN: q  VISION: …...................................................................................... q  STRATEGY (Red Ocean/Blue Ocean/Luxury/Disrup<on): ............ WHERE: ….......................................................................................... WHO o  Co-creators (Beneficiaries) o  Partners; Investors o  “Governors” (Other Par<es) Financial (Value) Perspec<ve Learning & Growth Perspec<ve Internal Process Perspec<ve Customer (Channels; Ext. Stakeholder) Perspec<ve
  92. 92. BUSINESS MODEL STRIP: 6 Pain Solving Actors (PSA) for Radically Improving the Performance of Startups and Companies World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Balanced Scorecard q  Training Events q  Cer6fica6ons q  No. of Patents Metrics or KPIs q  Defects (Bugs) q  Cycle Time q  Throughput q  Reten6on q  Referral q  Market Share WHY WHAT HOW q  Engagement q  Acquisi6on q  Ac6va6on q  Future (To Do) q  Present (Doing) q  Past (Done) VC VR O F q  Revenue; Benefits q  Cost; Acquisi6on Cost q  Profit; Shared Value WHEN: BUSINESS MODEL STRIP q  VISION: …...................................................................................... q  STRATEGY (Red Ocean/Blue Ocean/Luxury/Disrup<on): ............ WHERE: ….......................................................................................... WHO o  Co-creators (Beneficiaries) o  Partners; Investors o  “Governors” (Other Par<es) Financial (Value) Perspec<ve Learning & Growth Perspec<ve Internal Process Perspec<ve Customer (Channels; Ext. Stakeholder) Perspec<ve
  93. 93. BUSINESS MODEL STRIP: 6 Pain Solving Actors (PSA) for Radically Improving the Performance of Startups and Companies World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Balanced Scorecard q  Training Events q  Cer6fica6ons q  No. of Patents Metrics or KPIs q  Defects (Bugs) q  Cycle Time q  Throughput q  Reten6on q  Referral q  Market Share WHY WHAT HOW q  Engagement q  Acquisi6on q  Ac6va6on q  Future (To Do) q  Present (Doing) q  Past (Done) VC VR O F GOAL HIERARCHY q  Descrip<on q  Goal q  Objec<ves q  Measures q  Targets q  Ini<a<ves (Experiments) q  Revenue; Benefits q  Cost; Acquisi6on Cost q  Profit; Shared Value WHEN: H Y P O T H E S E S (PLAN: To Do) BUSINESS MODEL STRIP q  VISION: …...................................................................................... q  STRATEGY (Red Ocean/Blue Ocean/Luxury/Disrup<on): ............ WHERE: ….......................................................................................... WHO o  Co-creators (Beneficiaries) o  Partners; Investors o  “Governors” (Other Par<es) Financial (Value) Perspec<ve Learning & Growth Perspec<ve Internal Process Perspec<ve Customer (Channels; Ext. Stakeholder) Perspec<ve
  94. 94. GOAL HIERARCHY q  Descrip<on q  Goal q  Objec<ves q  Measures q  Targets q  Ini<a<ves (Experiments) BUSINESS MODEL STRIP: 6 Pain Solving Actors (PSA) for Radically Improving the Performance of Startups and Companies World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Balanced Scorecard q  Training Events q  Cer6fica6ons q  No. of Patents Metrics or KPIs q  Defects (Bugs) q  Cycle Time q  Throughput q  Reten6on q  Referral q  Market Share WHY WHAT HOW q  Engagement q  Acquisi6on q  Ac6va6on q  Future (To Do) q  Present (Doing) q  Past (Done) VC VR O F Channels Customer Benefits: $; Non-$ Costs: $; Non-$ Value Proposi<on/ Product/Service Inputs (Resources) Processes (Core Values) q  Revenue; Benefits q  Cost; Acquisi6on Cost q  Profit; Shared Value WHEN: H Y P O T H E S E S (PLAN: To Do) BUSINESS MODEL STRIP q  VISION: …...................................................................................... q  STRATEGY (Red Ocean/Blue Ocean/Luxury/Disrup<on): ............ WHERE: ….......................................................................................... WHO o  Co-creators (Beneficiaries) o  Partners; Investors o  “Governors” (Other Par<es) Financial (Value) Perspec<ve Learning & Growth Perspec<ve Internal Process Perspec<ve Customer (Channels; Ext. Stakeholder) Perspec<ve
  95. 95. GOAL HIERARCHY q  Descrip<on q  Goal q  Objec<ves q  Measures q  Targets q  Ini<a<ves (Experiments) BUSINESS MODEL STRIP: 6 Pain Solving Actors (PSA) for Radically Improving the Performance of Startups and Companies World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Balanced Scorecard q  Training Events q  Cer6fica6ons q  No. of Patents Metrics or KPIs q  Defects (Bugs) q  Cycle Time q  Throughput q  Reten6on q  Referral q  Market Share WHY WHAT HOW q  Engagement q  Acquisi6on q  Ac6va6on q  Future (To Do) q  Present (Doing) q  Past (Done) VC VR O F Channels Customer Benefits: $; Non-$ Costs: $; Non-$ Value Proposi<on/ Product/Service Inputs (Resources) Processes (Core Values) q  Revenue; Benefits q  Cost; Acquisi6on Cost q  Profit; Shared Value BUSINESS MODEL STRIP WHEN: H Y P O T H E S E S (PLAN: To Do) q  VISION: …...................................................................................... q  STRATEGY (Red Ocean/Blue Ocean/Luxury/Disrup<on): ............ WHERE: ….......................................................................................... WHO o  Co-creators (Beneficiaries) o  Partners; Investors o  “Governors” (Other Par<es) Financial (Value) Perspec<ve Learning & Growth Perspec<ve Internal Process Perspec<ve Customer (Channels; Ext. Stakeholder) Perspec<ve
  96. 96. SWOT ANALYSIS: Descrip<on q  S (+): Strengths q  W (-): Weaknesses q  O (+): Opportuni6es q  T (-): Threats BUSINESS MODEL STRIP: 6 Pain Solving Actors (PSA) for Radically Improving the Performance of Startups and Companies World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Balanced Scorecard q  Training Events q  Cer6fica6ons q  No. of Patents Metrics or KPIs q  Defects (Bugs) q  Cycle Time q  Throughput q  Reten6on q  Referral q  Market Share WHY WHAT HOW q  Engagement q  Acquisi6on q  Ac6va6on q  Future (To Do) q  Present (Doing) q  Past (Done) VC VR O F Channels Customer Benefits: $; Non-$ Costs: $; Non-$ Value Proposi<on/ Product/Service Inputs (Resources) Processes (Core Values) q  Revenue; Benefits q  Cost; Acquisi6on Cost q  Profit; Shared Value BUSINESS MODEL STRIP WHEN: q  VISION: …...................................................................................... q  STRATEGY (Red Ocean/Blue Ocean/Luxury/Disrup<on): ............ WHERE: ….......................................................................................... WHO o  Co-creators (Beneficiaries) o  Partners; Investors o  “Governors” (Other Par<es) Financial (Value) Perspec<ve Learning & Growth Perspec<ve Internal Process Perspec<ve Customer (Channels; Ext. Stakeholder) Perspec<ve Future Present S T R A T E G Y
  97. 97. BUSINESS MODEL STRIP: 6 Pain Solving Actors (PSA) for Radically Improving the Performance of Startups and Companies q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Channels Customer Benefits: $; Non-$ VC VR O F Costs: $; Non-$ Balanced Scorecard Metrics or KPIs Value Proposi<on/ Product/Service Inputs (Resources) WHY WHAT HOW q  Training Events q  Cer6fica6ons q  No. of Patents q  Defects (Bugs) q  Cycle Time q  Throughput q  Reten6on q  Referral q  Market Share q  Engagement q  Acquisi6on q  Ac6va6on Processes (Core Values) q  Revenue; Benefits q  Cost; Acquisi6on Cost q  Profit; Shared Value WHEN: BUSINESS MODEL STRIP q  VISION: …...................................................................................... q  STRATEGY (Red Ocean/Blue Ocean/Luxury/Disrup<on): ............ WHERE: ….......................................................................................... WHO o  Co-creators (Beneficiaries) o  Partners; Investors o  “Governors” (Other Par<es) Financial (Value) Perspec<ve Learning & Growth Perspec<ve Internal Process Perspec<ve Customer (Channels; Ext. Stakeholder) Perspec<ve
  98. 98. BUSINESS MODEL STRIP: 6 Pain Solving Actors (PSA) for Radically Improving the Performance of Startups and Companies q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Channels Customer FEEDBACK (F) (Reac<on) Benefits: $; Non-$ VC VR O F Costs: $; Non-$ OUTPUT (TOOL)-(O) q  Func<onality q  Trade-off (-/+) q  Pain Relievers q  Delight Creators q  Pain Creators VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) Balanced Scorecard q  VISION: …...................................................................................... q  STRATEGY (Red Ocean/Blue Ocean/Luxury/Disrup<on): ............ Metrics or KPIs Value Proposi<on/ Product/Service Inputs (Resources) WHY WHAT HOW q  Training Events q  Cer6fica6ons q  No. of Patents q  Defects (Bugs) q  Cycle Time q  Throughput q  Reten6on q  Referral q  Market Share q  Engagement q  Acquisi6on q  Ac6va6on WHEN: Processes (Core Values) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor q  Revenue; Benefits q  Cost; Acquisi6on Cost q  Profit; Shared Value WHERE: ….......................................................................................... WHO o  Co-creators (Beneficiaries) o  Partners; Investors o  “Governors” (Other Par<es) Financial (Value) Perspec<ve Learning & Growth Perspec<ve Internal Process Perspec<ve Customer (Channels; Ext. Stakeholder) Perspec<ve
  99. 99. BUSINESS MODEL STRIP: 6 Pain Solving Actors (PSA) for Radically Improving the Performance of Startups and Companies q  Future (To Do) q  Present (Doing) q  Past (Done) World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Channels Customer FEEDBACK (F) (Reac<on) Benefits: $; Non-$ VC VR O F Costs: $; Non-$ OUTPUT (TOOL)-(O) q  Func<onality q  Trade-off (-/+) q  Pain Relievers q  Delight Creators q  Pain Creators VALUE RECIPIENT (VR) q  Persona or Profile q  Job To Get Done q  Delight (+) q  Pain (-) q  Pain Solving Ques<on (PSQ) Balanced Scorecard Metrics or KPIs Value Proposi<on/ Product/Service Inputs (Resources) WHY WHAT HOW q  Training Events q  Cer6fica6ons q  No. of Patents q  Defects (Bugs) q  Cycle Time q  Throughput q  Reten6on q  Referral q  Market Share q  Engagement q  Acquisi6on q  Ac6va6on Processes (Core Values) VALUE CREATOR (VC): q  Resources q  Ac<vi<es q  Values q  Happiness (+/-: Delight/Pain) q  Partners; Investor q  Revenue; Benefits q  Cost; Acquisi6on Cost q  Profit; Shared Value WHEN: Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe) Fastest Way to Describe, Map, Prototype, and Test How a Business Model (System) Achieves Goals & New Year’s Resolu6ons q  VISION: …...................................................................................... q  STRATEGY (Red Ocean/Blue Ocean/Luxury/Disrup<on): ............ WHERE: ….......................................................................................... WHO o  Co-creators (Beneficiaries) o  Partners; Investors o  “Governors” (Other Par<es) Financial (Value) Perspec<ve Learning & Growth Perspec<ve Internal Process Perspec<ve Customer (Channels; Ext. Stakeholder) Perspec<ve
  100. 100. Appendix Build-Measure-Learn (BML) Loop of Lean Startup Method
  101. 101. RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas) Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Output (Tool: Product) Feedback (Reac6on; Cue): -/+ Channel Subject Object Feedback (Reac6on; Cue): -/+ World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing How to Apply the Build-Measure-Learn Loop to a BUSINESS MODEL STRIP SUBJECT BEHAVIOR LOOP (STRIP) (SentenceStrip = SubjectPhrase + VerbPhrase + ObjectPhrase) EMOTION: -/+ (Energy) Stake- holder (Result) Verb (Ac6on; “Hires”) Channel (Place) Act Observe Orient Decide RESPOND SENSE
  102. 102. RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas) Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Output (Tool: Product) Feedback (Reac6on; Cue): -/+ Channel Subject Object Feedback (Reac6on; Cue): -/+ World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing How to Apply the Build-Measure-Learn Loop to a BUSINESS MODEL STRIP SUBJECT BEHAVIOR LOOP (STRIP) (SentenceStrip = SubjectPhrase + VerbPhrase + ObjectPhrase) EMOTION: -/+ (Energy) Stake- holder (Result) Verb (Ac6on; “Hires”) Channel (Place) Build Measure Learn Decide RESPOND SENSE
  103. 103. RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING For Rapid Organiza.onal Innova.on & Improvement BUSINESS MODEL STRIP (“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line; Stripped & Dynamic Project Canvas) Value Creator (Sender/ Input) Process (Ac6on) Value Recipient (Receiver) Output (Tool: Product) Feedback (Reac6on; Cue): -/+ Channel Subject Object Feedback (Reac6on; Cue): -/+ World’s First So`ware for Ideal Community Pain Solving & Design (CPSD) “Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing SUBJECT BEHAVIOR LOOP (STRIP) (SentenceStrip = SubjectPhrase + VerbPhrase + ObjectPhrase) EMOTION: -/+ (Energy) Stake- holder (Result) Verb (Ac6on; “Hires”) Channel (Place) Build Measure Learn Decide How to Apply the Build-Measure-Learn Loop to a BUSINESS MODEL STRIP

×