Combine	
  the	
  Best	
  of	
  “Blue	
  Ocean	
  Strategy”	
  and	
  “Lean	
  Startup	
  Methodology”	
 ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
The	
  Red	
  Ocean	
  DisrupTon	
  (ROD)	
  Stack	
  
for	
  
Blue	
  Ocean	
  Strategists	
  &	
  Lean	
  Startups	
  
A	
  Less	
  Risky	
  Journey	
  to	
  the	
  Blue	
  Ocean	
  
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
How	
  to	
  Be:er	
  Visualize	
  and	
  Sail	
  to	
  the	
  Blue	
  Ocean	
  
Use	
  the	
  Red	
  Ocean	
  DisrupTon	
...
 
	
  
	
  
	
  
Every	
  Great	
  Idea	
  Sails	
  Through	
  a	
  Lifecycle	
  of	
  5	
  Stages	
  
	
  
#BMYacht.	
  D...
 
	
  
	
  
	
  
Every	
  Great	
  Idea	
  Sails	
  Through	
  a	
  Lifecycle	
  of	
  5	
  Stages	
  
	
  
#BMYacht.	
  D...
 
	
  
	
  
	
  
Every	
  Great	
  Idea	
  Sails	
  Through	
  a	
  Lifecycle	
  of	
  5	
  Stages	
  
	
  
#BMYacht.	
  D...
 
	
  
	
  
	
  
Every	
  Great	
  Idea	
  Sails	
  Through	
  a	
  Lifecycle	
  of	
  5	
  Stages	
  
	
  
#BMYacht.	
  D...
 
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  &	
  h:p://twi:er.co...
 
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  &	
  h:p://twi:er.co...
Business	
  Model	
  Yacht	
  
Red	
  Ocean	
  DisrupZon	
  (ROD)	
  Storyboard	
  
Business	
  Model	
  Yacht	
  for	
  Blue	
  Ocean	
  Strategists	
  
1.  CONCEPTION	
  
(Red	
  Ocean	
  DisrupZon	
  Ide...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
Business	
  Model	
  Yacht	
  for	
  Blue	
  Ocean	
  Strategists	
  
2.  PRETOTYPE	
  
(Red	
  Ocean	
  DisrupZon	
  (Blu...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
RED	
  OCEAN	
  
BLUE	
  OCEAN	
  
SoluTon	
  
Gain:	
  (Un)Known	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  Kin...
Example	
  
Red	
  Ocean	
  Strategy	
  
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
Blue	
  Ocean	
  Strategy	
  
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#BMYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h:p://businessmodels.ning.com	
  ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY ...
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The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY PROFIT

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It's going to a decade since the book, "Blue Ocean Strategy," was published by W. Chan Kim and Renee Mauborgne. However, over 99% of strategists, entrepreneurs, and innovators are struggling to translate the theory of Blue Ocean Strategy into practice. Meanwhile, established organizations as well as (lean) startups are failing and going bankrupt.

This presentation features the Red Ocean Disruption (ROD) Stack, which is a set of visual tools for comprehensively developing and managing Red Ocean Disruption (Blue Ocean) Strategy. The Idea Lifecycle provides a roadmap as well as tollgates of the journey towards the Blue Ocean.

http://goo.gl/j0rc4V

Published in: Business
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  • Rod,
    You are very generous. You share your years of hard work freely. I find this presentation a treasure and a faithful guide to make us sail the journey to success.
    I have read through the presentation and enjoyed my ride in the yacht. It is amazing how you amalgamated many tools to make the sail even easier.

    I want to find a 'hole' in the presentation to criticise so that I may disrupt the thinking behind this great work aiming for improvement. So far, I have failed. This is the sweet taste of failure.

    Thanks Rod for sharing your mind, experience and hard sail to make ours soft.
       Reply 
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The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY PROFIT

  1. 1.         Combine  the  Best  of  “Blue  Ocean  Strategy”  and  “Lean  Startup  Methodology”     #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing                                                                          TRADE-­‐OFF     TOOL  (Product/Service)   STRENGTH  (+):  Delight   WEAKNESS  (-­‐):  Pain       BLUE  OCEAN  STRATEGY         Strategy   Business  Model  (Value   Chain)  VisualizaHon     ExecuHon   LEAN  STARTUP  METHODOLOGY         ExecuHon   Business  Model  (Value   Chain)  VisualizaHon     Strategy   RED  OCEAN  DISRUPTION  (ROD)   STACK       h5p://goo.gl/j0rc4V     Strategy  +  ExecuHon  +   Business  Model  (Value   Chain)  VisualizaHon   (“Blue  Ocean  Strategy   for  Lean  Startups”)   -­‐  
  2. 2.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known   How  must  we         get  there?   (-­‐)   (+)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5   Method  (Strategy)  -­‐   Business  Model  
  3. 3.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known   How  must  we         get  there?   (-­‐)   (+)   (-­‐)   (+)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5   Method  (Strategy)  -­‐   Business  Model  
  4. 4.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   How  must  we         get  there?   (-­‐)   (+)   (-­‐)   (+)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  5. 5.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known     Method  (Strategy)   How  must  we         get  there?   (-­‐)   (+)   (-­‐)   (+)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5   (To  Do/Vision)  (Done)   (Doing)  
  6. 6. The  Red  Ocean  DisrupTon  (ROD)  Stack   for   Blue  Ocean  Strategists  &  Lean  Startups  
  7. 7. A  Less  Risky  Journey  to  the  Blue  Ocean  
  8. 8.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   How  must  we         get  there?   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  9. 9.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   How  must  we         get  there?   (-­‐)   (+)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  10. 10.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   How  must  we         get  there?   (-­‐)   (+)   (-­‐)   (+)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  11. 11.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   How  must  we         get  there?   (-­‐)   (+)   (-­‐)   (+)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  12. 12. How  to  Be:er  Visualize  and  Sail  to  the  Blue  Ocean   Use  the  Red  Ocean  DisrupTon  (ROD)  Stack   q  Idea  Lifecycle  (Roadmap  of  Product-­‐Market  Fits/Nested  S-­‐Curve);  4  Problem  Archetypes   q  Problem  Solving  Engine;  DramaZc  Story  Canvas;  Lean  Strategy  Canvas;  6  Jobs  of  Highly   EffecZve  Problem  Solvers   q  Business  Model  Dashboard;  Business  Model  Chemistry   q  Business  Model  Storyboard;  Business  Model  Yacht   q  Value  Engine  Map;  Red  Ocean  DisrupZon  (ROD)  Strategies;  E.R.I.C.  TacZcs;  Trade-­‐off  Matrix   q  Strategy  Canvas  (Linear/Radial/3x3);  Value  InnovaZon  (Blue  Ocean  Strategy/TacZcs)   q  Value  Chain  Analysis;  Value  Net   q  Industry  (A5racZveness)  Analysis   q  SWOT  Analysis;  Force  Field  Analysis   q  Customer  AcquisiZon  Pyramid  
  13. 13.         Every  Great  Idea  Sails  Through  a  Lifecycle  of  5  Stages     #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   1.     CONCEPT   (PROBLEM/IDEA)         2.   PRETOTYPE       3.   PROTOTYPE       4.                           PILOT       5.                             FULL  SCALE       RED  OCEAN   (ExisTng)   COMPETITORS   1   2   3   4   5  
  14. 14.         Every  Great  Idea  Sails  Through  a  Lifecycle  of  5  Stages     #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   1.     CONCEPT   (PROBLEM/IDEA)         2.   PRETOTYPE       3.   PROTOTYPE       4.                           PILOT       5.                             FULL  SCALE       1   2   3   4   5  
  15. 15.         Every  Great  Idea  Sails  Through  a  Lifecycle  of  5  Stages     #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   1.     CONCEPT   (PROBLEM/IDEA)         2.   PRETOTYPE       3.   PROTOTYPE       4.                           PILOT       5.                             FULL  SCALE       Product-­‐ Market   Fit:   Build-­‐ Measure-­‐ Learn     1   2   3   4   5  
  16. 16.         Every  Great  Idea  Sails  Through  a  Lifecycle  of  5  Stages     #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   1.     CONCEPT   (PROBLEM/IDEA)         2.   PRETOTYPE       3.   PROTOTYPE       4.                           PILOT       5.                             FULL  SCALE       1   2   3   4   5  
  17. 17.   #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   BUSINESS  MODEL  DASHBOARD     BUSINESS  MODEL  DASHBOARD   (PERFORMANCE;  IMPACT;  TRADE-­‐OFF  =  Pain/Delight)   Supersystem     Region/Gov./ NGOs   Influencers/         Media   Non-­‐Customers   (Prospects)   PESTLIED   Events/Trends     Environment   (Market/Industry)   Suppliers   Channels/   RelaHonships   (In)Direct   CompeHtors   New  Entrants   (Startups)   Customers   System   (Enterprise)   Input   Processor     Output     Feedback     The  3  Levels  of  Business  Model  Performance   1   2   3   4   5  
  18. 18.   #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   BUSINESS  MODEL  DASHBOARD     BUSINESS  MODEL  DASHBOARD   (PERFORMANCE;  IMPACT;  TRADE-­‐OFF  =  Pain/Delight)   Supersystem     Region/Gov./ NGOs   Influencers/         Media   Non-­‐Customers   (Prospects)   PESTLIED   Events/Trends     Environment   (Market/Industry)   Suppliers   Channels/   RelaHonships   (In)Direct   CompeHtors   New  Entrants   (Startups)   Customers   System   (Enterprise)   Input   Processor     Output     Feedback     The  3  Levels  of  Business  Model  Performance   1   2   3   4   5  
  19. 19. Business  Model  Yacht   Red  Ocean  DisrupZon  (ROD)  Storyboard  
  20. 20. Business  Model  Yacht  for  Blue  Ocean  Strategists   1.  CONCEPTION   (Red  Ocean  DisrupZon  Idea/Blue  Ocean  Concept)  
  21. 21.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  22. 22.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   Jobs  To  Get  Done  (Behavior)   q  Compete  in  exisZng  market  space   q  Beat  the  compeZZon   q  Exploit  exisZng  demand  (market)   q  Make  cost  vs.  value  trade-­‐off   q  Low-­‐cost  business  model  or   DifferenZaZon  business  model   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  23. 23.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   Jobs  To  Get  Done  (Behavior)   q  Compete  in  exisZng  market  space   q  Beat  the  compeZZon   q  Exploit  exisZng  demand  (market)   q  Make  cost  vs.  value  trade-­‐off   q  Low-­‐cost  business  model  or   DifferenZaZon  business  model   Outcomes  (Hypotheses)   q  Highly  Contested  Market  Space   q  HypercompeHHon;  CommodiHzaHon   q  Low  Profitability;  Low  Profit  Margin   q  High  Mortality  Rate  (Death  Rate)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  24. 24.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   (-­‐)   (+)   Jobs  To  Get  Done  (Behavior)   q  Compete  in  exisZng  market  space   q  Beat  the  compeZZon   q  Exploit  exisZng  demand  (market)   q  Make  cost  vs.  value  trade-­‐off   q  Low-­‐cost  business  model  or   DifferenZaZon  business  model   Outcomes  (Hypotheses)   q  Highly  Contested  Market  Space   q  HypercompeHHon;  CommodiHzaHon   q  Low  Profitability;  Low  Profit  Margin   q  High  Mortality  Rate  (Death  Rate)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  25. 25.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   (-­‐)   (+)   Jobs  To  Get  Done  (Behavior)   q  Compete  in  exisZng  market  space   q  Beat  the  compeZZon   q  Exploit  exisZng  demand  (market)   q  Make  cost  vs.  value  trade-­‐off   q  Low-­‐cost  business  model  or   DifferenZaZon  business  model   Outcomes  (Hypotheses)   q  Highly  Contested  Market  Space   q  HypercompeHHon;  CommodiHzaHon   q  Low  Profitability;  Low  Profit  Margin   q  High  Mortality  Rate  (Death  Rate)   Jobs  To  Get  Done  (Behavior)   q  Create  uncontested  market  space   q  Make  the  compeZZon  irrelevant   q  Create  and  capture  demand  (market)   q  Resolve  cost  vs.  value  trade-­‐off   q  Low  cost  &  DifferenZaZon  business   model   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  26. 26.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   (-­‐)   (+)   Jobs  To  Get  Done  (Behavior)   q  Compete  in  exisZng  market  space   q  Beat  the  compeZZon   q  Exploit  exisZng  demand  (market)   q  Make  cost  vs.  value  trade-­‐off   q  Low-­‐cost  business  model  or   DifferenZaZon  business  model   Outcomes  (Hypotheses)   q  Highly  Contested  Market  Space   q  HypercompeHHon;  CommodiHzaHon   q  Low  Profitability;  Low  Profit  Margin   q  High  Mortality  Rate  (Death  Rate)   Outcomes  (Hypotheses)   q  Uncontested  Market  Space   q  Irrelevant  CompeHtors   q  High  Profitability;  High  Profit  Margin   q  Low  Mortality  Rate  (Death  Rate)   Jobs  To  Get  Done  (Behavior)   q  Create  uncontested  market  space   q  Make  the  compeZZon  irrelevant   q  Create  and  capture  demand  (market)   q  Resolve  cost  vs.  value  trade-­‐off   q  Low  cost  &  DifferenZaZon  business   model   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  27. 27.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   (-­‐)   (+)   (-­‐)   (+)   Jobs  To  Get  Done  (Behavior)   q  Compete  in  exisZng  market  space   q  Beat  the  compeZZon   q  Exploit  exisZng  demand  (market)   q  Make  cost  vs.  value  trade-­‐off   q  Low-­‐cost  business  model  or   DifferenZaZon  business  model   Outcomes  (Hypotheses)   q  Highly  Contested  Market  Space   q  HypercompeHHon;  CommodiHzaHon   q  Low  Profitability;  Low  Profit  Margin   q  High  Mortality  Rate  (Death  Rate)   Outcomes  (Hypotheses)   q  Uncontested  Market  Space   q  Irrelevant  CompeHtors   q  High  Profitability;  High  Profit  Margin   q  Low  Mortality  Rate  (Death  Rate)   Jobs  To  Get  Done  (Behavior)   q  Create  uncontested  market  space   q  Make  the  compeZZon  irrelevant   q  Create  and  capture  demand  (market)   q  Resolve  cost  vs.  value  trade-­‐off   q  Low  cost  &  DifferenZaZon  business   model   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  28. 28.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   Jobs  To  Get  Done  (Behavior)   q  Compete  in  exisZng  market  space   q  Beat  the  compeZZon   q  Exploit  exisZng  demand  (market)   q  Make  cost  vs.  value  trade-­‐off   q  Low-­‐cost  business  model  or   DifferenZaZon  business  model   Jobs  To  Get  Done  (Behavior)   q  Create  uncontested  market  space   q  Make  the  compeZZon  irrelevant   q  Create  and  capture  demand  (market)   q  Resolve  cost  vs.  value  trade-­‐off   q  Low  cost  &  DifferenZaZon  business   model   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  29. 29.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   (-­‐)   (+)   (-­‐)   (+)   Jobs  To  Get  Done  (Behavior)   q  Compete  in  exisZng  market  space   q  Beat  the  compeZZon   q  Exploit  exisZng  demand  (market)   q  Make  cost  vs.  value  trade-­‐off   q  Low-­‐cost  business  model  or   DifferenZaZon  business  model   Jobs  To  Get  Done  (Behavior)   q  Create  uncontested  market  space   q  Make  the  compeZZon  irrelevant   q  Create  and  capture  demand  (market)   q  Resolve  cost  vs.  value  trade-­‐off   q  Low  cost  &  DifferenZaZon  business   model   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  30. 30.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   (-­‐)   (+)   (-­‐)   (+)   Jobs  To  Get  Done  (Behavior)   q  Compete  in  exisZng  market  space   q  Beat  the  compeZZon   q  Exploit  exisZng  demand  (market)   q  Make  cost  vs.  value  trade-­‐off   q  Low-­‐cost  business  model  or   DifferenZaZon  business  model   Jobs  To  Get  Done  (Behavior)   q  Create  uncontested  market  space   q  Make  the  compeZZon  irrelevant   q  Create  and  capture  demand  (market)   q  Resolve  cost  vs.  value  trade-­‐off   q  Low  cost  &  DifferenZaZon  business   model   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  31. 31.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model     Value  InnovaZon-­‐focus   (-­‐)   (+)   (-­‐)   (+)   Jobs  To  Get  Done  (Behavior)   q  Compete  in  exisZng  market  space   q  Beat  the  compeZZon   q  Exploit  exisZng  demand  (market)   q  Make  cost  vs.  value  trade-­‐off   q  Low-­‐cost  business  model  or   DifferenZaZon  business  model   Jobs  To  Get  Done  (Behavior)   q  Create  uncontested  market  space   q  Make  the  compeZZon  irrelevant   q  Create  and  capture  demand  (market)   q  Resolve  cost  vs.  value  trade-­‐off   q  Low  cost  &  DifferenZaZon  business   model   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  32. 32.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)   PROFIT   (Key  Metrics)   (-­‐)   (+)   (-­‐)   (+)   Jobs  To  Get  Done  (Behavior)   q  Compete  in  exisZng  market  space   q  Beat  the  compeZZon   q  Exploit  exisZng  demand  (market)   q  Make  cost  vs.  value  trade-­‐off   q  Low-­‐cost  business  model  or   DifferenZaZon  business  model   Jobs  To  Get  Done  (Behavior)   q  Create  uncontested  market  space   q  Make  the  compeZZon  irrelevant   q  Create  and  capture  demand  (market)   q  Resolve  cost  vs.  value  trade-­‐off   q  Low  cost  &  DifferenZaZon  business   model   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  33. 33.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)   PROFIT   (Key  Metrics)     Value  Engine   (-­‐)   (+)   (-­‐)   (+)   Jobs  To  Get  Done  (Behavior)   q  Compete  in  exisZng  market  space   q  Beat  the  compeZZon   q  Exploit  exisZng  demand  (market)   q  Make  cost  vs.  value  trade-­‐off   q  Low-­‐cost  business  model  or   DifferenZaZon  business  model   Jobs  To  Get  Done  (Behavior)   q  Create  uncontested  market  space   q  Make  the  compeZZon  irrelevant   q  Create  and  capture  demand  (market)   q  Resolve  cost  vs.  value  trade-­‐off   q  Low  cost  &  DifferenZaZon  business   model   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  34. 34.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)   PROFIT   (Key  Metrics)     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon/Strategy)   (-­‐)   (+)   (-­‐)   (+)   Jobs  To  Get  Done  (Behavior)   q  Compete  in  exisZng  market  space   q  Beat  the  compeZZon   q  Exploit  exisZng  demand  (market)   q  Make  cost  vs.  value  trade-­‐off   q  Low-­‐cost  business  model  or   DifferenZaZon  business  model   Jobs  To  Get  Done  (Behavior)   q  Create  uncontested  market  space   q  Make  the  compeZZon  irrelevant   q  Create  and  capture  demand  (market)   q  Resolve  cost  vs.  value  trade-­‐off   q  Low  cost  &  DifferenZaZon  business   model   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  35. 35.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)   PROFIT   (Key  Metrics)     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon/Strategy)   (-­‐)   (+)   (-­‐)   (+)   Jobs  To  Get  Done  (Behavior)   q  Compete  in  exisZng  market  space   q  Beat  the  compeZZon   q  Exploit  exisZng  demand  (market)   q  Make  cost  vs.  value  trade-­‐off   q  Low-­‐cost  business  model  or   DifferenZaZon  business  model   Jobs  To  Get  Done  (Behavior)   q  Create  uncontested  market  space   q  Make  the  compeZZon  irrelevant   q  Create  and  capture  demand  (market)   q  Resolve  cost  vs.  value  trade-­‐off   q  Low  cost  &  DifferenZaZon  business   model   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  36. 36. Business  Model  Yacht  for  Blue  Ocean  Strategists   2.  PRETOTYPE   (Red  Ocean  DisrupZon  (Blue  Ocean)  Strategy/ TacZcs/Business  Model)  
  37. 37.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)   PROFIT   (Key  Metrics)     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon/Strategy)   (-­‐)   (+)   (-­‐)   (+)   Jobs  To  Get  Done  (Behavior)   q  Compete  in  exisZng  market  space   q  Beat  the  compeZZon   q  Exploit  exisZng  demand  (market)   q  Make  cost  vs.  value  trade-­‐off   q  Low-­‐cost  business  model  or   DifferenZaZon  business  model   Jobs  To  Get  Done  (Behavior)   q  Create  uncontested  market  space   q  Make  the  compeZZon  irrelevant   q  Create  and  capture  demand  (market)   q  Resolve  cost  vs.  value  trade-­‐off   q  Low  cost  &  DifferenZaZon  business   model   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  38. 38.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     Channels   &  RelaTon-­‐   ships   Product/                     Service   PROFIT   (Key  Metrics)     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon/Strategy)   (-­‐)   (+)   (-­‐)   (+)   Jobs  To  Get  Done  (Behavior)   q  Compete  in  exisZng  market  space   q  Beat  the  compeZZon   q  Exploit  exisZng  demand  (market)   q  Make  cost  vs.  value  trade-­‐off   q  Low-­‐cost  business  model  or   DifferenZaZon  business  model   Jobs  To  Get  Done  (Behavior)   q  Create  uncontested  market  space   q  Make  the  compeZZon  irrelevant   q  Create  and  capture  demand  (market)   q  Resolve  cost  vs.  value  trade-­‐off   q  Low  cost  &  DifferenZaZon  business   model   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  39. 39.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     Blue  Ocean  Strategy:     Six  Principles   1.  Reconstruct   market  bound-­‐ aries  (6  paths)   2.  Focus  on  big   picture  (4  steps)   3.  Reach  beyond   exis<ng  demand   4.  Get  the  strategic   sequence  right   5.  Overcome  key   org.  hurdles   6.  Build  execu<on   into  strategy     Four  AcHons  F’work   Channels   &  RelaTon-­‐   ships   Product/                     Service   PROFIT   (Key  Metrics)   Linear  Strategy  Canvas  (“As  Is”)   Linear  Strategy  Canvas  (“To  Be”)     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon/Strategy)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  40. 40.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     Blue  Ocean  Strategy:     Six  Principles   1.  Reconstruct   market  bound-­‐ aries  (6  paths)   2.  Focus  on  big   picture  (4  steps)   3.  Reach  beyond   exis<ng  demand   4.  Get  the  strategic   sequence  right   5.  Overcome  key   org.  hurdles   6.  Build  execu<on   into  strategy     Four  AcHons  F’work   Channels   &  RelaTon-­‐   ships   Product/                     Service   PROFIT   (Key  Metrics)   3x3  Strategy  Canvas  (“As  Is”)   3x3  Strategy  Canvas  (“To  Be”)     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon/Strategy)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  41. 41.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon/Strategy)   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     Channels   &  RelaTon-­‐   ships   Product/                     Service   PROFIT   (Key  Metrics)   Radial  Strategy  Canvas  (“As  Is”)   Radial  Strategy  Canvas  (“To  Be”)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  42. 42.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     Blue  Ocean  Strategy:     Six  Principles   1.  Reconstruct   market  bound-­‐ aries  (6  paths)   2.  Focus  on  big   picture  (4  steps)   3.  Reach  beyond   exis<ng  demand   4.  Get  the  strategic   sequence  right   5.  Overcome  key   org.  hurdles   6.  Build  execu<on   into  strategy     Four  AcHons  F’work   Channels   &  RelaTon-­‐   ships   Product/                     Service   PROFIT   (Key  Metrics)   Radial  Strategy  Canvas  (“As  Is”)   Radial  Strategy  Canvas  (“To  Be”)     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon/Strategy)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  43. 43.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     Blue  Ocean  Strategy:     Six  Principles   1.  Reconstruct   market  bound-­‐ aries  (6  paths)   2.  Focus  on  big   picture  (4  steps)   3.  Reach  beyond   exis<ng  demand   4.  Get  the  strategic   sequence  right   5.  Overcome  key   org.  hurdles   6.  Build  execu<on   into  strategy     Four  AcHons  F’work   Channels   &  RelaTon-­‐   ships   Product/                     Service   PROFIT   (Key  Metrics)   Radial  Strategy  Canvas  (“As  Is”)   Radial  Strategy  Canvas  (“To  Be”)     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon/Strategy)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  44. 44.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     Blue  Ocean  Strategy:     Six  Principles   1.  Reconstruct   market  bound-­‐ aries  (6  paths)   2.  Focus  on  big   picture  (4  steps)   3.  Reach  beyond   exis<ng  demand   4.  Get  the  strategic   sequence  right   5.  Overcome  key   org.  hurdles   6.  Build  execu<on   into  strategy     Four  AcHons  F’work   Channels   &  RelaTon-­‐   ships   Product/                     Service   PROFIT   (Key  Metrics)     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon/Strategy)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5   Decision-­‐Making  Dashboard  Decision-­‐Making  Dashboard   Dynamic  Strategy  Canvas  (“To  Be”)  Dynamic  Strategy  Canvas  (“As  Is”)  
  45. 45.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     Blue  Ocean  Strategy:     Six  Principles   1.  Reconstruct   market  bound-­‐ aries  (6  paths)   2.  Focus  on  big   picture  (4  steps)   3.  Reach  beyond   exis<ng  demand   4.  Get  the  strategic   sequence  right   5.  Overcome  key   org.  hurdles   6.  Build  execu<on   into  strategy     Four  AcHons  F’work   Channels   &  RelaTon-­‐   ships   Product/                     Service   PROFIT   (Key  Metrics)     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon/Strategy)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5   Decision-­‐Making  Dashboard  Decision-­‐Making  Dashboard   Balanced  Scorecard  (“To  Be”)  Balanced  Scorecard  (“As  Is”)   0   2   4   6   8   10   i   ii   iii   iv   FINANCE   CUSTOMER   PROCESS   LEARNING   0   2   4   6   8   10   i   ii   iii   iv  
  46. 46.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     Blue  Ocean  Strategy:     Six  Principles   1.  Reconstruct   market  bound-­‐ aries  (6  paths)   2.  Focus  on  big   picture  (4  steps)   3.  Reach  beyond   exis<ng  demand   4.  Get  the  strategic   sequence  right   5.  Overcome  key   org.  hurdles   6.  Build  execu<on   into  strategy     Four  AcHons  F’work   Channels   &  RelaTon-­‐   ships   Product/                     Service   PROFIT   (Key  Metrics)     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon/Strategy)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5   Pirate  ‘L.E.A.R.N.’  Scorecard  (“To  Be”)  Pirate  ‘L.E.A.R.N.’  Scorecard  (“As  Is”)   0   2   4   6   8   10   i   ii   iii   iv   v   vi   vii   viii   E:  Engagement   A:  AcquisiZon   A:  AcZvaZon   R:  RetenZon   R:  Revenue   R:  Referral   N:  Net   Promoter   Score   0   2   4   6   8   10   i   ii   iii   iv   v   vi   vii   viii   Decision-­‐Making  Dashboard  Decision-­‐Making  Dashboard   L:  LifeZme   Value  
  47. 47.         RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known     #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   Method  (Strategy)   Make  extraordinary  profit  (margin)   Disrupt  a  leading  product/ service/business  model  to   create  a  really  different  and   valuable  experience   Develop,  test,  and  validate       a  massive  level  of  customer   interest  (for  each  stage  of   the  idea  lifecycle)   1 2 3 Industry/Market/Customer  Goal  (Job  To  Get  Done):  ………………………………..………………….   1   2   3   4   5  
  48. 48. Example  
  49. 49. Red  Ocean  Strategy  
  50. 50.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   Method  (Strategy)  -­‐   Business  Model   1   2   3   4   5  
  51. 51.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   Jobs  To  Get  Done  (Behavior)   q  Compete  in  exisZng  market  space   q  Beat  the  compeZZon   q  Exploit  exisZng  demand  (market)   q  Make  cost  vs.  value  trade-­‐off   q  Low-­‐cost  business  model  or   DifferenZaZon  business  model   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5  
  52. 52.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   Jobs  To  Get  Done  (Behavior)   q  Compete  in  exisZng  market  space   q  Beat  the  compeZZon   q  Exploit  exisZng  demand  (market)   q  Make  cost  vs.  value  trade-­‐off   q  Low-­‐cost  business  model  or   DifferenZaZon  business  model   Outcomes  (Hypotheses)   q  Highly  Contested  Market  Space   q  HypercompeHHon;  CommodiHzaHon   q  Low  Profitability;  Low  Profit  Margin   q  High  Mortality  Rate  (Death  Rate)  
  53. 53.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   (-­‐)   (+)   Jobs  To  Get  Done  (Behavior)   q  Compete  in  exisZng  market  space   q  Beat  the  compeZZon   q  Exploit  exisZng  demand  (market)   q  Make  cost  vs.  value  trade-­‐off   q  Low-­‐cost  business  model  or   DifferenZaZon  business  model   Outcomes  (Hypotheses)   q  Highly  Contested  Market  Space   q  HypercompeHHon;  CommodiHzaHon   q  Low  Profitability;  Low  Profit  Margin   q  High  Mortality  Rate  (Death  Rate)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5  
  54. 54.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     Channels   &  RelaTon-­‐   ships   Product/                     Service     Value  Engine:  Low-­‐cost  focus   (“The  Greatest  Show  on  Earth”)   Red  Ocean  Strategy   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   (To  Do/Vision)  (Done)   (Doing)   PROFIT  
  55. 55.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     Channels   &  RelaTon-­‐   ships   Product/                     Service     Value  Engine:  Low-­‐cost  focus   (“The  Greatest  Show  on  Earth”)   Red  Ocean  Strategy   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   (To  Do/Vision)  (Done)   (Doing)   PROFIT  
  56. 56.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Channels   &  RelaTon-­‐   ships   Product/                     Service   q  Employee/                      Star  Perform-­‐                      ers   q  Brand/Culture   q  FaciliHes/                      Equipment/                      MulHple  Show                        Arenas   q  Classic/   TradiHonal   Circus   Entertainment   q  Animal  Care   q  Employees/Star  Performers   q  Animal  Care   q  FaciliHes/Equipment/Rent   q  MarkeHng  &  Sales   q  Ticket  Sale   q  Aisle  Concessions   Channels   &  RelaTon-­‐   ships   q  Ticket  Office   q  Face-­‐to-­‐Face   q  Radio   q  TV   q  Newspapers   q  Classic/                                                         TradiHonal  Circus   q  Family   q  Children     Value  Engine:  Low-­‐cost  focus   (“The  Greatest  Show  on  Earth”)   Red  Ocean  Strategy   Low  Profit  Margin   q  Animal              Handlers   q  Suppliers   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   (To  Do/Vision)  (Done)   (Doing)   PROFIT  
  57. 57.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Channels   &  RelaTon-­‐   ships   Product/                     Service   Dynamic  Strategy  Canvas  (“As  Is”)   COST   (STRUCTURE)   REVENUE   (STREAMS)   Price   Star  Performers   Concessions   MulZple   Arenas   Fun  &  Humor   Thrill  &      Danger   Unique   Venue   Theme/   Music  &   Dance/…   1   3   5   7   9   i   ii   iii   iv   v   vi   vii   viii   q  Employee/                      Star  Perform-­‐                      ers   q  Brand/Culture   q  FaciliHes/                      Equipment/                      MulHple  Show                        Arenas   q  Classic/   TradiHonal   Circus   Entertainment   q  Animal  Care   q  Employees/Star  Performers   q  Animal  Upkeep   q  FaciliHes/Equipment/Rent   q  MarkeHng  &  Sales   q  Ticket  Sale   q  Aisle  Concessions   q  Ticket  Office   q  Face-­‐to-­‐Face   q  Radio   q  TV   q  Newspapers   q  Classic/                                                         TradiHonal  Circus   q  Family   q  Children     Value  Engine:  Low-­‐cost  focus   (“The  Greatest  Show  on  Earth”)   Red  Ocean  Strategy   Low  Profit  Margin   q  Animal              Handlers   q  Suppliers   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   Decision-­‐Making  Dashboard   (To  Do/Vision)  (Done)   (Doing)   PROFIT  
  58. 58.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Channels   &  RelaTon-­‐   ships   Product/                     Service   COST   (STRUCTURE)   REVENUE   (STREAMS)   Price   Star  Performers   Concessions   MulZple   Arenas   Fun  &  Humor   Thrill  &      Danger   Unique   Venue   Theme/   Music  &   Dance/…   1   3   5   7   9   i   ii   iii   iv   v   vi   vii   viii   q  Employee/                      Star  Perform-­‐                      ers   q  Brand/Culture   q  FaciliHes/                      Equipment/                      MulHple  Show                        Arenas   q  Classic/   TradiHonal   Circus   Entertainment   q  Animal  Care   q  Employees/Star  Performers   q  Animal  Upkeep   q  FaciliHes/Equipment/Rent   q  MarkeHng  &  Sales   q  Ticket  Sale   q  Aisle  Concessions   q  Ticket  Office   q  Face-­‐to-­‐Face   q  Radio   q  TV   q  Newspapers   q  Classic/                                                         TradiHonal  Circus   q  Family   q  Children     Value  Engine:  Low-­‐cost  focus   (“The  Greatest  Show  on  Earth”)   Red  Ocean  Strategy   Low  Profit  Margin   q  Animal              Handlers   q  Suppliers   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   Dynamic  Strategy  Canvas  (“As  Is”)   Decision-­‐Making  Dashboard   (To  Do/Vision)  (Done)   (Doing)   PROFIT  
  59. 59.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Channels   &  RelaTon-­‐   ships   Product/                     Service   COST   (STRUCTURE)   REVENUE   (STREAMS)   q  Employee/                      Star  Perform-­‐                      ers   q  Brand/Culture   q  FaciliHes/                      Equipment/                      MulHple  Show                        Arenas   q  Classic/   TradiHonal   Circus   Entertainment   q  Animal  Care   q  Family   q  Children   q  Employees/Star  Performers   q  Animal  Upkeep   q  FaciliHes/Equipment/Rent   q  MarkeHng  &  Sales   q  Ticket  Sale   q  Aisle  Concessions   q  Animal              Handlers   q  Suppliers   q  Ticket  Office   q  Face-­‐to-­‐Face   q  Radio   q  TV   q  Newspapers   q  Classic/                                                         TradiHonal  Circus   New   Entrants   (Startups)   SubsH-­‐ tutes   (Incumbents)     Value  Engine:  Low-­‐cost  focus   (“The  Greatest  Show  on  Earth”)   Red  Ocean  Strategy   Low  Profit  Margin   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   (To  Do/Vision)  (Done)   (Doing)   PROFIT  
  60. 60.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Channels   &  RelaTon-­‐   ships   Product/                     Service   COST   (STRUCTURE)   REVENUE   (STREAMS)   q  Employee/                      Star  Perform-­‐                      ers   q  Brand/Culture   q  FaciliHes/                      Equipment/                      MulHple  Show                        Arenas   q  Classic/   TradiHonal   Circus   Entertainment   q  Animal  Care   q  Family   q  Children   q  Employees/Star  Performers   q  Animal  Upkeep   q  FaciliHes/Equipment/Rent   q  MarkeHng  &  Sales   q  Ticket  Sale   q  Aisle  Concessions   q  Ticket  Office   q  Face-­‐to-­‐Face   q  Radio   q  TV   q  Newspapers   q  Classic/                                                         TradiHonal  Circus   New   Entrants   (Startups)   SubsH-­‐ tutes   (Incumbents)     Value  Engine:  Low-­‐cost  focus   (“The  Greatest  Show  on  Earth”)   Red  Ocean  Strategy   Outdoor   Sports/Games   Theater   Musical   (Electronic   Games)   Low  Profit  Margin   q  Animal              Handlers   q  Suppliers   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   (To  Do/Vision)  (Done)   (Doing)   PROFIT  
  61. 61.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Channels   &  RelaTon-­‐   ships   Product/                     Service   COST   (STRUCTURE)   REVENUE   (STREAMS)   q  Employee/                      Star  Perform-­‐                      ers   q  Brand/Culture   q  FaciliHes/                      Equipment/                      MulHple  Show                        Arenas   q  Classic/   TradiHonal   Circus   Entertainment   q  Animal  Care   q  Family   q  Children   q  Employees/Star  Performers   q  Animal  Upkeep   q  FaciliHes/Equipment/Rent   q  MarkeHng  &  Sales   q  Ticket  Sale   q  Aisle  Concessions   q  Ticket  Office   q  Face-­‐to-­‐Face   q  Radio   q  TV   q  Newspapers   q  Classic/                                                         TradiHonal  Circus   New   Entrants   (Startups)   SubsH-­‐ tutes   (Incumbents)   Comple-­‐ mentors   Influenc-­‐ ers     Value  Engine:  Low-­‐cost  focus   (“The  Greatest  Show  on  Earth”)   Red  Ocean  Strategy   (Electronic   Games)   Outdoor   Sports/Games   Theater   Musical   Low  Profit  Margin   q  Animal              Handlers   q  Suppliers   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   (To  Do/Vision)  (Done)   (Doing)   PROFIT  
  62. 62.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Channels   &  RelaTon-­‐   ships   Product/                     Service   COST   (STRUCTURE)   REVENUE   (STREAMS)   q  Employee/                      Star  Perform-­‐                      ers   q  Brand/Culture   q  FaciliHes/                      Equipment/                      MulHple  Show                        Arenas   q  Classic/   TradiHonal   Circus   Entertainment   q  Animal  Care   q  Family   q  Children   q  Employees/Star  Performers   q  Animal  Upkeep   q  FaciliHes/Equipment/Rent   q  MarkeHng  &  Sales   q  Ticket  Sale   q  Aisle  Concessions   q  Ticket  Office   q  Face-­‐to-­‐Face   q  Radio   q  TV   q  Newspapers   q  Classic/                                                         TradiHonal  Circus   S:   Strengths   O:   Opportuni-­‐ Hes   W:   Weaknesses   T:   Threats     Value  Engine:  Low-­‐cost  focus   (“The  Greatest  Show  on  Earth”)   Red  Ocean  Strategy   Low  Profit  Margin   q  Animal              Handlers   q  Suppliers   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   (To  Do/Vision)  (Done)   (Doing)   PROFIT  
  63. 63.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Channels   &  RelaTon-­‐   ships   Product/                     Service   COST   (STRUCTURE)   REVENUE   (STREAMS)   q  Employee/                      Star  Perform-­‐                      ers   q  Brand/Culture   q  FaciliHes/                      Equipment/                      MulHple  Show                        Arenas   q  Classic/   TradiHonal   Circus   Entertainment   q  Animal  Care   q  Family   q  Children   q  Employees/Star  Performers   q  Animal  Upkeep   q  FaciliHes/Equipment/Rent   q  MarkeHng  &  Sales   q  Ticket  Sale   q  Aisle  Concessions   q  Ticket  Office   q  Face-­‐to-­‐Face   q  Radio   q  TV   q  Newspapers   q  Classic/                                                         TradiHonal  Circus   q  Discomfort  with  use  of   animals   q  Lack  of  focus  in  viewing   shows  in  3-­‐ring  circus   q  High  price  of  aisle  Zckets     Value  Engine:  Low-­‐cost  focus   (“The  Greatest  Show  on  Earth”)   Red  Ocean  Strategy   Low  Profit  Margin   q  Animal              Handlers   q  Suppliers   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   (To  Do/Vision)  (Done)   (Doing)   PROFIT  
  64. 64. Blue  Ocean  Strategy  
  65. 65.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing                                                                          TRADE-­‐OFF     TOOL  (Product/Service)   STRENGTH  (+):  Delight   WEAKNESS  (-­‐):  Pain       TradiTonal  Circus  (Industry)         q  Fun  &  Humor   q  Thrill  &  Danger   q  Inexpensive   q  Discomfort  with  use  of   animals   q  Lack  of  focus  from   viewing  in  3-­‐ring  circus   q  High  price  of  aisle  Zckets   Theater/Musicals  (Industry:   Direct/Indirect/Remote)       q  ArZsZc  music  and  dance   q  Expensive   Circus-­‐Theater         Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   ü     
  66. 66.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   Jobs  To  Get  Done  (Behavior)   q  Create  uncontested  market  space   q  Make  the  compeZZon  irrelevant   q  Create  and  capture  demand  (market)   q  Resolve  cost  vs.  value  trade-­‐off   q  Low  cost  &  DifferenZaZon  business   model   Low  Profit  Margin   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5  
  67. 67.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Method  (Strategy)  -­‐   Business  Model   Jobs  To  Get  Done  (Behavior)   q  Create  uncontested  market  space   q  Make  the  compeZZon  irrelevant   q  Create  and  capture  demand  (market)   q  Resolve  cost  vs.  value  trade-­‐off   q  Low  cost  &  DifferenZaZon  business   model   Low  Profit  Margin   High  Profit  Margin   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5  
  68. 68.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     Channels   &  RelaTon-­‐   ships   Product/                     Service     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon:  “We  Reinvent  the  Circus”)   Blue  Ocean  Strategy   q  Circus-­‐Theater   q  Adults   q  Corporate  Clients   q  Family   q  Children   High  Profit  Margin   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   (To  Do/Vision)  (Done)   (Doing)   PROFIT  
  69. 69.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   COST   (STRUCTURE)   REVENUE   (STREAMS)   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     Channels   &  RelaTon-­‐   ships   Product/                     Service     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon:  “We  Reinvent  the  Circus”)   Blue  Ocean  Strategy   q  Circus-­‐Theater   q  Adults   q  Corporate  Clients   q  Family   q  Children   High  Profit  Margin   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   (To  Do/Vision)  (Done)   (Doing)   PROFIT  
  70. 70.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     Channels   &  RelaTon-­‐   ships   Product/                     Service   Dynamic  Strategy  Canvas  (“To  Be”)   COST   (STRUCTURE)   REVENUE   (STREAMS)   Price   Star  Performers   Concessions   MulZple   Arenas   Fun  &  Humor   Thrill  &      Danger   Unique   Venue   Theme/   Music  &   Dance/…   1   3   5   7   9   i   ii   iii   iv   v   vi   vii   viii   Blue  Ocean  Strategy:     Six  Principles   1.  Reconstruct   market  bound-­‐ aries  (6  paths)   2.  Focus  on  big   picture  (4  steps)   3.  Reach  beyond   exis<ng  demand   4.  Get  the  strategic   sequence  right   5.  Overcome  key   org.  hurdles   6.  Build  execu<on   into  strategy     Four  AcHons  F’work     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon:  “We  Reinvent  the  Circus”)   Blue  Ocean  Strategy   q  Circus-­‐Theater   q  Adults   q  Corporate  Clients   q  Family   q  Children   High  Profit  Margin   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   Dynamic  Strategy  Canvas  (“As  Is”)   Decision-­‐Making  Dashboard  Decision-­‐Making  Dashboard   (To  Do/Vision)  (Done)   (Doing)   PROFIT  
  71. 71.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     Channels   &  RelaTon-­‐   ships   Product/                     Service   COST   (STRUCTURE)   REVENUE   (STREAMS)   Price   Star  Performers   Concessions   MulZple   Arenas   Fun  &  Humor   Thrill  &      Danger   Unique   Venue   Theme/   Music  &   Dance/…   1   3   5   7   9   i   ii   iii   iv   v   vi   vii   viii   Blue  Ocean  Strategy:     Six  Principles   1.  Reconstruct   market  bound-­‐ aries  (6  paths)   2.  Focus  on  big   picture  (4  steps)   3.  Reach  beyond   exis<ng  demand   4.  Get  the  strategic   sequence  right   5.  Overcome  key   org.  hurdles   6.  Build  execu<on   into  strategy     Four  AcHons  F’work     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon:  “We  Reinvent  the  Circus”)   Blue  Ocean  Strategy   q  Circus-­‐Theater   q  Ticket  Office   q  Face-­‐to-­‐Face   q  Radio   q  TV;  Other  Media   q  Newspapers   q  Fringe  FesHvals   q  Adults   q  Corporate  Clients   q  Family   q  Children   High  Profit  Margin   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   Dynamic  Strategy  Canvas  (“To  Be”)  Dynamic  Strategy  Canvas  (“As  Is”)   Decision-­‐Making  Dashboard  Decision-­‐Making  Dashboard   (To  Do/Vision)  (Done)   (Doing)   PROFIT  
  72. 72.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     Channels   &  RelaTon-­‐   ships   Product/                     Service   COST   (STRUCTURE)   REVENUE   (STREAMS)   Price   Star  Performers   Concessions   MulZple   Arenas   Fun  &  Humor   Thrill  &      Danger   Unique   Venue   Theme/   Music  &   Dance/…   1   3   5   7   9   i   ii   iii   iv   v   vi   vii   viii   1   3   5   7   9   i   ii   iii   iv   v   vi   vii   viii     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon:  “We  Reinvent  the  Circus”)   Blue  Ocean  Strategy   q  Circus-­‐Theater   q  Ticket  Office   q  Face-­‐to-­‐Face   q  Radio   q  TV;  Other  Media   q  Newspapers   q  Fringe  FesHvals   q  Adults   q  Corporate  Clients   q  Family   q  Children   High  Profit  Margin   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   Dynamic  Strategy  Canvas  (“To  Be”)  Dynamic  Strategy  Canvas  (“As  Is”)   Decision-­‐Making  Dashboard  Decision-­‐Making  Dashboard   (To  Do/Vision)  (Done)   (Doing)   PROFIT  
  73. 73.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     BOS:  Six  Principles         Four  AcHons  F’work   q  E:  Eliminate  Star   Performers/   Animal  Shows/   Aisle  Concessions/   MulZple  Arenas   q  R:  Reduce  Fun  &   Humor/Thrill  &   Danger   q  I:  Increase  Unique   Venue   q  C:  Create  Theme/   Music  &  Dance/   MulZple  Prodn   Channels   &  RelaTon-­‐   ships   Product/                     Service   COST   (STRUCTURE)   REVENUE   (STREAMS)   Price   Star  Performers   Concessions   MulZple   Arenas   Fun  &  Humor   Thrill  &      Danger   Unique   Venue   Theme/   Music  &   Dance/…   1   3   5   7   9   i   ii   iii   iv   v   vi   vii   viii   1   3   5   7   9   i   ii   iii   iv   v   vi   vii   viii     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon:  “We  Reinvent  the  Circus”)   Blue  Ocean  Strategy   q  Circus-­‐Theater   q  Ticket  Office   q  Face-­‐to-­‐Face   q  Radio   q  TV;  Other  Media   q  Newspapers   q  Fringe  FesHvals   q  Adults   q  Corporate  Clients   q  Family   q  Children   High  Profit  Margin   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   Dynamic  Strategy  Canvas  (“To  Be”)  Dynamic  Strategy  Canvas  (“As  Is”)   Decision-­‐Making  Dashboard  Decision-­‐Making  Dashboard   (To  Do/Vision)  (Done)   (Doing)   PROFIT  
  74. 74.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     BOS:  Six  Principles         Four  AcHons  F’work   q  E:  Eliminate  Star   Performers/   Animal  Shows/   Aisle  Concessions/   MulZple  Arenas   q  R:  Reduce  Fun  &   Humor/Thrill  &   Danger   q  I:  Increase  Unique   Venue   q  C:  Create  Theme/   Music  &  Dance/   MulZple  Prodn   Channels   &  RelaTon-­‐   ships   Product/                     Service   COST   (STRUCTURE)   REVENUE   (STREAMS)   Price   Star  Performers   Concessions   MulZple   Arenas   Fun  &  Humor   Thrill  &      Danger   Unique   Venue   Theme/   Music  &   Dance/…   1   3   5   7   9   i   ii   iii   iv   v   vi   vii   viii   1   3   5   7   9   i   ii   iii   iv   v   vi   vii   viii     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon:  “We  Reinvent  the  Circus”)   Blue  Ocean  Strategy   q  Circus-­‐Theater   q  Employees   q  FaciliHes/                      Equipment/Rent   q  MarkeHng  &  Sales   q  Ticket  Office   q  Face-­‐to-­‐Face   q  Radio   q  TV;  Other  Media   q  Newspapers   q  Fringe  FesHvals   q  Adults   q  Corporate  Clients   q  Family   q  Children   High  Profit  Margin   q  Ticket  Sale   (Premium)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   Dynamic  Strategy  Canvas  (“To  Be”)  Dynamic  Strategy  Canvas  (“As  Is”)   Decision-­‐Making  Dashboard  Decision-­‐Making  Dashboard   (To  Do/Vision)  (Done)   (Doing)   PROFIT  
  75. 75.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     Channels   &  RelaTon-­‐   ships   Product/                     Service   COST   (STRUCTURE)   REVENUE   (STREAMS)   Price   Star  Performers   Concessions   MulZple   Arenas   Fun  &  Humor   Thrill  &      Danger   Unique   Venue   Theme/   Music  &   Dance/…   1   3   5   7   9   i   ii   iii   iv   v   vi   vii   viii   1   3   5   7   9   i   ii   iii   iv   v   vi   vii   viii     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon:  “We  Reinvent  the  Circus”)   Blue  Ocean  Strategy   q  Circus-­‐Theater   q  Adults   q  Corporate  Clients   q  Family   q  Children   q  Ticket  Office   q  Face-­‐to-­‐Face   q  Radio   q  TV;  Other  Media   q  Newspapers   q  Fringe  FesHvals   q  Employees   q  FaciliHes/                      Equipment/Rent   q  MarkeHng  &  Sales   BOS:  Six  Principles         Four  AcHons  F’work   q  E:  Eliminate  Star   Performers/   Animal  Shows/   Aisle  Concessions/   MulZple  Arenas   q  R:  Reduce  Fun  &   Humor/Thrill  &   Danger   q  I:  Increase  Unique   Venue   q  C:  Create  Theme/   Music  &  Dance/   MulZple  Prodn   High  Profit  Margin   q  Ticket  Sale   (Premium)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   Dynamic  Strategy  Canvas  (“To  Be”)  Dynamic  Strategy  Canvas  (“As  Is”)   Decision-­‐Making  Dashboard  Decision-­‐Making  Dashboard   (To  Do/Vision)  (Done)   (Doing)   PROFIT  
  76. 76.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Inputs/   Partners     Channels   &  RelaTon-­‐   ships   Product/                     Service   COST   (STRUCTURE)   REVENUE   (STREAMS)   Price   Star  Performers   Concessions   MulZple   Arenas   Fun  &  Humor   Thrill  &      Danger   Unique   Venue   Theme/   Music  &   Dance/…   1   3   5   7   9   i   ii   iii   iv   v   vi   vii   viii   1   3   5   7   9   i   ii   iii   iv   v   vi   vii   viii     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon:  “We  Reinvent  the  Circus”)   Blue  Ocean  Strategy   q  Circus-­‐Theater   q  Adults   q  Corporate  Clients   q  Family   q  Children   q  Ticket  Office   q  Face-­‐to-­‐Face   q  Radio   q  TV;  Other  Media   q  Newspapers   q  Fringe  FesHvals   q  Employees   q  FaciliHes/                      Equipment/Rent   q  MarkeHng  &  Sales   BOS:  Six  Principles         Four  AcHons  F’work   q  E:  Eliminate  Star   Performers/   Animal  Shows/   Aisle  Concessions/   MulZple  Arenas   q  R:  Reduce  Fun  &   Humor/Thrill  &   Danger   q  I:  Increase  Unique   Venue   q  C:  Create  Theme/   Music  &  Dance/   MulZple  Prodn   High  Profit  Margin   q  Ticket  Sale   (Premium)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   Dynamic  Strategy  Canvas  (“To  Be”)  Dynamic  Strategy  Canvas  (“As  Is”)   Decision-­‐Making  Dashboard  Decision-­‐Making  Dashboard   (To  Do/Vision)  (Done)   (Doing)   PROFIT  
  77. 77.           #BMYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h:p://businessmodels.ning.com  &  h:p://twi:er.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluTon   Gain:  (Un)Known   Customer   Segments   Processes/   AcTviTes   Internal   Resources   Channels   &  RelaTon-­‐   ships   Product/                     Service   1   3   5   7   9   i   ii   iii   iv   v   vi   vii   viii   COST   (STRUCTURE)   REVENUE   (STREAMS)     Value  Engine:  Value  InnovaZon-­‐focus   (ProposiHon:  “We  Reinvent  the  Circus”)   Blue  Ocean  Strategy   q  Employees   q  Brand/Culture   q  FaciliHes/                      Equipment/                      MulHple                      ProducHons   q  Circus-­‐Theater   Entertainment   q  ArHsHc  Show   q  Circus-­‐Theater   q  Employees   q  FaciliHes/                      Equipment/Rent   q  MarkeHng  &  Sales   q  Agents  for   ArHsts   q  Suppliers   q  Ticket  Office   q  Face-­‐to-­‐Face   q  Radio   q  TV;  Other  Media   q  Newspapers   q  Fringe  FesHvals   q  Adults   q  Corporate  Clients   q  Family   q  Children   High  Profit  Margin   q  Ticket  Sale   (Premium)   Industry/Market/Customer  Goal  (Job  To  Get  Done):  To  experience  live  entertainment   1   2   3   4   5   Dynamic  Strategy  Canvas  (“To  Be”)   Decision-­‐Making  Dashboard   (To  Do/Vision)  (Done)   (Doing)   PROFIT  

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