Industry/Market/Customer	
  Goal	
  (Job	
  To	
  Get	
  Done):	
  ……………………………………………….………………………….	
  
Pro...
 
	
  
	
  
	
  
Industry/Market/Customer	
  Goal	
  (Job	
  To	
  Get	
  Done):	
  ……………………………………………….………………………….	
  
RED...
 
	
  
	
  
	
  
Industry/Market/Customer	
  Goal	
  (Job	
  To	
  Get	
  Done):	
  ……………………………………………….………………………….	
  
RED...
 
	
  
	
  
	
  
Industry/Market/Customer	
  Goal	
  (Job	
  To	
  Get	
  Done):	
  ……………………………………………….………………………….	
  
RED...
 
	
  
	
  
	
  
Industry/Market/Customer	
  Goal	
  (Job	
  To	
  Get	
  Done):	
  ……………………………………………….………………………….	
  
RED...
 
	
  
	
  
	
  
Industry/Market/Customer	
  Goal	
  (Job	
  To	
  Get	
  Done):	
  ……………………………………………….………………………….	
  
Pro...
 
	
  
	
  
	
  
Industry/Market/Customer	
  Goal	
  (Job	
  To	
  Get	
  Done):	
  ……………………………………………….………………………….	
  
Pro...
 
	
  
	
  
	
  
	
  
#VCYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hRp://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#VCYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hRp://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#VCYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hRp://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hRp://businessmodels.ning.com	
  &	
 ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hRp://businessmodels.ning.com	
  &	
 ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hRp://businessmodels.ning.com	
  &	
 ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hRp://businessmodels.ning.com	
  &	
 ...
Value	
  Chain	
  Yacht	
  
Discover	
  and	
  Solve	
  Customer	
  Problems	
  BeDer,	
  Faster,	
  and	
  Cheaper	
  	
 ...
ITENN	
  Level	
  4:	
  BUS.	
  PROBLEM	
  SOLVING	
  
q  4	
  Elements	
  of	
  Good	
  Strategy	
  
q  Six	
  Sigma	
 ...
Problem-­‐Based	
  Strategy	
  and	
  Learning	
  (PBSL)	
  Roadmap	
  	
  
Select/Reflect	
  on	
  a	
  Path	
  or	
  Prog...
4	
  Problem	
  Archetypes	
  
Product/Market	
  Matrix	
  
	
  
#VCYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.co...
 
The	
  TheoreGcal	
  Framework	
  of	
  
The	
  Value	
  Chain	
  Yacht	
  
Is	
  
HolisGc	
  Problem	
  Solving	
  (HPS...
 
A	
  Value	
  Chain	
  Yacht	
  
Is	
  
A	
  Diagram	
  That	
  Shows	
  
A	
  Chain	
  of	
  AcGviGes	
  
That	
  an	
 ...
The	
  Value	
  Chain	
  Yacht	
  
Can	
  Be	
  Regarded	
  As	
  a	
  	
  
Means,	
  Vehicle,	
  Tool,	
  or	
  Holis<c	
...
The	
  Working	
  Space	
  of	
  a	
  Value	
  Chain	
  Yacht	
  
Is	
  
Divided	
  Into	
  3	
  Sec<ons:	
  
	
  
*	
  Pr...
 
	
  
	
  
	
  
RED	
  OCEAN	
  
BLUE	
  OCEAN	
  
SoluGon	
  
Gain:	
  (Un)Known	
  
Method	
  
	
  
#VCYacht.	
  Dr.	
 ...
 
	
  
	
  
	
  
RED	
  OCEAN	
  
BLUE	
  OCEAN	
  
SoluGon	
  
Gain:	
  (Un)Known	
  
Method	
  
	
  
#VCYacht.	
  Dr.	
 ...
 
	
  
	
  
	
  
RED	
  OCEAN	
  
BLUE	
  OCEAN	
  
SoluGon	
  
Gain:	
  (Un)Known	
  
	
  
#VCYacht.	
  Dr.	
  Rod	
  Kin...
 
	
  
	
  
	
  
RED	
  OCEAN	
  
BLUE	
  OCEAN	
  
SoluGon	
  
Gain:	
  (Un)Known	
  
C$	
   R$	
  
P$	
  
VP	
  
+	
  -­...
 
	
  
	
  
	
  
	
  
#VCYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hRp://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#VCYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hRp://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#VCYacht.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hRp://businessmodels.ning.com	
  ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hRp://businessmodels.ning.com	
  &	
 ...
 
	
  
A	
  Value	
  System	
  Yacht	
  
Shows	
  
An	
  Extended	
  Value	
  Chain	
  
	
  From	
  Suppliers	
  	
  
Thro...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hRp://businessmodels.ning.com	
  &	
 ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hRp://businessmodels.ning.com	
  &	
 ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hRp://businessmodels.ning.com	
  &	
 ...
“Bad”	
  vs.	
  “Good”	
  Value	
  System	
  Yacht	
  
All	
  Failures	
  
In	
  Business	
  and	
  Life	
  
Are	
  the	
 ...
 
	
  
	
  
	
  
“It’s	
  more	
  fun	
  to	
  be	
  a	
  pirate	
  than	
  to	
  join	
  the	
  navy."	
  
Problem	
  
Pa...
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The VALUE CHAIN (VC) YACHT: Discover and Solve Customer Problems Better, Faster, and Cheaper

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It is a truism that organizations that survive and prosper are those that discover and solve customer problems better, faster, and cheaper. This presentation introduces a fun tool, the Value Chain (VC) Yacht, that enables startups as well as established organizations to discover and solve problems better, faster, and cheaper. The VC Yacht is an extremely versatile tool for problem finding and solving. The VC Yacht can be used to illustrate, derive, explain, and apply over 40 tools that are used for finding and solving problems.

http://goo.gl/b5FGHZ

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  • Ali: Thanks for your feedback especially regarding the 8 Levels of the Value Chain Yacht. I'd like to note that these 8 levels also form the basis of the taxonomy of what I'm calling 'Problem-Based Strategy & Learning (PBSL). Given the rising explosion in number of business tools, it is becoming increasingly difficult to know when and how to use business tools. The 8 Levels can be used to organize/classify business tools in order to facilitate their use. The levels of the tools generally reflect a hierarchy of problem solving: from Conceptual/Visionary Problem Solving (Levels 1-3) through Strategic Problem Solving (Levels 4-6) to Operational/Tactical Problem Solving (Level 7). The category of 'Ecosystem Evolution' takes a holistic view of problem solving in space and time. One of my objectives is that the 8 Levels can be used as a timeless roadmap for discovering, analyzing, and solving customer problems. At the moment, I'm using the 8 Level Framework to teach business strategy to MBA students.
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  • Rod, Slide 8 summarizes the value of this valuable presentation. It shows the flow of thinks, the right questions to ask, the tools to use and the obstacles to overcome. Sheer beauty
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The VALUE CHAIN (VC) YACHT: Discover and Solve Customer Problems Better, Faster, and Cheaper

  1. 1.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   Method     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing  
  2. 2.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   Method     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Where  currently   are  we?   Where  must  we   go?   How  must  we         get  there?   Problem   Pain:  (Un)Known  
  3. 3.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   Method     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known  
  4. 4.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   Method     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known  
  5. 5.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   Method   System   Structure   Performance   Structure     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known  
  6. 6.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   Method   System   Structure   Performance   Structure     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing  
  7. 7.         Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   C$   R$   P$   VP   +  -­‐     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing  
  8. 8.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   C$   R$   P$   VP   +  -­‐  
  9. 9.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   C$   R$   P$   VP   +  -­‐  
  10. 10.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   PROFIT   (MARGIN)   COST   (STRUCTURE)   REVENUE   (STREAMS)     Value  Engine   (Proposi<on/Strategy)  
  11. 11.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   PROFIT   (MARGIN)   COST   (STRUCTURE)   REVENUE   (STREAMS)   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   Services   Outbound  LogisGcs   OperaGons   Inbound  LogisGcs   Procurement   Technology   Dev.   HR   Mngt.     Firm   Infra.     Value  Engine   (Proposi<on/Strategy)   MarkeGng  &  Sales  
  12. 12.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   PROFIT   (MARGIN)   COST   (STRUCTURE)   REVENUE   (STREAMS)   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   Services   Outbound  LogisGcs   OperaGons   Inbound  LogisGcs   Procurement   Technology   Dev.   HR   Mngt.     Firm   Infra.     Value  Engine   (Proposi<on/Strategy)   MarkeGng  &  Sales  
  13. 13.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   PROFIT   (MARGIN)   COST   (STRUCTURE)   REVENUE   (STREAMS)   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   Services   Outbound  LogisGcs   OperaGons   Inbound  LogisGcs   Procurement   Technology   Dev.   HR   Mngt.     Firm   Infra.     Value  Engine   (Proposi<on/Strategy)   MarkeGng  &  Sales   Forces   Against   Forces       For   Trade-­‐off   Trade-­‐off  
  14. 14.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   PROFIT   (MARGIN)   COST   (STRUCTURE)   REVENUE   (STREAMS)   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   Services   Outbound  LogisGcs   OperaGons   Inbound  LogisGcs   Procurement   Technology   Dev.   HR   Mngt.     Firm   Infra.     Value  Engine   (Proposi<on/Strategy)   MarkeGng  &  Sales   S:   Strengths   O:   Opportuni-­‐ <es   W:   Weaknesses   T:   Threats   Trade-­‐off   Trade-­‐off  
  15. 15. Value  Chain  Yacht   Discover  and  Solve  Customer  Problems  BeDer,  Faster,  and  Cheaper     IntroducGon   Today,  startups  as  well  as  established  organiza<ons  are  struggling  to  discover  and  solve  customer  problems  in  a  <mely  manner.                                     On  the  one  hand,  tools  such  as  brainstorming  and  lateral  thinking  are  rela<vely  simple  to  use  but  produce  low  quality  solu<ons.                                     On  the  other  hand,  tools  such  as  the  Six  Sigma  methodology,  Lean  Startup  method,  and  TRIZ  generate  high  quality  solu<ons  but  take                       a  long  <me  to  understand  and  effec<vely  apply.  Mastery  of  these  laUer  tools  is  also  <me-­‐consuming  and  expensive.     ObjecGve   The  Value  Chain  Yacht  is  designed  as  a  simple  customizable  worksheet  that  eliminates  the  trade-­‐off  of  Complexity  vs.  Quality  in  tools           such  as  brainstorming,  lateral  thinking,  TRIZ,  Six  Sigma  methodology,  and  the  Lean  Startup  method.  The  Value  Chain  (VC)  Yacht  can  be             considered  as  a  “Wisdomsourcing”  Board  for  collabora<vely  organizing  and  managing  ideas  while  rapidly  solving  customer  problems.     Delight   The  Value  Chain  Yacht  helps  people  to  beUer,  faster,  and  cheaper  solve  problems.  There  are  8  levels  of  proficiency  in  using  the  Value  Chain   (VC)    Yacht.  The  first  level  of  proficiency  focuses  on  use  of  the  VC  Yacht  as  a  problem  discovery  tool.  At  this  first  level,  the  VC  Yacht  can  be   learned  and  applied  within  30  minutes  especially  as  a  tool  for  visually  collec<ng  ideas  on  the  Voice  of  the  Customer.  At  the  eighth  level,     use      of  the  VC  Yacht  focuses  on  developing  ideas  on  the  evolu<on  of  business  model  ecosystems.  Use  of  the  VC  Yacht  at  intermediate   levels  ranges  from  product  innova<on,  value  chain  analysis,  industry  analysis,  business  model  innova<on  to  performance  management.     Procedure  (for  Level  1  of  the  Value  Chain  Yacht)   1.  Make  a  large  (A1  size)  printout  or  drawing  of  the  template  for  the  Value  Chain  (VC)  Yacht  and  place  it  on  a  table  or  wall.   2.  Write  out  a  descrip<on  of  the  Customer  Goal  or  “Job  To  Get  Done”.   3.  Describe  or  list  each  problem  (preferably  using  Post-­‐It  notes)  under  the  Problem  Space  or  “Red  Ocean”  on  lec  hand  side.   4.  Choose  the  most  important  problem.  (Why  is  the  selected  problem  regarded  as  the  most  important?  What  are  impacts  of  problem?)   5.  Generate,  under  the  Solu<on  Space  or  “Blue  Ocean”,  ideas  for  solving  the  most  important  problem.  (Hint:  Use  analogical  thinking.)   6.  Select  the  highest  quality  solu<on  that  can  be  rapidly  implemented  as  well  as  which  has  the  least  cost.     References   Kim,  W.C.;  Mauborgne,  R.  (2004)  Blue  Ocean  Strategy.  MassachuseUs:  Harvard  Business  Review  Press.         #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing  
  16. 16. ITENN  Level  4:  BUS.  PROBLEM  SOLVING   q  4  Elements  of  Good  Strategy   q  Six  Sigma  Methodology   q  Theory  of  Constraints   q  Customer  Dev.  Stack   q  Lean  Startup  Method   Level  5:  VALUE  CHAIN  STRATEGY   q  Value  Chain  (Analysis)   q  5  Forces;  Env.  Analysis   q  3  Generic  Strategies   q  DisrupGve  InnovaGon  Theory   q  Blue  Ocean  Strategy/Canvas   Level  1:  PROBLEM  DISCOVERY   q  Voice  of  the  Customer;  NPS   q  Trade-­‐offs;  SWOT  Analysis   q  Red  Ocean  Strategy  Canvas   q  4  Problem  Archetypes;  BUMP   q  Product/Market  Matrix   Level  7:  BUS.  MODEL  EXECUTION   q  HolisGc  System  Resources   q  Core  Competences   q  Resource-­‐Based  View   q  Balanced  Scorecard;  Kanban   q  Prototype/Pilot/Full  Scale   Level  8:  ECOSYSTEM  EVOLUTION   q  9  Windows  (MulGscreen)   q  Business  Model  Dashboard   q  Nested  S-­‐Curve;  WarGaming   q  Value  Network  EvoluGon   q  EvoluGon  of  Shared  Value   Level  2:  PROBLEM  ANALYSIS   q  5  Whys;  AnalyGcal  Hierarchy   q  Root-­‐cause  Analysis:  Fishbone   q  SIPOC  Process;  Pre-­‐mortem   q  Universal  System  Structure   q  FuncGonal  Analysis  Diagram   THE  VALUE  CHAIN  YACHT   o  Uses;  Areas  of  Applica<on   o  Associated  Concepts/Tools   o  Taxonomy  of  Tools  for   Problem  Finding  &  Solving   Level  3:  IDEA  GEN./EVALUATION   q  (Visual)  Brainstorming   q  E.R.I.C.  TacGcs  (“4  Ac<ons”)     q  SCAMPERR  Technique;  ASIT   q  TRIZ:  Ideal  Final  Result  (IFR)   q  Mission/Vision;  Pretotype   Level  6:  BUS.  MODEL  STRATEGY   q  Value  Net;  Lean  Canvas   q  Business  Model  Canvas/Env.   q  Business  Model  Storyboard   q  “SPARC”  Yacht/Framework   q  PESTLIED  Events  &  Trends     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   8  LEVELS  AND  USES  OF  THE  VALUE  CHAIN  YACHT   (Taxonomy  of  Problem-­‐Based  Strategy  &  Learning)   Discover  and  Solve  Customer  Problems  BeDer,  Faster,  and  Cheaper  
  17. 17. Problem-­‐Based  Strategy  and  Learning  (PBSL)  Roadmap     Select/Reflect  on  a  Path  or  Program  for  Customer  Problem  Discovery  and  Solving                        BUSINESS  MODEL  HIERARCHY                        (Unit  of  Analysis/ReDesign)   LEVEL  OF  PBSL  (Deliverable)   Supersystem   (Economy;  Macro-­‐ environment)   Environment   (Industry;  Market)   System   (Enterprise/Value  Chain;   Product/Service)   Visionary/ Conceptual   Problem   Solving   (Pretotype)   1.  PROBLEM  DISCOVERY   2.  PROBLEM  ANALYSIS   3.  IDEA  GENERATION/ EVALUATION   Strategic   Problem   Solving   (Prototype;   Pilot)   4.  BUSINESS  PROBLEM   SOLVING   5.  VALUE  CHAIN   STRATEGY   6.  BUSINESS  MODEL   STRATEGY   Tac<cal/   Opera<onal   Problem   Solving   (Full-­‐scale)   7.  BUSINESS  MODEL   EXECUTION   Scenario   Thinking   8.  ECOSYSTEM   EVOLUTION     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing  
  18. 18. 4  Problem  Archetypes   Product/Market  Matrix     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing                                      PROBLEM                                                  (Market  Trade-­‐off/Size)     SOLUTION   (Product  Features)   Known   Unknown   Known   Simple  System   (Tame;   Closed;   Well-­‐structured)     Complex  System   Unknown   Complicated  System   ChaoGc  System   (Wicked;   Open;   Ill-­‐structured)  
  19. 19.   The  TheoreGcal  Framework  of   The  Value  Chain  Yacht   Is   HolisGc  Problem  Solving  (HPS)   Which  Encapsulates   Scien<fic  Problem  Solving   HolisGc  Problem  Solving  (HPS)  has  3  Levels     q  Visionary/Conceptual  Problem  Solving   q  Strategic  Problem  Solving   q  Tac<cal/Opera<onal  Problem  Solving  
  20. 20.   A  Value  Chain  Yacht   Is   A  Diagram  That  Shows   A  Chain  of  AcGviGes   That  an  OrganizaGon  Uses   To  Create,  Deliver,  and  Share  Value  
  21. 21. The  Value  Chain  Yacht   Can  Be  Regarded  As  a     Means,  Vehicle,  Tool,  or  Holis<c  System   for  Itera<vely  Pursuing   Any  Mission,  Vision,   Goal,  ObjecGve,  Strategy,  and/or  Target   Especially  Under  CondiGons  of   Great  Uncertainty  
  22. 22. The  Working  Space  of  a  Value  Chain  Yacht   Is   Divided  Into  3  Sec<ons:     *  Problem  Space  (“Red  Ocean”):   Where  currently  are  we?     *  Method  Space  (“Vehicle”;  Strategy):   How  must  we  get  there?     *  SoluGon  Space  (“Blue  Ocean”):   Where  must  we  go?  
  23. 23.         RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   Method     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Where  currently   are  we?   Where  must  we   go?   How  must  we         get  there?   Problem   Pain:  (Un)Known   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Improve  innova<on  and  performance  of  organiza<on  
  24. 24.         RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   Method     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Improve  innova<on  and  performance  of  organiza<on   CURRENT  INNOVATION/PERFORMANCE   FUTURE  INNOVATION/PERFORMANCE   Where  currently   are  we?   Where  must  we   go?   How  must  we         get  there?   Problem   Pain:  (Un)Known  
  25. 25.         RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Improve  innova<on  and  performance  of  organiza<on   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known   Method  CURRENT  INNOVATION/PERFORMANCE   FUTURE  INNOVATION/PERFORMANCE  
  26. 26.         RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   C$   R$   P$   VP   +  -­‐     #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Improve  innova<on  and  performance  of  organiza<on   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known   CURRENT  INNOVATION/PERFORMANCE   FUTURE  INNOVATION/PERFORMANCE  
  27. 27.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Improve  innova<on  and  performance  of  organiza<on   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   C$   R$   P$   VP   +  -­‐   CURRENT  INNOVATION/PERFORMANCE   FUTURE  INNOVATION/PERFORMANCE   Where  currently   are  we?   Where  must  we   go?   Problem   Pain:  (Un)Known  
  28. 28.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Improve  innova<on  and  performance  of  organiza<on   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   C$   R$   P$   VP   +  -­‐   CURRENT  INNOVATION/PERFORMANCE   FUTURE  INNOVATION/PERFORMANCE  
  29. 29.           #VCYacht.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Improve  innova<on  and  performance  of  organiza<on   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   C$   R$   P$   VP   +  -­‐   Lack  of  shared  purpose,   mission,  and  vision   Emphasis  on  technical   features  of  products  rather   than  customer  experiences   Thinking  in   “silos”   No  common  language   or  framework  for   facilitaXng  innovaXon   UnarXculated   values/culture   Unclear  Business   Model/Strategy   CURRENT  INNOVATION/PERFORMANCE   FUTURE  INNOVATION/PERFORMANCE  
  30. 30.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   PROFIT   (MARGIN)   COST   (STRUCTURE)   REVENUE   (STREAMS)   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   Services   Outbound  LogisGcs   OperaGons   Inbound  LogisGcs   Procurement   Technology   Dev.   HR   Mngt.     Firm   Infra.     Value  Engine   (Proposi<on/Strategy)   MarkeGng  &  Sales   Industry/Market/Customer  Goal  (Job  To  Get  Done):  Improve  innova<on  and  performance  of  organiza<on   Lack  of  shared  purpose,   mission,  and  vision   Emphasis  on  technical   features  of  products  rather   than  customer  experiences   Thinking  in   “silos”   No  common  language   or  framework  for   facilitaXng  innovaXon   UnarXculated   values/culture   Unclear  Business   Model/Strategy   CURRENT  INNOVATION/PERFORMANCE   FUTURE  INNOVATION/PERFORMANCE  
  31. 31.     A  Value  System  Yacht   Shows   An  Extended  Value  Chain    From  Suppliers     Through  the  Value  Chain  Yacht     To  Customers  
  32. 32.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   PROFIT   (MARGIN)   COST   (STRUCTURE)   REVENUE   (STREAMS)   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   Services   Outbound  LogisGcs   OperaGons   Inbound  LogisGcs   Procurement   Technology   Dev.   HR   Mngt.     Firm   Infra.     Value  Engine   (Proposi<on/Strategy)   MarkeGng  &  Sales   Suppliers   (Co-­‐creators)   Customers    
  33. 33.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   PROFIT   (MARGIN)   COST   (STRUCTURE)   REVENUE   (STREAMS)   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   Services   Outbound  LogisGcs   OperaGons   Inbound  LogisGcs   Procurement   Technology   Dev.   HR   Mngt.     Firm   Infra.     Value  Engine   (Proposi<on/Strategy)   MarkeGng  &  Sales   Suppliers   (Co-­‐creators)   Customers     New   Entrants   (Startups)   Subs<-­‐ tutes   (Incumbents)  
  34. 34.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hRp://businessmodels.ning.com  &  hRp://twiRer.com/RodKuhnKing   Industry/Market/Customer  Goal  (Job  To  Get  Done):  ……………………………………………….………………………….   PROFIT   (MARGIN)   COST   (STRUCTURE)   REVENUE   (STREAMS)   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known   Services   Outbound  LogisGcs   OperaGons   Inbound  LogisGcs   MarkeGng  &  Sales   Procurement   Technology   Dev.   HR   Mngt.     Firm   Infra.     Value  Engine   (Proposi<on/Strategy)   New   Entrants   (Startups)   Subs<-­‐ tutes   (Incumbents)   q  Provide                       customer                 support/repairs   q  Fulfill  orders   q  Deliver  product/service   q  Use  channels  (offline/online)   q  Process/transform  inputs  (materials/info)   q  Develop  product/service/business  model   q  Discover/solve  customer  and  business  problems   q  Receive  inputs  (materials/info)   q  Warehouse  or  store  inputs  (materials/info)   q  Manage/control  inventory   q  Purchase   inputs   (materials/   info)   q  Conduct                   R  &  D   q  Develop   innovaXve/           disrupXve   technology   q  Experiment   with       business   model   innovaXon   q  Recruit/     Develop/       Pay  Staff   q  Manage   business   q  Acquire/   Rent  infra’   q  Engage/Acquire/Retain   Customers   q  Brand/AdverXse/Sell   Suppliers   (Co-­‐creators)   Customers    
  35. 35. “Bad”  vs.  “Good”  Value  System  Yacht   All  Failures   In  Business  and  Life   Are  the  Results   Of  Using     “Bad”  Value  System  Yachts     All  Successes   In  Business  and  Life   Are  the  Results   Of  Using     “Good”  Value  System  Yachts    
  36. 36.         “It’s  more  fun  to  be  a  pirate  than  to  join  the  navy."   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluGon   Gain:  (Un)Known  

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