ENVIRONMENT	
  
Global	
  Business	
  Model	
  (GBM)	
  Canvas:	
  Bird’s	
  Eye	
  View	
  
Business	
  Model	
  Canvas	
...
Global	
  Business	
  Model	
  (GBM)	
  Canvas:	
  Worm’s	
  Eye	
  View	
   Business	
  Model	
  Canvas	
  
Source:	
  Bu...
ENVIRONMENT	
  
Global	
  Business	
  Model	
  (GBM)	
  Canvas:	
  Eagle’s	
  Eye	
  View	
   Business	
  Model	
  Canvas	...
W:	
  WEAKNESSES	
  (-­‐)	
  
S:	
  STRENGTHS	
  (+)	
  
O:	
  OPPORTUNITIES	
  (+)	
  
T:	
  THREATS	
  (-­‐)	
  
The	
  ...
E:	
  Eliminate	
  
I:	
  Increase	
  
C:	
  Create	
  
R:	
  Reduce	
  
The	
  Above	
  “Global	
  Business	
  Model	
  (...
Industry	
  Ecosystem	
  (IE):	
  Supply	
  
Market	
  Ecosystem	
  (ME):	
  Demand	
  
Key	
  Trends	
  &	
  Complementor...
Bargaining	
  Power	
  of	
  Suppliers	
  
Bargaining	
  Power	
  of	
  Customers	
  
Threat	
  of	
  New	
  Entrants	
  
...
 	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	...
 	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	...
Example	
  
Global	
  Business	
  Model	
  (GBM)	
  	
  
Canvas	
  
For	
  
	
  
Startup	
  
Example	
  
Global	
  Busines...
WHAT	
  to	
  change?	
  
	
  
	
  
TO	
  WHAT	
  to	
  change?	
  
	
  
	
  
	
  
	
  
HOW	
  to	
  change?	
  
	
  
	
  ...
Disrup<on	
  Spot	
  
Luxury	
  Spot	
  
Strategic	
  
Choice	
  
	
  
	
  
	
  
	
  
Netbook	
  
	
  
	
  
	
  
	
  
Lapt...
ENVIRONMENT	
  
Business	
  Model	
  Canvas	
  
For	
  Google	
  Glass	
  
Global	
  Business	
  Model	
  (GBM)	
  Canvas:...
ENVIRONMENT	
  
Global	
  Business	
  Model	
  (GBM)	
  Canvas:	
  Bird’s	
  Eye	
  View	
   Business	
  Model	
  Canvas	
...
Key	
  AcNviNes	
  
(KA)	
  
	
  
	
  
	
  
	
  
Key	
  Partners	
  
(KP)	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  ...
Key	
  AcNviNes	
  
(KA)	
  
q  Closed/Open/	
  
Co-­‐InnovaLon	
  
q  Prototyping	
  
q  Viral	
  MarkeLng	
  
q  Sto...
Key	
  AcNviNes	
  
(KA)	
  
q  Closed/Open/	
  
Co-­‐InnovaLon	
  
q  Prototyping	
  
q  Viral	
  MarkeLng	
  
q  Sto...
Key	
  AcNviNes	
  
(KA)	
  
q  Closed/Open/	
  
Co-­‐InnovaLon	
  
q  Prototyping	
  
q  Viral	
  MarkeLng	
  
q  Sto...
Key	
  AcNviNes	
  
(KA)	
  
q  Closed/Open/	
  
Co-­‐InnovaLon	
  
q  Prototyping	
  
q  Viral	
  MarkeLng	
  
q  Sto...
Key	
  AcNviNes	
  
(KA)	
  
q  Closed/Open/	
  
Co-­‐InnovaLon	
  
q  Prototyping	
  
q  Viral	
  MarkeLng	
  
q  Sto...
Key	
  AcNviNes	
  
(KA)	
  
q  Closed/Open/	
  
Co-­‐InnovaLon	
  
q  Prototyping	
  
q  Viral	
  MarkeLng	
  
q  Sto...
Key	
  AcNviNes	
  
(KA)	
  
q  Closed/Open/	
  
Co-­‐InnovaLon	
  
q  Prototyping	
  
q  Viral	
  MarkeLng	
  
q  Sto...
Key	
  AcNviNes	
  
(KA)	
  
q  Closed/Open/	
  
Co-­‐InnovaLon	
  
q  Prototyping	
  
q  Viral	
  MarkeLng	
  
q  Sto...
Past	
  Reality	
  
Business	
  Model	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
Present	
  Reality	
  
Business	
  Model	
  
...
Past	
  Reality	
  
Business	
  Model	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
Present	
  Reality	
  
Business	
  Model	
  
...
Appendix	
  1	
  
Classic	
  Value	
  Chain	
  (CVC)	
  Canvas	
  
A	
  HolisEc	
  Approach	
  to	
  Value	
  Chain	
  and...
ENVIRONMENT	
  
Classic	
  Value	
  Chain	
  (CVC)	
  Canvas:	
  Bird’s	
  Eye	
  View	
  
Classic	
  Value	
  Chain	
  
V...
Classic	
  Value	
  Chain	
  (CVC)	
  Canvas:	
  Worm’s	
  Eye	
  View	
   Value	
  Chain	
  
Firm	
  Infrastructure	
  
H...
Classic	
  Value	
  Chain	
  (CVC)	
  Canvas:	
  Worm’s	
  Eye	
  View	
   Value	
  Chain	
  
Firm	
  Infrastructure	
  
H...
Classic	
  Value	
  Chain	
  (CVC)	
  Canvas:	
  Eagle’s	
  Eye	
  View	
   Value	
  Chain	
  &	
  Environment	
  
(Value	...
Classic	
  Value	
  Chain	
  (CVC)	
  Canvas:	
  Eagle’s	
  Eye	
  View	
   Value	
  Chain	
  &	
  Environment	
  
(“E.R.I...
Industry	
  Ecosystem	
  (IE):	
  Supply	
  
Market	
  Ecosystem	
  (ME):	
  Demand	
  
Key	
  Trends	
  &	
  Complementor...
Bargaining	
  Power	
  of	
  Suppliers	
  
Bargaining	
  Power	
  of	
  Customers	
  
Threat	
  of	
  New	
  Entrants	
  
...
 	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	...
 	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	...
Past	
  Reality	
  
Value	
  Chain	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
Present	
  Reality	
  
Value	
  Chain	
  
	
  
	...
Past	
  Reality	
  
Value	
  Chain	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
Present	
  Reality	
  
Value	
  Chain	
  
	
  
	...
Appendix	
  2	
  
Modern	
  Value	
  Chain	
  (MVC)	
  Canvas	
  
A	
  HolisEc	
  Approach	
  to	
  Value	
  Chain	
  and	...
ENVIRONMENT	
  
Modern	
  Value	
  Chain	
  (MVC)	
  Canvas:	
  Bird’s	
  Eye	
  View	
  
Modern	
  Value	
  Chain	
  
Val...
ENVIRONMENT	
  
Modern	
  Value	
  Chain	
  (MVC)	
  Canvas:	
  Bird’s	
  Eye	
  View	
   Value	
  Chain	
  &	
  Environme...
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hUp://businessmodels.ning.com	
  &	
  hUp://twiUer.com/...
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hUp://businessmodels.ning.com	
  &	
  hUp://twiUer.com/...
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hUp://businessmodels.ning.com	
  &	
  hUp://twiUer.com/...
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hUp://businessmodels.ning.com	
  &	
  hUp://twiUer.com/...
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hUp://businessmodels.ning.com	
  &	
  hUp://twiUer.com/...
ENVIRONMENT	
  
Modern	
  Value	
  Chain	
  (MVC)	
  Canvas:	
  Eagle’s	
  Eye	
  View	
   Value	
  Chain	
  &	
  Environm...
Value	
  Chain	
  &	
  Global	
  Environment	
  
(Value	
  &	
  SWOT	
  Analysis)	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	...
Value	
  Chain	
  &	
  Global	
  Environment	
  
(“E.R.I.C.”	
  Value	
  Innova<on	
  Tac<cs)	
  
	
  
#VPGen.	
  Dr.	
  R...
Industry	
  Ecosystem	
  (IE):	
  Supply	
  
Market	
  Ecosystem	
  (ME):	
  Demand	
  
Key	
  Trends	
  &	
  Complementor...
Bargaining	
  Power	
  of	
  Suppliers	
  
Bargaining	
  Power	
  of	
  Customers	
  
Threat	
  of	
  New	
  Entrants	
  
...
Bargaining	
  Power	
  of	
  Suppliers	
  
Bargaining	
  Power	
  of	
  Customers	
  
Threat	
  of	
  New	
  Entrants	
  
...
Value	
  Chain	
  &	
  Industry	
  Environment	
  
(Porter’s	
  5	
  Forces	
  for	
  Industry	
  Profitability	
  &	
  Fit...
Value	
  Chain	
  &	
  Industry	
  Environment	
  
(“E.R.I.C.”	
  Valua<on	
  Innova<on	
  Tac<cs)	
  
	
  
#VPGen.	
  Dr....
Value	
  Chain	
  &	
  Industry	
  Environment	
  
(Value	
  &	
  SWOT	
  Analysis)	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King...
Value	
  Chain	
  &	
  Industry	
  Environment	
  
(Porter’s	
  5	
  Forces	
  for	
  Industry	
  Profitability	
  &	
  Fit...
 	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	...
 	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	...
Past	
  Reality	
  
Value	
  Chain	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
Present	
  Reality	
  
Value	
  Chain	
  
	
  
	...
Past	
  Reality	
  
Value	
  Chain	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
Present	
  Reality	
  
Value	
  Chain	
  
	
  
	...
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Visually Integrating Porter’s 5 Forces of Competition with the Business Model Canvas_rod_king

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The Business Model Canvas is a tool that illustrates how a business creates and delivers value as well as makes money. However, a Business Model Canvas presents a worm’s eye view of a business so that the context or Environment is not shown on the Business Model Canvas. Nevertheless, the Business Model Canvas (worm’s eye view) and Business Model Environment (bird’s eye view) can be presented on a single page; see page 201 of the book, “Business Model Generation” by Alexander Osterwalder and Yves Pigneur.

In describing the Business Model Environment of the Business Model Canvas, the literature has focused on 4 “Global Forces” of the Macro-Environment: Industry Ecosystem (IE); Market Ecosystem (ME); Key Trends & Complementors (KTC); Macro-Economic Influencers (MEI). However, we have yet to come across a one-page worksheet that simultaneously illustrates the Business Model Canvas and Business Model Environment. Consequently, some people find it difficult to concurrently analyze the fitness between a business model and its environment.

This presentation (http://goo.gl/1uinUW) uniquely presents a modular worksheet that contains the Business Model Canvas and Business Model Environment. Consequently, one can simultaneously analyze a business model and its global environment especially with a view to determining environmental fitness of a business model. Although its boundaries are fluid, the Business Model Environment largely acts as a constraint to the growth of a business model. According to “Constructionists,” a Business Model Environment mostly determines whether a nascent business model thrives or dies. However, “Reconstructionists” such as Blue Ocean Strategists believe that a Blue Ocean business model can create an uncontested market space and subsequently, redefine market boundaries and industries that make competitors irrelevant.

To determine the chances of a business model thriving or dying in an existing industry (Red Ocean), it’s imperative to analyze industry attractiveness especially using Porter’s 5 Forces of Competition or “Industry Forces.” Industry Attractiveness Analysis can be enhanced by combining the diagram for Porter’s 5 Forces and the Business Model Canvas. Such an integrated diagram can be used to determine the competitive advantage of a business model.

In the presentation below, a diagram is presented which seamlessly integrates Porter’s 5 Forces and the Business Model Canvas. The resulting one-page modular worksheet is referred to as the Global Business Model (GBM) Canvas. Note that GBM Canvas also refers to the one-page modular worksheet that combines the 4 Global Forces with the Business Model Canvas. The objective of a GBM Canvas is to provide a single page that facilitates seeing both the big picture and details of a business model. In summary, the GBM Canvas facilitates comprehensive internal and external analyses of a business model.

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  • Njce! Thanks for sharing.
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  • @hudali15: I appreciate it that you highlight the stickiness of the visual that combines Porter's 5 Forces of Competition with the Business Model Canvas. Far too many presentations of the Business Model Canvas ignore the environment especially Porter's 5 Forces which could shape the evolution of their business model. I hope that the above presentation encourages people to take a more holistic perspective of business models, a perspective that allows them to see the trees as well as the forest. A tree may appear alone but its survival and growth depend on the ecosystem of the forest. Without the forest, there will be no tree. Likewise, without an environment, there'll not be any business model. In short, a business model is as part of the environment as the environment is as part of the business model. Long live the holistic view of business and life.
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  • Hi Rod,

    Your canvas is like a paste. You may fold it, stretch it, add to it, color it, add additives to it and form it in the shape you want it. This time you opted to shape it to accommodate Porter's five forces of competition. It is great and being visual it sticks to the memory.
    However; shaping it requires skills that are attainable by practice and improving creativity skills as well.
    I have to say that I expected this presentation to attract more views. Apparently, many readers are still enjoying their summer holidays.
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Visually Integrating Porter’s 5 Forces of Competition with the Business Model Canvas_rod_king

  1. 1. ENVIRONMENT   Global  Business  Model  (GBM)  Canvas:  Bird’s  Eye  View   Business  Model  Canvas   Business  Model  Canvas  &  Environment   The  Above  “Global  Business  Model  (GBM)  Canvas”  is  adapted  from  the  Business  Model  Canvas  (www.businessmodelgeneraEon.com)   and  Is  Licensed  under  the  CreaEve  Commons  AIribuEon-­‐ShareAlike  3.0  Unported  License  
  2. 2. Global  Business  Model  (GBM)  Canvas:  Worm’s  Eye  View   Business  Model  Canvas   Source:  Business  Model  Canvas  (www.businessmodelgeneraEon.com)  and  Is  Licensed  under  the  CreaEve  Commons  AIribuEon-­‐ ShareAlike  3.0  Unported  License  
  3. 3. ENVIRONMENT   Global  Business  Model  (GBM)  Canvas:  Eagle’s  Eye  View   Business  Model  Canvas  &  Environment   The  Above  “Global  Business  Model  (GBM)  Canvas”  is  adapted  from  the  Business  Model  Canvas  (www.businessmodelgeneraEon.com)   and  Is  Licensed  under  the  CreaEve  Commons  AIribuEon-­‐ShareAlike  3.0  Unported  License  
  4. 4. W:  WEAKNESSES  (-­‐)   S:  STRENGTHS  (+)   O:  OPPORTUNITIES  (+)   T:  THREATS  (-­‐)   The  Above  “Global  Business  Model  (GBM)  Canvas”  is  adapted  from  the  Business  Model  Canvas  (www.businessmodelgeneraEon.com)   and  Is  Licensed  under  the  CreaEve  Commons  AIribuEon-­‐ShareAlike  3.0  Unported  License   Global  Business  Model  (GBM)  Canvas:  Eagle’s  Eye  View   Business  Model  Canvas  &  Global  Environment   (Value  &  SWOT  Analysis)  
  5. 5. E:  Eliminate   I:  Increase   C:  Create   R:  Reduce   The  Above  “Global  Business  Model  (GBM)  Canvas”  is  adapted  from  the  Business  Model  Canvas  (www.businessmodelgeneraEon.com)   and  Is  Licensed  under  the  CreaEve  Commons  AIribuEon-­‐ShareAlike  3.0  Unported  License   Global  Business  Model  (GBM)  Canvas:  Eagle’s  Eye  View   Business  Model  Canvas  &  Global  Environment   (“E.R.I.C.”  Value  Innova<on  Tac<cs)  
  6. 6. Industry  Ecosystem  (IE):  Supply   Market  Ecosystem  (ME):  Demand   Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/+)   Macro-­‐Economic  Influencers  (MEI):  Global  Economy   The  Above  “Global  Business  Model  (GBM)  Canvas”  is  adapted  from  the  Business  Model  Canvas  (www.businessmodelgeneraEon.com)   and  Is  Licensed  under  the  CreaEve  Commons  AIribuEon-­‐ShareAlike  3.0  Unported  License   Global  Business  Model  (GBM)  Canvas:  Eagle’s  Eye  View   Business  Model  Canvas  &  Global  Environment   (4  Global  Environment  Forces  for  External  Fitness  Analysis)  
  7. 7. Bargaining  Power  of  Suppliers   Bargaining  Power  of  Customers   Threat  of  New  Entrants   Threat  of  SubsNtute  Products  or  Services   Business  Model  Canvas  &  Industry  Environment   (Porter’s  5  Forces  for  Industry  Profitability  &  Fitness  Analysis)   The  Above  “Global  Business  Model  (GBM)  Canvas”  is  adapted  from  the  Business  Model  Canvas  (www.businessmodelgeneraEon.com)   and  Is  Licensed  under  the  CreaEve  Commons  AIribuEon-­‐ShareAlike  3.0  Unported  License   Global  Business  Model  (GBM)  Canvas:  Eagle’s  Eye  View  
  8. 8.                                                                                      Global  Business  Model  (GBM)  Canvas:  Fractal  Hierarchy  for  Determining  Business  Model  Fitness   Environment   Business  Model  Canvas   World  (Global)   NaNon  (Economy/   Value  Network)   Industry   Sector  (Locality/Supply  Chain)   Region   Suppliers   Customers   SubsLtutes  (In/Direct  CompeEtors)   New  Entrants  (PotenEal  CompeEtors)   W:  WEAKNESSES  (-­‐)   S:  STRENGTHS  (+)   O:  OPPORTUNITIES  (+)   T:  THREATS  (-­‐)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing  
  9. 9.                                                                                      Global  Business  Model  (GBM)  Canvas:  Fractal  Hierarchy  for  Determining  Business  Model  Fitness   Environment   Business  Model  Canvas   World  (Global)   NaNon  (Economy/   Value  Network)   Industry   Sector  (Locality/Supply  Chain)   Region   Suppliers   Customers   SubsLtutes  (In/Direct  CompeEtors)   New  Entrants  (PotenEal  CompeEtors)   Macro-­‐Economic  Forces  (MEF):  Global  Economy   Industry  Ecosystem  (IE):  Supply   Market  Ecosystem  (ME):  Demand   Key  Trends  &  Complementors  (KTC):  PESTLIED     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing  
  10. 10. Example   Global  Business  Model  (GBM)     Canvas   For     Startup   Example   Global  Business  Model  (GBM)     Canvas   For     Startup  
  11. 11. WHAT  to  change?       TO  WHAT  to  change?           HOW  to  change?       WHY  change?   Google  Glass       #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  hTp://twiTer.com/RodKuhnKing   3-­‐ACT  CHANGE  MANAGEMENT  QUESTIONS  FOR  GOOGLE  GLASS   Visual  Change  Management  for  Dream  ValidaEon  TesEng  
  12. 12. Disrup<on  Spot   Luxury  Spot   Strategic   Choice           Netbook           Laptop  Computer  Wearable  Computer/   SmartPhone   Desktop  Computer   Tablet  Computer   OVERVIEW  OF  COMPUTING  TOOLS   Trade-­‐off  Map  of  Performance  vs.  Size     (-­‐):  PAIN:  Size  (Cost)   (+):  DELIGHT:   Performance   (Power;   VersaLlity)   Key   Profitable  Tool     Unprofitable  Tool   “Insane”  Happiness  (Value)   Ideal  Final  Result  (IFR)   Infinite  Shared  Happiness   “Invisible  Hand”       #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  hTp://twiTer.com/RodKuhnKing   Market  Segment  (Job-­‐To-­‐Get-­‐Done/Goal;  Product/Tool):  Record,  Organize,     Manage,  and/or  Evaluate  InformaEon  
  13. 13. ENVIRONMENT   Business  Model  Canvas   For  Google  Glass   Global  Business  Model  (GBM)  Canvas:  Bird’s  Eye  View   Business  Model  Canvas  &  Environment     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing  
  14. 14. ENVIRONMENT   Global  Business  Model  (GBM)  Canvas:  Bird’s  Eye  View   Business  Model  Canvas  &  Environment     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing  
  15. 15. Key  AcNviNes   (KA)           Key  Partners   (KP)                             Key  Resources   (KR)           Customer   Segments   (CS)                       Pain:     Cost  Structure  (C$)         Delight:   Revenue  Streams  (R$)         Channels   (CH)           Customer   RelaNonships   (CR)         (-­‐)   (+)   Value   ProposiNon   (VP)                           The  Above  “Global  Business  Model  (GBM)  Canvas”  is  adapted  from  the  Business  Model  Canvas  (www.businessmodelgeneraEon.com)   and  Is  Licensed  under  the  CreaEve  Commons  AIribuEon-­‐ShareAlike  3.0  Unported  License   ENVIRONMENT   Global  Business  Model  (GBM)  Canvas:  Eagle’s  Eye  View   Business  Model  Canvas  &  Environment  
  16. 16. Key  AcNviNes   (KA)   q  Closed/Open/   Co-­‐InnovaLon   q  Prototyping   q  Viral  MarkeLng   q  Story  Mngt.   Key  Partners   (KP)   q  OEM  Manufac-­‐ turers     Venture  Capitalists   q  KPCB     q  Andersen   Horowitz     App  Developers   q  “Explorers”   q  NY  Times     Android  Carriers   Key  Resources   (KR)   Google’s   q  Team/Mngt/ Brand/IP   q  IT  Infra’;  Tech.   q  FaciliLes   Customer   Segments   (CS)   q  Luxury  users   who  consider   pocket  or   desktop   computers  as   “bulky”   q  App   Developers   q  Professionals   such  as  in   Security   Job  To  Be  Done?   Pain:     Cost  Structure  (C$):  Supplies;  Staff;  FaciliLes;  …   q  Weaknesses:  hard  to  fold  or  store;                      short  baIery  life;  high  cost  (price)   q  Threats:  social  discomfort;  switching  costs;   privacy  concerns   Delight:   Revenue  Streams  (R$):  US$1,500  per  item   q  Strengths:  instantly  accessible  smartphone   funcEonaliEes;  could  be  hands-­‐free   q  OpportuniNes:  killer  apps;  first  mover  ad-­‐                    vantage;  creaEon  of  a  “Blue  Ocean”  Industry   Channels   (CH)   q  Online   q  Mail  Delivery     q  Retail  Stores   Customer   RelaNonships   (CR)   q  Community  of   Early  Adopters   q  PromoLon-­‐   CompeLLons   (-­‐)   q  What  &  how  does  Google  conNnuously  learn  (to  create  customers,  profit  or  shared  value)?   (+)   Value   ProposiNon   (VP)   q  “Seamless  &   Empowering”   Computer/                Plagorm:   -­‐  Photo;  Video;   Maps;  Search;            Internet    …   -­‐  Jobs  To  Be  Done           The  Above  “Global  Business  Model  (GBM)  Canvas”  is  adapted  from  the  Business  Model  Canvas  (www.businessmodelgeneraEon.com)   and  Is  Licensed  under  the  CreaEve  Commons  AIribuEon-­‐ShareAlike  3.0  Unported  License   ENVIRONMENT   Global  Business  Model  (GBM)  Canvas:  Eagle’s  Eye  View   Business  Model  Canvas  &  Environment  
  17. 17. Key  AcNviNes   (KA)   q  Closed/Open/   Co-­‐InnovaLon   q  Prototyping   q  Viral  MarkeLng   q  Story  Mngt.   Key  Partners   (KP)   q  OEM  Manufac-­‐ turers     Venture  Capitalists   q  KPCB     q  Andersen   Horowitz     App  Developers   q  “Explorers”   q  NY  Times     Android  Carriers   Key  Resources   (KR)   Google’s   q  Team/Mngt/ Brand/IP   q  IT  Infra’;  Tech.   q  FaciliLes   Customer   Segments   (CS)   q  Luxury  users   who  consider   pocket  or   desktop   computers  as   “bulky”   q  App   Developers   q  Professionals   such  as  in   Security   Job  To  Be  Done?   Pain:     Cost  Structure  (C$):  Supplies;  Staff;  FaciliLes;  …   q  Weaknesses:  hard  to  fold  or  store;                      short  baIery  life;  high  cost  (price)   q  Threats:  social  discomfort;  switching  costs;   privacy  concerns   Delight:   Revenue  Streams  (R$):  US$1,500  per  item   q  Strengths:  instantly  accessible  smartphone   funcEonaliEes;  could  be  hands-­‐free   q  OpportuniNes:  killer  apps;  first  mover  ad-­‐                    vantage;  creaEon  of  a  “Blue  Ocean”  Industry   Channels   (CH)   q  Online   q  Mail  Delivery     q  Retail  Stores   Customer   RelaNonships   (CR)   q  Community  of   Early  Adopters   q  PromoLon-­‐   CompeLLons   (-­‐)   q  What  &  how  does  Google  conNnuously  learn  (to  create  customers,  profit  or  shared  value)?   (+)   Value   ProposiNon   (VP)   q  “Seamless  &   Empowering”   Computer/                Plagorm:   -­‐  Photo;  Video;   Maps;  Search;            Internet    …   -­‐  Jobs  To  Be  Done           The  Above  “Global  Business  Model  (GBM)  Canvas”  is  adapted  from  the  Business  Model  Canvas  (www.businessmodelgeneraEon.com)   and  Is  Licensed  under  the  CreaEve  Commons  AIribuEon-­‐ShareAlike  3.0  Unported  License   Global  Business  Model  (GBM)  Canvas:  Eagle’s  Eye  View   W:  WEAKNESSES  (-­‐)       S:  STRENGTHS  (+)     O:  OPPORTUNITIES  (+)   T:  THREATS  (-­‐)   Business  Model  Canvas  &  Global  Environment   (Value  &  SWOT  Analysis)  
  18. 18. Key  AcNviNes   (KA)   q  Closed/Open/   Co-­‐InnovaLon   q  Prototyping   q  Viral  MarkeLng   q  Story  Mngt.   Key  Partners   (KP)   q  OEM  Manufac-­‐ turers     Venture  Capitalists   q  KPCB     q  Andersen   Horowitz     App  Developers   q  “Explorers”   q  NY  Times     Android  Carriers   Key  Resources   (KR)   Google’s   q  Team/Mngt/ Brand/IP   q  IT  Infra’;  Tech.   q  FaciliLes   Customer   Segments   (CS)   q  Luxury  users   who  consider   pocket  or   desktop   computers  as   “bulky”   q  App   Developers   q  Professionals   such  as  in   Security   Job  To  Be  Done?   Pain:     Cost  Structure  (C$):  Supplies;  Staff;  FaciliLes;  …   q  Weaknesses:  hard  to  fold  or  store;                      short  baIery  life;  high  cost  (price)   q  Threats:  social  discomfort;  switching  costs;   privacy  concerns   Delight:   Revenue  Streams  (R$):  US$1,500  per  item   q  Strengths:  instantly  accessible  smartphone   funcEonaliEes;  could  be  hands-­‐free   q  OpportuniNes:  killer  apps;  first  mover  ad-­‐                    vantage;  creaEon  of  a  “Blue  Ocean”  Industry   Channels   (CH)   q  Online   q  Mail  Delivery     q  Retail  Stores   Customer   RelaNonships   (CR)   q  Community  of   Early  Adopters   q  PromoLon-­‐   CompeLLons   (-­‐)   q  What  &  how  does  Google  conNnuously  learn  (to  create  customers,  profit  or  shared  value)?   (+)   Value   ProposiNon   (VP)   q  “Seamless  &   Empowering”   Computer/                Plagorm:   -­‐  Photo;  Video;   Maps;  Search;            Internet    …   -­‐  Jobs  To  Be  Done           The  Above  “Global  Business  Model  (GBM)  Canvas”  is  adapted  from  the  Business  Model  Canvas  (www.businessmodelgeneraEon.com)   and  Is  Licensed  under  the  CreaEve  Commons  AIribuEon-­‐ShareAlike  3.0  Unported  License   Global  Business  Model  (GBM)  Canvas:  Eagle’s  Eye  View   E:  Eliminate     I:  Increase   C:  Create   R:  Reduce   Business  Model  Canvas  &  Global  Environment   (“E.R.I.C.”  Value  Innova<on  Tac<cs)  
  19. 19. Key  AcNviNes   (KA)   q  Closed/Open/   Co-­‐InnovaLon   q  Prototyping   q  Viral  MarkeLng   q  Story  Mngt.   Key  Partners   (KP)   q  OEM  Manufac-­‐ turers     Venture  Capitalists   q  KPCB     q  Andersen   Horowitz     App  Developers   q  “Explorers”   q  NY  Times     Android  Carriers   Key  Resources   (KR)   Google’s   q  Team/Mngt/ Brand/IP   q  IT  Infra’;  Tech.   q  FaciliLes   Customer   Segments   (CS)   q  Luxury  users   who  consider   pocket  or   desktop   computers  as   “bulky”   q  App   Developers   q  Professionals   such  as  in   Security   Job  To  Be  Done?   Pain:     Cost  Structure  (C$):  Supplies;  Staff;  FaciliLes;  …   q  Weaknesses:  hard  to  fold  or  store;                      short  baIery  life;  high  cost  (price)   q  Threats:  social  discomfort;  switching  costs;   privacy  concerns   Delight:   Revenue  Streams  (R$):  US$1,500  per  item   q  Strengths:  instantly  accessible  smartphone   funcEonaliEes;  could  be  hands-­‐free   q  OpportuniNes:  killer  apps;  first  mover  ad-­‐                    vantage;  creaEon  of  a  “Blue  Ocean”  Industry   Channels   (CH)   q  Online   q  Mail  Delivery     q  Retail  Stores   Customer   RelaNonships   (CR)   q  Community  of   Early  Adopters   q  PromoLon-­‐   CompeLLons   (-­‐)   q  What  &  how  does  Google  conNnuously  learn  (to  create  customers,  profit  or  shared  value)?   (+)   Value   ProposiNon   (VP)   q  “Seamless  &   Empowering”   Computer/                Plagorm:   -­‐  Photo;  Video;   Maps;  Search;            Internet    …   -­‐  Jobs  To  Be  Done           The  Above  “Global  Business  Model  (GBM)  Canvas”  is  adapted  from  the  Business  Model  Canvas  (www.businessmodelgeneraEon.com)   and  Is  Licensed  under  the  CreaEve  Commons  AIribuEon-­‐ShareAlike  3.0  Unported  License   Industry  Ecosystem  (IE):  Supply   Market  Ecosystem  (ME):  Demand   Macro-­‐Economic  Influencers  (MEI):  Global  Economy   Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/+)   Global  Business  Model  (GBM)  Canvas:  Eagle’s  Eye  View   Business  Model  Canvas  &  Global  Environment   (4  Global  Environment  Forces  for  External  Fitness  Analysis)  
  20. 20. Key  AcNviNes   (KA)   q  Closed/Open/   Co-­‐InnovaLon   q  Prototyping   q  Viral  MarkeLng   q  Story  Mngt.   Key  Partners   (KP)   q  OEM  Manufac-­‐ turers     Venture  Capitalists   q  KPCB     q  Andersen   Horowitz     App  Developers   q  “Explorers”   q  NY  Times     Android  Carriers   Key  Resources   (KR)   Google’s   q  Team/Mngt/ Brand/IP   q  IT  Infra’;  Tech.   q  FaciliLes   Customer   Segments   (CS)   q  Luxury  users   who  consider   pocket  or   desktop   computers  as   “bulky”   q  App   Developers   q  Professionals   such  as  in   Security   Job  To  Be  Done?   Pain:     Cost  Structure  (C$):  Supplies;  Staff;  FaciliLes;  …   q  Weaknesses:  hard  to  fold  or  store;                      short  baIery  life;  high  cost  (price)   q  Threats:  social  discomfort;  switching  costs;   privacy  concerns   Delight:   Revenue  Streams  (R$):  US$1,500  per  item   q  Strengths:  instantly  accessible  smartphone   funcEonaliEes;  could  be  hands-­‐free   q  OpportuniNes:  killer  apps;  first  mover  ad-­‐                    vantage;  creaEon  of  a  “Blue  Ocean”  Industry   Channels   (CH)   q  Online   q  Mail  Delivery     q  Retail  Stores   Customer   RelaNonships   (CR)   q  Community  of   Early  Adopters   q  PromoLon-­‐   CompeLLons   (-­‐)   Macro-­‐Economic  Influencers  (MEI)   Industry  Ecosystem  (IE):  Supply   (Suppliers  of  Wearable  Computers)   Key  Trends  &  Complementors  (KTC)   (Emergent  Jobs  To  Be  Done/Experiences)   q  What  &  how  does  Google  conNnuously  learn  (to  create  customers,  profit  or  shared  value)?   Vuzix  Telepathy   Wearable  (Ubiquitous/AR)  CompuLng   EvoluLon  of  Computers/Eyeglasses   Weak  Global  Economy   Sharing  Economy   GlobalizaLon   Social  Media/TV   CollaboraLon   Gov.   “Outlier-­‐Users”     of    Wearable  Computers   Users    of     Non-­‐Wearable  Computers   Apple  Sony   Health  Sector   Defense  Sector  OpposiLon  Groups   DIY  Economy   (+)   Value   ProposiNon   (VP)   q  “Seamless  &   Empowering”   Computer/                Plagorm:   -­‐  Photo;  Video;   Maps;  Search;            Internet    …   -­‐  Jobs  To  Be  Done           The  Above  “Global  Business  Model  (GBM)  Canvas”  is  adapted  from  the  Business  Model  Canvas  (www.businessmodelgeneraEon.com)   and  Is  Licensed  under  the  CreaEve  Commons  AIribuEon-­‐ShareAlike  3.0  Unported  License   Global  Business  Model  (GBM)  Canvas:  Eagle’s  Eye  View   Business  Model  Canvas  &  Global  Environment   (4  Global  Environment  Forces  for  External  Fitness  Analysis)   Market  Ecosystem  (ME):  Demand   (Ideal  Final  Result:  “Free,  Perfect,  Now”;  Use  Cases)  
  21. 21. Key  AcNviNes   (KA)   q  Closed/Open/   Co-­‐InnovaLon   q  Prototyping   q  Viral  MarkeLng   q  Story  Mngt.   Key  Partners   (KP)   q  OEM  Manufac-­‐ turers     Venture  Capitalists   q  KPCB     q  Andersen   Horowitz     App  Developers   q  “Explorers”   q  NY  Times     Android  Carriers   Key  Resources   (KR)   Google’s   q  Team/Mngt/ Brand/IP   q  IT  Infra’;  Tech.   q  FaciliLes   Value   ProposiNon   (VP)   q  “Seamless  &   Empowering”   Computer/                Plagorm:   -­‐  Photo;  Video;   Maps;  Search;            Internet    …   -­‐  Jobs  To  Be  Done           Customer   Segments   (CS)   q  Luxury  users   who  consider   pocket  or   desktop   computers  as   “bulky”   q  App   Developers   q  Professionals   such  as  in   Security   Job  To  Be  Done?   Channels   (CH)   q  Online   q  Mail  Delivery     q  Retail  Stores   Customer   RelaNonships   (CR)   q  Community  of   Early  Adopters   q  PromoLon-­‐   CompeLLons   (-­‐)   Industry  Ecosystem  (IE):  Supply   (Suppliers  of  Wearable  Computers)   Market  Ecosystem  (ME):  Demand   (Ideal  Final  Result:  “Free,  Perfect,  Now”;  Use  Cases)   Key  Trends  &  Complementors  (KTC)   (Emergent  Jobs  To  Be  Done/Experiences)   Vuzix  Telepathy   Wearable  (Ubiquitous/AR)  CompuLng   EvoluLon  of  Computers/Eyeglasses   Weak  Global  Economy   Sharing  Economy  Social  Media/TV   CollaboraLon   “Outlier-­‐Users”     of    Wearable  Computers   Apple  Sony   Health  Sector  OpposiLon  Groups   DIY  Economy   (+)  Staffing  Cost:   Customer  AcquisiLon  Cost:   Equipment/Infrastructure/Facility  Cost:   DistribuLon/LogisLcs  Cost:     Material/Info’  Cost:    Shared  Value  (PROFIT;  Customer  Experience)   Metrics   Engagement:   AcLvaLon:   RetenLon:   Revenue:   Referral:   AcquisiLon:   Macro-­‐Economic  Influencers  (MEI)   Gov.  Defense  Sector   GlobalizaLon   Global  Business  Model  (GBM)  Canvas:  Eagle’s  Eye  View   Business  Model  Canvas  &  Global  Environment   (4  Global  Environment  Forces  for  External  Fitness  Analysis)   Users    of     Non-­‐Wearable  Computers   The  Above  “Global  Business  Model  (GBM)  Canvas”  is  adapted  from  the  Business  Model  Canvas  (www.businessmodelgeneraEon.com)   and  Is  Licensed  under  the  CreaEve  Commons  AIribuEon-­‐ShareAlike  3.0  Unported  License  
  22. 22. Key  AcNviNes   (KA)   q  Closed/Open/   Co-­‐InnovaLon   q  Prototyping   q  Viral  MarkeLng   q  Story  Mngt.   Key  Partners   (KP)   q  OEM  Manufac-­‐ turers     Venture  Capitalists   q  KPCB     q  Andersen   Horowitz     App  Developers   q  “Explorers”   q  NY  Times     Android  Carriers   Key  Resources   (KR)   Google’s   q  Team/Mngt/ Brand/IP   q  IT  Infra’;  Tech.   q  FaciliLes   Customer   Segments   (CS)   q  Luxury  users   who  consider   pocket  or   desktop   computers  as   “bulky”   q  App   Developers   q  Professionals   such  as  in   Security   Job  To  Be  Done?   Pain:     Cost  Structure  (C$):  Supplies;  Staff;  FaciliLes;  …   q  Weaknesses:  hard  to  fold  or  store;                      short  baIery  life;  high  cost  (price)   q  Threats:  social  discomfort;  switching  costs;   privacy  concerns   Delight:   Revenue  Streams  (R$):  US$1,500  per  item   q  Strengths:  instantly  accessible  smartphone   funcEonaliEes;  could  be  hands-­‐free   q  OpportuniNes:  killer  apps;  first  mover  ad-­‐                    vantage;  creaEon  of  a  “Blue  Ocean”  Industry   Channels   (CH)   q  Online   q  Mail  Delivery     q  Retail  Stores   Customer   RelaNonships   (CR)   q  Community  of   Early  Adopters   q  PromoLon-­‐   CompeLLons   (-­‐)   q  What  &  how  does  Google  conNnuously  learn  (to  create  customers,  profit  or  shared  value)?   (+)   Value   ProposiNon   (VP)   q  “Seamless  &   Empowering”   Computer/                Plagorm:   -­‐  Photo;  Video;   Maps;  Search;            Internet    …   -­‐  Jobs  To  Be  Done           The  Above  “Global  Business  Model  (GBM)  Canvas”  is  adapted  from  the  Business  Model  Canvas  (www.businessmodelgeneraEon.com)   and  Is  Licensed  under  the  CreaEve  Commons  AIribuEon-­‐ShareAlike  3.0  Unported  License   Bargaining  Power  of  Suppliers   Bargaining  Power  of  Customers   Threat  of  New  Entrants   Threat  of  SubsNtute  Products  or  Services   Business  Model  Canvas  &  Industry  Environment   (Porter’s  5  Forces  for  Industry  Profitability  &  Fitness  Analysis)   Global  Business  Model  (GBM)  Canvas:  Eagle’s  Eye  View  
  23. 23. Key  AcNviNes   (KA)   q  Closed/Open/   Co-­‐InnovaLon   q  Prototyping   q  Viral  MarkeLng   q  Story  Mngt.   Key  Partners   (KP)   q  OEM  Manufac-­‐ turers     Venture  Capitalists   q  KPCB     q  Andersen   Horowitz     App  Developers   q  “Explorers”   q  NY  Times     Android  Carriers   Key  Resources   (KR)   Google’s   q  Team/Mngt/ Brand/IP   q  IT  Infra’;  Tech.   q  FaciliLes   Customer   Segments   (CS)   q  Luxury  users   who  consider   pocket  or   desktop   computers  as   “bulky”   q  App   Developers   q  Professionals   such  as  in   Security   Job  To  Be  Done?   Pain:     Cost  Structure  (C$):  Supplies;  Staff;  FaciliLes;  …   q  Weaknesses:  hard  to  fold  or  store;                      short  baIery  life;  high  cost  (price)   q  Threats:  social  discomfort;  switching  costs;   privacy  concerns   Delight:   Revenue  Streams  (R$):  US$1,500  per  item   q  Strengths:  instantly  accessible  smartphone   funcEonaliEes;  could  be  hands-­‐free   q  OpportuniNes:  killer  apps;  first  mover  ad-­‐                    vantage;  creaEon  of  a  “Blue  Ocean”  Industry   Channels   (CH)   q  Online   q  Mail  Delivery     q  Retail  Stores   Customer   RelaNonships   (CR)   q  Community  of   Early  Adopters   q  PromoLon-­‐   CompeLLons   (-­‐)   q  What  &  how  does  Google  conNnuously  learn  (to  create  customers,  profit  or  shared  value)?   (+)   Value   ProposiNon   (VP)   q  “Seamless  &   Empowering”   Computer/                Plagorm:   -­‐  Photo;  Video;   Maps;  Search;            Internet    …   -­‐  Jobs  To  Be  Done           The  Above  “Global  Business  Model  (GBM)  Canvas”  is  adapted  from  the  Business  Model  Canvas  (www.businessmodelgeneraEon.com)   and  Is  Licensed  under  the  CreaEve  Commons  AIribuEon-­‐ShareAlike  3.0  Unported  License   Bargaining  Power  of  Suppliers   Bargaining  Power  of  Customers   Threat  of  New  Entrants   Threat  of  SubsNtute  Products  or  Services   Business  Model  Canvas  &  Industry  Environment   (Porter’s  5  Forces  for  Industry  Profitability  &  Fitness  Analysis)   Global  Business  Model  (GBM)  Canvas:  Eagle’s  Eye  View   Vuzix   Telepathy   Apple   Sony  
  24. 24. Past  Reality   Business  Model                 Present  Reality   Business  Model               Future  Reality   Business  Model                 Global  Business  Model  (GBM)  Story  for  Google  Glass     One-­‐Page  Business  Profit  Plan   Business   Model   (Canvas)   Business   Model   (Canvas)   Business   Model   (Canvas)   Industry   Ecosystem   Market   Ecosystem   Business  Model   (Canvas)   Macro-­‐Economic  Influencers   Key  Trends  &  Complementors   Google  Glass’s   Mission/Vision/ Purpose/Ideals/   Ideal  Final  Result   For   Business   Model     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Strategy   Short/Medium/Long-­‐term  
  25. 25. Past  Reality   Business  Model                 Present  Reality   Business  Model               Future  Reality   Business  Model                 Global  Business  Model  (GBM)  Story  for  Google  Glass     3-­‐Act  Change  Management  QuesEons     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Strategy   Short/Medium/Long-­‐term   WHAT  to  change?   TO  WHAT  to  change?   WHY  change?   HOW  to  change?  
  26. 26. Appendix  1   Classic  Value  Chain  (CVC)  Canvas   A  HolisEc  Approach  to  Value  Chain  and  Industry  AIracEveness  Analyses  
  27. 27. ENVIRONMENT   Classic  Value  Chain  (CVC)  Canvas:  Bird’s  Eye  View   Classic  Value  Chain   Value  Chain  &  Environment     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing  
  28. 28. Classic  Value  Chain  (CVC)  Canvas:  Worm’s  Eye  View   Value  Chain   Firm  Infrastructure   Human  Resource  Management     Technology  Development   Procurement   Inbound   LogisNcs   OperaNons   Outbound   LogisNcs   MarkeNng   &  Sales   Service   Support   AcEviEes   Primary   AcEviEes   PROFIT   MARGIN     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Source:  Porter,  M.  (1985)  CompeEEve  Advantage.  New  York:  Free  Press.  
  29. 29. Classic  Value  Chain  (CVC)  Canvas:  Worm’s  Eye  View   Value  Chain   Firm  Infrastructure   Human  Resource  Management     Technology  Development   Procurement   Inbound   LogisNcs   OperaNons   Outbound   LogisNcs   MarkeNng   &  Sales   Service   Support   AcEviEes   Primary   AcEviEes   PROFIT   MARGIN   Classic  Value  Chain     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Source:  Porter,  M.  (1985)  CompeEEve  Advantage.  New  York:  Free  Press.  
  30. 30. Classic  Value  Chain  (CVC)  Canvas:  Eagle’s  Eye  View   Value  Chain  &  Environment   (Value  &  SWOT  Analysis)   Firm  Infrastructure   Human  Resource  Management     Technology  Development   Procurement   Inbound   LogisNcs   OperaNons   Outbound   LogisNcs   MarkeNng   &  Sales   Service   Support   AcEviEes   Primary   AcEviEes   PROFIT   MARGIN     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Classic  Value  Chain   W:  WEAKNESSES  (-­‐)    S:  STRENGTHS  (+)   O:  OPPORTUNITIES  (+)   T:  THREATS  (-­‐)  
  31. 31. Classic  Value  Chain  (CVC)  Canvas:  Eagle’s  Eye  View   Value  Chain  &  Environment   (“E.R.I.C.”  Value  Innova<on  Tac<cs)   Firm  Infrastructure   Human  Resource  Management     Technology  Development   Procurement   Inbound   LogisNcs   OperaNons   Outbound   LogisNcs   MarkeNng   &  Sales   Service   Support   AcEviEes   Primary   AcEviEes   PROFIT   MARGIN     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Classic  Value  Chain   E:  Eliminate    I:  Increase   C:  Create   R:  Reduce  
  32. 32. Industry  Ecosystem  (IE):  Supply   Market  Ecosystem  (ME):  Demand   Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/+)   Macro-­‐Economic  Influencers  (MEI):  Global  Economy   Classic  Value  Chain  (CVC)  Canvas:  Eagle’s  Eye  View   Value  Chain  &  Global  Environment   (4  Global  Environment  Forces  for  External  Fitness  Analysis)   Firm  Infrastructure   Human  Resource  Management     Technology  Development   Procurement   Inbound   LogisNcs   OperaNons   Outbound   LogisNcs   MarkeNng   &  Sales   Service   Support   AcEviEes   Primary   AcEviEes   PROFIT   MARGIN     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Classic  Value  Chain  
  33. 33. Bargaining  Power  of  Suppliers   Bargaining  Power  of  Customers   Threat  of  New  Entrants   Threat  of  SubsNtute  Products  or  Services   Value  Chain  &  Industry  Environment   (Porter’s  5  Forces  for  Industry  Profitability  &  Fitness  Analysis)   Classic  Value  Chain  (CVC)  Canvas:  Eagle’s  Eye  View   Firm  Infrastructure   Human  Resource  Management     Technology  Development   Procurement   Inbound   LogisNcs   OperaNons   Outbound   LogisNcs   MarkeNng   &  Sales   Service   Support   AcEviEes   Primary   AcEviEes   PROFIT   MARGIN     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Classic  Value  Chain  
  34. 34.                                                                                      Classic  Value  Chain  (CVC)  Canvas:  Fractal  Hierarchy  for  Determining  Value  Chain  Fitness   Environment   Classic  Value  Chain   World  (Global)   Industry   Sector  (Locality/Supply  Chain)   Region   Suppliers   Customers   SubsLtutes  (In/Direct  CompeEtors)   New  Entrants  (PotenEal  CompeEtors)   NaNon  (Economy/   Value  Network)   W:  WEAKNESSES  (-­‐)    S:  STRENGTHS  (+)   O:  OPPORTUNITIES  (+)   T:  THREATS  (-­‐)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  hTp://twiTer.com/RodKuhnKing  
  35. 35.                                                                                      Classic  Value  Chain  (CVC)  Canvas:  Fractal  Hierarchy  for  Determining  Value  Chain  Fitness   Environment   Classic  Value  Chain   World  (Global)   Industry   Sector  (Locality/Supply  Chain)   Region   Suppliers   Customers   SubsLtutes  (In/Direct  CompeEtors)   New  Entrants  (PotenEal  CompeEtors)   KEY:  “PESTLIED”  is  an  acronym  for  PoliLcal;  Economic;  Social;  Technological;  Legal;  InternaLonal;  Environmental;  Demographic   Macro-­‐Economic  Forces  (MEF):  Global  Economy   Industry  Ecosystem  (IE):  Supply   Market  Ecosystem  (ME):  Demand   Key  Trends  &  Complementors  (KTC):  PESTLIED     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   NaNon  (Economy/   Value  Network)  
  36. 36. Past  Reality   Value  Chain                 Present  Reality   Value  Chain               Future  Reality   Value  Chain                 Global  Value  Chain  (GVC)  Story     One-­‐Page  Business  Profit  Plan     Value  Chain     Value  Chain     Value  Chain   Industry   Ecosystem   Market   Ecosystem     Value  Chain   Macro-­‐Economic  Influencers   Key  Trends  &  Complementors   Mission/Vision/ Purpose/Ideals/   Ideal  Final  Result   For   Value  Chain     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Strategy   Short/Medium/Long-­‐term  
  37. 37. Past  Reality   Value  Chain                 Present  Reality   Value  Chain               Future  Reality   Value  Chain                 Global  Value  Chain  (GVC)  Story     3-­‐Act  Change  Management  QuesEons     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Strategy   Short/Medium/Long-­‐term   WHAT  to  change?   TO  WHAT  to  change?   WHY  change?   HOW  to  change?  
  38. 38. Appendix  2   Modern  Value  Chain  (MVC)  Canvas   A  HolisEc  Approach  to  Value  Chain  and  Industry  AIracEveness  Analyses  
  39. 39. ENVIRONMENT   Modern  Value  Chain  (MVC)  Canvas:  Bird’s  Eye  View   Modern  Value  Chain   Value  Chain  &  Environment     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing  
  40. 40. ENVIRONMENT   Modern  Value  Chain  (MVC)  Canvas:  Bird’s  Eye  View   Value  Chain  &  Environment     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Modern  Value  Chain   (3-­‐Act  Business  Model)   VALUE   CREATION   MODEL   VALUE   PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)   MODEL   Create  Value   Deliver  Value   Share  (Capture)  Value  CORE  JOBS:   HOW?   WHAT?   WHY?  
  41. 41.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   PROFIT   MODEL   ENVIRONMENT   MODERN  VALUE  CHAIN   (3-­‐Act  Business  Model)   Value  Chain  &  Environment  
  42. 42.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   Inputs/Partners           Internal  Resources           Processes/AcNviNes           Product/Value  ProposiNon           Channels  &  RelaNonships           Customer/Job-­‐To-­‐Get-­‐Done           Cost:  (Structure/Metrics)           Revenue:  (Streams/Metrics)           PROFIT           MODERN  VALUE  CHAIN   (3-­‐Act  Business  Model)   PROFIT   MODEL   Value  Chain  (Blank)  
  43. 43.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   Inputs/Partners   q  Inbound  LogisEcs         Internal  Resources   q  Firm  Infrastructure   q  Human  Resource  Mngt   q  Technology  Dev.   q  Procurement   Processes/AcNviNes   q  OperaEons         Product/Value  ProposiNon           Channels  &  RelaNonships   q  Outbound  LogisEcs   q  MarkeEng  &  Sales   q  Service     Customer/Job-­‐To-­‐Get-­‐Done           Cost:  (Structure/Metrics)           Revenue:  (Streams/Metrics)           PROFIT   q  PROFIT  MARGIN         PROFIT   MODEL   Value  Chain  (ParEally  Annotated)   MODERN  VALUE  CHAIN   (3-­‐Act  Business  Model)  
  44. 44.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   Inputs/Partners   q  Capital  Requirements   q  Access  to  Inputs   q  DifferenLated  Inputs   q  Volume  of  Inputs   q  Entry/Exit  Barriers   Internal  Resources   q  Economies  of  Scale   q  Brand  IdenLty/Loyalty   q  Proprietary  Learning  Curve   q  Fixed  Costs   q  (Over)Capacity   Processes/AcNviNes   q  Forward/Backward  Linkage   q  Agility:  Ability  to  Quickly   Retaliate/Respond/                  Innovate     Product/Value  ProposiNon   q Product  Design   q Proprietary  Product  Differences   q Product  Quality/Reliability/…   q No./Price/Growth  of  SubsLtutes   q Switching  Cost   Channels  &  RelaNonships   q  Access  to  DistribuLon     Customer/Job-­‐To-­‐Get-­‐Done   q Switching  Cost   q Propensity  to  SubsLtute/Switch   q Customers’  No./ConcentraLon/   Order  Volume/Price  SensiLvity   q Decision-­‐maker’s  IncenLves   Cost:  (Structure/Metrics)   q Cost  (RelaLve  to  Total   Purchase)       Revenue:  (Streams/Metrics)   q Price   q Benefits  (ULlity)         PROFIT   q  Value  Added         PROFIT   MODEL   Value  Chain  (Bargaining  Factors)   MODERN  VALUE  CHAIN   (Factors  for  Business  Model  Advantage)  
  45. 45.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   VALUE  CREATION  MODEL:   COST  REDUCTION   VALUE  PROPOSITION  MODEL:   REVENUE  INCREASE   Inputs/Partners   q Co-­‐creaLon;  Social  Media   q Open  Source  CollaboraLon   q Crowd-­‐funding/sourcing   q FracLonalizaLon/Co-­‐owner   q Investor/Sponsor/Donor   q Mergers  &  AcquisiLons   Internal  Resources   (Physical/Intellectual/EmoEonal/ Spiritual  Resources)   q Creator;  Broker;  Landlord   q Peer-­‐to-­‐Peer  Plagorm   q Facilitated  Network   q Patents  (“Fences”;  Barriers)     Processes/AcNviNes   q OperaLonal  Excellence;  JIT   q AutomaLon  (Self-­‐service/DIY)   q GamificaLon;  DigitalizaLon   q Ecosystem  Management   q Problem  Solving;  ConsulLng   q CompeLLve  Strategies   Product/Value  ProposiNon   q Asset  Sale/Direct  Sale   q Product  Leadership/Extension   q Used/2nd  Hand  Product;  Bargain   q CustomizaLon  (Value  Factors)   q Bundling/Unbundling   q Product/Sonware  as  a  Service   Channels  &  RelaNonships   q Offline/Online;  (In)direct  Sale   q Franchise;  Licensing;  Affiliates   q Distributor;  Disintermediator   q Ad  Network;  Brand  MulLplier   q AggregaLon/DisaggregaLon   q AucLon/Reverse  AucLon   Customer/Job-­‐To-­‐Get-­‐Done   q Customer  InLmacy/Loyalty   q B2B;  B2C   q Long  Tail;  Community  (Hub)   q Two-­‐sided  Market  (Segments)   q MulL-­‐sided  Market  (Plagorm)   q Luxury/Mass  Market/Niche   Cost  (Pain)   q Outsourcing;  SpecializaLon   q Group  Deals   q Lending/RenLng/Leasing   q Cross-­‐subsidizaLon   q FracLonalizaLon/Co-­‐owner     Revenue  (Delight)   q Pre-­‐payment;  AmorLzaLon   q Discount;  Dynamic  Pricing   q Razor  Blade  (“Bait  &  Switch”)   q Usage  Fee;  SubscripLon  Fee   q Tiered  Payment;  Freemium   q DonaLon;  Free   PROFIT  (VALUE)   q Shared  Value  (Profit)   q Transient  CompeLLve  Adv.   q Sustainable  CompeLLve  Adv.   q Red  Ocean;  Low  Cost/Margin   q Blue  Ocean;  Luxury  Spot   q DisrupLve  InnovaLon  Spot   PROFIT  MODEL:   PROFIT  INCREASE   Business  Profit   Management  (PaIerns/TacEcs)     51  BUSINESS  PROFIT  PATTERNS   (Business  Profit  InnovaEon  for  CompeEEve  Advantage)  
  46. 46. ENVIRONMENT   Modern  Value  Chain  (MVC)  Canvas:  Eagle’s  Eye  View   Value  Chain  &  Environment     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   PROFIT   MODEL   MODERN  VALUE  CHAIN  
  47. 47. Value  Chain  &  Global  Environment   (Value  &  SWOT  Analysis)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Modern  Value  Chain  (MVC)  Canvas:  Eagle’s  Eye  View   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   PROFIT   MODEL   MODERN  VALUE  CHAIN   W:  WEAKNESSES  (-­‐)    S:  STRENGTHS  (+)   O:  OPPORTUNITIES  (+)   T:  THREATS  (-­‐)  
  48. 48. Value  Chain  &  Global  Environment   (“E.R.I.C.”  Value  Innova<on  Tac<cs)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Modern  Value  Chain  (MVC)  Canvas:  Eagle’s  Eye  View   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   PROFIT   MODEL   MODERN  VALUE  CHAIN   E:  Eliminate    I:  Increase   C:  Create   R:  Reduce  
  49. 49. Industry  Ecosystem  (IE):  Supply   Market  Ecosystem  (ME):  Demand   Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/+)   Macro-­‐Economic  Influencers  (MEI):  Global  Economy   Value  Chain  &  Global  Environment   (4  Global  Environment  Forces  for  External  Fitness  Analysis)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Modern  Value  Chain  (MVC)  Canvas:  Eagle’s  Eye  View   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   PROFIT   MODEL   MODERN  VALUE  CHAIN  
  50. 50. Bargaining  Power  of  Suppliers   Bargaining  Power  of  Customers   Threat  of  New  Entrants   Threat  of  SubsNtute  Products  or  Services   Value  Chain  &  Industry  Environment   (Porter’s  5  Forces  for  Industry  Profitability  &  Fitness  Analysis)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Modern  Value  Chain  (MVC)  Canvas:  Eagle’s  Eye  View   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   PROFIT   MODEL   MODERN  VALUE  CHAIN  
  51. 51. Bargaining  Power  of  Suppliers   Bargaining  Power  of  Customers   Threat  of  New  Entrants   Threat  of  SubsNtute  Products  or  Services   Value  Chain  &  Industry  Environment   (Porter’s  5  Forces  for  Industry  Profitability  &  Fitness  Analysis)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Modern  Value  Chain  (MVC)  Canvas:  Eagle’s  Eye  View   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   Inputs/Partners           Internal  Resources           Processes/AcNviNes           Product/Value  ProposiNon           Channels  &  RelaNonships           Customer/Job-­‐To-­‐Get-­‐Done             Cost:     (Structure/Metrics)             Revenue:   (Streams/Metrics)           PROFIT           PROFIT   MODEL  
  52. 52. Value  Chain  &  Industry  Environment   (Porter’s  5  Forces  for  Industry  Profitability  &  Fitness  Analysis)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Modern  Value  Chain  (MVC)  Canvas:  Eagle’s  Eye  View   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   Inputs/Partners           Internal  Resources           Processes/AcNviNes           Product/Value  ProposiNon           Channels  &  RelaNonships           Customer/Job-­‐To-­‐Get-­‐Done             Cost:     (Structure/Metrics)             Revenue:   (Streams/Metrics)           PROFIT           PROFIT   MODEL   Industry  Ecosystem  (IE):  Supply   Market  Ecosystem  (ME):  Demand   Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/+)   Macro-­‐Economic  Influencers  (MEI):  Global  Economy  
  53. 53. Value  Chain  &  Industry  Environment   (“E.R.I.C.”  Valua<on  Innova<on  Tac<cs)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Modern  Value  Chain  (MVC)  Canvas:  Eagle’s  Eye  View   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   Inputs/Partners           Internal  Resources           Processes/AcNviNes           Product/Value  ProposiNon           Channels  &  RelaNonships           Customer/Job-­‐To-­‐Get-­‐Done             Cost:     (Structure/Metrics)             Revenue:   (Streams/Metrics)           PROFIT           PROFIT   MODEL   E:  Eliminate    I:  Increase   C:  Create   R:  Reduce  
  54. 54. Value  Chain  &  Industry  Environment   (Value  &  SWOT  Analysis)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Modern  Value  Chain  (MVC)  Canvas:  Eagle’s  Eye  View   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   Inputs/Partners           Internal  Resources           Processes/AcNviNes           Product/Value  ProposiNon           Channels  &  RelaNonships           Customer/Job-­‐To-­‐Get-­‐Done             Cost:     (Structure/Metrics)             Revenue:   (Streams/Metrics)           PROFIT           PROFIT   MODEL   W:  WEAKNESSES  (-­‐)    S:  STRENGTHS  (+)   O:  OPPORTUNITIES  (+)   T:  THREATS  (-­‐)  
  55. 55. Value  Chain  &  Industry  Environment   (Porter’s  5  Forces  for  Industry  Profitability  &  Fitness  Analysis)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Modern  Value  Chain  (MVC)  Canvas:  Eagle’s  Eye  View   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   Inputs/Partners           Internal  Resources           Processes/AcNviNes           Product/Value  ProposiNon           Channels  &  RelaNonships           Customer/Job-­‐To-­‐Get-­‐Done             Cost:     (Structure/Metrics)             Revenue:   (Streams/Metrics)           PROFIT           PROFIT   MODEL   ENVIRONMENT  
  56. 56.                                                                                      Modern  Value  Chain  (MVC)  Canvas:  Fractal  Hierarchy  for  Determining  Value  Chain  Fitness   Environment   Modern  Value  Chain   World  (Global)   Industry   Sector  (Locality/Supply  Chain)   Region   Suppliers   Customers   SubsLtutes  (In/Direct  CompeEtors)   New  Entrants  (PotenEal  CompeEtors)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   NaNon  (Economy/   Value  Network)   W:  WEAKNESSES  (-­‐)    S:  STRENGTHS  (+)   O:  OPPORTUNITIES  (+)   T:  THREATS  (-­‐)  
  57. 57.                                                                                      Modern  Value  Chain  (MVC)  Canvas:  Fractal  Hierarchy  for  Determining  Value  Chain  Fitness   Environment   Modern  Value  Chain   World  (Global)   Industry   Sector  (Locality/Supply  Chain)   Region   Suppliers   Customers   SubsLtutes  (In/Direct  CompeEtors)   New  Entrants  (PotenEal  CompeEtors)   KEY:  “PESTLIED”  is  an  acronym  for  PoliLcal;  Economic;  Social;  Technological;  Legal;  InternaLonal;  Environmental;  Demographic   Macro-­‐Economic  Forces  (MEF):  Global  Economy   Industry  Ecosystem  (IE):  Supply   Market  Ecosystem  (ME):  Demand   Key  Trends  &  Complementors  (KTC):  PESTLIED     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   NaNon  (Economy/   Value  Network)  
  58. 58. Past  Reality   Value  Chain                 Present  Reality   Value  Chain               Future  Reality   Value  Chain                 Global  Value  Chain  (GVC)  Story     One-­‐Page  Business  Profit  Plan     Value  Chain     Value  Chain     Value  Chain   Industry   Ecosystem   Market   Ecosystem     Value  Chain   Macro-­‐Economic  Influencers   Key  Trends  &  Complementors   Mission/Vision/ Purpose/Ideals/   Ideal  Final  Result   For   Value  Chain     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Strategy   Short/Medium/Long-­‐term  
  59. 59. Past  Reality   Value  Chain                 Present  Reality   Value  Chain               Future  Reality   Value  Chain                 Global  Value  Chain  (GVC)  Story     4  Strategy-­‐Focused  QuesEons     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hUp://businessmodels.ning.com  &  hUp://twiUer.com/RodKuhnKing   Strategy   Short/Medium/Long-­‐term   WHAT  to  change?   TO  WHAT  to  change?   WHY  change?   HOW  to  change?  

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