The document introduces the Business DNA Model, which comprehensively visualizes, organizes, and helps understand the key components of a business model. It presents the Business DNA Model template as a way to capture elements such as value proposition, product, market, finance, costs, revenues, strategy, and their interrelationships. The model is intended to aid in analyzing and managing business model and strategy performance.
Business DNA Model: All You Need to Know About the BUSINESS MODEL CANVAS & LE...Rod King, Ph.D.
Based on the concept of the Business DNA Map is a presentation below of the "Business DNA Model." This 1-Page diagram illustrates the inherent similarities and differences between Alexander Osterwalder's Business Model Canvas and Ash Maurya's Lean Canvas.
Deeply understanding the Business DNA Map would eliminate the controversies and confusion regarding the layout, structure, and content of the Business Model Canvas as well as the Lean Canvas.
Happy exploration!
http://goo.gl/LtAmwZ
Here are 13 alternative ways to design and display content in presentations versus using bullet points. This will work in PowerPoint and other presentation authoring tools.
[Webinar] Give Your SDRs An Unfair Advantage with Predictive Mintigo1
To view the full webinar replay, please visit:
http://www.mintigo.com/give-sales-development-reps-unfair-advantage-predictive/
Description:
Whether you are following an Account-Based Marketing (ABM) strategy or a traditional demand generation approach, employing a team of sales/business development reps (SDRs or BDRs) for teleprospecting is the new normal for almost every B2B sales and marketing organization.
In the early days of sales development — and even to this day — small armies of hungry yet inexperienced recent college graduates were tasked to complete hundreds of calls and voicemails per day with the goal of setting follow up meetings with potential prospects for their account executives. And because the positive outcome of these activities were generally low, it was a numbers game.
However, with today’s ever-expanding sales and marketing technology landscape, sales development teams can now utilize new technology tools to perform smarter, better and faster. One of these critical new technologies is predictive analytics and big data.
In this webinar, you’ll hear from industry thought leaders and experts from SiriusDecisions, Sales Hacker and Mintigo to hear how predictive insights and intelligence can be used to give your SDR team an unfair advantage over your competition.
You will learn:
- SiriusDecision’s 8-Factor Model for Teleprospecting/SDRs
- Why predictive is critical for target optimization
- How insights from predictive can enable SDRs to have great conversations with prospects
- Effective strategies for teleprospecting
- Tips on how to utilize intelligence about the account to create engagement
Speakers:
- Kerry Cunningham, Sr. Research Director of Demand Creation Strategies at SiriusDecisions
- Max Altschuler, Founder & CEO of Sales Hacker
- Tony Yang, VP of Demand & Marketing Ops at Mintigo
How To Raise Capital: Understanding Your Funding Stack & Optimizing Your Fund...Lighter Capital
Despite some signs of a slowdown, the seed and venture markets are relatively healthy. However, raising capital remains one of the most challenging jobs that a startup CEO will ever undertake.
What's your fundraising strategy for remainder of 2017 and beyond? How do you plan to raise your next round, especially in a tighter VC market?
Join BJ Lackland, CEO of Lighter Capital, and Nathan Beckord, CEO of Foundersuite, on September 19 where they will discuss:
- Recent funding trends and the rise of alternative funding options
- How to think about your capital stack
- Tips on optimizing your capital raise
Business DNA Model: All You Need to Know About the BUSINESS MODEL CANVAS & LE...Rod King, Ph.D.
Based on the concept of the Business DNA Map is a presentation below of the "Business DNA Model." This 1-Page diagram illustrates the inherent similarities and differences between Alexander Osterwalder's Business Model Canvas and Ash Maurya's Lean Canvas.
Deeply understanding the Business DNA Map would eliminate the controversies and confusion regarding the layout, structure, and content of the Business Model Canvas as well as the Lean Canvas.
Happy exploration!
http://goo.gl/LtAmwZ
Here are 13 alternative ways to design and display content in presentations versus using bullet points. This will work in PowerPoint and other presentation authoring tools.
[Webinar] Give Your SDRs An Unfair Advantage with Predictive Mintigo1
To view the full webinar replay, please visit:
http://www.mintigo.com/give-sales-development-reps-unfair-advantage-predictive/
Description:
Whether you are following an Account-Based Marketing (ABM) strategy or a traditional demand generation approach, employing a team of sales/business development reps (SDRs or BDRs) for teleprospecting is the new normal for almost every B2B sales and marketing organization.
In the early days of sales development — and even to this day — small armies of hungry yet inexperienced recent college graduates were tasked to complete hundreds of calls and voicemails per day with the goal of setting follow up meetings with potential prospects for their account executives. And because the positive outcome of these activities were generally low, it was a numbers game.
However, with today’s ever-expanding sales and marketing technology landscape, sales development teams can now utilize new technology tools to perform smarter, better and faster. One of these critical new technologies is predictive analytics and big data.
In this webinar, you’ll hear from industry thought leaders and experts from SiriusDecisions, Sales Hacker and Mintigo to hear how predictive insights and intelligence can be used to give your SDR team an unfair advantage over your competition.
You will learn:
- SiriusDecision’s 8-Factor Model for Teleprospecting/SDRs
- Why predictive is critical for target optimization
- How insights from predictive can enable SDRs to have great conversations with prospects
- Effective strategies for teleprospecting
- Tips on how to utilize intelligence about the account to create engagement
Speakers:
- Kerry Cunningham, Sr. Research Director of Demand Creation Strategies at SiriusDecisions
- Max Altschuler, Founder & CEO of Sales Hacker
- Tony Yang, VP of Demand & Marketing Ops at Mintigo
How To Raise Capital: Understanding Your Funding Stack & Optimizing Your Fund...Lighter Capital
Despite some signs of a slowdown, the seed and venture markets are relatively healthy. However, raising capital remains one of the most challenging jobs that a startup CEO will ever undertake.
What's your fundraising strategy for remainder of 2017 and beyond? How do you plan to raise your next round, especially in a tighter VC market?
Join BJ Lackland, CEO of Lighter Capital, and Nathan Beckord, CEO of Foundersuite, on September 19 where they will discuss:
- Recent funding trends and the rise of alternative funding options
- How to think about your capital stack
- Tips on optimizing your capital raise
One Point Per Slide – Why It’s Important and How to Do ItStinson
PowerPoint presentations have come a long way from bullet points and ClipArt. Presentations have evolved with not only the presenter and the audience, but also our preference to be moved and not sold to. One of the biggest presentation trends is having only one point per slide. Check out our presentation to see why having only one point per slide is important!
For more presentation help, visit stinsondesign.com/blog
Watch the video on Youtube: https://www.youtube.com/watch?v=VM7r-7WrheY&feature=youtu.be
Watch the video on Vimeo: https://vimeo.com/188030855
Business optimization | building your first million is easySurjeet Singh
Making your first million is easier with the help of these a few steps. you'll find that making millions in a few short years is not that much difficult as you think before.
Traffic & Conversion Summit 2018 Weapons of Mass Conversion Marketing Tools 2018Roland Frasier
This is the Weapons of Mass Conversion presentation that presented at Traffic & Conversions Summit 2018 in San Diego California. It contains about 300 marketing, management, analytics and related tools that we use in our various businesses along with recommendations of which ones we believe are essential or worth checking out.
How to make an investor pitch deck that really worksDeck Rooster
In sales, a well established principle is, before one starts pitching to a customer, one should listen to what the customer has to say. That is because if you listen carefully he will lay out his needs in front of you, letting you present your solution in a way that fits into his needs perfectly.
The principle should be equally useful while pitching to an investor while raising funds. I can’t see a reason why it won’t be. But no one seems to be suggesting “you should listen more and talk less during an investor pitch”. Probably it is assumed that we already know what investors look for in a business. Is it a rockstar team; or may be a huge market size or is it traction or a break-through technology? Or may be different investors look for different combination of those things.
Actually all of those are means towards an end. They help investors figure out something more specific and quantitative that all investors look for in a startup before investing. But what is it?
A 10x return on their investment. That is it.
That number may vary from an early stage investor to a growth stage one, but you get the point, right? Not everyone says it out loud, because it makes them look money hungry, but that is what an investor business is all about.
But, now with that knowledge, how do you tweak your pitch and your pitch deck to make an investor feel that you are offering him an investment opportunity that could deliver a 10x return? And more importantly, can your business even deliver 10x return?
The above presentation by Deck Rooster answers those questions and offers a structure (not a template) for an investor pitch deck for startups. Check it out.
Building up the e-gaming ecosystem of India and the influence of smartphonesRedSeer
Survey respondents were asked how “important in life” is leisure time. Results for India based on more than 4,000 respondents. *GDP per capita is expressed in 2011 purchasing power parity (PPP) dollars, for the year 2014.
Learn how to build the growth engine for your startup. Saas Lifecycle stages. Product Market Fit, Different perspectives for Marketing funnel, AARRR framework, lead generation, lead nurturing & what tools to use
Avoid Trapdoor Decisions: 5 Lessons Learned from Scaling Stripesaastr
Formerly a senior leader at Google, Claire Hughes Johnson is now Chief Operating Officer at Stripe, where she’s helped guide the online payments firm through rapid growth. Stripe today has more than 1,400 employees and processes billions of dollars for millions of users worldwide. Scaling the company’s employee base, sales teams, marketing, and operations—all while preserving its culture—has required a laser focus on first principles, smart processes, and effective hiring. In this talk, Claire will share these and other lessons for scaling high-growth organizations.
One Point Per Slide – Why It’s Important and How to Do ItStinson
PowerPoint presentations have come a long way from bullet points and ClipArt. Presentations have evolved with not only the presenter and the audience, but also our preference to be moved and not sold to. One of the biggest presentation trends is having only one point per slide. Check out our presentation to see why having only one point per slide is important!
For more presentation help, visit stinsondesign.com/blog
Watch the video on Youtube: https://www.youtube.com/watch?v=VM7r-7WrheY&feature=youtu.be
Watch the video on Vimeo: https://vimeo.com/188030855
Business optimization | building your first million is easySurjeet Singh
Making your first million is easier with the help of these a few steps. you'll find that making millions in a few short years is not that much difficult as you think before.
Traffic & Conversion Summit 2018 Weapons of Mass Conversion Marketing Tools 2018Roland Frasier
This is the Weapons of Mass Conversion presentation that presented at Traffic & Conversions Summit 2018 in San Diego California. It contains about 300 marketing, management, analytics and related tools that we use in our various businesses along with recommendations of which ones we believe are essential or worth checking out.
How to make an investor pitch deck that really worksDeck Rooster
In sales, a well established principle is, before one starts pitching to a customer, one should listen to what the customer has to say. That is because if you listen carefully he will lay out his needs in front of you, letting you present your solution in a way that fits into his needs perfectly.
The principle should be equally useful while pitching to an investor while raising funds. I can’t see a reason why it won’t be. But no one seems to be suggesting “you should listen more and talk less during an investor pitch”. Probably it is assumed that we already know what investors look for in a business. Is it a rockstar team; or may be a huge market size or is it traction or a break-through technology? Or may be different investors look for different combination of those things.
Actually all of those are means towards an end. They help investors figure out something more specific and quantitative that all investors look for in a startup before investing. But what is it?
A 10x return on their investment. That is it.
That number may vary from an early stage investor to a growth stage one, but you get the point, right? Not everyone says it out loud, because it makes them look money hungry, but that is what an investor business is all about.
But, now with that knowledge, how do you tweak your pitch and your pitch deck to make an investor feel that you are offering him an investment opportunity that could deliver a 10x return? And more importantly, can your business even deliver 10x return?
The above presentation by Deck Rooster answers those questions and offers a structure (not a template) for an investor pitch deck for startups. Check it out.
Building up the e-gaming ecosystem of India and the influence of smartphonesRedSeer
Survey respondents were asked how “important in life” is leisure time. Results for India based on more than 4,000 respondents. *GDP per capita is expressed in 2011 purchasing power parity (PPP) dollars, for the year 2014.
Learn how to build the growth engine for your startup. Saas Lifecycle stages. Product Market Fit, Different perspectives for Marketing funnel, AARRR framework, lead generation, lead nurturing & what tools to use
Avoid Trapdoor Decisions: 5 Lessons Learned from Scaling Stripesaastr
Formerly a senior leader at Google, Claire Hughes Johnson is now Chief Operating Officer at Stripe, where she’s helped guide the online payments firm through rapid growth. Stripe today has more than 1,400 employees and processes billions of dollars for millions of users worldwide. Scaling the company’s employee base, sales teams, marketing, and operations—all while preserving its culture—has required a laser focus on first principles, smart processes, and effective hiring. In this talk, Claire will share these and other lessons for scaling high-growth organizations.
It is defined by Robert Kaplan and David Norton as a powerful strategic measurement system, communication tools and innovative feedback & learning tool that “… translates strategy into measures that uniquely communicate your vision to the organization”
Jorge Silva, Sr. Research Statistician Developer, SAS at MLconf ATL - 9/18/15MLconf
Estimating the Number of Clusters in Big Data with the Aligned Box Criterion: Finding the number, k, of clusters in a dataset is a fundamental problem in unsupervised learning. It is also an important business problem, e.g. in market segmentation. Existing approaches include the silhouette measure, the gap statistic and Dirichlet process clustering. For thirty years SAS procedures have included the option of using the cubic clustering criterion (CCC) to estimate k. While CCC remains competitive, we propose a significant and original improvement, referred to herein as the aligned box criterion (ABC). Like CCC, ABC is based on a hypothesis-testing framework, but instead of a heuristic measure we use data-adaptive reference distributions to generate more realistic null hypotheses in a scalable and easily parallelizable manner. We have implemented ABC using SAS’ High Performance Analytics platform, and achieve state-of-the-art accuracy in the estimation of k.
How to influence influencers: 10 tips by top #PR thinkersPrezly
We’ve assembled our top 10 tips from the PR world’s own influencers about how they build and maintain the relationships that offer their clients value.
Strategic implementation - strategic management - Manu Melwin Joymanumelwin
• McKinsey 7s model is a tool that analyzes firm’s organizational design by looking at 7 key internal elements: strategy, structure, systems, shared values, style, staff and skills, in order to identify if they are effectively aligned and allow organization to achieve its objectives.
In consulting engagements with General Electric in the 1970's, McKinsey & Company developed a nine-cell portfolio matrix as a tool for screening GE's large portfolio of strategic business units (SBU).
Customer Growth Hacking: The First Things You Need to Know to Exponentially G...Rod King, Ph.D.
The late Peter Drucker once said, "The purpose of business is to create and keep a customer." How wise!
And what a customer-centric presentation of a business's main goal especially for startups: create and keep customers. But, how can entrepreneurs as well as startups rapidly and inexpensively acquire, retain, and grow customers?
To answer the above question, this presentation introduces the concept of "Customer Growth Hacking" while visually defining it. As can be seen in the above slide, Sean Ellis's concept of "Growth Hacking (GH)" is a subset of "Customer Growth Hacking (CGH)."
While Growth Hacking focuses on technology, marketing tactics, and PR to accelerate customer growth, Customer Growth Hacking deals with a more holistic perspective. In particular, Customer Growth Hacking involves strategies as well as tactics for rapidly and inexpensively discovering as well as solving Big Urgent Market Problems (BUMPs). Customer Growth Hacking uses an experimental (Lean Startup) approach while continuously applying the O.T.H.E.R. Loop to discover and solve customer problems. O.T.H.E.R. is an acronym for Observe different; Think different; Hypothesize different; Experiment different; Reflect different.
Over the years, I've developed many, many tools for holistically discovering and solving problems in any domain. All these tools are now brought together and tightly integrated under the umbrella of Customer Growth Hacking. Please note that Customer Growth Hacking is synonymous with what I sometimes call "Leaner Problem Solving."
The best of luck as you apply Customer Growth Hacking to rapidly and inexpensively discover as well as solve BUMPs.
Business Model Strips for Customer Growth Hackers: A New Business Model Notat...Rod King, Ph.D.
5 Business Model Strips for Customer Growth Hackers (It’s not what you think!)
***
“Customer Growth Hacking is at the heart of the Entrepreneurial Revolution (ER), the epicenter of which is in Silicon Valley.” Rod King
***
First, let’s take a short quiz:
Who is a CUSTOMER GROWTH HACKER?
1) Is (s)he someone making TRADITIONAL BUSINESS PLANNERS obsolete?
2) Is (s)he someone making TRADITIONAL MARKETERS obsolete?
3) Is (s)he someone making TRADITIONAL BUSINESS STRATEGISTS obsolete?
Actually, all of the above answers are correct. The presentation above explains how.
---
http://goo.gl/Rs0DqN
3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...Rod King, Ph.D.
If there were to be a single word that describes the Lean Startup methodology, I’d vote for “Pivot.” However, “Pivot” is one of the most abused terms in the lexicon of a Lean Startup.
In his book, “The Lean Startup,” Eric Ries notes: “A pivot is a special kind of change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.” He then lists 10 types of pivots that can occur in a startup. He suggests that startups should have regular “Pivot or Persevere” meetings. The typology of pivots is strongly tied to the building blocks and profit logic of a business model. However, Ries does not illustrate the typology of pivots especially within the framework and profit logic of a business model.
This presentation on the 3-Act Business Model Storyboard visually organizes the 10 types of pivots within the profit logic of a business model; see http://goo.gl/MorILv . Consequently, one can see how a pivot in one part of a business model affects other parts of the Lean Startup’s business model. The Business Model Storyboard also indicates why it’s difficult to make pivots or structural changes in established business models; I describe this phenomenon as “Pivot Inertia (PI).” Pivot Inertia is responsible for the demise of once established firms such as Blockbuster and Borders. Overcoming Pivot Inertia is critical for the success of both startups and established businesses. Google, PayPal, and Groupon all overcame Pivot Inertia and made a fortune.
Finally, there is a template of the Business Model Storyboard that facilitates application of the Lean Startup Method. In particular, the Business Model Storyboard facilitates the process of formulating, testing, and validating business model hypotheses of Lean Startups. Using the Business Model Storyboard should make easier the understanding, planning, and execution of pivots in both startups and established companies.
Rod.
Dream Viability Testing: Quickly and Cheaply Test the Viability of Your Dream...Rod King, Ph.D.
Consider this scenario which is a “Hollywood version” of a business case that I read several years ago in the book, “Discovery-Driven Growth,” by Rita Gunther McGrath and Ian MacMillan. The character, Bob, is a figment of my imagination.
Bob, a father of two young girls, was recently made redundant. Bob is desperate to pursue his dream business idea of owning an antique toy store. However, Bob is seeking advice on the best tool for testing the viability of his dream idea. The options at the top of Bob’s mind are as follows:
Option 1: INTUITION ("JUST DO IT")
Based on gut feeling and experience: rent store, buy antique toys, open store to public, and see what happens. Hopefully, monthly revenue from the sale of antique toys will be more than his monthly operating cost.
Option 2: TRADITIONAL BUSINESS PLAN
Spend 8 weeks attending an evening course on writing a (theoretical) business plan for the antique toy store. Thereafter, launch the project and open the antique toy store according to the schedule or “waterfall” of activities in the business plan.
Option 3: BUSINESS MODEL CANVAS/CUSTOMER DEVELOPMENT STACK
First, document the proposal (hypotheses) for the antique toy store using the tool of the Business Model Canvas. Then, according to principles of Steve Blank’s Customer Development methodology, “Get Out Of the Building” and talk to at least 50 prospective customers and other stakeholders. Test and validate/reject hypotheses for each of the 9 building blocks of the Business Model Canvas.
Option 4: LEAN STARTUP METHOD
Start by building a Minimum Viable Product (MVP) for the antique toy store. The objective is to rapidly learn about what works and what does not work regarding outcomes that customers want and can pay for. Rapidly use the iterative loop of “Build-Measure-Learn” to find problem-solution fit as well as product-market fit.
Option 5: DISCOVERY-DRIVEN PLANNING
The first step is to prepare a “Reverse Income Statement (RIS)” to check whether the opportunity or profitability of such an antique toy store is worthwhile. Also, the Reverse Income Statement would reveal “profitability-assumptions and hypotheses” of a business model that should be tested, validated, and/or rejected.
In your opinion, which of the above options would be best for Bob? And why?
My own recommendation is for Bob to use the methodology of Profit Model Analysis and Design (PMAD) for his task of Dream Viability Testing. PMAD is a seamless visual synthesis of the above tools. PMAD consists of three activities as follows:
#1: Visualize the desired profitability of your business model
#2: Design and test your value proposition model
#3: Launch and manage a scalable value creation model
For details of applying PMAD to the above case study, see http://goo.gl/2HAN00
So, once again, which option would be best for Bob in pursuing his dream business idea of owning and running his antique toy store?
The Business Model Spinner: A Fun Way to Improve Your Business Model Creativi...Rod King, Ph.D.
Invented by Dr. Rod King, the Business Model Spinner is a fun game to increase business model creativity, performance, and innovation. The Business Model Spinner effectively introduces the emergent approach of Business Model Gamification.
http://goo.gl/HNc6gX
The Business DNA Clock for Investors & Lean Startups: The 8 Steps of Every Su...Rod King, Ph.D.
Based on the perceived inadequacies of Steve Blank's "Investmeter" or thermometer for the Investment Readiness Level (IRL), I decided to develop the Business DNA Clock as a visual tool that shows a customizable roadmap for developing businesses that are built to last. We are currently using the Business DNA Clock to systematically develop, test, and validate ideas for our Business DNA Search Engine project.
The Business DNA Clock is method or tool-agnostic: the Business DNA Clock can be used with tools such as the Experiment Board, Business Model Canvas, and Lean Canvas. The Business DNA Clock also comprehensively summarizes ideas in Eric Ries's "The Lean Startup" as well as Furr and Dyer's "The Innovator's Method."
Try the Business DNA Clock and let's hear from you.
6 Gates to BUSINESS MODEL PROFITABILITY for Startups and Investors: Visually ...Rod King, Ph.D.
As the business landscape gets more and more competitive as well as volatile, uncertain, complex, and ambiguous businesses especially startups are struggling to increase their profitability. This presentation offers a visual framework - the 6 Gates to Business Model Profitability - for systematically examining an organization's business model with a view to increasing profitability.
A hierarchy of 6 Gates of questions are presented for systematically exploring strengths, weaknesses, opportunities, and threats of a business model. A Lean Business Model Canvas is presented as a tool for visually organizing, managing, and testing ideas for increasing profitability of a business model.
Note that topics of the "6 Gates to Business Model Profitability" can be used to evaluate a business model in terms of SWOT: Strengths; Weaknesses; Opportunities; Threats. Alternatively, one could assign a single numerical value on a scale from 1 to 10 regarding the different aspects of an organization's current business model.
http://goo.gl/iq5Xz1
BCG-Business Model Strip: Rapidly Manage PROFIT IMPROVEMENT AND INNOVATION MO...Rod King, Ph.D.
Today, organizations must manage for profit improvement as well as profit innovation in order to achieve sustainable competitive advantage. The BCG-Business Model Strip, which uses components of a BCG-Business Model, provides a holistic and versatile tool for improving and innovating on profit models. Unlike in business model visualization tools like the Business Model Canvas and Lean Canvas, the BCG-Business Model Strip provides a comprehensive framework for discovering Big Urgent Market Problems (BUMPs) in an environment, developing a relevant business strategy and business model that can be tested and validated.
Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for...Rod King, Ph.D.
About a week ago, the startup world got ablaze from reading Steve Blank’s blog post, “A New Way to Look at Competitors.” In the blog post, Blank notes that the traditional Competitive Graph – which focuses on differentiating offerings of “Our Company” vs. “Our Competitors” - is “inappropriate for startups or existing companies creating new markets.” Blank goes on to offer a Petal Diagram which places a given company (startup) in the core of a flower while segments of competitors are place in petals that surround the core. But how useful is Steve Blank’s Petal Diagram especially for startups?
Judging from feedback including Tweets and Facebook Likes on the Internet, the response to the Petal Diagram is extremely positive. Many readers note that the Petal Diagram offers benefits including the following:
# great way to communicate a startup’s position and opportunity especially to investors (Venture Capitalists)
# segmentation of an existing market while showing sources of future customers as well as potential competitors and partners
# visually appealing way for investors to see growth opportunities for a startup
# linkage to business model innovation especially using the Business Model Canvas
Although feedback on the Petal Diagram is generally great, some people are critical of the form and usefulness of the Petal Diagram especially in presenting proposals to investors. Perhaps, the strongest critique of the Petal Diagram comes from fellow Venture Capitalist, Tomasz Tunguz who blogged on: “Why the Petal Diagram Isn’t the Best Competition Diagram for Startup’s Pitch.” Tunguz’s main critique was “petal diagrams don't communicate the startup's unique way of competing in the market.” In short, the Petal Diagram is not useful for Brand Positioning, Value Proposition Design, Competitive Analysis, and Benchmarking. Consequently, it would seem like the Petal Diagram has to be used in conjunction with the classic Competitive Graph to present a wholesome picture of a startup’s opportunity and strategy. Or ... can we visually reframe the classic Competitive Graph so that it offers its original features as well as all the features and benefits of the Petal Diagram? I believe that we can. Yes, we can.
http://goo.gl/8TKHm4
Customer Growth Factory: A Better Way to Visualize Lean Startups and Establis...Rod King, Ph.D.
"What's in a name? That which we call a rose
By any other name would smell as sweet."
William Shakespeare
***
What is a business?
According to Peter Drucker, the purpose of a business is to acquire and keep customers. However, many concepts and descriptions of a business do not reflect the need or goal of acquiring, keeping, and growing customers. In recent years, the concept of a business especially for startups is being challenged. One of the most popular concepts in recent years is Eric Ries's "Lean Startup." Ries defines a (lean) startup as follows:
"A startup is a human institution designed to create a new product or service under conditions of extreme uncertainty."
While Ries's concept is powerful in highlighting the temporary and experimental nature of a startup, it does not provide a unifying systems metaphor that comprehensively describes the ASPIRATIONS of startups as well as established businesses. I therefore came up with the concept of a "Customer Growth Factory" to fill this void.
There is strong synergy between the concept of a lean startup and that of a Customer Growth Factory. Also, a "Customer Growth Factory" relates to Scott Anthony and David Duncan's "Growth Factory." Further, Ash Maurya's concept of a "Customer Factory" ties in with ideas of a Customer Growth Factory in that one of the goals of a Customer Growth Factory is to produce happier customers. A key advantage of the concept of the Customer Growth Factory is that as a "business system", it can be related to both old and emerging ideas of a business. For rapid description, analysis, prototyping, and design of a a business, a Customer Growth Factory is represented using a business model strip.
Customer Growth Hacking for Lean Startups: How Silicon Valley is Creating Bil...Rod King, Ph.D.
Traditional Business Planning theories and tools are not keeping pace with the rate of innovation in the startup world. Many startups are no longer using traditional business plans. Many startups do not formally start with applying Porter's Competitive Strategy or Value Chain. For the many billion dollar startups that have recently been created, none has been reported to use traditional business tools such as the voluminous business plan, value chain, and industry attractiveness analysis.
Today's billion dollar startups such as Facebook, GroupOn, AirBnB, and DropBox are mainly using tools of Customer Growth Hacking and in particular, tools of the Lean Startup methodology in combination with Growth Hacking. The presentation above includes a visual summary of the methodology of Customer Growth Hacking as it relates to the Lean Startup Methodology and Growth Hacking. The Lean Startup Methodology and Growth Hacking "intersect" in the area of Innovation Accounting and Marketing Analytics and in particular, "EARRR" metrics of the Customer Growth Honeycomb.
Although the Lean Startup Methodology is comprehensive, its focus is on emergent problem solving especially using the Enterprise Engine of a business model engine. In contrast, Growth Hacking focuses on the performance of the Customer Growth Engine especially using the "EAARRR" metrics to facilitate innovation accounting. In practice, billion dollar startups synchronize the performance of the Enterprise Engine and Customer Growth Engine with the performance of the Value Engine of a business model while rapidly and inexpensively discovering as well as solving BUMPs: Big Urgent Market Problems.
To conclude, this article presents an overview of the methodology of Customer Growth Hacking which covers emergent problem solving as well as deliberate problem solving. In todays world of high volatility, uncertainty, complexity, and ambiguity, the planning paradigm is shifting away from deliberate problem solving to emergent problem solving. While the tools of traditional business planning are applied and relevant to established businesses with established customers and known products, in the fast moving world of startups, traditional business planning tools are becoming obsolete.
If you're thinking of building billion dollar startups, the methodology most likely to let you rapidly and inexpensively achieve your goal is Customer Growth Hacking. Why not start with the phase of Customer Hacking (to achieve problem-solution fit), then proceed to Customer Growth (to achieve product-market fit), and move further to Growth Hacking (to achieve business model fit and scaling)?
What do you think?
A Universal Planning Tool (Platform) for Rapidly Achieving Missions, Visions,...Rod King, Ph.D.
In the world today, there is an explosion of frameworks and tools for achieving missions, visions, goals, objectives, strategies, and targets. The fragmented nature of tools poses a problem for multidisciplinary teams on projects. This presentation introduces the BCG-Business Model Court, which is a universal planning tool for visually and rapidly achieving a hierarchy of goals. The BCG-Business Model Court saves time and money while flexibly achieving a hierarchy of goals in any discipline.
THINKING DIFFERENT: A Business DNA Map for bmg book projectRod King, Ph.D.
This presentation introduces the Business DNA Map which is a visual tool for documenting, organizing, and managing business models at multiple levels. Unlike in other tools, the Business DNA Map can be used to present a "One Minute Business Model."
Business Model CANVAS vs. Business Model STRIP: Save More Money, Energy, and ...Rod King, Ph.D.
The above presentation focuses on answering the question: In volatile time, what tool would you use for rapidly and inexpensively prototyping business models?
9-Gear Business Model Yacht: Visually Document, Test, and Validate PROFITABIL...Rod King, Ph.D.
A few days ago, I bought an interesting book on arguably business's hottest topic: Business Model Innovation. The book, "Gear Up," is written by Lena Ramfelt, Jonas Kjellberg, and Tom Kosnik. Gear Up is a well written book and covers 9 "Gears" or elements of a business model. Notable missing elements or building blocks are "Value Proposition," "Cost Structure," and "Product/Service." However, these elements are covered in the discussion of other Gears. Also, some descriptions of the Gears such as "Customer Acquisition" and "Team" are too specific. This specificity may lead some practitioners to omit valuable information that relates to their business model. I would suggest the use of "Channels" for "Customer Acquisition" and "Internal Resources" for "Team." Finally, "Profit" is not highlighted as a Gear.
What I particularly like about the Gear Up book is its focus and information presented under the Gear of "Team." Unlike in many books on business model innovation, Gear Up discusses the number and type of members required to form a team that is likely to deliver successful business model innovation. In addition, the Gear Up framework explicitly considers "Competitors" and in particular, Competitive Strategy in terms of Blue Ocean Strrategy.
Although the content of Gear Up is great especially when combined with its checklist of questions at the end of each chapter, the book does not present a graphic, template, or worksheet that facilitates the collection and organization of ideas on a business model. Consequently, in this presentation, I offer the Business Model Yacht as a multi-level system framework for visually organizing and managing ideas on each Gear of a business model. Use of the 9-Gear Business Model Yacht ensures that ideas for business models are rapidly documented, tested, and validated with a view to discovering and scaling a profitable business model. Hopefully, purchasers and readers of the 9-Gear book would find this enhancement useful. Your feedback would be appreciated.
BUSINESS MODEL PIVOTS: How Great Organizations Create and Sustain Competitive...Rod King, Ph.D.
It is an illusion to think that our environment is constant, that is, never changing. If the dinosaurs thought like that millennia ago, that must have been a big mistake. Natural environments are open systems and are in a constant state of flux; the business environment is no exception. Consequently, organizations that grow and thrive are once that are adaptive. In today's business parlance, organizations that create and sustain competitive advantage are the ones that "pivot" while maximizing their strengths and opportunities and minimizing their weaknesses and threats.
In the Lean Startup method, the concept of "pivot" refers to a transformation or structural change of a part of a business model. Such a pivot is made when a team faces an apparently insurmountable challenge in its environment. In this presentation, the concept of a pivot is liberally applied. Here a pivot applies to a non-problem-focused change in parts of a business model. In other words, pivots are applied here to generate ideas and hypotheses to be field tested especially with a view to disrupting traditional business models. Such pivots are necessary when designing game-changing business models.
FRACTAL GRIDDING: A Visual Technique for Managing Personal, Enterprise, and N...Rod King, Ph.D.
This presentation introduces the WHY, WHAT, and HOW of the Fractal Gridding Technique, which is an invention of Dr. Rod King. Fractal Gridding and in particular, the 3x3 Fractal Grid, can be used for effectively and efficiently organizing, managing, and tracking ideas everywhere: at School, Home, Outdoors, and Work (SHOW). The goal of daily using Fractal Gridding is to rapidly become a lifelong EPIC Learner. "EPIC" is an acronym for "Exponential Productivity, Innovation, and Creativity."
Way to go lifelong EPIC Learner!
And good long in your journey.
Build a Culture for Rapidly Achieving BALANCED GREATNESS Everywhere: A Case S...Rod King, Ph.D.
This presentation features the methodology of Ambifragile Project Planning & Execution (APPEx) which aims to facilitate the building of a Balanced Greatness culture everywhere. A case study on APPEx is presented using information from the 2018 mayoral campaign in Freetown (Sierra Leone) of candidate Yvonne Aki-Sawyerr. This presentation illustrates how APPEx can be used not only in reframing and visually presenting the vision of any political campaign but also in translating into reality and through projects a candidate's vision, strategy, and conceptual plan for achieving Balanced Greatness. Also, the APPEx methodology offers brain-friendly tools and graphic organizers such as the 1-Page Vision-Strategy-Plan and 1-Page Ambifragile Project Plan that can be used to rapidly discover and solve pains in any domain as well as at personal, team, and societal levels. The approach of APPEx visually synthesizes the world's best tools for visually collecting, organizing, managing and evaluating information in projects at any level or scale.
PS: I'd like to note that although the presentation uses material from the campaign of mayoral candidate Yvonne Aki-Sawyerr, she neither ordered this presentation nor endorses it. This case study is purely academic and meant to illustrate how the APPEx methodology can be used to rapidly build a culture for achieving Balanced Greatness everywhere on the planet especially in Sierra Leone and starting from Freetown, her capital city.
APEx Meta-Platform: Rapidly Document, Organize, Manage, and Solve NATIONAL SE...Rod King, Ph.D.
Nowadays, business is suffering from what I call the "Tower of Babel (TB)" phenomenon: there are too many disparate or fragmented business tools. Each business tool appears to have a language of its own so that communication between users of different tools is fraught with great difficulties. This situation is reminiscent of the Tower of Babel event which is described in the Bible.
But, how can one eliminate the Tower of Babel phenomenon regarding business tools and their uses? Conceptually, the ideal solution involves use of an "operating system" or a platform that permits application of every tool while eliminating their trade-offs. An ideal solution is the Adaptive Planning & Execution (APEx) platform which is featured in this presentation. The APEx Platform can be used to rapidly organize, manage, and present problems as well as solutions for greater national security and prosperity.
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...Rod King, Ph.D.
The guaranteed survival of any organization today depends on its ability to deliver "exponential solutions" and in particular, "10x Faster, Better, and Cheaper Solutions" than traditional ones. This Ideal Value Proposition is highly desirable by many organizations. However, the big question is: "How does one create and deliver "10x Faster, Better, and Cheaper Solutions" for stakeholders?
This presentation introduces the tool of the Supply Chain Canvas. Building on the concept of the classic supply chain which involves four categories of stakeholders (Supplier; Provider; Customer; Consumer), the Supply Chain Canvas uses the concept and tool of the Business Model Strip to link the stakeholders to form a fractal supply chain. The resulting diagram, which is called a "Supply Chain Canvas," can be used to rapidly map, analyze, improve, design, and manage supply chains as well as business models. Included in this presentation are examples of how the Supply Chain Canvas is applied to the non-governmental sector as well as private sector.
Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...Rod King, Ph.D.
"Business Model Hacking (BMH)" refers to a multilevel mapping methodology that uses the unit of analysis of a business model to rapidly discover and eliminate pain in the lifecycle of any system, project, and/or business model. The approach of Business Model Hacking can be applied to projects in the public and private sectors as well as non-governmental organizations and society in general. The current program of "Hacking for Defense (H4D)," which is pioneered at Stanford University can be regarded as a basic instance of Business Model Hacking that uses the Mission Model Canvas (Business Model Canvas) and Value Proposition Canvas within the framework of the Lean Launchpad Methodology. However, given the "12 Handicaps" of the Mission Model Canvas (Business Model Canvas), Rod King uses a different toolkit for Business Model Hacking. Details of King's toolkit can be found in his groundbreaking book, "Business Model Canvas: A Good Tool with Bad Instructions?" This book is available at Amazon.com.
This presentation focuses on King's two tools for Business Model Hacking: Problem Solving Theater (PST) and Value Engine Map (VEM). These tools are applied to proposed projects in the National Defense and Intelligence Communities. When properly applied, tools of Business Model Hacking can help organizations to effectively and efficiently achieve their goals, vision, and mission. In particular, Business Model Hacking can help the National Defense and Intelligence Communities to rapidly save thousands of lives as well as millions of dollars.
STUDENTSOURCING:A Mini-Case Study on “Hacking for X (H4X)” Programat Stanfo...Rod King, Ph.D.
You may be wondering about the question, "What is StudentSourcing?" Well, here are three things you quickly need to know about "StudentSourcing."
1) StudentSourcing is a term independently coined by Rod King to describe the emerging phenomenon and multisided business model where tough national, regional, and/or local problems in the public sector and private sectors as well as community are “outsourced” or “crowdsourced” to student teams in primary, secondary, and/or tertiary education who provide validated and scalable solutions (prototypes)
2) The most prominent example of StudentSourcing or a StudentSourcing business model involves the “Hacking for X (H4X)” and in particular, “Hacking for Defense (H4D)” program, which was created at the Stanford University and is currently spreading worldwide
3) For public sector and community projects, StudentSourcing can be regarded as a de facto “National Development Service program” for students
This presentation focuses on three Global Pain Solving (GPS) tools that can be used to facilitate StudentSourcing including the Hacking for Defense (H4D) program at Stanford University. The GPS tools complement the Lean LaunchPad Methodology that is used in the H4D program.
2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...Rod King, Ph.D.
THIS ONE MAP REVOLUTIONIZES PRODUCT POSITIONING, BUSINESS STRATEGY, AND INNOVATION ACCOUNTING: The 2x2 Value Engine Map
Not many people know or would like to admit it: There are many popular but misleading ideas in business especially from established and emerging business “gurus.” A popular but misleading idea is the maxim of “One tool does not fit all.”
The cliche of “One tool does not fit all” stems from the last century when “pipes” or single-sided business models were dominant. In this century, “platforms” or multisided business models are increasingly disrupting traditional pipe business models. Whereas a pipe business model tries to resolve a single trade-off, a platform or multisided business model is designed to resolve two or more trade-offs. An excellent example of the transition from a pipe to a platform business model can be seen in the evolution of the business model of Apple’s iPod which finally morphed into a platform for the iPhone.
In the graphic below, I present a tool of and for BUSINESS CONSILIENCE: a 2x2 Value Engine Map. This Value Engine Map can be used to facilitate product pitching, business planning, business strategy, and business model design as well as the process of innovation accounting in the Lean Startup Methodology.
So, what do you think?
BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...Rod King, Ph.D.
Originally conceived by Alexander Osterwalder, the Business Model Canvas is widely used by entrepreneurs to document the status of their business models. In principle, the Business Model Canvas can be used as a versatile tool for discovering and solving any type of pain on the planet. However, the Business Model Canvas is sub-optimally used. The Business Model Canvas has 12 "handicaps" that constrain it as a versatile tool for Open & Multilevel Pain Solving. This book critically and deeply explores the Business Model Canvas with a view to identifying as well as fixing its handicaps. Complementary tools such as the Business Model Strip, POKER Scorecard, and POKER Canvas are suggested to be used so that the full potential of the Business Model Canvas can be realized.
Silicon Valley’s Tools for Translating Startup Ideas into Billion Dollar Comp...Rod King, Ph.D.
This presentation features the POKER-Scorecard which is a shared language and platform for presenting and applying any business tool especially those used in Silicon Valley.
12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...Rod King, Ph.D.
This presentation presents 12 "Disruption Vulnerabilities" or Achilles's Heels of the Business Model Canvas. Although the Business Model Canvas serves as a good tool for visually documenting a business model, it is limited in many respects especially with documenting, analyzing, and designing two/multisided markets (platforms). The tool of the Business Model Strip is presented as an alternative that eliminates the Disruption Vulnerabilities of the Business Model Canvas.
The Business Model Strip is designed with a multilevel paradigm so that it can be presented at various levels and in different visual formats. This presentation features the Business Model Strip in "canvas" (tessellation) format with 5 blocks (meso-level) as well as 9/11 blocks (micro-level). Finally, a visual template and checklist for an Exponential Business Canvas are presented.
Universal Business Modeling Template & Language for Venture Capitalists, Scal...Rod King, Ph.D.
This presentation features the Business Model Strip, which is a universal business modeling template. The Business Model Strip provides a common visual language for mapping the topics of every business model template on the planet. Consequently, using the Business Model Strip facilitates conversations on business model innovation and improvement between users of differing templates such as the Community Happiness Canvas, Business Model Canvas, Lean Canvas, and Business Model Matrix.
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...Rod King, Ph.D.
Of late, there seems to be one tool for every business goal or objective. Such proliferation of tools leads to a lot of waste in terms of money, energy, and time that are required to learn and master business tools. The Business Model Strip is a "revolutionary approach" that introduces a master (platform) tool that relates to all business tools. Here, the Business Model Strip or "One Line Business Model (OLBM)" is presented from the perspective of the SIPOC tool.
Two Steps for Rapidly Eliminating Pain in Every Business, Non-Profit Organiza...Rod King, Ph.D.
This presentation features an approach for Standard Pain Solving (SPS) in any domain. The Standard Pain Solving Methodology involves two steps: 1) Ask a Pain Solving Question (PSQ) in the format of "How Might We Eliminate Pain (HMWEP) of X?" 2) Use the Business Model Strip to Iteratively Answer the Pain Solving Question.
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?Rod King, Ph.D.
The Business Model Canvas and Lean Canvas are "staple business tools" that are used the world over by entrepreneurs, startups, and established companies. But the question is: Should we burn the Business Model Canvas as well as the Lean Canvas?
Burning a business tool may be strange. And admittedly, "burning a business tool" is a gimmick to stir up controversy especially with practitioners and fans of a business tool. Alexander Osterwalder stirred up fans and ardent practitioners of the Business Plan when on November 26, 2012 he wrote an article in the online Wall Street Journal, "Burn Your Business Plan - Before it Burns You;" see http://blogs.wsj.com/accelerators/2012/11/26/burn-your-business-plan-before-it-burns-you/
I present the issue of burning the Business Model Canvas and Lean Canvas because they have rather irreparable structural problems. And, in my view, the structural problems of the Business Model Canvas and Lean Canvas are limiting creativity and innovation in business modeling tools. Many cannot escape the box of the Business Model Canvas or Lean Canvas.
In this document, I present a case on why the Business Model Canvas and Lean Canvas should be burnt. An alternative tool of the Business Model Strip is introduced. Luckily the Business Model Strip is compatible with both the Business Model Canvas and Lean Canvas.
Business Model Strip SCORECARD FOR RADICALLY IMPROVING THE PERFORMANCE OF BUS...Rod King, Ph.D.
This presentation features the Business Model Strip SCORECARD, which is a template for radically improving the performance of business models for startups as well as as established companies. The Business Model Strip Scorecard seamless integrates ideas from the Balanced Scorecard, Strategy Map, and Business Model Canvas as well as over 10 other business tools. Consequently, the Business Model Strip Scorecard offers the most comprehensive tool for managing the performance of business models.
Flourishing Business Canvas vs. Total Happiness Canvas: Similarities and Diff...Rod King, Ph.D.
I recently came across the Flourishing Business Canvas and I'm struck by its conceptual rigor which is similar to that of the Total Happiness Canvas that I developed. The Flourishing Business Canvas was developed by Antony Upward.
Rod King's Total Happiness Canvas involves an application to business modeling of Albert Einstein's idea of a SpaceTime continuum. SpaceTime is defined by two question-tags: When (Time) and Where (Space or System). The four question-tags of Who, What, How, and Why define a system including its impacts or value (negative and positive).
Integrated with the Total Happiness Canvas is a heuristic for universal pain (problem) solving and learning, that is, the Pain-Plan-Do-Review (PPDR) Cycle. This heuristic draws upon the learning cycle of Plan-Do-Review as well as Deming's Plan-Do-Check-Act (PDCA) cycle for continuous improvement. Addition of a "Pain" dimension to the latter cycle expands the aforementioned heuristics to a cycle for pain (problem) solving.
In this presentation, I present side-by-side topics of the Flourishing Business Canvas and the Total Happiness Canvas. In this way, similarities and differences between the two canvases can be quickly seen.
There are two major differences between topics of each tool. First, the topics of the Total Happiness Canvas are driven by a question-and-answer framework. In particular, the Total Happiness Canvas is driven by a Pain Solving Question (PSQ) that must first be formulated. The basic format of the PSQ is: "How Might We Eliminate Pain (HMWEP) of 'X'?' It's important to note that 'X' can be any theme, topic, or issue. The PSQ is then iteratively answered by going through the Pain-Plan-Do-Review (PPDR) Cycle. Tools like the Business Model Canvas, Lean Canvas, and Flourishing Business Canvas serve as 'scoreboards' while iteratively answering the PSQ.
The second main difference is that the Total Happiness Canvas is a visual "plug-and-play" platform that provides a Universal Pain Solving & Project Management (UPSPM) process for achieving goals in any domain. All business tools can be used in conjunction with the Total Happiness Canvas. Consequently, the Total Happiness Canvas can be used for "playing" the tool of the Flourishing Business Canvas. While using the process of the Total Happiness Canvas, the Flourishing Business Canvas acts as a visual information manager or 'scorecard' for organizing and managing ideas on each topic within the framework of UPSPM.
Finally, when used with the Total Happiness Canvas, many tools such as in Design Thinking, Six Sigma Methodology, Lean Startup Method, and Theory can be seamlessly applied using the Flourishing Business Canvas. The framework of the Total Happiness Canvas allows many and varied pain (problem) solving tools to be mixed and matched.
Family of 4 Visual Templates for the TOTAL HAPPINESS CANVASRod King, Ph.D.
The first 'canvas' tool, which I encountered in business, was the Strategy Canvas in the toolkit of Blue Ocean Strategy. The Strategy Canvas involves the plot of Value Curves for organizations (businesses) in the Red Ocean as well as Blue Ocean. After the Strategy Canvas came the tessellation of the "Business Model Canvas that was developed by Alexander Osterwalder.
The Business Model Canvas is a 'phenomenon' in the business community especially for startups. The Business Model Canvas is used worldwide and has spawned countless variations of its tessellation. The Lean Canvas by Ash Maurya is the most popular variant of the Business Model Canvas.
The tessellated format of the Business Model Canvas has many advantages including the facilitation of collaborative visual presentation of business model ideas both horizontally (on a table) and vertically (on a wall). However, the tessellated template has 'straight-jacketed' how people think about the visual structure of a business model. A large majority of people now think that a tessellation is the only format for visually presenting a business model. Such thinking has serious disadvantages, for the topics of a business model are "nodes" that can be expressed in a wide variety of graphical formats such as in a chain, tree (Mind Map), and network.
In this presentation, the four nodes (Pain-Plan-Do-Review) of the Total Happiness Canvas or Pain-Plan-Do (PPDR) Cycle are presented using a family of visual templates: Chain; Macro-canvas; Tree; Network. The format of the Macro-canvas consists of 5 macro-blocks. There is strong structural correspondence between the visual format of the Macro-canvas and that of the Business Model Canvas which consists of 9 building blocks. The "Pain" block of the Macro-canvas can be decomposed into three blocks of the Business Model Canvas: Customer Segments; Customer Relationships; Channels. In a similar manner, the "Do" block can be decomposed into three blocks of the Business Model Canvas: Key Partners; Key Activities; Key Resources. The same decomposition principle applies to the Lean Canvas as well as other canvases.
By introducing flexibility and variation in visually presenting the topics that describe a business model, we can take advantage of the strengths of other visual templates while minimizing the inherent weakness of a tessellated format. Further, we can develop agility in visual communication by freely having conversations using different visual templates for business models.
Rapid Organizational Improvement (ROI): Instantly Xray Every For-Profit and N...Rod King, Ph.D.
Business modeling tools such as the Business Model Canvas and Lean Canvas are complex, expensive, and time-consuming to learn especially when modeling platforms (two/multisided markets). Consequently, such modeling tools are ill-suited for Non-Profit Organizations which are inherently platforms.
This presentation introduces the COPS Diamond ("Xray") technique which can be used to instantly model For-Profit Organizations as well as Non-Profit Organizations. Using the COPS Diamond saves organizations money, energy, and time especially in change management projects.
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONSRod King, Ph.D.
Alexander Osterwalder's Business Model Canvas is widely used by entrepreneurs around the world. It is a good tool. However, the Business Model Canvas is not great because it does not explicitly focus on solving the pain of stakeholders. In short, the Business Model Canvas is not a direct tool for pain (problem) solving.
The Business Model Canvas was originally conceived as a 'scorecard' for visually documenting a business model. Consequently, the Business Model Canvas is 'time agnostic:' it can be used for documenting past, present, and future business models. In theory, the Business Model Canvas is a visual synthesis of topics for comprehensively describing a business model or project.
Recognizing the deficit of the Business Model Canvas with regard to pain (problem) solving, several practitioners have tried to modify it as well as add complementary tools and processes. In his Customer Development Stack, Steve Blank adds the process of Customer Development to facilitate pain discovery. He also adds Agile Development (Lean Startup) Method to facilitate experimentation using hypotheses from a "Future (Hypothetical) Canvas."
Ash Maurya has modified building blocks of the Business Model Canvas to suit the mindset and language of "Lean Startup" entrepreneurs as well as directly include the paradigm of pain (problem) solving. Maurya includes building blocks such as for "Problem," "Solution," and "Key Metrics." However, Maurya's building blocks such as "Unfair Advantage" violate the system logic of the Business Model Canvas.
To date, many entrepreneurs are busy completing building blocks of the Business Model Canvas without a clear pain (problem) solving process. The Build-Measure-Learn Loop of the Lean Startup Method can be used with the Lean Canvas. However, to date the process has not been seamlessly integrated with the logic of the Business Model Canvas. So, what are we to do?
This presentation introduces the Pain-Plan-Do-Review (PPDR) Cycle which can be used with or without the Business Model Canvas. Housing the PPDR Cycle is the Community Happiness Canvas which focuses presenting a Pain Solving Question (PSQ) which is answered by using 8 topics of LIST: List of Innovate Salone Topics. The presentation shows correspondences between topics of the Business Model Canvas and Community Happiness Canvas. By using the PPDR Cycle of the Community Happiness Canvas in conjunction with the topics of the Business Model Canvas, entrepreneurs can rapidly solve the pains of stakeholders especially customers.
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Business DNA Model, Balanced Scorecard, and Strategy Map: A Visual Mathematical Synthesis
1. Business
DNA
Model
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
BUSINESS
MODEL
(Value
Prop.)
Why?
Strategy
How?
What?
How-‐What-‐Why
Learning
Circles
2. Business
DNA
Model
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
BUSINESS
MODEL
(Value
Prop.)
PRODUCT
(Solu>on)
MARKET
(Problem/
Trade-‐off)
FINANCE
(Value)
How?
What?
Why?
Strategy
How-‐What-‐Why
Learning
Circles
3. Business
DNA
Model
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
BUSINESS
MODEL
(Value
Prop.)
PRODUCT
(Solu>on)
MARKET
(Problem/
Trade-‐off)
FINANCE
(Value)
How?
What?
Why?
Strategy
D N
A
How-‐What-‐Why
Learning
Circles
4. Business
DNA
Model
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
BUSINESS
MODEL
(Value
Prop.)
PRODUCT
(Solu>on)
FINANCE
(Value)
D:
Design
N:
Needs
A:
AspiraKons
Strategy
MARKET
(Problem/
Trade-‐off)
Design-‐Needs-‐Aspira>ons
(D-‐N-‐A)
Learning
Circles
5. Business
DNA
Model
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
Value
Engine:
Value
Capture
BUSINESS
MODEL
(Value
Prop.)
PRODUCT
(Solu>on)
FINANCE
(Value)
D:
Design
N:
Needs
A:
AspiraKons
Strategy
MARKET
(Problem/
Trade-‐off)
Enterprise
Engine:
Value
CreaGon
(Supply
Infra’)
Customer
Growth
Engine:
Value
Delivery
(Demand
Infra’)
6. Business
DNA
Model
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
Value
Engine:
Value
Capture
BUSINESS
MODEL
(Value
Prop.)
PRODUCT
(Solu>on)
FINANCE
(Value)
Cost
(Structure)
Revenue
(Streams);
DifferenGaGon
Product-‐Market
Fit
D:
Design
N:
Needs
A:
AspiraKons
Strategy
MARKET
(Problem/
Trade-‐off)
Enterprise
Engine:
Value
CreaGon
(Supply
Infra’)
Customer
Growth
Engine:
Value
Delivery
(Demand
Infra’)
7. Business
DNA
Model
Minimum
Viable
Perspec1ves
(MVPs)
for
Business
Model
and
Strategy
Performance
Management:
The
Balanced
Scorecard
and
Strategy
Map
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
q Learning
and
Growth
Perspec>ve
q Process
Perspec>ve
q Customer
Perspec>ve
q Financial
Perspec>ve
BUSINESS
MODEL
(Value
Prop.)
D:
Design
N:
Needs
A:
AspiraKons
Strategy
8. Business
DNA
Template
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
Enterprise
Engine:
Value
CreaGon
(Supply
Infra’)
Customer
Growth
Engine:
Value
Delivery
(Demand
Infra’)
Value
Engine:
Value
Capture
BUSINESS
MODEL
(Value
Prop.)
PRODUCT
(Solu>on)
FINANCE
(Value)
Cost
(Structure)
Revenue
(Streams);
DifferenGaGon
Product-‐Market
Fit
Strategy
Business
DNA
Model
MARKET
(Problem/
Trade-‐off)
9. Business
DNA
Template
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
Enterprise
Engine:
Value
CreaGon
(Supply
Infra’)
Customer
Growth
Engine:
Value
Delivery
(Demand
Infra’)
Value
Engine:
Value
Capture
BUSINESS
MODEL
(Value
Prop.)
PRODUCT
(Solu>on)
FINANCE
(Value)
Cost
(Structure)
Revenue
(Streams);
DifferenGaGon
Product-‐Market
Fit
Strategy
Business
DNA
Model
MARKET
(Problem/
Trade-‐off)
10. Business
DNA
Template
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
Enterprise
Engine:
Value
CreaGon
(Supply
Infra’)
Customer
Growth
Engine:
Value
Delivery
(Demand
Infra’)
Value
Engine:
Value
Capture
PRODUCT
(Solu>on)
FINANCE
(Value)
Cost
(Structure)
Revenue
(Streams);
DifferenGaGon
Product-‐Market
Fit
Business
DNA
Model
MARKET
(Problem/
Trade-‐off)
11. Business
DNA
Template
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
PRODUCT
(Solu>on)
FINANCE
(Value)
Cost
(Structure)
Revenue
(Streams);
DifferenGaGon
Product-‐Market
Fit
Business
DNA
Model
MARKET
(Problem/
Trade-‐off)
12. Business
DNA
Template
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
PRODUCT
(Solu>on)
FINANCE
(Value)
Business
DNA
Model
MARKET
(Problem/
Trade-‐off)
13. Business
DNA
Template
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
Business
DNA
Model
14. Business
DNA
Template
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
Business
DNA
Model
(Suppliers)
(Customers)
15. Business
DNA
Template
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
INDUSTRY
(Ecosystem)
Business
DNA
Model
(Suppliers)
(Customers)
16. Business
DNA
Template
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
INDUSTRY
(Ecosystem)
Business
DNA
Model
(Suppliers)
(Customers)
17. Business
DNA
Template
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
Business
DNA
Model
INDUSTRY
(Ecosystem)
(Suppliers)
(Customers)
18. Business
DNA
Template
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
GLOBAL
ENVIRONMENT
Business
DNA
Model
INDUSTRY
(Ecosystem)
(Suppliers)
(Customers)
19. Business
DNA
Template
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
GLOBAL
ENVIRONMENT
Business
DNA
Model
P.E.S.T.L.I.E.D.
Trends
INDUSTRY
(Ecosystem)
(Suppliers)
(Customers)
20. Business
DNA
Template
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
GLOBAL
ENVIRONMENT
Business
DNA
Model
P.E.S.T.L.I.E.D.
Trends
D N
A
INDUSTRY
(Ecosystem)
(Suppliers)
(Customers)
21. Business
DNA
Template
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
GLOBAL
ENVIRONMENT
Business
DNA
Model
P.E.S.T.L.I.E.D.
Trends
How?
What?
Why?
D N
A
INDUSTRY
(Ecosystem)
(Suppliers)
(Customers)
22. Business
DNA
Template
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
GLOBAL
ENVIRONMENT
Business
DNA
Model
P.E.S.T.L.I.E.D.
Trends
Design
Needs
AspiraKons
D N
A
INDUSTRY
(Ecosystem)
(Suppliers)
(Customers)
23. Business
DNA
Template
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
GLOBAL
ENVIRONMENT
Business
DNA
Model
Design
Needs
AspiraKons
D N
A
INDUSTRY
(Ecosystem)
24. Business
DNA
Template
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
GLOBAL
ENVIRONMENT
Business
DNA
Model
Design
Needs
AspiraKons
D N
A
Why
sa>sfy
customer
needs?
What
are
customer
needs
or
Job
To
Get
Done?
How
to
sa>sfy
customer
needs?
INDUSTRY
(Ecosystem)
25. Business
DNA
Template
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
GLOBAL
ENVIRONMENT
Business
DNA
Model
Design
Needs
AspiraKons
D N
A
Why
sa>sfy
customer
needs?
What
are
customer
needs
or
Job
To
Get
Done?
How
to
sa>sfy
customer
needs?
What
is
trade-‐off
or
compeGGve
advantage?
What
are
costs
&
revenues
(benefits)?
What
are
impacts
on
environment?
INDUSTRY
(Ecosystem)
26. RED
OCEAN
BLUE
OCEAN
Where
currently
are
you?
Where
must
you
go?
How
should
you
get
there?
1-‐Page
AdapKve
Planning
&
ExecuKon
(APEX)
Evolu1on
of
Business
DNA
from
Red
Ocean
to
Blue
Ocean
Present
D-‐N-‐A:
Reality/Problem
Future
D-‐N-‐A:
Scenario/SoluGon
Ø Hypotheses/Guesses
(External/Internal)
Ø Reality/Facts
(External
&
Internal)
27. RED
OCEAN
BLUE
OCEAN
Where
currently
are
you?
Where
must
you
go?
How
should
you
get
there?
1-‐Page
AdapKve
Planning
&
ExecuKon
(APEX)
Evolu1on
of
Business
DNA
from
Red
Ocean
to
Blue
Ocean
Present
D-‐N-‐A:
Reality/Problem
Future
D-‐N-‐A:
Scenario/SoluGon
E:
Executor
O:
Observer
O:
Orienter
D:
Decider
APEX
Team
(Simplified
OODE
Loop)
Ø Hypotheses/Guesses
(External/Internal)
Ø Reality/Facts
(External
&
Internal)
28. RED
OCEAN
BLUE
OCEAN
Where
currently
are
you?
Where
must
you
go?
How
should
you
get
there?
Ø Hypotheses/Guesses
q Core
Purpose/Mission
q Vision
q Core
Values
q Goal:
Blue
Ocean
Success
q ObjecKves/
“Jobs-‐To-‐Get
Done”
(Physical/Intellectual/
Emo>onal/Spiritual)
1-‐Page
AdapKve
Planning
&
ExecuKon
(APEX)
Evolu1on
of
Business
DNA
from
Red
Ocean
to
Blue
Ocean
Business
DNA
Resources/
Value
Factors
&
Proposi>on
q S:
Strengths
(1-‐10)
q W:
Weaknesses
(1-‐10)
q O:
OpportuniKes
(1-‐10)
q T:
Threats
(1-‐10)
Ø Reality/Facts
(External
&
Internal)
E:
Executor
O:
Observer
O:
Orienter
D:
Decider
APEX
Team
(Simplified
OODE
Loop)
Present
D-‐N-‐A:
Reality/Problem
Future
D-‐N-‐A:
Scenario/SoluGon
29. RED
OCEAN
BLUE
OCEAN
Where
currently
are
you?
Where
must
you
go?
How
should
you
get
there?
1-‐Page
AdapKve
Planning
&
ExecuKon
(APEX)
Evolu1on
of
Business
DNA
from
Red
Ocean
to
Blue
Ocean
Business
DNA
Resources/
Value
Factors
&
Proposi>on
q S:
Strengths
(1-‐10)
q W:
Weaknesses
(1-‐10)
q O:
OpportuniKes
(1-‐10)
q T:
Threats
(1-‐10)
q APEX
Strategy/TacKcs/Targets
-‐ Minimize
Weaknesses/Threats/
Pain/Risks/Disadvantages
-‐ Maximize
Strengths/OpportuniKes/
Delight/Rewards/Advantages
-‐ Rapidly
Experiment
&
Learn
(4
Heuris>cs):
• OODA:
Observe
SWOT;
Orient;
Decide;
Act
• BML:
Build-‐Measure-‐Learn
Loop
• ARONP:
Ac>on;
Risk
Minimiza>on;
Opportunity
Maximiza>on;
Networking;
Pilo>ng
• ERIC
(R.O.D.
DisrupKon):
Eliminate;
Reduce;
Increase;
Create
E:
Executor
O:
Observer
O:
Orienter
D:
Decider
APEX
Team
(Simplified
OODE
Loop)
Present
D-‐N-‐A:
Reality/Problem
Future
D-‐N-‐A:
Scenario/SoluGon
Ø Hypotheses/Guesses
q Core
Purpose/Mission
q Vision
q Core
Values
q Goal:
Blue
Ocean
Success
q ObjecKves/
“Jobs-‐To-‐Get
Done”
(Physical/Intellectual/
Emo>onal/Spiritual)
Ø Reality/Facts
(External
&
Internal)
31. Business
DNA
Model
for
Classic
iPod
“A
Thousand
Songs
in
Your
Pocket”
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
Value
Engine:
Value
Capture
BUSINESS
MODEL
(Value
Prop.)
PRODUCT
(Solu>on)
FINANCE
(Value)
Cost
(Structure)
Revenue
(Streams);
DifferenGaGon
Product-‐Market
Fit
D:
Design
N:
Needs
A:
AspiraKons
Strategy
Listen
to
Music
iPod
Walkman
(Detractors)
MARKET
(Problem/
Trade-‐off)
Enterprise
Engine:
Value
CreaGon
(Supply
Infra’)
Customer
Growth
Engine:
Value
Delivery
(Demand
Infra’)
32. Business
DNA
Model
for
Classic
iPod
“A
Thousand
Songs
in
Your
Pocket”
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
BUSINESS
MODEL
(Value
Prop.)
PRODUCT
(Solu>on)
FINANCE
(Value)
Cost
(Structure)
Revenue
(Streams);
DifferenGaGon
Product-‐Market
Fit
D:
Design
N:
Needs
A:
AspiraKons
Strategy
Listen
to
Music
iPod
Walkman
(Detractors)
q Learning
and
Growth
Perspec>ve
q Process
Perspec>ve
q Customer
Perspec>ve
q Financial
Perspec>ve
MARKET
(Problem/
Trade-‐off)
33. Business
DNA
Model
for
VisionaryD
“Rapidly
Improve
Business
Model
Agility”
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
Value
Engine:
Value
Capture
BUSINESS
MODEL
(Value
Prop.)
PRODUCT
(Solu>on)
FINANCE
(Value)
Cost
(Structure)
Revenue
(Streams);
DifferenGaGon
Product-‐Market
Fit
D:
Design
N:
Needs
A:
AspiraKons
Strategy
Google
Search
VisionaryD
(Detractors)
MARKET
(Problem/
Trade-‐off)
Enterprise
Engine:
Value
CreaGon
(Supply
Infra’)
Customer
Growth
Engine:
Value
Delivery
(Demand
Infra’)
Simpler,
Faster,
Cheaper
Processes
34. Business
DNA
Model
for
VisionaryD
“Rapidly
Improve
Business
Model
Agility”
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
BUSINESS
MODEL
(Value
Prop.)
PRODUCT
(Solu>on)
FINANCE
(Value)
Cost
(Structure)
Revenue
(Streams);
DifferenGaGon
Product-‐Market
Fit
D:
Design
N:
Needs
A:
AspiraKons
Strategy
Google
Search
VisionaryD
(Detractors)
q Learning
and
Growth
Perspec>ve
q Process
Perspec>ve
q Customer
Perspec>ve
q Financial
Perspec>ve
MARKET
(Problem/
Trade-‐off)
Simpler,
Faster,
Cheaper
Processes
38. Non-‐Business
DNA
Model
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
Value
Engine:
Value
Capture
PRODUCT
(Solu>on)
FINANCE
(Value)
D:
Design
N:
Needs
A:
AspiraKons
MARKET
(Problem/
Trade-‐off)
Enterprise
Engine:
Value
CreaGon
(Supply
Infra’)
Customer
Growth
Engine:
Value
Delivery
(Demand
Infra’)
39. Non-‐Business
DNA
Model
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
Value
Engine:
Value
Capture
PRODUCT
(Solu>on)
FINANCE
(Value)
D:
Design
N:
Needs
A:
AspiraKons
MARKET
(Problem/
Trade-‐off)
Enterprise
Engine:
Value
CreaGon
(Supply
Infra’)
Customer
Growth
Engine:
Value
Delivery
(Demand
Infra’)
(Detractors)
40.
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
Non-‐living
DNA
Model
Non-‐Business
DNA
Model
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
Value
Engine:
Value
Capture
PRODUCT
(Solu>on)
FINANCE
(Value)
MARKET
(Problem/
Trade-‐off)
Enterprise
Engine:
Value
CreaGon
(Supply
Infra’)
Customer
Growth
Engine:
Value
Delivery
(Demand
Infra’)
(Detractors)
41.
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
Non-‐living
DNA
Model
Non-‐Business
DNA
Model
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
Value
Engine:
Value
Capture
PRODUCT
(Solu>on)
FINANCE
(Value)
MARKET
(Problem/
Trade-‐off)
Enterprise
Engine:
Value
CreaGon
(Supply
Infra’)
Customer
Growth
Engine:
Value
Delivery
(Demand
Infra’)
D
A
(Detractors)
N
43. Business
DNA
Template
for
“Porter’s
5
Forces”
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
GLOBAL
ENVIRONMENT
P.E.S.T.L.I.E.D.
Trends
Design
Needs
AspiraKons
D N
A
INDUSTRY
(Ecosystem)
(Suppliers)
(Customers)
44. Business
DNA
Template
for
“Value
Net”
Comprehensively
Visualize,
Organize,
and
Understand
the
DNA
of
a
Business
Model
GLOBAL
ENVIRONMENT
P.E.S.T.L.I.E.D.
Trends
Design
Needs
AspiraKons
D N
A
INDUSTRY
(Ecosystem)
(Suppliers)
(Customers)
46. Business
DNA
Template
for
the
Business
Model
Canvas
Collabora1vely
and
Fractally
Building
the
“Infinite
Business
Library
(IBL)”
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
PRODUCT
(Solu>on)
FINANCE
(Value)
Cost
(Structure)
Revenue
(Streams);
DifferenGaGon
Business
DNA
Model
MARKET
(Problem/
Trade-‐off)
BUSINESS
MODEL
(Value
Prop.)
Product-‐Market
Fit
Strategy
D N
A
Key
Partners
Key
AcKviKes
Key
Resources
Customer
Rel.
Channels
Customer
Segments
47. Business
DNA
Template
for
the
Lean
Canvas
Collabora1vely
and
Fractally
Building
the
“Infinite
Business
Library
(IBL)”
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h@p://businessmodels.ning.com
&
h@p://twi@er.com/RodKuhnKing
Cost
(Structure)
Revenue
(Streams);
DifferenGaGon
Business
DNA
Model
BUSINESS
MODEL
(Value
Prop.)
D N
A
Channels
Customer
Segments
PRODUCT
(SoluKon)
MARKET
(Problem/
Trade-‐off)
Key
Metrics
Unfair
Advantage